reconciliation action plan · deep pool. safety and integrity are principles of aboriginal law when...

Reconciliation Action Plan

MAY 2019 – MAY 2021

Artwork Story

Towering gorges rim spinifex country. It is a place of regeneration, where sweet water lies in a clear, deep pool.

Safety and integrity are principles of Aboriginal Law when clans make arduous journeys across sun beaten land for subsistence or ceremony. The design “Ceremony Hill” reflects a place where people come together after the journeys, managing a fragile environment with excellence and care. The bark paint and textures depict sustainable technology.

This original artwork was produced by Balarinji.

Please be aware that this document may contain images, names and reference to Aboriginal and Torres Strait Islander people who may have since passed away.

1

Our Vision for Reconciliation 2

Our Business 3

Introducing our RAP Working Group 8

Our People 10

Our Projects 14

Relationships 16

Respect 19

Opportunities 21

Governance and Tracking Progress 23

Contact details 28

CONTENTS

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OUR VISION FOR RECONCILIATION

This Reconciliation Action Plan (RAP) reflects Jacobs’ global vision for a more connected, sustainable future where we create an enduring legacy and positively influence our people, industries and engineering design. As a community of diverse talent and cultures, Jacobs believes in the power of inclusion and diversity as an imperative in the workplace. Across our shared corporate legacy we acknowledge and continue to respect and celebrate the cultures of all First Nations People; we continue to demonstrate in Australia that we value Aboriginal and Torres Strait Islander cultures and are openly committed to celebrating and championing key achievements and issues with Aboriginal and Torres Strait Islander peoples. It is critical to our workplace culture that everyone is empowered to bring their whole selves to work and be valued for their specific skills, experience and vision.

Our Vision for reconciliation is that all Aboriginal and Torres Strait Islander peoples are empowered to participate in building a future where their histories and cultures are visibly acknowledged, included and celebrated.

Our vision, for creating opportunities to grow and collaborate with Aboriginal and Torres Strait Islander peoples in our business and industries, is intertwined with increased outcomes in employment and training for Aboriginal and Torres Strait Islander peoples, cultural competency for all of our staff, and supply chain diversity and capacity building with Aboriginal and Torres Strait Islander Businesses.

We will deliver meaningful outcomes for advancing the exchange of knowledge and resources in a context of partnership and reciprocity; We will promote and celebrate Aboriginal and Torres Strait Islander people’s cultures, support self-determination, and encourage designs that acknowledge and celebrate Aboriginal and Torres Strait Islander people’s cultures and their enduring connections to Country, broadening the inclusivity of Australian communities.

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OUR BUSINESS

Jacobs leads the global professional services sector delivering infrastructure solutions for a more connected, sustainable world. We are the largest and most diverse provider of technical, professional, and construction services, including all aspects of engineering, construction and operations and maintenance. Jacobs’ mission is to be the world’s premier design, engineering, construction and technical services firm delivering innovative, end-to-end solutions that provide superior value to our customers.

We are over 80,800 people in more than 400 locations worldwide who serve a broad range of industrial, commercial and governmental clients across multiple markets and geographies. Jacobs leverages this industry leading strength to deliver many of Australia’s most critical infrastructure and environment projects.

We measure our success by the sustainable outcomes we achieve for our clients and the communities we serve, with a fierce commitment to improve the spaces we inhabit. We transform intangible ideas into intelligent, technology-driven experiences that improve speed and efficiency, while reducing resource impacts and ultimately enhancing returns on investments.

Above: M12 Motorway Induction for Aboriginal Site officers.

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We are a Tier 1 engineering consultancy firm in Australia, designing and delivering some of the largest projects in the market. We employ over 2,700 people across 15 established offices and numerous project offices in metro, urban, and rural areas, with the majority of our staff working in our Buildings, Infrastructure and Advanced Facilities line of business.

Our Australian business

Perth

AdelaideCanberra

Hobart

Tatura

WangarattaMelbourneBendigo

North Sydney

Newcastle West

South Brisbane

Townsville

Cairns

Parap

OUR BUSINESS (CONT.)

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18 of Jacobs’ Australian work force currently identify as Aboriginal and/or Torres Strait Islander people, with one employee currently living and working in the United States. As a percentage of our workforce, this is above the national average 0.5% of Aboriginal and Torres Strait Islander people graduating from a science, technology, engineering or mathematics degree each year, however, below the estimated 3.0% that represent Australia’s total population.

Jacobs employees lead our sphere of influence, they are encouraged and supported to bring their whole selves to work and to integrate their lived experiences into our technical offering of skills in engineering, architecture, construction, operations and maintenance, and scientific and specialty consulting.

OUR BUSINESS (CONT.)

Top: Cox Peninsula project Kaila Wilbraham Larrakia Jacobs environmental graduate

Bottom: Career Trackers Gala Jacobs Group 2019

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Patrick Hill

Senior Vice President & General Manager. Asia, Pacific and Middle East

I’m proud of the work we do across our Asia Pacific region: whether it is designing and delivering transport infrastructure, mines, gas

facilities, or schools or universities, helping to deliver clean water and power to our homes and cities, or devising ways in which we can protect and promote our rich and diverse environment across our land. Everything we do has an impact on, and requires our engagement with, local communities.

Furthermore, as a global organisation we recognise our responsibility to shape and deliver a better future for our communities through the work that we do. We also have a unique and powerful opportunity to be a positive influence beyond the boundaries of our business.

In short, we are passionate about creating a positive and lasting impact on our current and future communities.

This is reflected in the development of our new RAP, created to replicate the reach and collective experience of our recently transformed global and local business, following several mergers and acquisitions. Its development not only reflects our values as a global business – safety and integrity, people, clients, performance and growth – but is also a testament to the passion and core values of our people at Jacobs from all levels of the business.

Jacobs’ RAP demonstrates our commitment to reconciliation and intention to walk with Aboriginal and Torres Strait Islander peoples

and communities along their path to self-determination. We believe we can play a part by:

• Exploring employment opportunities within our business, specifically through the potential reinvigoration of Jacobs’ Aboriginal and Torres Strait Islander Cadetship and Internship program;

• Maximising the use of Aboriginal and Torres Strait Islander owned/ employed agencies in our supply chain;

• Increasing cultural awareness and competency within our business; and

• Increasing our meaningful engagement with Aboriginal and Torres Strait Islander peoples and communities, through education and mentoring programs in partnership with like-minded organisations, embedding Traditional Knowledge, values and practices in contemporary engineering design.

This agenda, and more specifically our RAP, is an important and integrated part of our overall strategy which looks to improve society more broadly while ensuring people – in the workplace and community – have access to equal opportunities.

WORD FROM OUR SENIOR VICE PRESIDENT & GENERAL MANAGERReaching Reconciliation

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Ross Jones

Vice President & Executive Director, Strategic Growth. Asia, Pacific and Middle East (APME)

Jacobs has a long history of meaningful engagement with Aboriginal and Torres Strait Islander peoples. Our inaugural Reconciliation

Action Plan, launched in 2009 during the week of the UN’s International Day of the World’s Indigenous People, laid the foundation for what would become an award-winning strategy that set the bar for our industries participation initiatives - engaging and retaining young Aboriginal and Torres Strait Islander professionals in the construction and engineering industries through supported cadetships and traineeships.

Our Innovate Reconciliation Action Plan 2019-2021 aims to refresh and further embed understanding and awareness across our business of the unique rights and experiences of Aboriginal and Torres Strait Islander peoples, building on a decade of relationships, opportunities and respect. We have demonstrated across our shared corporate legacy that we value Aboriginal and Torres Strait Islander cultures and heritage and that this is part of our nation’s shared history – something we aim to breathe new life into and proliferate through our organisational culture. This RAP reflects a further step toward our vision for a connected, sustainable future – where we create a long-lasting legacy and positive impact on people, industry and built environment.

Our intent is that our new RAP will inform our clients, partners and people about these refreshed intentions and our commitment to reconciliation and improved outcomes for Aboriginal and Torres Strait Islander peoples and communities. At Jacobs, we are proud of our country’s Aboriginal and Torres Strait Islander heritage; as respect for and appreciation of Aboriginal and Torres Strait Islander peoples and their cultures have deepened, practices that acknowledge Aboriginal and Torres Strait Islander cultures have become a part of our everyday.

Personally, I am determined to continue to make a difference in our industry and the wider Australian community; I want us to champion practical outcomes and continue moving forward through positive transformations that promote inclusion of diversity. When I reflect on my personal and professional achievements, I would like my legacy to include a groundswell of positive change that demonstrates we value inclusion and diversity, celebrating people for who they are and allowing them to achieve their full potential by bringing their whole selves to work.

WORD FROM OUR VP & ED, EXECUTIVE SPONSOR ABORIGINAL AND TORRES STRAIT ISLANDER PORTFOLIOA Strategic Approach

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Jacobs’ Reconciliation Action Plan

Our revitalised RAP responds to our evolving Inclusion @ Jacobs priorities, maintaining a strong focus on connecting our teams with the many Aboriginal and Torres Strait Islander peoples, communities and enterprises involved in, or impacted by, our projects. It also reflects our growth globally and the responsibility we have to meaningfully engage with First Nations peoples in respectful and effective ways. Our RAP has been developed through consultation with our Aboriginal and Torres Strait Islander and non-Indigenous Australian employees, driven by a newly appointed Indigenous Participation Consultant, supported by our RAP Working Group consisting of dedicated Jacobs leadership – and in collaboration with Balarinji, a certified Aboriginal organisation, who has added insight and flair to the content of this plan. Future iterations will also include high-level review and endorsement by an External Aboriginal and Torres Strait Islander Advisory Board.

Our RAP aims to use clearly defined and accountable actions to embed understanding and awareness across our business of the unique rights and experiences of Aboriginal and Torres Strait Islander peoples. As the name suggests, our new RAP is all about the innovative actions we are committed to taking and transparently reporting on. We demonstrate our commitment by having our respected leaders champion these priority actions, through attending and speaking at external events, and through our internal, regional, monthly progress meetings and national quarterly communications; and through undertaking to publish/track/monitor our progress.

Ross Jones

Andrew Costello

Josh Loyd (Yamatji Wajarri)

Maggie Jennings

INTRODUCING OUR RAP WORKING GROUP

Role in JacobsExecutive Ambassador Aboriginal and Torres Strait Islander Portfolio, Vice President & Executive Director Strategic Growth. Sydney

Role in JacobsRAP Chair, Indigenous Participation Consultant. Melbourne

Role in JacobsEmployment and Partnerships, Senior Archaeologist. Sydney

Role in JacobsSupply Chain, Office and Facilities Manager. Sydney

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Emma Dade

Fiona Rose

Andrew Gauci

Jai Taylor

Sam Thorne (Kamilaroi)

Nicola Sutcliffe

Allison Monaghan

Harry Pitt (KuKu-Yalanji)

Role in JacobsCultural Competency, Environment and Sustainability Consultant. Melbourne

Role in JacobsCadets and Aboriginal Design, Senior Civil Engineering Technician. Sydney

Role in JacobsInclusion and Diversity Links, Inclusion and Diversity (I&D) Manager ANZ. Melbourne

Role in JacobsMarketing and Communications, Internal Communications Manager. Melbourne

Role in JacobsSouthern Region Lead, Section Executive Bridges and Maritime. Melbourne

Role in JacobsEastern Lead, Civil Engineer. Sydney

Role in JacobsCentral West Lead, Senior Project Manager. Perth

Role in JacobsNorthern Lead, Resource Planning Analyst. Brisbane

The operational responsibility for driving our Reconciliation Action Plan is undertaken by our Indigenous Participation Consultant, Inclusion & Diversity Manager and the internal RAP Working Group, with sponsorship for the success of certain deliverables falling to the relevant business leaders from Human Resources, Marketing, Brands &

Communications, and Executive Directors of Operations and Sales. An external Aboriginal and Torres Strait Islander Advisory Board will be established and convened over the duration of this RAP to review and advise on the progress of Jacobs Australia’s RAP deliverables and related matters.

INTRODUCING OUR RAP WORKING GROUP (CONT.)

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Our Reconciliation Journey to Date

Jacobs has a long legacy of supporting and implementing Aboriginal and Torres Strait Islander engagement. In 2019, Jacobs will celebrate the 10th year of our formalised commitment to the reconciliation journey through the launch of our third RAP.

In 2005, one of our legacy organisations – Sinclair Knight Merz (SKM) - formalised a commitment to Aboriginal and Torres Strait Islander communities and reconciliation in Australia through the development, adoption and declaration of SKM’s Statement of Commitment to Aboriginal Australians. This was closely followed by SKM signing a Memorandum of Understanding with the Australian Government to provide more employment opportunities for Aboriginal and Torres Strait Islander Australians. This initiative was highly successful and in 2007, SKM was awarded the national “Best Employer” Award in the Aboriginal and Torres Strait Islander category in the “Diversity at Work Awards”; and were runner-up to Australia Post in 2008 for our Aboriginal and Torres Strait Islander Cadetship Program.

What followed comprised a healthy mix of employment and engagement opportunities within the communities we worked supporting projects such as the Cape Lambert Port B Project for Rio Tinto with engaging Aboriginal and Torres Strait Islander employees and contractors, La Perouse Local Aboriginal Land Council’s restoration of heritage buildings with pro bono technical advice, an economic development strategy for the South West Aboriginal Land and Sea Council Aboriginal Corporation and Noongar engagement identifying and protecting significant cultural sites on the Great Northern Highway Upgrade.

In 2009, there was a significant increase in our commitment to Aboriginal and Torres Strait Islander engagement through the development and release of our first, and industry award winning, RAP; with a follow up, three-year, RAP launched in 2012. Both RAPs were successful in delivering a continuation of the cadet program and increasing employment opportunities, fostering greater understanding of cultural diversity, and meaningfully engaging with Aboriginal and Torres Strait Islander communities in designing place-based solutions to complex engineering problems. Jacobs is proud to employ Sam Thorne and contribute to his continued professional development, as the first alumnus from the initial cadetship program, 10 years on.

Across 2017 and 2018 Jacobs experienced major organisational change during the merging with CH2M. This saw 20,000 employees welcomed to the global Jacobs family and along with a complete restructuring of our operating model and management, systems, and processes. In 2019 our focus is to set the path for our brand and culture, in Australia this means reconfirming our commitment to reconciliation. With this new Innovate RAP we present our leadership’s vision for a more connected future – where we create a long-lasting legacy and positive impact on people, industry and development.

In 2009 we achieved all 32 of our commitments to reconciliation, in 2019 we have ambitiously set 15 actions with 65 key deliverables that we will realise through meaningful collaboration with Aboriginal and Torres Strait Islander people, communities and organisations alongside public, private and government partners.

OUR PEOPLE

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Case Studies: People (Aboriginal and Torres Strait Islander)

Caley Manzie – Ballardong, Undergraduate Environmental Scientist

My mob is the Ballardong Tribe, part of the Noongar Nation (slightly east of Perth). My Aboriginality comes from my mother’s side and are all based in Perth however I am born and raised in Melbourne where my mother’s mother moved to after the Stolen Generation. I am currently studying a Bachelor of Science (Geospatial Science)(Honours) at RMIT, going into my 3rd year of University, and interning with the Catchment and Waterways Team this summer. When I graduate I hope to still be in contact with Jacobs and possible have graduate position, but to also stay connected to the Aboriginal and Torres Strait Islander communities. Especially my Indigenous university support group who have helped me from day dot of my university studies.

“To me, reconciliation is an opportunity for Aboriginal and Torres Strait Islander and non-Indigenous people of Australia to come together in celebration and acknowledgment of the diverse range of cultures and beliefs that are represented in this country. But to also understand and acknowledge the Traditional Custodians of the land upon which each Australian lives on.”

Harry Pitt – KuKu-Yalanji, Project Scheduler

I am a descendant of the KuKu-Yalanji people of far north Queensland and a descendant of Darnley and Moa Islands of the Torres Strait. I am originally from the community of Mackay, Queensland, and moved to Brisbane about 25 years ago to seek better opportunities. I have worked in various sectors from State and Federal Government departments to community and private organisations; ranging from education, legal, health, and Aboriginal and Torres Strait Islander programs and projects. In my spare time I previously sat as a voluntary committee member for an Aboriginal and Torres Strait Islander community group promoting good health and wellbeing through workshops, events and annual retreats.

“I personally believe Reconciliation is a two-way street with one destination - meaning Aboriginal and Torres Strait Islander and non-Indigenous people both working together to ensure cultural safety and cultural awareness is ongoing to build mutual respect and understanding for Reconciliation to succeed.”

OUR PEOPLE (CONT.)

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Case Studies: People (Aboriginal and Torres Strait Islander) cont.

Kelly Smith – Dhungutti and Wiradjuri, Architect

I am a descendant of the Dhungutti people of the Mid-North Coast, and a descendant of the Wiradjuri people of central New South Wales. From a young age, I was always taught that the land owns us and that has shaped the way I practice my Architectural background, to be respectful to the land.

I moved to Sydney when I finished school and developed a love of drafting, and went on to study a Bachelor of Architectural Studies at the University of NSW, and Masters of Architecture at the University of Newcastle.

Whilst I engaged in my studies, I spent 6 years working in the Jacobs Melbourne office on an Aboriginal Cadetship during my university breaks, where I was encouraged to incorporate my Aboriginal culture into projects. In 2012 I relocated to the Sydney office, where I was able to engage in the Life Sciences line of business. My interest in the Life Sciences sector and laboratory design allowed me to internally transfer and connected me to the Cincinnati office in the United States.

I was fortunate to work with the Cincinnati team on the Biogen Next Generation project in Switzerland. Almost 4 years later, in 2019, I am still working in the Cincinnati office on Life Sciences projects around the world.

While the original career I had planned for myself was to design sustainable housing for Aboriginal and Torres Strait Islander people, my opportunities within Jacobs has given me a chance to work on projects around the world where lifesaving medication is produced. Although, I still hope to be able to engage in Aboriginal and Torres Strait Islander housing and community design, I am fortunate to be able to work on the projects I do with Jacobs, where not only my Aboriginal culture is recognized, but all cultures and ethnicities worldwide are celebrated.

“Reconciliation reminds me of the Glenn Murcutt quote ‘touch the ground lightly’. You cannot remove something or someone from an environment, nor can you add something or someone to an environment without there being consequences. You must learn to live harmoniously together.”

OUR PEOPLE (CONT.)

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Case Studies: People (non-Indigenous)

Chelsea Hayward – Water Engineer

I have moved around Australia a few times and have been interested in learning about the Traditional Custodians of the Country on which I have lived. At different stages in my life I have lived on Kaurna Country (Adelaide), Gai-mariagal Country (northern Sydney), Gubbi Gubbi Country (Sunshine Coast) in Queensland, and Jagera Country (Brisbane). I am now back on Gai-mariagal Country where I have been working as a Graduate Water Engineer in the North Sydney office for the past couple of years. It has been fascinating to see the significant diversity across Australian Aboriginal and Torres Strait Islander cultures and I enjoy continuing to learn more as part of Engineers Without Borders’ (EWB) Engineering on Country group and in my role as Vice President of EWB’s NSW region. I have a particular interest in inspiring the next generation of diverse engineers and scientists which has taken me to regional South-West Queensland, Far North Queensland and the Torres Strait Islands, delivering STEM outreach workshops to school students. In collaboration with various Aboriginal and Torres Strait Islander education groups, I have also recently completed a project that focused on tailoring STEM outreach resources to better engage Aboriginal and Torres Strait Islander students through drawing links

between engineering and culture and showcasing Aboriginal and Torres Strait Islander STEM role models. My hope is that we will see much higher representation of Aboriginal and Torres Strait Islander peoples in the future engineering sector.

“From my perspective, Reconciliation is about Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians working in unity to ensure equal access to opportunities, create awareness and understanding of the diversity of cultures in Australia, and build a society that values Aboriginal and Torres Strait Islander cultures and histories as part of a shared national identity.”

OUR PEOPLE (CONT.)

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Cox Peninsula Remediation Project

The Cox Peninsula Remediation Project was a highly complex, multi-disciplinary remediation project of over 4,750 hectares of land on Cox Peninsula, in the Northern Territory. Its purpose was to facilitate the Kenbi Land Claim and the eventual handover of the land to its Traditional Owners. The land was the subject of the long-standing Kenbi Land Claim (KLC) that was first lodged by the Larrakia people in 1979. After more than thirty-seven years, the land claim was finalised in June 2016, with the transfer of the first of the remediated areas. Remediation was completed at the remaining areas in early 2018.

“I look back eight years ago when I was back in the UK, and I never could have imagined that I would have been involved in the delivery a project like this,” Cox Peninsula Remediation Project Manager and Jacobs Contaminated Land Consultant Will Rodger says. “I’ve never worked on a project where Traditional Owner engagement has been so integral. The result that’s been achieved is a genuine good news story.”

Delivering such a complex project has been possible through the exceptional trust fostered with the Department of Finance, enabling very close collaboration. In parallel, we were able to work directly with the Larrakia Aboriginal Land Council to select a remediation option that they were happy with. Over 17,000 hours were worked throughout the course of the project by Aboriginal personnel. In addition to this, over ten individual works packages were awarded to Aboriginal businesses. Both Jacobs and Ventia provided training opportunities for Aboriginal personnel during the project.

“I still get a buzz thinking about the response from the Traditional Owners,” Will says. “when the ceremony was held on site to complete the initial transfer of their land back to them; that was great, and extremely emotional to see just how much this meant to everyone involved.”

OUR PROJECTS

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OUR PROJECTS (CONT.)

Redfern Station

In 2017, Jacobs was commissioned by Sydney Trains to provide architecture and engineering services as a multi-discipline design consultant for a new station entrance concourse building at Redfern Station. Acknowledging the importance of Redfern’s enduring Aboriginal cultural identity, the local Gadigal people and Jacobs architects and designers wanted to highlight the area’s vibrant and present Aboriginal community. Leading strategy and design company, Sydney-based and Aboriginal-owned agency, Balarinji advised and translated an Aboriginal layer across the project, ensuring the respectful integration of Gadigal culture and values into the overall design and built environment framework.

Through research and collaboration with the Gadigal community, Balarinji developed a set of cultural design principles that supported the design outcomes, to help deepen a sense of place and understanding of the Aboriginal context (cultural, physical and spiritual).

Melbourne Metro Tunnel Project

In 2015, Jacobs commenced work on the Melbourne Metro Tunnel as part of the Aurecon Jacobs Mott MacDonald Joint Venture (AJM-JV). A Cultural Heritage Management Plan (CHMP) was completed for the project on behalf of the Melbourne Metro Rail Authority and approved by Aboriginal Victoria in 2016. As part of the CHMP, our archaeologists worked with three Traditional Owner Groups – the Boon Wurrung Foundation, the Bunurong Land Council Aboriginal Corporation, and the Wurundjeri Land and Compensation Cultural Heritage Council Aboriginal Corporation (Wurundjeri), members of the Kulin Nation. Together, we met and discussed the project, collaboratively undertaking field investigations involving archaeological surveys and excavations.

Aboriginal cultural heritage material was discovered in two project locations. One site was dated to the post-contact period, due to the presence of a glass artefact, while the other site was dated using radiocarbon dating – receiving a date of 466 ± 20 years BP (or 1484 AD). The 466-year-old site was considered by all Traditional Owner groups to be a significant site within the landscape. The importance of the site was emphasised to the client, and the engineers were able to successfully avoid the site during the project. Through ongoing collaboration with the Traditional Owner groups, we were able to identify one of the largest Indigenous cultural heritage sites within urbanised Melbourne and its surrounds, and to ensure its ongoing protection.

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RELATIONSHIPSAuthentic and meaningful actions aimed at achieving self-determination with Aboriginal and Torres Strait Islander peoples.

People are core to our business, we commit to a future where Aboriginal and Torres Strait Islander cultures can be at the forefront of knowledge sharing in designing sustainable outcomes focused on People and Place.

Action Responsibility Deliverable Timeline

1. Establish and grow mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations

Employment and Partnerships RAP Lead

Executive Director of Sales and Executive Director of Operation (support through identifying opportunities)

• Develop and implement an Aboriginal and Torres Strait Islander Engagement Plan in consultation with local Aboriginal and Torres Strait Islander stakeholders

Develop June 2019Implement October 2019

• Scope sustaining and building relationships with our Aboriginal and Torres Strait Islander staff through providing opportunities for our staff and clients to engage in workplace/site visits, secondments, mentoring and coaching

September 2019, 2020

Indigenous Participation Consultant

Employment and Partnerships and Regional RAP Leads (support)

• Establish a deeper understanding of Aboriginal and Torres Strait Islander people, communities, organisations and companies currently within our sphere of influence that we can maintain and grow relationships with

September 2019, 2020

• Scope and develop business cases for partnerships with Aboriginal and Torres Strait Islander professional networks and peak organisations e.g. Kinaway Chamber of Commerce, the NSW Indigenous Chamber of Commerce, Engineers Australia (Indigenous Engineering Group), Business Council of Australia (Indigenous Network), Engineers Without Borders (On Country program)

Develop June 2019Implement October 2019Review October 2020

• Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to develop guiding principles for future engagement

June – August 2019Review October 2020

Jacobs Strategic Goals: Culture Building & Engagement, Leadership Commitment & Accountability

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2.BuildrelationshipsthroughcelebratingNationalReconciliationWeek(NRW)

Executive Director of OperationsInternal Communications Manager (support)

• Circulate Reconciliation Australia’s National Reconciliation Week event resources and reconciliation materials to our staff

27 May – 3 June 20192020, 2021

Indigenous Participation ConsultantRegional RAP Leads (support)

• Organise at least one NRW event each year

Indigenous Participation ConsultantRegional RAP Leads and Supplier Diversity RAP Lead (support)

• RAP Working Group members to participate in and host an NRW event

Executive Sponsor • Encourage and support staff and senior leaders to participate in a RAP Working Group led event to recognise and celebrate NRW

Internal Communications ManagerRegional RAP Leads (support)

• Register all our NRW events on Reconciliation Australia’s NRW website

April 2019, 2020, 2021

3.Promotereconciliationthroughoursphereofinfluence

Indigenous Participation Consultant (develop)Employment and Partnerships RAP Lead (implement)Executive Sponsor (support)

• Develop and implement a National Engagement Strategy that raises awareness of our RAP and commitment to reconciliation, providing strategies to engage our staff, external clients and Aboriginal and Torres Strait Islander stakeholders in reconciliation

Develop Julye 2019Implement October 2019Review July 2020


• Identify opportunities to positively influence our external stakeholders to drive reconciliation outcomes by collaborating on approaches to similar RAP actions

October 2019, 2020

Indigenous Participation Consultant Regional RAP Leads (support)

• Investigate collaborating with clients with a RAP and other like-minded organisations to develop ways to advance reconciliation

Monthly for duration of RAP beginning July 2019

Internal Communications ManagerExecutive Sponsor (support)

• Profile examples of partnerships with Aboriginal and Torres Strait Islander people, communities, organisations and companies that embody strong relationships across the business and celebrate through media releases

• Communicate our commitment to reconciliation publicly

Monthly for duration of RAP beginning July 2019. Review October 2019, 2020Bi-monthly for duration of RAP (January, March, May, July, September, November). Review October 2019, 2020

https://www.reconciliation.org.au/national-reconciliation-week/

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4.Promotepositiveracerelationsthroughanti-discriminationstrategies

I&D Manager ANZIndigenous Participation Consultant and Director Human Resources APME (support)

• Conduct a review of HR policies and procedures, including of our Australian Diversity and Inclusion Policy and Australian Harassment Addendum, to clarify and communicate existing anti-discrimination provisions and future needs

July 2019

Indigenous Participation ConsultantExecutive Sponsor (support)

• Engage with External Aboriginal and Torres Strait Islander Advisory Board and staff to consult on our anti-discrimination policy

May 2020

• Invite local Aboriginal and Torres Strait Islander peoples to educate senior leaders on the effects of racism through their lived experiences at events and through internal communications

First internal comms during NRW 27 May – 3 June 2019Subsequent comms at least quarterly

5. LeverageJacobs’internalgroupsandpartnershipstoenhanceRAPoutcomes

Indigenous Participation ConsultantGlobal Solutions Director (support)

• Scope interest of employees to collate and share learnings relating to implementation of the RAP initiatives in a Community of Practice (CoP) including scoping the willingness of Aboriginal and Torres Strait Islander employees to lead knowledge sharing within the CoP

July 2020

• Establish team to lead the development of a digital space for sharing information relating to culturally appropriate recommendations, pointers, tips and tricks, best practices, strategies, policies, plans, insights and innovations

August 2020

• Launch Aboriginal and Torres Strait Islander CoP in partnership with Aboriginal and Torres Strait Islander employees

November 2020

RELATIONSHIPS (CONT.)

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1. Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning

I&D Manager ANZIndigenous Participation Consultant and Director Human Resources APME (support)

• Conduct a review of cultural learning needs within our organisation

February 2020

I&D Manager ANZCultural Competency RAP Lead (develop)Indigenous Participation Consultant and Director Human Resources APME (support)

• Develop, implement and communicate a cultural learning strategy for our staff

March 2020Review May 2021

Indigenous Participation Consultant (engage)Cultural Competency RAP Lead (develop)Regional RAP Leads (implement)Executive Sponsor (support)

• Engage with local Traditional Owners to develop and implement cultural awareness training for RAP Working Group members and senior staff from Operations, Sales, and business support staff from HR, HSE, and Legal. Attendance also extended to managers/supervisors with Aboriginal and Torres Strait Islander employees in their direct reporting line

Consult July 2019Develop August 2019Implement quarterly from October 2019 for duration of RAP

Indigenous Participation ConsultantEmployment and Relationships RAP Lead (support)Executive Sponsor (support)

• Investigate opportunities to collaborate with RAP and other like-minded organisations, including partners and clients, to engage in meaningful Aboriginal and Torres Strait Islander cross-cultural awareness and competency initiatives

Identify by October 2019Collaborate by May 2020

RESPECTAcknowledging and paying due respect to Elders past, present and future recognising Aboriginal and Torres Strait Islander peoples as Australia’s First Nation peoples.

By engaging our staff in continuous cultural learning opportunities, we will create opportunities to improve our understanding of Aboriginal and Torres Strait Islander peoples’ cultures, histories, traditions and knowledge, improving our ability to deliver good outcomes that are centered around People and Place.

Jacobs Strategic Goals: Culture Building & Engagement, Leadership Commitment & Accountability, Growing Our Business

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2.DemonstraterespecttoAboriginalandTorresStraitIslanderpeoplesbyobservingculturalprotocols

Indigenous Participation ConsultantInternal Communications Manager (communicate)Indigenous Participation Consultant (develop)Executive Director of Operations (implement) Internal Communications Manager (communicate)

• Increase staff’s awareness of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country

• Develop, implement and communicate a cultural protocol document as part of the cultural learning strategy, including protocols for Welcome to Country and Acknowledgement of Country

July 2019, 2020Develop June 2019

Implement and communicate July 2019

Review July 2020


• Invite local Aboriginal and Torres Strait Islander representatives to provide a Welcome to Country (or Acknowledgement of Country) at the RAP launch sessions held in major offices

27 May – 3 June 2019

Indigenous Participation ConsultantInternal Communications Manager (support)

• Invite local Traditional Owners to provide a Welcome to Country, smoking ceremony or other appropriate cultural protocol at NRW and NAIDOC events each year

May and July 2019, 2020, 2021

Executive Director of Operations

• Include an Acknowledgement of Country at the commencement of all Town Hall meetings and Major Projects Project Kick-Offs

Starting from May 2019 for duration of RAP. Review December 2019, 2020

3.BuildrespectforAboriginalandTorresStraitIslanderculturesandhistoriesbycelebratingNAIDOCWeek

Indigenous Participation ConsultantRegional RAP Leads (support)

• RAP Working Group to participate in an external NAIDOC Week event, in each region the Committee is represented

7 - 14 July 20192020

I&D Manager ANZDirector Human Resources APME (support)

• Review HR policies and procedures to remove barriers to staff participating in NAIDOC Week

May 2019

Executive Director of OperationsInternal Communications Manager and Executive Sponsor (support)

• Promote and encourage participation in external NAIDOC events to all staff

Promote: June 2019Attend: 7 – 14 July 2019, 2020

RESPECT (CONT.)

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1. ImproveemploymentoutcomesbyincreasingAboriginalandTorresStraitIslanderrecruitment,retentionandprofessionaldevelopment

Indigenous Participation ConsultantDirector Human Resources APME (support)

• Build understanding of current Aboriginal and Torres Strait Islander staffing to inform future employment and professional development opportunities

May 2019, 2020, 2021

Indigenous Participation Consultant (develop)Executive Director of Operations (implement)Director Talent Acquisition APME and Executive Sponsor (support)

• Develop and implement an Aboriginal and Torres Strait Islander recruitment, retention and professional development strategy

July 2019Review November 2020


• Engage with Aboriginal and Torres Strait Islander staff to consult on our recruitment, retention and professional development strategy

August 2019November 2020

Director Talent Acquisition APMEIndigenous Participation Consultant (support)

• Advertise job vacancies to effectively reach Aboriginal and Torres Strait Islander stakeholders. - Utilise Special Measures/Affirmative

Action clauses in job ads - Advertise positions through Aboriginal

and Torres Strait media or job sites

As positions arise and duringGraduate drive March 2019, 2020, 2021

Talent Acquisition Advisor – Young ProfessionalsIndigenous Participation Consultant and Section and Team Leaders (support by identifying vacancies)

• Offer four internships annually to Aboriginal and Torres Strait Islander students in tertiary education, sourced through partnerships with external programs and education providers

December – February (summer) and June-July (winter) School holidays, 2019 and 2020

OPPORTUNITIESEducation and employment underpin vast benefits to empowering Aboriginal and Torres Strait Islander peoples, especially for health and wellbeing, social and economic.

With our breadth and depth of technical services and networks of highly enthusiastic and motivated professionals, we are committed to co-creating sustainable programs, partnerships and opportunities through direct employment, supplier diversity and project design with Aboriginal and Torres Strait Islander peoples.Jacobs Strategic Goals: Culture Building & Engagement, Leadership Commitment & Accountability, Developing our Talent, and Growing Our Business

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2. ImproveemploymentoutcomesbyincreasingAboriginalandTorresStraitIslanderrecruitment,retentionandprofessionaldevelopment(cont.)

I&D Manager ANZIndigenous Participation Consultant and Director Talent Acquisition APME (support)

• Review HR and recruitment procedures and policies to remove barriers to increase Aboriginal and Torres Strait Islander participation in our workplace

June 2019

Executive Director of OperationsAExecutive Sponsor, Indigenous Participation Consultant and Director Talent Acquisition APME (support)

• Increase the percentage of Aboriginal and Torres Strait Islander staff employed in our workforce

February 2020, 2021

• Retain greater than 85% of Aboriginal and Torres Strait Islander staff

May 2020, 2021

3. IncreaseAboriginalandTorresStraitIslandersupplierdiversitytosupportimprovedeconomicandsocialoutcomes

Supplier Diversity RAP Lead (develop)APAC Buildings & Infrastructure Supply Chain Manager (implement)Indigenous Participation Consultant and Executive Sponsor (support)

• Develop and implement an Aboriginal and Torres Strait Islander procurement strategy

September 2019Review annually

Indigenous Participation Consultant (point of contact)APAC Buildings & Infrastructure Supply Chain Manager (utilise)

• Maintain and utilise Supply Nation membership

August 2019, 2020

Internal Communications ManagerIndigenous Participation Consultant

APAC Buildings & Infrastructure Supply Chain Manager (support)

• Develop and communicate monthly opportunities for procurement of goods and services from Aboriginal and Torres Strait Islander businesses to staff

October 2019, 2020

• Review and update procurement practices to remove barriers to procuring goods and services from Aboriginal and Torres Strait Islander businesses

Review September 2019Update by February 2020

Indigenous Participation ConsultantMajor Projects Executives, Office and Facilities Managers, and Executive Sponsor (support)

• Increase number of commercial relationships with Aboriginal and Torres Strait Islander businesses

October 2019, 2020

• Engage Aboriginal and Torres Strait Islander suppliers to target spend of 2.5% by end of 2021 for all corporate services (excluding office leases)

1.5% by end of FY 2020 (October) 2.5% FY2021 (October)

OPPORTUNITIES (CONT.)

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1.EstablishexternalAboriginalandTorresStraitIslanderAdvisoryBoard(theBoard)todrivegovernanceoftheRAP

Executive Sponsor (Chair)

• Establish and apply a Terms of Reference for the Board

November 2019

• Develop list of potential candidates, ensuring geographically dispersed representation, ideally with at least one member from each of Jacobs’ four geographic regions, nationally

January 2020

• Establish and maintain majority Aboriginal and Torres Strait Islander representation on the Board

Establish March 2020Review membershipMay 2021

• Meet at least three times per year, once established, to review and advise on the progress of Jacobs RAP deliverables and related matters. Set meeting dates in November for following calendar year

November 2019 and 2020

• Review and advise on consistent national message and raise awareness of our RAP and commitments to reconciliation, across the business externally

June 2020

2.EstablishandmaintainaneffectivenationalRAPWorkingGrouptodriveoperationalaspectsoftheRAP

Indigenous Participation Consultant (Chair)

• Establish and apply a Terms of Reference for the RAP Working Group

May 2019

• Maintain Aboriginal and Torres Strait Islander representation on the national RAP Working Group

May 2019, 2020, 2021

• Ensure geographically dispersed representation, with at least one member from each of Jacobs’ four geographic regions, nationally

May 2019, 2020, 2021

• Meet monthly via teleconference to track, report and share successes in RAP implementation

First Thursday, monthly for duration of RAP

• Develop and implement a consistent national message, raising awareness of our RAP and commitments to reconciliation, across the business and externally through the National Engagement Strategy

June 2019, 2020

GOVERNANCE & TRACKING

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3.ProvideappropriatesupportforeffectiveimplementationofRAPcommitments

Indigenous Participation ConsultantExecutive Sponsor (support)

• Define resource needs for RAP implementation

August 2019, 2021

Executive Sponsor • Engage our senior leaders and other staff in the delivery of RAP commitments

March, June, September, December for duration of RAP

Executive Sponsor (define)Indigenous Participation Consultant (maintain)

• Define and maintain appropriate systems to track, measure and report on RAP commitments

SVP and GM, APME • Maintain an internal Executive Sponsor for the Aboriginal and Torres Strait Islander Participation Portfolio and RAP from senior leadership

January 2019Review annually for duration of RAP

4.BuildaccountabilityandtransparencythroughreportingRAPachievements,challengesandlearningsbothinternallyandexternally


• Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia

30 September 2019, 2020, 2021


• Report RAP progress to all staff and senior leaders biannually

June, December 2019, 2020

Indigenous Participation Consultant and Internal Communications Manager

• Publicly report our RAP achievements, challenges and learnings, annually

May 2020, 2021


• Investigate participating in Reconciliation Australia’s biennial Workplace RAP Barometer

May 2020

5.ContinueourreconciliationjourneybydevelopingournextRAP


• Register via Reconciliation Australia’s website to begin developing our next RAP

November 2020

GOVERNANCE & TRACKING (CONT.)

https://www.reconciliation.org.au/reconciliation-action-plans/submit-your-rap/

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Left (top): Sylvia Morton and Samantha Collins are presented

with Aboriginal artwork during NRL Festival of Indig Rugby League

The Melbourne Metro Rail Project identified a number

of opportunities in engaging Aboriginal personnel to support project delivery

Right (top): Jacobs large projects provide the right opportunity

to drive local engagement with our Traditional Owners

Jacobs leaders attended the Women in Focus Nyinyikay

Leadership Experience, working and living with the Yolngu people to understand cultural traditions

and experiences

2727

TerminologyIt is important to note that preferences in terminology will vary across Australia for individuals, communities, and agencies. Furthermore, these preferences can change over time. Throughout this document, the term ‘Aboriginal and Torres Strait Islander’ is used to encompass two distinct cultural groups, which in themselves possess immense diversity. Where possible every effort is made to acknowledge a person’s or group’s self-determined identity beginning with their language group (eg Wajarri), region (eg Yamatji), Aboriginal (if from the mainland) or Torres Strait Islander (if from there), or lastly Aboriginal and Torres Strait Islander (to be inclusive of all).

For enquiries about our RAP please contact

Name: Josh Loyd

Position: Indigenous Participation Consultant

Phone: +61 3 8668 6262

Email: [email protected]

CONTACT DETAILS

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