RECONCILIATION ACTION PLAN JAN 2021 - JAN 2022
Reconciliation Action Plan Reflect 2020
1 ACKNOWLEDGEMENT OF COUNTRY
CGH Group acknowledges the Traditional Custodians and their Ancestors of the lands and waters across Australia where we conduct our business. CGH Group recognise and acknowledges the Traditional Custodians’ connection to Country and pay our respects to Elders and Leaders past, present and emerging.
Artwork and elements of artwork appearing within this plan were designed by the highly accomplished Indigenous designer, Nikita Ridgeway. 2016 NSW Aboriginal Woman of The Year Finalists, Nikita is an advocate for women in business, and is recognised as a successful business woman and entrepreneur both within her community and nationally. Nikita is the founder and owner of Boss Lady Creative Design Agency, as well as founder of Dreamtime Ink Australia, the world’s first All Australian Aboriginal tattoo company, which has created a world-wide platform for Aboriginal tattoos. More of her artwork can be found at bossladycreativedesign.com.au.
The cover piece is titled Ripple of Positivity.
2 CONTENTS
Acknowledgement to Country 4
Message From CEO 5
Our Business 6
Our Vision 7
Our Journey to Reconciliation 8
Partnership in Goal Indigenous Services 10
About Xavier Clarke 13
GOAL’s Vision and Mission 14
Our Stories 15
Our Case Studies 16
Our Vision For Reconciliation 18
Our Objectives 18
Our Plan 20
Relationships 20
Respect 22
Opportunities 24
Governance and Tracking 26
3 MESSAGE FROM THE GROUP CEO
As the Chief Executive Officer for the CGH Group, I am honoured to present CGH Group’s Reconciliation Action Plan (RAP) for January 2021 – January 2022.
This RAP has been prepared to ensure we are playing a role in reconciliation activities across Australia. It will be the pillar for increasing the cultural competence of our employees, providing training and employment, contracting opportunities and social investment.
We aim to facilitate the connections between industry needs, capacity building and the creation of innovative and flexible solutions for our clients.
CGH Group’s vision is to create employment opportunities for First Australians. We strive to provide secure, long-term economic independence for First Australians within their communities. To make this happen, we bring together passion and leadership in communities with the national capacity and respected experience of the CGH Group. This allows us to reliably supply large scale projects, services and workforce requirements.
Our culture remains one of our key strengths, and our RAP and reconciliation activities aim to further enhance and utilise this strength of ours.
It is our belief that these activities will help our business grow and prosper.
Chief Executive Officer
Rob Blenkinship
City landscape of Darwin, Northern Territory, where CGH Group first began. Working in the territory we interact with Aboriginal communities daily and have first hand 4 experience on how our actions can make an impact. Photograph by acclaimed Darwin artist, Paul Arnold.
5 OUR BUSINESS
CGH Group is one of Australia’s leading integrated human resource • Organisational development and human resources and recruiting consulting firms. Founded in 2008 as CoreStaff, CGH • Aboriginal and Torres Strait Islander recruitment & mentoring Group has grown rapidly from one CoreStaff branch in Darwin to having 20 branches and nearly 200 staff nationally represented Our business has deep ties to the mining and resources industry, and by 4 specialist brands; Beilby Downing Teal (BDT), CoreStaff, GOAL a large amount of our business is in regional and remote areas where Indigenous Services (GOAL) and OPRA Psychology Group. CGH we interact with Aboriginal and Torres Strait communities and have the currently employs 2 Aboriginal and/or Torres Strait Islander people, potential to impact land and heritage. with a further 80-100 employed at any time through GOAL Indigenous Services. It is critical for us to acknowledge and understand the We are one of the largest Australian owned businesses in our industry. potential impact of our business on Aboriginal and Torres Strait Islander cultures and ensure everything we Our rapid success has been due to our commitment to the following principles; do considers both the potential negative and positive impact we can have through what we do.. • Employing highly experienced and motivated specialists • Conducting all business activity with complete transparency and integrity • A culture of working hard and having fun • Sustainable partnerships • Effective networks • Accredited quality and safety management systems • A secure and robust information technology platform
We partner with organisations to provide top to bottom outsourced human resource solutions including; • Labour hire & talent management • Search, recruitment & talent acquisition • Recruitment process management • Industrial/organisation psychology
6 OUR VISION
Our vision is to be seen by all Industry sectors, as the “go to” group for every level of outsourced human resource service our clients may require to attract, develop and retain a high performing and diverse workforce.
We strive to provide a working environment of equity and respect for First Australian cultures. We will ensure that our workplaces are free from discrimination and vilification, embracing the values of all cultures through the diversity of our employees.
7 OUR JOURNEY TO RECONCILIATION
Since our commencement, we have worked with clients to develop and implement engagement strategies for Aboriginal and Torres Strait Islander Peoples to assist our clients meet their participation targets. Through our CoreStaff business we have developed and implemented successful Indigenous Engagement Programs in the Northern Territory (NT), North Queensland and the Pilbara and Goldfields in WA.
CGH Group aspires to positively contribute to Australia’s reconciliation journey. CGH Group employees acknowledge and respect First Australian cultures and contribution to Australia and recognise that true and lasting reconciliation improves prosperity for all Australians, including adding value to our business.
In 2013, we worked with a client in the NT to identify, train and employ several people from communities around a remote mine site; Ngukurr, Minyerri, Borroloola and Numbulwar; with a target to make up 6% of the mines workforce.
We worked with local communities to promote the opportunities and identify potential candidates. We then partnered with a training provider to deliver mobile plant qualifications for participants making them job ready. The program was so successful that nearly 50% of the employees we had on site came through the program.
In 2014, we successfully gained a contract to deliver a power education program in a remote community in the NT. We identified, trained and engaged six people from the Ramingining local community who participated in the program over a 6-month period.
Our business, OPRA Psychology Group, has for the last 4 years partnered with the NSW Government to develop and deliver an Aboriginal Leadership Development Program. The program is designed to fast track Aboriginal and Torres Strait Islander government employees into leadership roles across the whole of government. In 2019 OPRA were also successfully appointed to deliver the Commonwealth Governments Aboriginal Leadership Development Program.
In 2020, we continue our journey to reconciliation by presenting our first Reflect Reconciliation Action Plan, and appoint Goal Indigenous Services and CoreStaff Business Development Manager Tuesday Turner as our RAP Champion and Ambassador, who will keep our reconciliation journey high on the agenda and steer our commitments as a part of our RAP Working Group.
8 9 PARTNERSHIP IN GOAL INDIGENOUS SERVICES
Reflecting on the work we were doing with Aboriginal and Torres Strait Islander communities, we understood that we could and should do more. In 2016, we partnered with former AFL player, Xavier Clarke to form GOAL Indigenous Services (GOAL), a majority Indigenous Owned Enterprise that provides a range of human resource, supply chain and service solutions to our customers while creating sustainable employment opportunities and support networks for First Australians.
With the capacity, reach and experience to service a range of industries at a high level, we work to facilitate the creation of solutions that meet the needs of the client in the most effective and efficient ways, with the potential to deliver opportunities for Indigenous candidates.
In 2017, GOAL opened in Melbourne. With our teams solid civil construction experience and strong links to community Goal Melbourne grew quickly. GOAL has grown to be recognised as a leading choice for Indigenous Engagement Strategies for tier 1 construction companies around the country.
In 2019, GOAL in a joint venture with global engineering and maintenance firm Stork, successfully obtained a 5-year maintenance and scaffolding contract with Shell for their Queensland Coal Seam Gas networks.
In 2020, we have a number of opportunities to joint venture and subcontract GOAL into national contracts and will continue to partner with GOAL to build on their success in the regions in which CGH Group operates.
In Melbourne, GOAL worked with the Victorian Government providing Aboriginal and Torres Strait Islander apprentices to the West Gate Tunnel Project. GOAL worked with training partners and clients to provide a unique training program and AWU agreement which made the apprenticeship program possible.
An Aboriginal and Torres Strait Islander group of three women and seven men completed a four week pre-employment program at Kangan Institute before being placed at site. While working on the West Gate Tunnel Project, the apprentices will also complete their Civil Construction Certificate III over 18 months.
10 11 Xavier Clarke, former AFL Player and majority shareholder of Goal Indigenous Services.
12 ABOUT XAVIER CLARKE
GOAL Indigenous Services is an initiative of Managing Director, Xavier Clarke. Xavier is a well-respected Larrakia and Amrreamo/Marritjavin (Daly River region) man who grew up in Darwin.
A former AFL player, Xavier spent 10 years at both St Kilda and Brisbane Lions, playing 106 senior games before retiring in 2011 due to injury.
Career highlights include being a first-round pick in the 2001 AFL Draft, a 2002 AFL Rising Star Nominee and being selected twice for the AFL Indigenous All Stars.
Xavier’s passion is coaching, and through this helping people achieve their goals on and off the sporting fields. His skill sets, networks and position of leadership and respect within Indigenous and non-Indigenous communities alike drive the ethos behind GOAL; to build relationships, create opportunities and generate positive outcomes for all.
13 GOAL’S VISION AND MISSION
GOAL’s vision is to create employment opportunities for Aboriginal and Torres Strait Islander Peoples. We strive to provide Indigenous Peoples secure, long-term economic independence within their communities. We aim to facilitate the connections between industry needs, capacity building and the creation of innovative and flexible solutions for our clients.
GOAL achieves our vision by: • Being an Indigenous Owned Enterprise who prioritises the long-term employment and ongoing development of Indigenous Peoples in all of its delivered solutions. • Connecting with industry clients who have unmet needs, market gaps or opportunities for improvement • Making it easy and cost-effective for businesses to use our services, therefore prioritising Aboriginal and Torres Strait Islander employment • Connecting in meaningful and effective ways with Aboriginal and orresT Strait Islanders who are looking for work opportunitiesProvide the leadership and support that not only gets Aboriginal and Torres Strait Islander people into work, but mentors and provides services to help them stay there and progress their careers.
14 OUR STORIES
GOAL set themselves apart from all others in
“I have a lot of pride in working for the recruitment sector, by taking a considered, GOAL. I know that, if I need it, there is “ measured and process driven approach to a strong community of First Peoples recruitment for both candidate and client. The “ team at GOAL took the time to gain a detailed to fall back on or to ask for advice.” understanding of my expectations as well as Indianna, is a proud Jadwadjali, my future career aspirations and as a result I Gunditjmara and Wemba Wemba am now in a role that I thoroughly enjoy. woman. She works at The North Western Program Alliance head office in North Melbourne as an Administration LOUSYNDA JEFFREY Assistant - Communication & Engagement.
GOAL have set the benchmark for Indigenous recruitment by reaching out to both client and “ employer to create a strong but safe working “ environment within the construction industry. Excellent in issues on and off work sites, GOAL have given me a career pathway to a happy “GOAL have been very supportive. and exciting future. I love working for GOAL. They communicate and come to site often to see how things are WILL BAIRD going and if there’s anything I need.”
Kristy is one of three women in the first round of graduates for the West Gate Tunnel Project’s Aboriginal pre-employment program. She is a proud Waanyi woman.
15 OUR CASE STUDIES
WOLPERS GRAHL LEND LEASE
Wolpers Grahl is a locally owned Darwin company with over 20 In 2016, Lend Lease partnered with GOAL to assist them in meeting years civil contracting and commercial construction experience. their Indigenous engagement targets. This was again a result of They are regular winners of NT government construction projects. the Northern Territory Government Indigenous Participation on Construction Projects Policy. In 2014 the Northern Territory Government introduced the Indigenous Participation on Construction Projects Policy which GOAL designed a targeted recruitment program and successfully requires contractors completing work on government funded placed numerous Indigenous candidates into various roles. projects to ensure a provisional sum is directly used to provide Indigenous employment opportunities. GOAL is now the major supplier of labour hire services to Lend Lease in the Northern Territory and currently engages Indigenous In 2016, Wolpers Grahl partnered with CGH Group to assist them employees on several projects, with a strong pipeline of future in meeting their Indigenous engagement targets through our projects. CoreStaff brand. CoreStaff designed a targeted recruitment program and successfully placed Aboriginal and Torres Strait Islander candidates into various construction industry roles.
16 JOHN HOLLAND
In late 2017 as part of the CPBJH Joint Venture to build Melbourne’s multi-billion-dollar Westgate Tunnel project, John Holland partnered with GOAL to assist them in meeting their Indigenous engagement targets for the project.
GOAL partnered with the Kangan Institute to design a specialist construction industry training program for new-to-industry Aboriginal and Torres Strait Islander employees. This was done in consultation with project management to ensure the outcomes would suit the project.
GOAL then engaged with local community groups to develop a pool of potential candidates, and with assistance from sister CGH Group companies CoreStaff and OPRA, designed a tailored recruitment and assessment platform, which ensured the right fit of candidates for the industry and maximised the number of candidates successfully completing the program.
Post graduating the program, employees are engaged on a permanent basis by GOAL where our specialist staff provide ongoing mentoring and performance management services to ensure employees remain engaged in their roles and deliver quality outcomes for the project.
A group of 10 candidates graduated from the first 4-week pilot program and have been successfully engaged into operational roles on the project where the feedback on skills and fit has been exceptional. We are in planning for the next group of trainees, as well as in discussions to provide broader, specialist diversity recruitment services to the project.
17 OUR VISION FOR OUR OBJECTIVES RECONCILIATION To achieve our vision, we will: • Work as a group to sustain and strengthen our relationship with Aboriginal and Torres Strait Islander communities Our vision is to develop a workforce of First Australians which will enhance the relationship between CGH • Increase and enhance the existing Aboriginal and Torres Strait Islander workforce in CGH Group by embarking on specific Group and the existing Aboriginal and Torres Strait recruitment, educational and career development programs Islander community, as well as, provide CGH Group • Acknowledge and respect Aboriginal and Torres Strait Islander with a valuable source of workforce talent for now and cultures and values in the future. • Increase awareness through the group on Aboriginal and Torres Strait Islander cultures and values CGH Group acknowledges Traditional Owners and respects the significance of Aboriginal and Torres Strait Islander cultures, histories • Promote new business ventures and support our existing activities and relationships to Country and that Indigenous affairs are an integral with Aboriginal and Torres Strait Islander people component of our history. All CGH employees will complete a cultural • Provide culturally safe workplace for our Aboriginal and Torres competency program to provide an essential understanding of Strait Islander employees Aboriginal and Torres Strait Islander histories. • CGH Group employees to complete a cultural competency program to provide an overview of Aboriginal and Torres Strait Islander histories and cultures.
Beilby Downing Teal sponsored the 2019 Education Awards – WA Education Assistant of the Year. The award was deservingly won by Cassandra Wilson of Dawul Remote Community School.
Cassandra’s love and passion for her job at Dawul Remote Community School in the East Kimberley stems from her motivation to stop kids from falling behind and keeping them on track. She makes a significant contribution to the education of Aboriginal children and their families.
18 In the Northern Territory, Goal Indigenous Services sponsor Yasmin Roe in the 2020/2021 Women’s AFL NT League for Saint Mary’s Football Club. Yasmin recently played her 100th premier level game for the league. Other CGH brands also sponsor players within the team.
19 OUR PLAN
RELATIONSHIPS
CGH’s global core values are honesty, integrity, and respect. In order to live those values as part of our business operations, we must build mutually beneficial relationships between Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians.
Action Deliverable Timeline Responsibility
• Circulate Reconciliation Australia’s NRW resources and reconciliation materials Marketing May 2021 to our staff. Manager
Build relationships through 27th May – 3rd June Marketing celebrating National Reconcil- • RAP Working Group members to participate in an external NRW event. 2021 Manager iation Week (NRW).
• Encourage and support staff and senior leaders to participate in at least one 27th May – 3rd June Chief Executive external event to recognise and celebrate NRW. 2021 Officer
• Develop and implement plan to raise awareness across the CGH Group Chief Executive April 2021 employees of our RAP commitments Officer
January 2021 Promote reconciliation Goal Business • Identify external stakeholders that our organisation can engage with on our April 2021 through CGH Group’s sphere Development reconciliation journey July 2021 of influence Manager October 2021 January 2021 Goal Business • Identify RAP and other like-minded organisations that we could approach to April 2021 Development collaborate with on our reconciliation journey. July 2021 Manager October 2021
20 Action Deliverable Timeline Responsibility
Goal • Research best practice and principles that support partnerships with Aboriginal April 2021 Managing and Torres Strait Islander stakeholders and organisations Director Build and develop relationships with Aboriginal January 2021 Goal Business and Torres Strait Islander • Identify Aboriginal and Torres Strait Islander stakeholders and organisations April 2021 Development stakeholders and organisations within our local area or sphere of influence July 2021 Manager in the communities we October 2021 operate in January 2021 • Establish and build connections with Aboriginal and Torres Strait Islander Goal Business April 2021 organisations and stakeholders in communities we are operating in through Development July 2021 regular visits and consultation Manager October 2021
• Research best practice and policies in areas of race relations and anti- Human April 2021 Resources Actively promote discrimination. Manager reconciliation and anti- discrimination through all of our business activities • Conduct a review of HR policies and procedures to identify existing anti- Human April 2021 Resources discrimination provisions, and future needs. Manager
21 RESPECT
As a leader in the Australian recruitment industry and a company that believes in diversity and inclusiveness, CGH Group must respect and seek to understand the culture and history of Aboriginal and Torres Strait Islander peoples.
Action Deliverable Timeline Responsibility
• Increase staff’s understanding of the purpose and significance behind cultural April 2021 Social Inclusion protocols, including Acknowledgement of Country and Welcome to Country July 2021 Manager protocols October 2021
Demonstrate respect to Abo- riginal and Torres Strait Islander • Investigate the Traditional Custodians of the lands and waters of which we Social Inclusion April 2021 peoples by observing cultural operate our business Manager protocols
• Develop a map of all Traditional Custodians of the lands in which our branches Social Inclusion April 2021 are situated on Manager
• Raise awareness and share information amongst our staff about the meaning of Marketing June 2021 NAIDOC Week and theme for the year Manager
• Promote to our staff the events happening in their local community, through NAIDOC Week, July Marketing staff intranet and other communication channels 4th – 11th 2021 Manager
Build Respect for Aboriginal and Torres Strait Islander NAIDOC Week, July Marketing people by celebrating • Ensure RWG members participate in NAIDOC week celebrations 4th - 11th 2021 Manager NAIDOC week activities in our local communities
NAIDOC Week, July Marketing • Host an event during NAIDOC week and ensure staff have access to attend 4th – 11th 2021 Manager
NAIDOC Week, July Marketing • Continue to provide sponsorship and in-kind support of NAIDOC Events 4th – 11th 2021 Manager
22 Action Deliverable Timeline Responsibility January 2021 • Continue to provide cultural awareness training to new and existing staff and April 2021 Training further increase knowledge through additional training where available July 2021 Manager October 2021
Training Increase understanding, value • Conduct a review of cultural learning needs within our organisation July 2021 and recognition of Aboriginal Manager and Torres Strait Islander cultures, histories, knowledge and rights through cultural • Engage and review local cultural awareness training providers to gain an Training July 2021 learning. understanding of what is available Manager
• Develop a business case for increasing understanding, value and recognition Social Inclusion of Aboriginal and Torres Strait Islander cultures, histories, knowledge, and rights April 2021 Manager within our organisation
• Undertake a staff survey to understand current levels of cultural safety within the OPRA General April 2021 workplace Manager • Use survey data to understand the needs and experiences of Aboriginal and OPRA General July 2021 Investigate opportunities to Torres Strait Islander team members and to inform changes Manager increase levels of cultural • Review feedback mechanisms for team members to express cultural concerns OPRA General safety within the workplace. and adjust as required. Communicate the mechanisms to express cultural July 2021 Manager concerns. • Research best-practice and principles that support cultural safety in the OPRA General April 2021 workplace Manager
23 OPPORTUNITIES
CGH Group strives to be a leader in delivering both employment and financial opportunities for the communities we operate in.
Action Deliverable Timeline Responsibility
• Engage with different training organisations to establish skills gaps analysis’ and April 2021 Training understand the barriers that Aboriginal and Torres Strait Islander people may July 2021 Identify and develop training Manager programs to increase engage- face when participating in training and employment programs October 2021 ment of Aboriginal and Torres Strait Islanders in training & • Partner with training providers and clients to provide pathways for training Training employment July 2021 opportunities to Aboriginal and Torres Strait Islander people Manager
CoreStaff • Review current procurement policies to mitigate risk when accessing goods and April 2021 General services from Aboriginal and Torres Strait Islander Businesses Manager QLD
CoreStaff • Investigate Supply Nation membership of Aboriginal and Torres Strait Islander April 2021 General Identify and develop supplier Business that have potential to partner with CGH. opportunities for Aboriginals Manager QLD and Torres Strait Islander owned businesses to do Goal • Establish a meaningful relationship with Indigenous Business groups such as NT business with CGH Group April 2021 Managing Indigenous Business Network to find potential opportunities Director
CoreStaff • Partner with Aboriginal and Torres Strait Islander business to provide pre- July 2021 General employment medicals, PPE or other services Manager QLD
January 2021 Human • Improve current Aboriginal and Torres Strait Islander staffing numbers and review April 2021 Resources professional development for these employees July 2021 Manager Improve Indigenous October 2021 employment outcomes by increasing Aboriginal • Develop a business case for Aboriginal and Torres Strait Islander employment Social Inclusion July 2021 and Torres Strait Islander within our organisation. Manager recruitment, retention, and professional development January 2021 Human • Review career progression and skills gaps of current Aboriginal and Torres Strait April 2021 Resources Islander staff members and implement training as required July 2021 Manager 24 October 2021 25 GOVERNANCE AND TRACKING PROGRESS
Action Deliverable Timeline Responsibility
• Identify and appoint RAP WG who will be tasked with building and Chief implementing pathways for positive and successful outcomes of initiatives January 2021 Operating outlined in this RAP. Officer
Chief • Draft a Terms of Reference for the RWG January 2021 Operating Officer
Chief • Appoint RAP Chair as head of RAP Working Group January 2021 Operating Build and maintain a RAP Officer Working Group (RAP WG) to understand, implement and monitor RAP Initiatives • Ensure Aboriginal and Torres Strait Peoples are represented and maintain a January 2021 RAP Chair position within the RAP Working Group
January 2021 April 2021 • Implementation of CGH Reflect RAP RAP Chair July 2021 October 2021 January 2021 • Meetings to be held quarterly to monitor and track Ensure RAP WG oversee the April 2021 RAP Chair endorsement and launch of CGH Reflect RAP July 2021 October 2021
• Define esourcesr needs for RAP implementation. January 2021 RAP Chair
Provide appropriate support Chief Executive for effective implementation • Engage senior leaders in the delivery of RAP commitments January 2021 Officer of RAP commitments.
• Define appropriate systems and capability to track, measure and report on RAP January 2021 RAP Chair commitments.
26 Action Deliverable Timeline Responsibility
• Complete and submit the annual RAP Impact Measurement Questionnaire to September 2021 RAP Chair Reconciliation Australia.
• Develop and implement structured pathways through our RAP WG to monitor January 2021 RAP Chair Build accountability and and review progress and ensure positive outcomes for our RAP initiatives transparency through reporting RAP achievements, challenges, and learnings January 2021 • RAP WG to report to senior management quarterly share successes and lessons April 2021 both internally and externally. RAP Chair learnt July 2021 October 2021
• RAP Chair to ensure achievements, challenges, lessons learnt, and on-going April 2021 changes are shared throughout the journey with CGH Group employees and RAP Chair October 2021 stakeholders
• RAP WG to review and report on both success and shortcomings of RAP and September 2021 RAP Chair Continue our reconciliation implement meaningful changes journey by developing our next RAP • Register via Reconciliation Australia’s website to begin developing our next RAP October 2021 RAP Chair
CONTACT For enquiries about our RAP, please contact either
Karen Cole – RAP Chair Tuesday Turner – RAP Champion
Training and Compliance Manager, CGH Group BDM Goal Indigenous Services & CoreStaff
Phone: 08 8942 6666 Phone: 08 8942 6666
Email: [email protected] Email: [email protected]
27 Reconciliation Action Plan Reflect 2020
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