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ABORIGINAL PARTICIPATION PLAN New Grafton Correctional Centre

of 21 Doc. No: JHG-NGCC-PLN-APP-014 Rev. No: 2

This Plan is the property of John Holland and may not be copied, distributed or used without the express written consent of John Holland

New Grafton Correctional Centre Project

Aboriginal Participation Plan JHG-NGCC-PLN-APP-014

Rev Date Prepared by Reviewed by Approved by Remarks

0 07/07/2017 Sharon Gray P. Cassel D. Magick Issued for Construction

1 01/08/2017 Sharon Gray P. Cassel D. Magick

Issued for Construction. Incorproate Project Co comments

2 31/08/2017 Sharon Gray P. Cassel D. Magick Incorproate Project Co comments.




COMPLIANCE MATRIX The following compliance matrix demonstrates the alignment of this John Holland Management Plan fulfilling the

requirements under the NGCC D&C Subcontract Schedule 11 (Delivery Phase Plans and Reports) with Northern

Pathways Pty Ltd (Project Co). This mirrors the Project Co requirements to the State under Schedule 11 of the Project

Deed.

REQUIREMENTS REFERENCE IN THE DOCUMENT

2.11 Aboriginal Participation Plan (Construction)

a) The D&C Subcontractor must develop, implement and update an Aboriginal Participation Plan (Construction) for construction activities as specified in clause 10.12 of this Deed using the template provided at: https://www.procurepoint.nsw.gov.au/policy-and- reform/construction-policies/aboriginal-participation-construction-policy;

Appendix D

b) The D&C Subcontractor must provide detail on the methodology, programs and initiatives they will implement in order to achieve and maintain the minimum targeted project spend (within the meaning set out in the NSW Government Aboriginal Participation Plan) which must be no less than 1.5% of the estimated value of the design and construction costs for the Project.

Sec. 3, 4, 5 6 , Appendix D

https://www.procurepoint.nsw.gov.au/policy-and-reform/construction-policies/aboriginal-participation-construction-policy






Table of Contents

1 Revisions and Distribution ........................................................................................... 4

1.1 Revisions ............................................................................................................................ 4

1.2 Distribution List ................................................................................................................... 4

2 Policy Statement ............................................................................................................ 4

3 Methodology .................................................................................................................. 4

4 Engagement Strategy .................................................................................................... 5

4.1 Communication and Consultation ....................................................................................... 5

4.2 Aboriginal Communication and Stakeholder Management................................................. 7

5 Programs ........................................................................................................................ 7

5.1 Cross Cultural Awareness .................................................................................................. 8

5.2 Preparation for Work Training (Pre-employment & Traineeship Program) ......................... 8

5.3 Verification of Competency (VOC) ..................................................................................... 8

5.4 Up-Skilling during Employment .......................................................................................... 8

5.5 Working with external providers (employment & training) .................................................. 8

5.6 Initatives in Aboriginal Engagement ................................................................................... 9

5.7 Native Garden – Community Landscaping Project ............................................................. 9

5.8 External Employment and Training Providers .................................................................... 9

6 Achievement of Aboriginal Business Participation .................................................. 10

6.1 Identification of Aboriginal Suppliers ................................................................................ 10

6.2 Determining business capability ....................................................................................... 10

6.3 Assessment of supply opportunities ................................................................................. 11

6.4 Scope Identification .......................................................................................................... 11

6.5 Aboriginal Businesses/Services/Suppliers ....................................................................... 11

7 Working with Subcontractors ..................................................................................... 12

8 Monitoring .................................................................................................................... 12

9 Appendix A – Diversity & Inclusion Policy ................................................................ 13

10 Appendix B – John Holland Reconciliation Journey ................................................ 14

11 Appendix C – Management Statement of Support for Aboriginal Participation .... 15

12 Appendix D – Statement of Opportunities for Aboriginal Participation &

Participation Plan ........................................................................................................ 16

13 Appendix E – Participation Report ............................................................................. 18

14 Appendix F – Case Study ............................................................................................ 19




1 Revisions and Distribution

1.1 Revisions

Draft issues of this document are identified as Revision A, B, C etc. Upon initial issue (generally Contract Award) this will be changed to a sequential number commencing at Revision 0. Revision numbers will continue at Rev. 1, 2 etc.

1.2 Distribution List

Project Co’s Representative Electronic copy via Aconex

Project Personnel Electronic copy via Aconex

Subcontractors and Supplier Electronic copy via Aconex

The controlled master version of this document is available for distribution as appropriate and maintained on Aconex. All circulated hard copies of this document are deemed to be uncontrolled.

When printed this document is an uncontrolled version and must be checked against the Aconex electronic version for validity.

2 Policy Statement

John Holland acknowledges the Bundjalung, Gumbaingirr, and Yaegl Nations as the traditional custodians of the Clarence Valley. We further acknowledge the Gumbaingirr people who are the traditional custodians of land where the project is being delivered and will respect their spiritual beliefs, cultural heritage, kinship systems, and governance and leadership structures.

John Holland commits to complying with the NSW Aboriginal Participation in Construction Policy as

referenced in Appendix E. We will endeavour to provide participation in employment, training and enterprise

opportunities for Aboriginal people and businesses over the life of the Project by adopting an affirmative

approach to training, employment and enterprise opportunities. This is reflective in John Hollands Diversity

and Inclusion Policy and Reconciliation Action Plan (Appendix A & Appendix B) and supported and endorsed

by John Holland’s NSW/ACT Regional General Manager Management Statement as part of our commitment

to maximising Aboriginal participation refer to Appendix C & Appendix D.

3 Methodology

John Holland believes that many of the communities in which we work can be better supported by increasing

training, employment and supplier opportunities for Aboriginal people and by encouraging a greater

appreciation of Aboriginal cultures.

John Holland has policies in place that are specific to Aboriginal Participation, community engagement,

cultural competence, training, employment and Aboriginal businesses. These policies are reinforced by the

implementation of our Aboriginal Engagement Strategy 2015-2018, and our Reconciliation Action Plan (RAP)

2016-18.




The aim of the John Holland Aboriginal Engagement Strategy and our RAP is to deliver long term, beneficial

and reciprocal partnerships on a sustainable basis with Aboriginal people and their communities.

Our aim is to increase training, employment and supplier opportunities for Aboriginal people and to enrich

John Holland’s employees through building inclusion, understanding and appreciation of Aboriginal cultures.

John Holland has identified four strategic pillars that underpin and guide how we will deliver on the stated

aims of our Aboriginal Engagement Strategy. These pillars cut across everything we do to ensure that the

initiatives undertaken fit within the parameters set by this framework at all times.

4 Engagement Strategy

4.1 Communication and Consultation

John Holland recognises that communication and consultation are key in effecting positive community engagement outcomes.

Developing relationships with the Clarence Valley Council, Local Aboriginal Land Councils and Aboriginal Community Organisations is paramount for the overall community to gain the maximum benefit through our engagement on the project (refer 4.2).

Our engagement process for employment and business initiatives, is to approach Aboriginal communities in order of reference below, depending on their capacity:

Local Aboriginal Traditional Owner Groups

Grafton Ngerrie Aboriginal Land Council

Gumbaingirr Elders (known as the Garby Elders)

Gurehlgam Corporation Ltd

Aboriginal Region based Groups

Yaegl Tradtional Owner Corporation




Yaegl Local Aboriginal Land Council

Unkya Local Aboriginal Land Council (committed to Maintaining and Protecting

Gumbaynggirr Cultural Heritage, through community development, partnerships,

employment and social enterprise)

The diagram below shows the process for ensuring that Project information is consistently communicated to the local Aboriginal communities. The focus will be on establishing clear parameters about the scope of opportunities for local community members aspiring to be engaged on the Project.

Further to this John Holland seeks to identify local community groups for possible engagement outside the

scope of execution e.g. Schools, community groups, sporting organisations etc.

With regard to encouraging and enabling local industry participation in the delivery phase of our projects,

John Holland engages with the Industry Capability Network. The Industry Capability Network (ICN) is a

business network that introduces local companies to projects. It is an independent organisation financially

supported by government.




4.2 Aboriginal Communication and Stakeholder Management

Communication is one of the foundations for success in achieving Aboriginal Participation within construction. John Holland understands that in order to deliver on its Aboriginal Participation initiatives it must first take a proactive approach to connecting with the local Traditional Owners and key Aboriginal stakeholders within the community. This will raise the project’s profile and build positive perceptions within the Grafton Aboriginal Community. Our aim is to create an inclusive consultation process to form a mutually beneficial partnership between John Holland project team and the key Aboriginal community stakeholders. John Holland also acknowledges and is respectful of the existing Aboriginal community protocols which will

be taken into consideration when establishing communication strategies.

Establish a New Grafton Aboriginal Community Forum

Host an initial round table meeting to establish relationships (this is a follow on of the Yarning Circles with Straight Talk)

John Holland to clarify its contractual requirements versus its other Aboriginal Participation initiatives

Commitment for ongoing NGACC meetings to be held on a bi monthly basis

John Holland understands that having a structured platform of communication with the Aboriginal community will further assist in other Aboriginal participation initiatives which include;

Employment & Training of Aboriginal people

Engaging with Aboriginal businesses via procurement opportunities

Cultural input into Urban Design

Stakeholders are but not limited to:

Grafton Ngerrie Aboriginal Land Council

Gurehlgam Corporation Ltd

Aboriginal Legal Service Grafton Office

Bulgarr Ngaru Aboriginal Medical Centre

Yarrawarra Aboriginal Cultural Centre

Yaegl Local Aboriginal Land Council

Yaegl Traditional Owner Corporation

NCAP (New Careers for Aboriginal People)

Aboriginal Employment Strategy

NSW Aboriginal Affairs

North Coast Institute of TAFE

ETC Employment Agency

5 Programs

John Holland has a number of programs to ensure cultural awareness and competence of project staff and

workforce capability.




5.1 Cross Cultural Awareness

John Holland understands that cross cultural awareness is a major contributor to the retention of our Aboriginal workforce. On the NGCC, we will promote cultural awareness through:

Conducting Cross Cultural Awareness Workshops

Inviting traditional owners or their representative to deliver sessions sharing local cultural knowledge and information

Holding ‘Welcome to Country and Smoking’ ceremonies at selected project mobilisation events

5.2 Preparation for Work Training (Pre-employment & Traineeship Program)

John Holland will provide preparation for work training for Aboriginal people local to the project area. John Holland will undertake at least three intakes of trainees via an Aboriginal Pre-employment Program.

We will engage a suitable Registered Training Organisation and work with them to develop and deliver the appropriate training. Participants will enrol in a Certificate II in Resources & Infrastructure or Certificate II in Construction.

The goal is to prepare individuals for a potential long-term successful career within the industry by equipping them with applicable knowledge and skills. The program will also include a “Job Ready” component where participants work on their resumes and interview skills with a focus on the essential criteria and expectations of the potential workplace.

Run over 6-8 weeks

Nationally Recognised Units of Competency at a Certificate II or III level

Industry Work Experience

Health and Wellness Coaching

Cultural Awareness and Guidance

Life and Career Planning

5.3 Verification of Competency (VOC)

In line with project requirements all workers will undertake VOC for plant and equipment they will use on the

project.

5.4 Up-Skilling during Employment

Where practical and required for their position, Indigenous employees will be provided with up-skilling

opportunities during their employment. This will include assessments that enable certificate of competency

(tickets) to be issued by the training provider.

5.5 Working with external providers (employment & training)

John Holland will utilise existing services and support structures that can assist Aboriginal people to

participate in project opportunities.

Service providers may include:

VTEC providers

Job Active providers

Aboriginal Employment agencies

Aboriginal Businesses




5.6 Initatives in Aboriginal Engagement

John Holland employs a National Aboriginal Engagement Manager (AEM) and an Aboriginal Engagement

Advisor NSW/ACT who facilitates the coordination, communication and engagement of local community

leaders and key industry stakeholders. The AEM will work to develop strategic relationships and

partnerships with the Aboriginal communities in which John Holland works. (Please see Appendix F as an

example of a past project) Key initiatives for NGCC will include:

Celebration of significant days such as NAIDOC week – each year John Holland celebrates NAIDOC week in events around the country to demonstrate support for the history, culture and achievements of Aboriginal and Torres Strait Islander peoples.

Cultural Training – John Holland conducts cultural education training across all areas of the business with a particular focus on project sites. This is done to ensure that all employees understand the cultural significance of the land on which they are working and how to interact with local Traditional Land Owners.

Site visits – each year John Holland hosts project site tours for local Aboriginal school students for events such as ‘Career Aspiration Day’ in conjunction with local Aboriginal Organisations and schools. These tours are designed to inspire Aboriginal young people to see the possibilities of a career in the construction industry.

Pre-employment programs – John Holland works with a range of pre-employment providers such as VTEC, Job Services Australia, Aboriginal Employment Strategy, North Coast Institute of TAFE, Aboriginal service providers and businesses to help Aboriginal talent become ‘job ready’ for work on project sites.

Community Engagement/Forums – John Holland conducts regular forums with local community groups and Traditional Land Owners regarding work scope, employment and procurement opportunities, project updates and any areas of concern. As projects demobilize, equipment is regularly given to local community groups.

Aboriginal Business Procurement – John Holland actively works to support local Aboriginal businesses through events such as ‘Contractor Forums’ that provide businesses the opportunity to showcase the services/products they provide.

5.7 Native Garden – Community Landscaping Project

John Holland will form a partnership with the Gurehlgam Corporation to provide hands on training in Certificate II in Horticulture/Landscaping for Aboriginal youth local to the project area to create a Native Garden. John Holland and Gurehlgam will engage with a suitable RTO to develop and deliver the appropriate training. The goal is to provide participants with the skills and abilities appropriate to meet the needs of the various sectors within the horticultural/landscaping industry. The program will be designed to develop the Young Persons workplace and Job Ready skills. This will include understanding industry and health and safety requirements, and being able to participate in environmentally sustainable work practices.

5.8 External Employment and Training Providers

NGCC over the course of the project will work with a number of employment and training providers to

achieve Aboriginal participation. These include but are not limited:

NCAP (New Careers for Aboriginal People)

Aboriginal Employment Strategy

North Coast Institute of TAFE




ETC Employment Agency

Tursa Employment

Youth Directons Inc.

Indigenous Community Links

6 Achievement of Aboriginal Business Participation

We ensure Aboriginal businesses have full, fair and reasonable access to subcontracting opportunities by

taking a proactive approach to assist their involvement. This will include:

Identifying Indigenous suppliers and their capability

Assessing project supply opportunities

Matching business capability with supply opportunity

6.1 Identification of Aboriginal Suppliers

Aboriginal businesses can be identified through the following sources:

Existing supplier listings and project history

Local business networks,

Word of mouth, community leaders,

Local Aboriginal Corporations

Local Aboriginal Land Councils

Supply Nation

Client referral

NSW Indigenous Chambers of Commerce

Indigenous Business Australia

Industry Capability Network (ICN)

6.2 Determining business capability

The capability of identified businesses with potential to meet supply requirements must be assessed. The

level of assessment will be in line with the scope of work, the procurement or contract value and associated

risk. This decision is managed by the procurement team, in consultation with the project team member

requesting the supply.

To assist this process and be able to advocate for the inclusion of an Indigenous business in the list of

potential suppliers, we will gain a full understanding of local Aboriginal businesses with potential to supply

the project.

We will endeavour to become aware of the following information on each potential supplier:

Ownership to ensure Aboriginal business status

Contact details including key personnel and their roles

Location of the business including premises and street address

Current capability statement

Current plant list (if appropriate)

Current work load (to ensure ability to supply)

Client list or previous relevant experience including case studies




6.3 Assessment of supply opportunities

Opportunities may exist for both local and national suppliers. We will ensure the Procurement & Contracts

Manager is able to identify the following opportunities:

Local and Regional supply

Local and Regional Aboriginal supply opportunities are procurement requirements where a

local Indigenous supplier has, or can be, identified. There is no limit to the size and value

of suitable opportunities. The location of the project and local supplier diversity will

influence the selection.

National supply

National Aboriginal supply opportunities are procurement requirements that can be

sourced from Indigenous businesses that are not local to the project area but are already

Company suppliers, have been recommended by the client, are Supply Nation members or

have known capability.

6.4 Scope Identification

We will identify potential scopes of work or supply opportunities that are suitable for known Aboriginal

businesses to tender. This process will include the following activities:

Quantify potential supply opportunity

We will confirm supply lead-time and timeframe to ensure there is sufficient time for the Indigenous business to be able to prepare tender information and price the supply/service, resource appropriately, enter contractual agreement (if required) and demonstrate ability to fullfill the contract effectively.

Determine delivery risk which may include:

Impact on critical path if the supply or scope in not completed on time Reputational risk if a problem occurred and there was commercial conflict Financial risk to the project if the Indigenous business was unable to fullfill the

contract

Identify the contribution to meeting project commitments

The supply opportunity’s contribution to project/clients targets The development of positive relationships with the local community, client and/or government.

Aboriginal suppliers will come under the same subcontract management framework as all other suppliers.

6.5 Aboriginal Businesses/Services/Suppliers

NGCC will engage with a range of Aboriginal businesses, services and suppliers over the course of the

project. These may include the following and is not limited to:

DMAC Aboriginal business in labour hire and recruitment

Gurehlgam Corporation Ltd, specialise in engaging small Aboriginal enterprises

Integrity Health, specialise in First Aide supplies.




7 Working with Subcontractors

We will ensure that our subcontractors are aware of our commitment to Aboriginal participation and adhere

to the commitments made in this plan. All subcontract tenderers will be required to provide a signed

Management Commitment to Aboriginal Participation and, where necessary, provide a Statement of

Opportunities for Aboriginal Participation in the form provided to the Subcontractor.

Our key strategies to ensure subcontractor compliance to Aboriginal participation on the project include;

Hosting Subcontractor Workshops

John Holland will conduct subcontractor workshops involving all key subcontractors on site. These workshops may include presentations from local VTEC providers, Aboriginal community organisation, Aboriginal employment providers and any other third party organisations which can assist subcontractors to increase their Aboriginal workforce.

Regular communications via emails, newsletters and via ICN.

8 Monitoring

John Holland will participate in compliance audits quarterly or as deemed necessary relevant to

performance against this Plan. Should the audit identify areas of non-compliance then John Holland will

participate in an “improvement” process to identify and implement initiatives to ensure compliance.

John Holland will be responsible for verifying that this Plan has been implemented on the Project through

facilitation of internal management reviews.

Feedback will be sought from all key stakeholders to ensure collective knowledge is captured and that

improvements and innovation is used to improve Aboriginal engagement and participation.

The results of all reviews will be circulated between the key stakeholders to ensure open communication exists. Outcomes will be recorded and communicated with the responsible party.




9 Appendix A – Diversity & Inclusion Policy




10 Appendix B – John Holland Reconciliation Journey




11 Appendix C – Management Statement of Support for Aboriginal Participation

John Holland Level 3, 65 Pirrama Road Pyrmont NSW 2009 3 November 2016 Name of Project: Northern Pathways - New Grafton Prison Contract Number: Aboriginal Participation Category: 2 I, the undersigned, Scott Olsen, Regional General Manager NSW/ACT, of John Holland, am committed to creating and extending opportunities for Aboriginal people and enterprises through undertaking this contract. I have examined the Request for Tender requirements for Aboriginal participation on this project, and am confident that this company has sufficient expertise and has allocated the appropriately qualified personnel to implement, monitor and maintain this Aboriginal Participation Plan for the construction phase of this project. John Holland is committed to valuing workplace diversity, incorporating Aboriginal participation as a core function in its project management processes, and maintaining Aboriginal cultural awareness in the workplace.

Signature of Scott Olsen

Name (in block letters):

In the Office Bearer capacity of:




12 Appendix D – Statement of Opportunities for Aboriginal Participation & Participation Plan

Aboriginal Participation Opportunities: On this project, John Holland will proactively engage with Aboriginal businesses to provide opportunities for

their involvement with the project. The following targets for Aboriginal business participation have been set

for the project. The following targets for Aboriginal business participation have been set for the project. A

target of 1.5% on employment, training and procurement in accordance with the minimum targets set in our

contract.

APIC spend as % of total Contract Price (minimum of 1.5%)

$10 485 000

APIC spend allocation to Direct Expenditure (minimum of 50% of total APIC spend)

$ 7 863 750

APIC spend allocation to Indirect Expenditure $ 2 621 250

Subcontractor Procurement All subcontractors will be required to provide a Management Statement of support and commitment for Aboriginal Business Participation




13 Appendix E – Participation Report Aboriginal Participation in Construction

Participation Report

Project name

Contracting agency

Contractor details

APIC Category: Category 1 (primarily directed at Aboriginal community) Category 2 (over $10 million) Category 3 ($1 million - $10 million)

Total project spend ($)

APIC spend as a per cent (%)

APIC spend ($)

Direct Expenditure Type of expenditure Recipients (if known) Estimated Amount

a) Direct employment (employees, apprentices)

b) Other employment (contractors, group training)

c) Goods/services bought from Aboriginal businesses

d) Education expenses

e) Payments to Aboriginal business/community organisations

f) Other type of expenditure approved by the agency

Total Amount ($)

Proposed expenditure in participation plan ($)

Indirect Expenditure

Proposed expenditure amount ($)

Actual expenditure amount ($)

Description of activities (include participating business/community group details) and outcomes

Approved by:




14 Appendix F – Case Study

Chaffey Dam hosts Peel High School

21 May 2015 by Sharon Gray

Chaffey Dam Augmentation and Safety Upgrade project recently hosted a site tour for 12 students from

Peel High School in Tamworth as part of Career Aspiration Day.

In collaboration with the Tamworth Opportunity Hub, Career Aspiration Day provides students with an

opportunity to visit workplaces and learn more about career opportunities.

John Holland Senior Project Engineer, Brandon Perrin and Aboriginal Engagement Advisor, Sharon Gray

organised the tour for the students which included an opportunity to talk with project staff.

Brandon said the day commenced with a safety briefing followed by a site visit to the road and bridge, then

onto the dam with the opportunity to sit in a Caterpillar Moxy Truck. At the conclusion of the tour students

returned to the site office where they had the opportunity to listen to and engage with project staff, including

labourer, Tim Morrow, dogman, Pat Milgate, crane operator and graduate engineer, Dirk van Weeren.

“The tour provided the added advantage of the site team being able to share life stories and construction

experience with the young indigenous men,” said Brandon.

http://intranet.jhg.com.au/news/_layouts/userdisp.aspx?ID=7089




“You could see their excitement and interest in what we do here on site on a day to day basis and I hope to

see some of them in construction soon.”

Aboriginal Education Officer, Peel High School, Billy Stanton said the site tour had inspired the boys to

consider pursuing a career in the engineering and construction industry.

“The boys gained a lot of knowledge about the Chaffey Dam Upgrade and insight into the workings of the

project.

“Meeting the various members of the Project Team and hearing stories of their personal journey and

experiences was very well received,” he said.

The Opportunity Hubs are part of an initiative of the Department of Aboriginal Affairs, NSW Government.

The initiative responds to feedback from Aboriginal communities emphasising the need for pathways to

assist young Aboriginal people in the transition from school into tertiary education, training and/or

employment. The initiative aims to better coordinate and utilise existing resources and to improve

accessibility to appropriate services, not to create new programs.

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