CORPORATE AND COMMUNITY RESPONSIBILITY 1

CORPORATE AND COMMUNITY RESPONSIBILITY

1. Our Pillars

WHY

With our projects often becoming a focal point for communities, we recognise our unique position to bridge the gap between industry and the community. So at Multiplex we look for ways to use our projects as vehicles to support relevant issues in the communities we work in, and deliver shared value for ourselves and our clients. We call this our LINC (Linking Industry with Needs of the Community) strategy.

HOW

We partner with local organisations and stakeholders to address community-specific issues. We also work closely with our subcontractors and suppliers to ensure our commitment to LINC is understood and, where possible, further extended through them.

Rather than take a blanket approach, we work with local groups and tailor initiatives that address specific issues and align with the demographic needs of a community. By doing so we hope to make long-term and sustainable change.

WHAT

Employment & training

» Maximise employment opportunities through work experience, traineeships and job ready programs

» Build entry level trade skills

» Build admin and project management skills

Labour markets & BD

» Equip local and regional businesses to access procurement

opportunities

» Support local business capacity building

» Support community events that promote community and

businesses

Social welfare & community services

» Leverage Multiplex programs for use within

communities

» Provide project management skills to community based programs

» Minimise pressure on community services

» Enhance and assist school curriculums by providing access to Multiplex

Workforce health & wellbeing

» Promote flexible working for staff and

subcontract employees;

» Promote work environments that support health and wellbeing

» Create a workplace climate which actively manages social issues such as drug & alcohol etc

» Utilise Employee Assistance Program

(EAP)

1.1 Summary

Our projects often become focal points for communities and we recognise the unique position we are in to bridge the gap between industry and community. So we look for ways to use our projects as vehicles to support relevant issues in the communities we work in. We recognise that by doing so we can also deliver shared value for our clients, by helping to achieve their social aspirations, and for ourselves, by ensuring the longevity of our business.

The overarching framework used to develop and guide our community initiatives is our ‘Linking Industry with the Needs of the Community’ (LINC) strategy. Using LINC as the basis, we partner with local organisations to identify community-specific issues, and we work with clients and other stakeholders to drive tailored solutions.

Far from a blanket approach, our community relations initiatives are designed to address specific issues and align with the demographic needs of communities. They are also built on the two core principals of building self-reliance and growing community capacity, so that communities will continue to benefit long after we are gone.

By taking a community-centred approach we aim to make authentic and sustainable change, and to leave a truly lasting legacy.

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1.2 Indigenous Relations Summary

Multiplex’s approach to community relations is to listen and learn from communities and use their specific needs as drivers for tailored programmes. We develop and implement specific indigenous initiatives within this context.

Through our initiatives we aim to increase the opportunity for the participation of indigenous people in the wider workforce through the provision of skills, qualifications and employment. We seek to extend these commitments to our subcontractors. Importantly, our initiatives are built on the two core principals of building self-reliance and growing community capacity.

For example The Literacy for Life Foundation, a partnership between Multiplex, National Health Research – The Lowitja Institute, and indigenous campaigner Jack Beetson was established in 2013 to address the issue of very low literacy levels in Aboriginal Adults.

The differentiator in our model is the ownership and involvement by local community members who are trained as campaign teachers or facilitators. From the very beginning, the onus is on the community to become self-sufficient and take ownership and delivery of the campaigns, focusing on long term change rather than a temporary fix.

2. How?

2.1 Collaborate with local organisations and stakeholders to address community-specific issues

Our approach to community relations is to listen and learn from communities and use their specific needs as drivers for tailored programmes.

At the outset of a project we engage local organisations such as charities and job service providers to help identify community needs. This may be a high rate of indigenous unemployment or an opportunity to contribute to the curriculum of a local school.

We then work with local groups to develop a solution and call on our clients, suppliers and subcontractors to help drive these initiatives. Importantly, the focus is on building community capacity and self-reliance, and so we find ways to support the community to carry on initiatives long after we have finished a project.

2.2 Look for ways to make long-term and sustainable change

Far from a blanket approach, our community relations initiatives are designed to address specific issues and align with the demographic needs of communities. They are also built on the two core principals of building self-reliance and growing community capacity.

By taking a community-centred approach we aim for the changes we make to be authentic and sustainable. In turn we stand to optimise our and our clients’ social aspirations and ensure the long-term success of our businesses.

3. Local Communities

Multiplex is intent on leaving a lasting legacy in the communities in which we work. Reduction in unemployment is a tangible goal that has been a focus in recent years and we work closely with job service providers to develop initiatives that support and sustain local employment, and at the same time, we endeavour to create positive change that lasts beyond our building timeframe.

We also look to support initiatives that cement our relationship with the local community as (particularly in regional areas) our teams quickly find themselves very much at “home”. This community involvement demonstrates itself in activities that support local initiatives and charities, with Multiplex being a generous financial donor and creating a working environment that allows team members the time necessary to be involved in local initiatives.

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4. Case Studies

4.1.1 Wynyard and QQT Foodbank

The partnership with Multiplex and Foodbank began when Multiplex embarked on the Quay Quarter Tower project at Circular Quay and noticed a disturbing amount of homelessness around the building site. This led them to Foodbank, and the grim statistic that over 4 million Australians at some point each year, do not know where the next meal is coming from.

The reality is we are all likely to know someone who is affected. It’s not just people on the street but people in our streets, and it is estimated that 50% more food is needed to provide enough for all the people seeking assistance.

Through the support of Multiplex and its partners, Foodbank will be able to deliver thousands more meals over the next three years to Australians in crisis, so helping to build brighter futures.

Figure 1 Staff working on the Foodbank initiatve Figure 2 School students on site at 1 Denison Street

4.1.2 1 Denison Street, JUMPSTART

The Jump Start Program was designed to give female school students the opportunity to learn about the construction industry, given that the female staff members at the 1 Denison Street project felt that information about careers in the build environment was practically non-existent.

With the support of senior management, they designed a pilot program to redress this situation. This program includes panel discussions, workshops, presentations, mentoring sessions and site walks. It leverages the experiences and skills of young Multiplex women to help female students better navigate their career paths.

We know from research that by University stage many students have already made up their minds about their careers, and so the earlier we can be part of that decision making process the better. Jump Start is a very practical, grass roots way for us to promote diversity within Multiplex and the broader industry at a point in which we know we can have the greatest impact.

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4.1.3 Canteen, Westmead Hospital Project

In partnership with the Salvation Army, Multiplex worked to provide a canteen within walking distance of the construction site of the Westmead Hospital Redevelopment project, where workers could buy coffee, sandwiches, drinks and the like, thereby ensuring that these workers (possibly with muddy boots) were not walking through the hospital to make use of the hospital canteen.

Figure 1 Area 6 cafe Figure 2 Area 6 Cafe

4.1.4 GC21 Workshop, Westmead Hospital Project

A GC21 Start Up Workshop is a requirement of our contract with HI. It provides a valuable opportunity for the teams to get to know each other, and Multiplex also used this Workshop for a team building exercise. The Workshop included all the stakeholders, HI, the Local Health District, Architects, Sydney University and Hospital Executives from both the Adult and Children’s Hospitals. The attendees were divided into teams and various challenges were set for competitive completion.

Figure 3 Solving problems at the Workshop Figure 4 Constructing a freestanding tower

Corporate Challenge was engaged by Multiplex and having dividing the attendees into 6 teams, provided the components for the teams to build 6 children’s mountain bikes that were later distributed to children at the hospital.

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Creating a team environment was a great way to break down barriers, and also provided Multiplex with the chance to understand what was really important to Stakeholders beyond the confines of the contract.

A similar exercise was undertaken during the GC21 Workshop at the University of Canberra Public Hospital, and at Byron, the team building exercise at the GC21 Workshop involved creating two pieces of artwork as part of the “Artwork in a Day” initiative.

Additional Westmead Community initiatives include the following (with more in the planning stage):

Figure 5 Project team members bring gifts to a patient on Father’s Day

Figure 6 A cheque from Multiplex for the Princess Mary Cancer Centre

4.1.5 Humidicribs, Stockland Green Hills Shopping Centre Project

When the Stockland Green Hills team heard that because there were not enough incubators available, sick babies were sometimes not able to be accommodated at Maitland Hospital and had to be taken by ambulance to other regional centres for treatment, they decided to act.

After months of fundraising that included a raffle, a corporate golf day and generous donations from our subcontractors, the Multiplex Project Team was able to present a cheque for $120,000 to the Maitland Special Care Nursery.

The nursery cares for premature and sick babies and the original aim was to raise money for two $25,000 specialised cribs. With the extra money raised, the nursery was not only able to buy additional cribs but also other much-needed items for the facility. The Green Hills project is now complete, but the money raised by the team will continue to provide real and measurable value to Maitland and its babies.

Figure 7 Raffle prize to raise funds for the Special Care Nursery Figure 8 Special Care Nursery, Humidicrib

4.1.6 Connectivity Centre, Stockland Green Hills Shopping Centre Project

The Connectivity Centre is a concept designed to provide work (and a future) for the long term unemployed and was and is a key part of Multiplex’s community involvement strategy at the following projects:

» BER Primary Schools Program

» Stockland Shellharbour Shopping Centre

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» Stockland Green Hills Shopping Centre, Maitland

» Westmead Hospital (also providing services to the SHOR project on the RNSH campus).

Between July 2016 and April 2018, the Maitland Connectivity Centre at Green Hills Shopping Centre, brought together for the first time, a range of organisations from across the employment sector (government, not-for-profit, charity, community, and the construction supply chain) to find new innovative ‘wrap-around’ solutions to address the high level of unemployment in the Maitland area, with a particular focus on those suffering disadvantage and long-term unemployment.

Figure 9 Opening of the Maitland Connectivity Centre at Green Hills Shopping Centre

Figure 10 Examples of artwork from the Connectivity Centre Art Competition

In total and in terms of social outputs, by the time the Connectivity Centre was closed, 2590 job seekers had registered interest with the Connectivity Centre, and a total of 216 local companies and 3493 individuals or representatives of local businesses and organisations engaged with the Centre.

As a direct result of the program:

» 184 people were placed into new job opportunities created for local job seekers in both the construction and retail sectors including (disclosed) 76% long-term unemployed, 19% with disabilities. At the time of writing this report, 115 individuals had reached the 12-week milestone period with 65 of those individuals having already reached the 26-week milestone period (therefore exited from the employment services support organisations systems)

» 12 formal construction traineeships were established with employers in the construction supply chain (including 1 Indigenous and 2 females). This involved a Certificate II in Construction Pathways and a 12-month paid workplace. All 12 candidates successfully completed the traineeship, providing them with a range of competencies for working in the construction industry

» 18 new apprenticeships were created: 12 plumbing; 5 carpentry; and 1 electrical

» 10 job seekers completed a Retail Ready Program run by the Australian Retail Association. 15 commenced a second program. As of 26/3/18 there were 6 confirmed retail job placements arising from this program

» 19 job seekers completed a HVTC a multi-trade pre-apprenticeship program

» 15 job seekers completed a PEPT customer service and national work experience program

» 10 job seekers attended a Safer Driver Awareness workshop

» 1 new business was created – A new local start-up business called Di Wilson Photography was started as a direct result of winning a prize in an Art Competition held at the Connectivity Centre to create a diversity calendar.

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“I am here because if it wasn’t for the Connectivity Centre my wife would not have had the courage to start her photography business. We are very grateful for the chance it’s given us to start again. My wife is disabled and it’s only because of the art exhibition that she got the confidence to go it alone and try to build a business. I work for the business too and our business employs other local people... so the Connectivity Centre has many hidden benefits beyond what just happens here” (Di Wilson Photography)

“Because of the perception of employers about people with disability, these people would not normally get a look-in, especially in the construction industry. The Connectivity Centre understands these people and champions them with employers.” (Department of Social Services)

“There was a single mother in her 40s to 50s. She has struggled and was so introverted and shy and had absolutely no work experience. She managed to complete training with the Retail Association and through the Connectivity Centre has now got a job with Casey’s Toys. She walks into the Connectivity Centre office with a smile on her face all the time now. The collaboration which the Connectivity Centre creates was essential to allow this to happen” (Job Active Provider)

4.1.7 Christmas Gift Giving, St George Hospital Project

At the St George Hospital project, the site team dressed up in Christmas fancy dress and made their way through the hospital handing out gifts to those patients unable to go home for Christmas. It was a cheering moment for the patients, and provided the site team with a way of creating a sense of fun in what otherwise could have been a bleak environment.

Figure 1 St George’s Hosptial at Christmas

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4.1.8 Social Sustainability and Community Consultation

Multiplex is a strong advocate in ‘giving back’ and plays a large role in supporting the community. Underpinning our various initiatives and social programs is the understanding that as a major Australian contracting company we have responsibilities to the community that are not simply about compliance with the law, but are instead, about doing our bit to foster community support.

4.1.9 Fundraising and Further Community Benefits

We take the social elements of sustainability very seriously and are committed to maximising the benefits of good community relations. We research the communities in which we are to operate – in order to fully understand how we can further community aspiration.

Over the page, please see some examples of community-based initiatives undertaken by Multiplex over the years.

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Westmead Hospital, GC21 Start Up Workshop, building bikes for children

Westmead Hospital , Father’s Day

Westmead Hospital , The Salvation Army Area 6 Canteen

Westmead Hospital, Connectivity Centre

Stockland Green Hills Shopping Centre, selling raffle tickets for Humidicribs

Stockland Green Hills Shopping Centre, Corporate Golf Day presentation

Stockland Green Hills Shopping Centre, Special Care Nursery Humidicrib

Stockland Green Hills Shopping Centre, Connectivity Centre closing ceremony

St George Hospital, Christmas present-giving

St George Hospital, “Name the Crane” winner

St George Hospital, Multiplex Major Sponsor for 2017 Excellence in Nursing & Midwifery Service Awards

St George Hospital, fund raising barbecue for local charity

University of Canberra Public Hospital, GC21 Start Up Workshop, building bikes for young patients

Stockland Green Hill team raises funds for humidicribs at the Maitland Hospital Special Care Nursery

Major raffle draw at Stockland Green Hills Shopping Centre

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Local High School Community challenge Fundraising for Royal North Shore Hospital

National Employment Services Association (NESA) Award

Literacy for Life Foundation (LFLF) Indigenous Community Education Program

Novaskill Employment Services for Indigenous Traineeships at Byron Hospital

Community Garden Donation for 202020 Vision Sustainability Group

Shellharbour Community Salvation Army Connectivity Employment Centre

Warrah ‘Bathroom Blitz’ Community Works Donation

Stockland Green Hills Community Connectivity Employment Centre

Community School Site Tour and ‘Name the Crane’ Competition

Indigenous Trainees’ Graduation from Bega Hospital

Starlight Children’s Foundation Fundraising at Multiplex Sites

Fundraising for Our Kids Charity at Byron Hospital

‘Living Lab’ Educational Site Tour for UNSW Students

Playground Donation to St John of God Hospital in Midlands WA

Donation to Royal North Shore Hospital

and Paediatric ‘Fairy Garden’

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Ride to Conquer Cancer Fundraising for Chris O’Brien Lifehouse Foundation

Community and Aged Care Residents Information Luncheon

Nepal Green Foundation Community School Project

‘Real Men Wear Pink’ Fundraising for Breast Cancer Research

Community School Site Tour and ‘Name the Crane’ Competition

Property Industry Foundation Charity Sailing Challenge

Indigenous Traineeships at Royal North Shore Hospital

Community Ladies Auxillary Fundraising at Byron Hospital

‘MS Kiss Good Bye’ Fundraising for World MS Day

Donation to Local Community for Canberra Hospital Foundation

Rural Community Schools Educational Visits in the Kimberley WA

Community School Site Tour and ‘Name the Crane’ Competition at Byron Hospital

Community Works Donation to Deaf and Blind Senses Association

Community Information Day Engagement at Byron Hospital

Community High School Site Tours at Bega Hospital