INNOVATE RECONCILIATION ACTIONPLAN

INNOVATERECONCILIATIONACTION PLAN

March 2021 to March 2023

THE ROAD TO JOBS &BUSINESS OPPORTUNITIES

Main Roads acknowledge the TraditionalCustodians throughout Western Australia and

their continuing connection to the land,waters and community. We pay our respects

to all members of the Aboriginal communitiesand their cultures; and to Elders past, present

and emerging.

“The term Aboriginal used throughout this document refers toAboriginal and Torres Strait Islander peoples”

Message from Our Commissioner…........………………………………………………………………………………………………3

Message from Our RAP Champion..................…………………………………………………………………………………………4

Message from CEO of Reconciliation Australia………………………………………………………………………………….5

Our Vision for Reconciliation................................................................................................................................................6

Our Business and People........................................................................................................................................................7

Our Reconciliation Journey....................................................................................................................................................9

Supporting our RAP...............................................................................................................................................................12

Moving Forward 2021-2023..............................................................................................................................................13

Relationships......................................................................................................................................................................18

Respect....……………………………………………………………………………………………………………………………………….23

Opportunities…………………………………………………………………………………………………………………………….29

Reporting……………………………………………………………………………………………………………………………...33

Acknowledgements.…………………………………………………………………………………………………………………………...36

Table of Contents

Message from OurCommissionerI am pleased to present our second InnovateReconciliation Action Plan. This is our third ReconciliationAction Plan and is built on the pillars of Relationships,Respect and Opportunities. We have been working hardover the last few years to further understand thechallenges faced by Aboriginal and Torres Strait Islander

peoples and businesses to enable us to provide better, more sustainable employment andbusiness participation opportunities that will lead to positive outcomes.

We recognise that many Aboriginal and Torres Strait Islander peoples experience vastdifferences in health, education, employment, and standards of living compared to many inour community. Our aim through this RAP is to create greater engagement opportunities withAboriginal communities, forge stronger working relationships that are mutually beneficial andto work together to build on and create new networks to achieve our objectives.

In our Plan, we have identified the actions and initiatives that we have committed toimplement over the next two years guided by these objectives drawn from our AboriginalEngagement and Participation Policy:

Respectfully engaging with Aboriginal and Torres Strait Islander peoples and businesses

Working alongside our local communities to identify and develop employment andbusiness opportunities for Aboriginal and Torres Strait Islander peoples

Consulting with local Aboriginal and Torres Strait Islander peoples and communitiesimpacted by our projects and involve them in our decision making processes

Acknowledging and celebrating Aboriginal and Torres Strait Islander peoples, culturesand traditions.

I would like to acknowledge the support provided by our Aboriginal Advisory Group, Elders,members of the community, and staff from across the state for their valuable participationand input into developing our new Innovate Reconciliation Action Plan. I also extend myappreciation to Reconciliation Australia for their support as we developed our new RAP.

Having worked across Main Roads’ business for many years, I have seen firsthand thesignificant and positive contribution Aboriginal and Torres Strait Islander peoples have madeto our organisation. I look forward to working with our employees, Aboriginal Advisory Groupmembers, local communities and industry partners to deliver outcomes that result inmeaningful change that promotes respect, trust and positive relationships with Aboriginaland Torres Strait Islander peoples.

Peter WoronzowA/Commissioner of Main Roads

Message from OurRAP ChampionAs Main Roads’ RAP Champion, I am pleased to join theA/Commissioner in presenting the Innovate ReconciliationAction Plan for Main Roads. I am committed to realisingMain Roads’ vision for reconciliation and promote greaterawareness of, and support for our Reconciliation ActionPlan and associated activities. As the RAP Champion, I willcontribute to:

Promoting Main Roads RAP,

Heightening awareness of our work in the reconciliation space,

Encouraging agency wide commitment to achieving the RAP Actions

Main Roads has a unique role in the community and we must ensure that we reflect ourcommitment to reconciliation in both what we do, and how we do it. This is a plan for all ofMain Roads and provides an opportunity to do our part in furthering reconciliation.

Main Roads is proud to be a member of Supply Nation and to engage with a large number ofAboriginal and Torres Strait Islander owned businesses across all of our business activities. Weare actively seeking direct procurement opportunities for Aboriginal and Torres Strait Islanderbusinesses and through our supply chain in an effort to enhance our engagement and greatereconomic participation opportunities for Aboriginal and Torres Strait Islander peoples.

This Plan is in the interests of not only Aboriginal and Torres Strait Islander peoples withinMain Roads, but within our wider Australian community. It is an opportunity for us, as anorganisation and for us as individuals, to consider how to increase our engagement withAboriginal and Torres Strait Islander businesses and potential recruitment candidates, andembed reconciliation in our everyday lives.

Phil D’SouzaA/Executive Director Finance and Commercial Services

Message from CEO ofReconciliation AustraliaReconciliation Australia commends Main Roads WA on theformal endorsement of its second Innovate ReconciliationAction Plan (RAP). Since 2006, RAPs have provided aframework for organisations to leverage their structuresand diverse spheres of influence to support the nationalreconciliation movement.

With over 2.3 million people now either working or studying in an organisation with a RAP,the program’s potential for impact is greater than ever. Main Roads WA continues to be partof a strong network of more than 1,100 corporate, government, and not-for-profitorganisations that have taken goodwill and transformed it into action.

The four RAP types — Reflect, Innovate, Stretch and Elevate — allow RAP partners tocontinuously strengthen reconciliation commitments and constantly strive to apply learningsin new ways. An Innovate RAP is a crucial and rewarding period in an organisation’sreconciliation journey. It is a time to build the strong foundations and relationships thatensure sustainable, thoughtful, and impactful RAP outcomes into the future.

An integral part of building these foundations is reflecting on and cataloguing the successesand challenges of previous RAPs. Learnings gained through effort and innovation areinvaluable resources that Main Roads WA will continuously draw upon to create RAPcommitments rooted in experience and maturity. These learnings extend to Main Roads WAusing the lens of reconciliation to better understand its core business, sphere of influence, anddiverse community of staff and stakeholders.

The RAP program’s emphasis on relationships, respect, and opportunities gives organisationsa framework from which to foster connections with Aboriginal and Torres Strait Islanderpeoples rooted in mutual collaboration and trust.

This Innovate RAP is an opportunity for Main Roads WA to strengthen these relationships,gain crucial experience, and nurture connections that will become the lifeblood of its futureRAP commitments. By enabling and empowering staff to contribute to this process, MainRoads WA will ensure shared and cooperative success in the long-term.

Gaining experience and reflecting on pertinent learnings will ensure the sustainability of MainRoads WA future RAPs and reconciliation initiatives, providing meaningful impact towardAustralia’s reconciliation journey.

Congratulations Main Roads WA on your second Innovate RAP and I look forward to followingyour ongoing reconciliation journey.

Karen MundineChief Executive OfficerReconciliation Australia

Innovate Reconciliation Action Plan March 2021 – 2023

6

Our Vision for ReconciliationOur vision for reconciliation is to provide a safe state-wide road transport network. ConnectingAboriginal and Torres Strait Islander communities with places increases access to integrated services,improving life and liveability.

We do this by working in partnership with Aboriginal and Torres Strait Islander peoples in planning,building, maintaining, and operating Western Australia’s State Road Network throughout the state asfar north as Kununurra, spreading east to Kalgoorlie and south to Albany. We continue to commit toproviding opportunities for sustainable employment and collaborating on the delivery of successfulcommunity and business outcomes by working together with Aboriginal and Torres Strait Islandercommunities, organisations, and businesses.

Through ongoing and extensive engagement with Aboriginal and Torres Strait Islander and non-Indigenous communities from across the state, we continually grow our understanding of what weneed to do together as we work towards reconciliation.

Cape Leveque children with gum leaves


Our Business and PeopleMain Roads is a major statutory authority responsible for Western Australia’s freeways and mainroads, operating from eight regional locations throughout the state to plan, build, maintain, andoperate Western Australia’s State Road Network valued at more than $48 billion. We work closely withour portfolio partners, the Department of Transport and the Public Transport Authority as well as localgovernment to support the needs of all road users across the state by providing an integrated world-class road transport network.

We are one of the most geographically dispersed road agencies in the world, responsible for morethan 18,500 kilometres of road spread over 2.5 million square kilometres. Everyone who relies on oruses the road network is a customer of Main Roads. Our regional offices spread throughout the stateas far north as Kununurra, spreading east to Kalgoorlie and south to Albany.

In 2020, we engaged directly with more than 4,900 suppliers and made more than $1.753 billion inpayments. Our suppliers are contractors and consultants or providers of goods and services and arepredominately from the Western Australian economy. Our indirect supply chain is again moreextensive with our construction projects engaging with multiple sub-contractors and suppliers.

Incorporated into the Main Roads 2020-2024 Corporate Business Plan are Aboriginal and Torres StraitIslander engagement and participation strategic initiatives - which ensures a strong commitmenttowards advancing reconciliation internally and within our sphere of influence. Embeddingreconciliation initiatives into the Corporate Business Plan facilitates implementation of long-termstrategies and guarantees defined measurable targets such as:

Sharing Aboriginal Journey Ways stories with the community.

Supporting the development, launch and implementation of the Reconciliation Action Plan.

Developing Aboriginal Regional Stakeholder Model in consultation with Metropolitan SouthernRegions and Central Northern Regions.

Develop and implement Main Roads Aboriginal and Torres Strait Islander ParticipationDashboard reporting system to capture all Aboriginal and Torres Strait Islander employment andprocurement data to date; and

Continue to implement and improve the Aboriginal and Torres Strait Islander engagementstrategy for the Bunbury Outer Ring Road.

7


Main Roads is part of the wider WA public sector, which is our state’s largest employer.We employ 1121 employees of which 28 (approximately 2.27%) identify as Aboriginaland/or Torres Strait Islander people as of June 2020. We acknowledge we have more to do, hence,the development of the 2021-2024 Aboriginal Employment & Retention Plan the goal of which is todevelop and implement an active and responsive long-term Plan, which will significantly improvemeaningful Aboriginal and Torres Strait Islander employment and training opportunities within MainRoads.

The Plan:

Guides our commitment and outlines a cohesiveset of actions to establish a foundation, attract,appoint, retain, and advance Aboriginal and TorresStrait Islander peoples.

Involves developing a range of entry points,employment pathways and supporting themthrough learning and development opportunities.

Provides a workplace where Aboriginal and TorresStrait Islander cultures and histories are embraced,respected, and full participation in our workforceand supply chain is commonplace.

The actions in Main Roads Innovate RAP 2021-2023 will contribute towards addressing the fiveinterrelated dimensions of reconciliation, as identified by The State of Reconciliation in AustraliaReport (2016).

RACE RELATIONS

All Australians understand and valueAboriginal and Torres Strait Islander andNon-Indigenous cultures, rights andexperiences, which results in stronger

relationships based on trust and respectand that are free from racism.

INSTITUTIONAL INTEGRITY

The active support of reconciliation bythe nation’s political, business and

community structures.

EQUALITY AND EQUITY

Aboriginal and Torres Strait Islanderpeoples participate equally in a range oflife opportunities and the unique rightsof Aboriginal and Torres Strait Islanderpeoples are recognised and upheld.

HISTORICAL ACCEPTANCE

All Australians understand andaccept the wrongs of the past and the

impact of these wrongs.

Australia makes amends for the wrongsof the past and ensures these wrongs

never repeated.

UNITY

An Australian society that valuesand recognises Aboriginal and

Torres Strait Islander cultures andheritage as a proud part of ashared national identity.

Five Interrelated Dimensions of Reconciliation

Connecting People with Culture and Country Training

(Photos by SKHKAC)

8


Our Reconciliation JourneyThe following are some examples of activities we have undertaken over the life of our previousReconciliation Action Plans:

Relationships:Developed a Strategic Business Case with Nudge (a not for profit organisation) toincrease the livelihood of Aboriginal and Torres Strait Islander peoples in WesternAustralia.Hosted NAIDOC week and National Reconciliation Week events annually. All events arepromoted via internal intranet articles and invitations to attend. Events always includeWelcome to Country by an Elder, invitations extended to Aboriginal and Torres StraitIslander entertainers, dancers, artists and storytellers. RAP launches have also beenconducted on NAIDOC Week followed up with news articles on intranet. Main Roadsalso attends and supports external events annually to build relationships and networksacross the community.Facilitated dialogue with a series of discussions and workshops with Aboriginalcommunity leaders, Elders and businesses in the Kimberley, Pilbara, Metropolitan andGascoyne regions.Created the Aboriginal Advisory Group, which holds quarterly meetings with well-respected Aboriginal and Torres Strait Islander business representatives from across thestate to provide guidance and recommendations.Undertook extensive consultation across the regions of Western Australia to developdeliverables to be included in our RAP. This was to identify meaningful actions forAboriginal and Torres Strait Islander communities where Main Roads conducts business.Awarded the 2019 Institute of Public Administration Australia (IPAA) WA AchievementAward for Best Practice in Corporate Social Values, for the employment of Aboriginaland Torres Strait Islander peoples and engagement of Aboriginal and Torres StraitIslander businesses.

Respect:Welcome to Country or Acknowledgement of Country held at all major business events.All our metropolitan employees have attended immersive cultural awareness training, aface to face cultural experience on Country, guided by a local Traditional Owner.Smoking ceremonies are performed prior to commencing construction on variousprojects.Sponsor the Department of Planning, Lands and Heritage Street Banner Projectannually to promote reconciliation theme via five banners displayed in prominentlocations across WA such as City of Perth, Elizabeth Quay, City of Geraldton, City ofKalgoorlie and City of Bunbury.

9


Opportunities:Engagement of five Aboriginal and Torres Strait Islander trainees working in businesssupport roles.Creation of three 50d senior roles for Aboriginal and/or Torres Strait Islander people.Amended contractual requirements and key performance indicators including:•Mandatory Aboriginal Participation Plan incorporating targets for Aboriginal andTorres Strait Islander employment, traineeships and business engagement viasubcontracts.•Mandatory targets for Aboriginal and Torres Strait Islander employment andbusiness engagement.• Incentivised targets for employment of Aboriginal and Torres Strait Islander peoples• Incentivised targets for procurement through Aboriginal and Torres Strait Islanderbusinesses.• Price preferences up to $500,000 for tenders from registered Aboriginal businesses.

Introduced Aboriginal and Torres Strait Islander participation initiatives into contractsresulting in:• 2018-19 Spend on Aboriginal and Torres Strait Islander businesses $37 million (6%of contract value).• 2018-19 Aboriginal and Torres Strait Islander hours worked 374,000 hours (17% oftotal workforce hours).• 2019-20 Spend on Aboriginal and Torres Strait Islander businesses $62 million (7%of contract value).• 2019-20 Aboriginal and Torres Strait Islander hours worked 466,000 hours (10% oftotal workforce hours).

Offered employment to 11 local Aboriginal and Torres Strait Islander trainees on theOutback Way Project who completed their training program.Provided a grant for Kurongkurl Katitjin, the Centre for Australian Aboriginal Educationand Research at Edith Cowan University to investigate and document traditionalAboriginal journey ways, tracks and places that aligned with Main Roads' road network.Enabled a majority Aboriginal-owned electrical contractor to create 10 new electricalAboriginal apprenticeships for work undertaken for Main Roads.Facilitated on the job training at the Great Northern Highway Maggie Creek toWyndham project for Aboriginal and Torres Strait Islander workers, including nineinmates. This resulted in securing full time work within the road industry for five ofthese participants.Awarded the 2019 ‘Non-Aboriginal Organisation of the Year’ winner at the EastKimberley Achievement Awards for contributions to the growth of Aboriginalbusinesses and opportunities in East Kimberley.

Through our RAPs, we work towards reconciliation by adopting Reconciliation Australia’s vision for ajust, equitable and reconciled Australia. Positive relations foster collaborative partnerships to achieveour aspiration of providing world-class outcomes for customers through a safe, reliable andsustainable road-based transport system.

10


11

Key milestones throughoutMain Roads RAP journey

2015

2017

2019

2018

2020

Commonwealth IndigenousProcurement Policy launched

Main Roads ReconciliationAction Plan 2017-2019

Aboriginal Advisory Groupestablished

Main Roads beginsimplementing many of therecommendations outlined

in the Business Case


All major project (>$20m)contracts require Aboriginal

participation

Strategic Business Caseoutlines recommendationsto improve Aboriginal

participation

Sealing of the BidyadangaRoad and Airstrip, providingvital connectivity to WA'slargest remote Aboriginal

communities

Main Roads AboriginalEngagement and

Participation Policy released

State Government AboriginalProcurement Policy released

Main Roads begins to moreactively educate its staff

about Aboriginal cultures andinclude cultural elements andtraditions in its projects and

everyday operations

Aboriginal EmploymentInitiative Taskforce

established

2008

2009

2012


Main Roads adopts a numberof initiatives to increaseAboriginal employment



12

Supporting Our RAPThe key to our success is through the strong support of our Corporate Executive and key stakeholders,underpinned by a strong governance structure that drives our commitment and ensures ownershipand accountability for delivering actions that are included in the Reconciliation Action Plan across theorganisation.

Aboriginal Advisory Group (AAG)Chaired by the A/Commissioner of Main Roads, this group includes well-respected Aboriginal andTorres Strait Islander business representatives from across Western Australian who are advocates forpositive change for Aboriginal and Torres Strait Islander peoples. Other members include the A/Managing Director of Main Roads along with Executive Directors and our Principal Advisor AboriginalEngagement and have the authority to direct changes that will improve Aboriginal and Torres StraitIslander employment and participation. The Aboriginal and Torres Strait Islander businessrepresentatives provide advice aimed at influencing and guiding policies and programs and theimplementation and practical deployment of these. The objectives of this group include:

• Endorse and review the actions featured in the Reconciliation Action Plan and offer advice tothe Managing Director to assist with achieving the outcomes set in the plan.

• Inform and support the implementation of the Aboriginal Employment Initiatives StrategicBusiness Case and participation initiatives across Main Roads.

• Assist in the guidance of Aboriginal and Torres Strait Islander business development across thestate to assist in delivering our project works and associated services.

• Champion Aboriginal and Torres Strait Islander participation by raising awareness of state andfederal initiatives that encourage Aboriginal employment.

• CommonwealthGovernment

• State Government

• Stakeholder &Industry Groups

• Aboriginal PeopleChampions

• RegionalManagers

• Employees

MANAGEMENT COMMITTEEFOR ABORIGINALENGAGEMENT ANDPARTICIPATION

Provide overarching guidance forAboriginal participation, engagement

and cultural initiatives.

ABORIGINAL ADVISORYGROUP

Informs and supportsAboriginal business

participation initiatives.

WORKPLACE &EMPLOYMENT GOODS & SERVICES INFRASTRUCTURE

WORKING GROUPS FOR ABORIGINAL ENGAGEMENT AND PARTICIPATIONEvaluate and implement identified actions.

ADVISORYSOURCES:

Main Roads Aboriginal Engagement and Participation Governance Structure


13

There are three working groups in the portfolio areas of external business opportunities(infrastructure), internal employment (workplace and employment) and procurement(goods and services). They are all responsible for driving the actions through the Reconciliation ActionPlan and implementing identified actions to provide recommendations and updates on progress to theAboriginal Advisory Group. The Principal Advisor Aboriginal Engagement and Aboriginal Employmentand Diversity Advisor are members of the working groups. The Chairs of each Working Group reportto the Management Committee for Aboriginal Engagement and Participation who in turn report to theAboriginal Advisory Group (AAG).

Aboriginal Engagement and Participation PolicyReleased in May 2020, our Aboriginal Engagement and Participation Policy outlines our commitmentto involve Aboriginal peoples in the works that we do and embrace their unique cultures and traditions.The Policy lists our intent and objectives as follows:

Intent

• Provide increased and sustainable employment and business opportunities for Aboriginalpeoples

• Create a talented and diverse workforce and contractor base

• Ensure the views of local Aboriginal peoples and communities are considered

• Respect and value the unique cultures and traditions of our local Aboriginal peoplesthroughout WA

Objectives

• Engage with Aboriginal peoples and businesses

• Work alongside our local communities to identify and develop employment and businessopportunities for Aboriginal peoples

• Consult with local Aboriginal peoples and communities impacted by our projects and involvethem in our decision-making processes

• Acknowledge and celebrate local Aboriginal cultures and traditions


14

Moving Forward 2021-2023This Plan builds on our previous RAPs and maps out the direction we will take over the next two yearswith a bigger focus on promoting reconciliation through our sphere of influence. We have explorednew ways to increase and sustain Aboriginal and Torres Strait Islander participation in all aspects of ourbusiness activities by appointing senior Aboriginal Advisors such as:

• Principal Advisor Aboriginal Engagement

• Senior Advisor Aboriginal Business Engagement

• Senior Advisor Aboriginal Employment Participation

• Aboriginal Participation Project Manager (Rail)

• Aboriginal Participation Project Manager (Roads)

• Aborginal Employment and Diversity Advisor Human Resources

We are equally committed to achieving a higher level of direct employment outcomes by appointingan Aboriginal Employment and Diversity Advisor within the Human Resources Directorate to developa targeted Aboriginal Employment and Retention Plan to increase direct employment of Aboriginaland Torres Strait Islander peoples at Main Roads.

Main Roads’ new Aboriginal Employment and Diversity Advisor began developing the new 2021-2023Innovate RAP, which builds on learnings and findings from Main Roads former 2017-2019 InnovateRAP and describes the direction that Main Roads will take over the next two years with the new2021-2023 Innovate RAP.

Consultation took place fromregional workshops and an onlinesurvey with stakeholders such asMain Roads Internal Stakeholders,Regional Stakeholders, MetropolitanStakeholders,Main Roads AboriginalAdvisory Working Groups, andElders from Aboriginal and TorresStrait Islander communities andbusinesses.

This feedback culminated intopriority actions for theRelationships, Respect andOpportunities pillars which wasthen sent to all business directorates for further consultation to ensure commitment to final actionsacross the next two-years with final endorsement from Corporate Executive.

Main Roads new Innovate RAP is an integral component of Main Roads Diversity Framework, alongwith and supporting the Aboriginal Employment & Retention Plan and EEO & Diversity ManagementPlan which facilitates continued momentum towards refining, prioritising, and focusing our activitiesto result in real outcomes and meet our obligations through identified strategies in the action plan.

Connecting People with Culture and Country Training

(Photos by SKHKAC)


Our Key Reconciliation ThemesSince 2008, we continue our commitment to reconciliation by delivering on our actions, ensuringinstitutional integrity to our RAP and embedding engagement processes that contribute towards goodgovernance practices.

Main Roads two-year Innovate RAP further embeds reconciliation into our business by:

• Implementing longer-term strategies

• Working towards defined measurable targets and goals

• Aligning our reconciliation outcomes to our corporate planning and strategy processes

• Embedding reconciliation initiatives into our Diversity Framework.

Aboriginal Engagement and Participation is a Strategic Initiative embedded within the 2020-2024Corporate Business Plan to increase Aboriginal employment, business spend and developmentopportunities, resulting in the engagement of Aboriginal businesses as ‘business as usual’. Our keythemes for reconciliation are outlined in our engagement model expanding around the pillars ofRelationships, Respect, Opportunities and Governance.

15

Executive Director Human Resources Neville Willey Introducing NAIDOC 2020.


16

Main Roads Key Reconciliation Themes Engagement Model

PERSONALITY

INCLUSIVE CULTUREPO

LICY

EDUCATION

LEGISLATION

OPINIONSIDEALS

DREAMS

VALUES

KNOW

LEDGE

DIVERSITY FRAMEWORK

M

AINROADS

WESTERN AUSTRALIA

ECONOMIC OPPORTUNITIESIMPROVING LIFE AND LIVEABLILITY

Employment and retentionSupply chain & business opportunities

Road education and awarenessCareer pathways

MentoringSkills transfer

RESPECT CULTURAL ANDSOCIAL RECOGNITION

Internal embeddingChallenging unconscious biasCultural respect and awarenessCulturally sensitive workplaceRespect, acknowledgement

& recognition of Cultural heritage

COMMUNITYRELATIONSHIPS

Early engagementLong lasting relationshipsInclusive decision makingPositive race relationsCommunity partnership

Trust

GOOD GOVERNANCE& REPORTING

Open and transparent decision makingAccountability

Embedding reconcilliationReporting and communication


17

BUILDING ON OUR RAP JOURNEY WE WILL• Continue to expand existing and new business relationships with Aboriginal and Torres Strait

Islander partners to grow strong, diverse, and sustainable supply chain partnerships.

• Contribute to the economic empowerment of Aboriginal and Torres Strait Islander peoples byproviding opportunities for employment, training, procurement, and Aboriginal enterprisesupport.

• Ensure our people have the skills to build strong relationships with Aboriginal and Torres StraitIslander customers, businesses, and communities.

• Create a culturally safe and tolerant workplace, which will cultivate a greater workforce andstakeholder appreciation of Aboriginal and Torres Strait Islander cultures.

HOW WILL WE ACHIEVE OUR OUTCOMES?Wewill achieve our outcomes based around the pillars of Relationships, Respect and Opportunities thatconstitute our Innovate Reconciliation Action Plan. Over the life of the RAP, we will deliver key actionsfrom each pillar to guide us in achieving the vision we have identified in our RAP.

Aboriginal Artwork Reid Highway Dual Carriage Way Project


RelationshipsWe recognise the value and importance of meaningful and respectful relationships asa critical element to the overall success of our RAP. Positive relationships enhance theway we do business and is key to successful service delivery and supporting positiveoutcomes for Aboriginal and Torres Strait Islander Employment and Aboriginal andTorres Strait Islander businesses.

Aboriginal Journey WaysThe Aboriginal Journey Ways project is a collaborative initiative between Main Roads and KuringkurlKatitjin, the Centre for Australian Indigenous Education and Research at Edith Cowan University (ECU).Main Roads provided a grant to investigate and document traditional Aboriginal journey ways, tracksand places that aligned with Main Roads’ road network.

Researchers at ECU consulted with Custodial Elders and a wide range of Aboriginal stakeholders withinWestern Australia to produce five reports that include traditional narratives and maps aligned withmodern main roads and bridges.

• Nyoongar Bidi

• The Inland Routes

• Long Way Long Time

• The Desert Routes

• The Kimberley Routes

The research highlights the significance of Country andjourney for Aboriginal peoples where groups andfamilies made journeys, often over many generations.

We are now embarking on a project to honour this partof Aboriginal history by sharing these journeys andstories with the wider community, road users and visitorsto Western Australia.

Action Deliverable Timeline Responsibility1. CollaborateEstablish and maintainmutually beneficialrelationships withAboriginal and TorresStrait Islanderstakeholders andorganisations.

1.1 Meet with local Aboriginal andTorres Strait Islander stakeholdersand organisations to continuouslyimprove guiding principles forengagement.

1.2 Review, update and implement anengagement plan to work withAboriginal and Torres StraitIslander stakeholders.

1.3 Throughout this RAP establish andmaintain formal two-way

Apr 2021

June 2021

Mar 2021

Principal AdvisorAboriginal Engagement



Focus Area:Working Collaboratively

18


Action Deliverable Timeline Responsibility

2. CelebrateBuild relationshipsthrough celebratingNationalReconciliation Week(NRW).

3. PartnerPromote reconciliationthrough our sphere ofinfluence.

partnerships with Aboriginal andTorres Strait Islander communitiesand organisations, includingAboriginal Advisory Councilsacross the Regions, Aboriginal civilconstruction businesses, otherAboriginal businesses, CulturalAwareness Consultants andEnvironmental and HeritageAdvisors.

2.1 Circulate Reconciliation Australia’sNRW resources and reconciliationmaterials to all staff.

2.2 Staff and senior leaders toparticipate in two external eventsto recognise and celebrate NRW.

2.3 Each Office to organise an internalNRW event, and hold at least oneorganisation-wide NRW event,each year.

2.4 Register all our NRW events onReconciliation Australia’s NRWwebsite.

2.5 Working Group members toparticipate in three external NRWevents.

3.1 Seek out and embark on newexternal collaborative relationshipswith Aboriginal and Torres StraitIslander stakeholders andorganisations to gain support andprovide support to community notfor profit organisations, tertiaryinstitutions, other governmentagencies and private enterprisewith their reconciliation initiativeswith our expertise aroundAboriginal and Torres StraitIslander businesses andemployment opportunities byattending:

� 3 reconciliation WA Yokaiworkshops each year;

� 4 Aboriginal networkingworkshops with GenerationOne each year;

� 4 Tertiary AboriginalEmployment & EducationCommittee Meetings

27May - 3June, 2021,2022

27May -3 June,2021, 2022

27May -3 June,2021, 2022

27May- 3June, 2021,2022

27May - 3June, 2021,2022

July 2022

Principal HeritageOfficer

Executive DirectorHuman Resources





Manager HRCommunities ofExpertise andAboriginal Employmentand Diversity Advisor

19


20

Action Deliverable Timeline Responsibilitythroughout each year to adviseabout employmentopportunities with Main Roadsand learn about trainingpackages available to meet ourtraineeship needs, arrangepartnerships.

3.2 Communicate our commitment toreconciliation publicly via Linkedln,Facebook and our internal andexternal website.

3.3 Publish the RAP, Main RoadsiRoads intranet site and externalwebsite.

3.4 Support local community projectsthat acknowledge and promotereconciliation such as:

� Sponsoring banners to beplaced in prominent locationsacross WA throughoutNational Reconciliation Weekeach year.

� Purchase Aboriginal and TorresStrait Islander art and displaythrough Main Roads buildings.

� Attend not for profit launchessuch as Aboriginal ChildcareCentres and CommunityServices Centres such asJacaranda and Coolabaroo.

� Join networks such as theNational IndigenousEmployment Network withGeneration One at Mindaroo.

3.5 Release a quarterly Bulletin toshare information aboutAboriginal and Torres StraitIslander engagement andparticipation.

3.6 Refresh bulletin boards everymonth in the elevators andcafeteria showcasing reconciliationinitiatives and regional and metroproject updates.

3.7 Positively influence our externalstakeholders to drive reconciliationoutcomes by showcasing our

May 2021

May 2021

27May - 3June, 2021,2022

May, Octand Dec2021Jan, May,Oct andDec 2022Jan 2023

Mar 2021

May, Octand Dec2021

Executive DirectorStrategy andCommunications



Project ManagerCorporate Projects




21


4. PromotePromote positive racerelations through anti-discriminationstrategies.

initiatives on our external website.

3.8 Collaborate with other like-mindedorganisations to implement waysto advance reconciliation,including:

� Department of Transport� Public Transport Authority� Tertiary Institutions� Generation One� Local Government� Anglicare� Aboriginal and Torres Strait

Islander organisations

3.9 Post National Reconciliation Weekarticle on internal website with alist of National Reconcilation Weekevents, annual banner projectlocations, a link to ReconcilationWA website and ReconciliationAustralia website to engage allstaff it our reconciliation journey.

3.10 Build relationships with membersof Aboriginal Employment,Education and TrainingCommittees, National AboriginalEmployment Network members,regional offices, and Aboriginaland Torres Strait Islandercommunities to engage externalstakeholders in our reconciliationjourney.

4.1 Review, update and communicateCode of Conduct, EEO & anti-discrimination, grievance policiesand procedures.

4.2 Engage with Aboriginal and TorresStrait Islander staff and/orAboriginal and Torres StraitIslander advisors to continuouslyimprove our anti-discriminationpolicy.

4.3 Facilitate completion of mandatoryeLearning training on EEO & anti-discrimination for all new startersand for all staff every three yearsto promote a culturally safe work

Jan, May,Oct andDec 2022Jan 2023

May, Octand Dec2021

May, Octand Dec2022

Jan 2023

May 2021,2022

Aug 2021

Dec 2021

Dec 2021

Dec 2021

Manager HRCommunities ofExpertise AboriginalEmployment andDiversity Advisor

Manager HRCommunities ofExpertise and InternalCommunicationsManager

Manager HRCommunities ofExpertise AboriginalEmployment &Diversity Advisor

Manager HRCommunities ofExpertise

Manager HRCommunities ofExpertise AboriginalEmployment &Diversity Advisor



22

Action Deliverable Timeline Responsibilityenvironment.

4.4 Educate senior leaders on theeffects of racism by providing faceto face unconscious bias trainingto recognise and address thebarriers that limit opportunities fordiversity groups and promoteinclusive, respectful culturallyaware work places.

4.5 Senior leaders to publicly supportanti-discrimination campaigns,initiatives or stances againstracism.

Dec 2021

June 2021


Executive DirectorHuman Resouces

Nyoongar Language posters displayed in all Conference Rooms


23

RespectAn increased level of awareness and understanding of Aboriginal and Torres StraitIslander cultures, histories, achievements, and perspectives will increase, inform, andenhance the way we do our business. Recognising the contribution of Aboriginal andTorres Strait Islander peoples to Australia enables Main Roads to achieve moreculturally inclusive outcomes and actively cultivate behaviours that enhance ourworkplace and guide the development and delivery of services.

Connecting People with Cultures and CountryWe are committed to ensuring all our employees participate in the Connecting People with Cultureand Country program.

Acknowledging we have many levels of engagement with Aboriginal peoples across our state-wideorganisation, and varied levels of cultural awareness and understanding, we set about creating aspecific training program. The cultural awareness training program that was developed aims toeducate participants about Aboriginal peoples and their cultures. Other objectives include:

• Increase understanding of the purpose and significance behind cultural protocols• Ensure Main Roads employees have an opportunity for cultural knowledge sharing• Educating for a better understanding of Aboriginal peoples• Ensure positive engagement between cultures• Engage methods of fruitful dialogue and beneficial practices to move past racism• Nurture strong ideas of the collective human family and working positively together on coreissues

• Increase understanding of how Main Roads work could potentially impact Aboriginal peoples.

Held on country, staff hear from Aboriginal Elders, participate in traditional ceremonies, learn aboutthe significance of country and contribute to a piece of artwork that features native flora.

All staff have completed the program with the initial sessions developed in partnership with SisterKate’s for metropolitan based staff. We are planning to deliver a similar program in regional areasworking closely with local Aboriginal peoples and stakeholders to tailor it for the local cultural groups.

(Photos by SKHKAC)


(Photos by SKHKAC)

(Photos by SKHKAC)

24


25

Action Deliverable Timeline Responsibility5. Cultural LearningIncreaseunderstanding, valueand recognition ofAboriginal and TorresStrait Islander cultures,histories, knowledge,and rights throughcultural learning.

5.1 Develop, implement andcommunicate a cultural learningstrategy for Main Road staff.

5.2 Engage Specialist Consultant todevelop Cultural AwarenessTraining to deliver to Regionalstaff. Consultant will consult localTraditional Owners and/orAboriginal and Torres StraitIslander advisors on theimplementation of a culturalawareness training.

5.3 Engage Specialist Consultant todevelop Cultural AwarenessTraining to deliver to existing andnew Metropolitan staff. Consultantwill consult local TraditionalOwners and/or Aboriginal andTorres Strait Islander advisors onthe implementation of a culturalawareness training.

5.4 Purchase and provide onlineAboriginal and Torres StraitIslander Cultural Awarenesstraining from Aboriginal andTorres Strait Islander registeredprovider.

Apr 2021

Mar 2021

Aug 2022

Mar 2021

Manager HRCommunities ofExpertiseManager WorkforceDevelopment Manager

Manager HRCommunities ofExpertise andWorkforceDevelopment Manager

Manager HRCommunities ofExpertise andWorkforceDevelopment Manager


Focus Area:Cultural Consciousness - Respect for, and promotion of Aboriginal andTorres Strait Islander peoples cultures and protocols.

(Photos by SKHKAC) (Photos by SKHKAC)


26

Action Deliverable Timeline Responsibility6. ProtocolDemonstrate respectto Aboriginal andTorres Strait Islanderpeoples by observingcultural protocols.

6.1 Increase staff's understanding ofthe purpose and significancebehind cultural protocols,including Acknowledgement ofCountry and Welcome to Countryprotocols during graduateinductions, trainee inductions, newemployee inductions and updatesand reminders at NAIDOC andNational Reconciliation Weekevents.

6.2 Update corporate induction toinform and encourage Aboriginaland Torres Strait Islanderemployees to access CulturalLeave to participate/attendsignificant cultural events.

6.3 Communicate cultural protocoldocument (tailored for all localcommunities we operate in),including protocols for Welcometo Country and Acknowledgementof Country.

6.4 Invite local Traditional Owner /Custodian to perform a Welcometo Country or other appropriatecultural protocol at 5 significantevents each year, includingNAIDOC, National ReconciliationWeek, Corporate events, andlaunchings.

6.5 Create a source for ProjectManagers to access that identifieslocal Traditional Custodians whocan provide advice, support anddeliver appropriate culturalceremonies.

6.6 Include an Acknowledgement ofCountry or other appropriateprotocols at the commencementof important internal meetings.

6.7 Staff and senior leaders provide anAcknowledgement of Country orother appropriate protocols at allpublic events.

6.9 Display eight Acknowledgment ofCountry plaques in our office/s oron our buildings.

Mar 2021

Mar 2021

Sept 2021

March,May, July2021March,May, July2022

June 2021

Mar 2021

Mar 2021

June 2021




Executive Director andManager of the branch/region/area


Executive Director andManager of the branch/region/area

Commissioner of MainRoads

Manager PropertyManagement


27

Action Deliverable Timeline Responsibility7. EngagementEngage withAboriginal and TorresStrait Islander culturesand histories bycelebrating NAIDOCWeek.

7.1 Review HR policies and proceduresto remove barriers to staffparticipating in NAIDOC Weeksuch as cultural leave policy.

7.2 All metropolitan and regional staffsupported to participate in localNAIDOC Week events such as:Department of Transport,Metronet, Public TransportAuthority, local government,tertiary institutions, local not forprofit such as Generation One andAboriginal and Torres StraitIslander Childcare; small Aboriginaland Torres Strait Islanderbusinesses such as cafes and Artand Craft business.

7.3 Aboriginal Advisory Group,Management Committee forAboriginal Engagement andParticipation and Working Groupsto participate in 2 externalNAIDOC events each year.

Mar 2021

First weekin July,2021, 2022

First weekin July,2021, 2022


Branch/region /areamanagers

Commissioner as theChair of the AboriginalAdvisory Group

Welcome to Country and Smoking Ceremony performed at all new project launches


28

Aboriginal Employment and Diversity AdvisorFauna Bridge

Fauna Bridge


29

Aboriginal employees working on Broome Cape Leveque road upgrade

OpportunitiesWe are committed to providing opportunities and being proactive in building adiverse workforce to increase the representation of Aboriginal and Torres StraitIslander peoples working in Main Roads. We will work in partnership with Aboriginaland Torres Strait Islander staff to ensure they are well supported and have access torewarding career opportunities.

Broome Cape Leveque ProjectDelivery of the Broome Cape Leveque Road Upgrade project has provided many local Aboriginalcommunities and businesses with sustained employment and development opportunities.

The main transport link on the Dampier Peninsula, the Broome Cape Leveque Road provides accessto Aboriginal communities, pastoral stations, pearling industries and tourist destinations. The 90-kilometre section of road between Broome and One Arm Point is unsealed and prone to flooding andclosures in the wet season, which can cut off critical access. Directly managed by Main Roads, theupgrade project involves sealing this section of road to improve safety and provide all weather access.

Early consultation with local Aboriginal communities and businesses helped us identify andunderstand local capabilities and capacity. It also helped us understand family and language groupsand the various cultures in the region, ensuring we had the best engagement model to createlong-term, mutually beneficial relationships.

Construction of the project was staged over three to four years to provide local Aboriginalcommunities and businesses opportunities for employment and training over an extended period.This approach is known to be more effective in delivering long-term economic and social benefits.The longer construction program also provides time for local communities to adapt and prepare forthe increase in traffic and visitors that the fully sealed road is expected to bring to the area.

Many local Aboriginal peoples and businesses are part of the delivery team, bringing their intimateknowledge of the landscape to the project and increasing their capabilities in road construction andmaintenance activities. The project has led the way in Aboriginal participation. Over 30 per cent ofpayments went to Aboriginal businesses and Aboriginal peoples make up over 60 per cent of theworkforce.

We are confident that the skills and experience gained on the Broome Cape Leveque project hasprovided local Aboriginal peoples and businesses with the foundations for future success in the roadconstruction and maintenance industry.


Action Deliverable Timeline Responsibility8. EmploymentImprove employmentoutcomes byincreasing Aboriginaland Torres StraitIslander recruitment,retention, andprofessionaldevelopment.

8.1 Review HR and update Aboriginaland Torres Strait Islanderrecruitment, retention andprofessional developmentprocedures and policies to removebarriers to Aboriginal participationin the workplace.

8.2 Promote use of Special measuresand Identified positions byutilising section 50d and section51 of the Equal Opportunity Act of1984. and support HR tounderstand these when recruiting.

8.3 Advertise job vacancies inAboriginal and Torres StraitIslander media to effectively reachAboriginal and Torres StraitIslander stakeholders.

Make contact with threeuniversities, schools TAFEs andAboriginal and Torres StraitIslander Employment agenciesannually.

8.4 Create a regular forum to engagewith Aboriginal and Torres StraitIslander employees daily toconsult on the AboriginalEmployment & Retention ActionPlan and enable ongoinginformation, sharing, consultation,updates and support.

8.5 Increase the representation ofAboriginal and Torres StraitIslander peoples employed withMain Roads.

8.6 Review and continue to advancethe Aboriginal Employment andRetention Plan aligned to theAboriginal Engagement andParticipation Policy, staged across3 years.

8.7 Create three additional SeniorAboriginal Engagement Officerroles for Aboriginal and TorresStrait Islander people.

Dec 2021and thenrevieweverysecondyear.

Feb 2022,2023

Feb 2022,2023

Feb, June,Oct 2021,2022, 2023

Jan, May,Oct, andDec 2021

Jan, May,Oct andDec 2022

3% by Feb20224% by Feb2023

Feb 2022Feb 2023

June 2021

Manager HRCommunities ofExpertise, RecruitmentManager andAboriginal Employmentand Diversity Advisor

Manager HRCommunities ofExpertise andRecruitment Manager

Manager HRCommunities ofExpertise andRecruitment Manager

Manager HRCommunities ofExpertise with supportfrom the AboriginalEmployment andDiversity Advisor


Managing Director



30

Focus Area:Increase recruitment, retention and professional & careeropportunities across all levels at Main Roads


31


9. Improved economicand social outcomesIncrease Aboriginaland Torres StraitIslander supplierdiversity to supportimproved economicand social outcomes.

8.8 Secure partnerships withRegistered Training Organisationsthat specialise in flexible, culturallysensitive on the job training thatassists employees and managersto sustain ongoing employmentfor Aboriginal and Torres StraitIslander trainees.

8.9 Collaborate with educationalinstitutions to provide Aboriginaland Torres Strait Islander studentswith information aboutemployment opportunities withMain Roads including TAFE SkillCentres, Local and Regionalschools, Graham FarmerFoundation, and Clontarf.

8.10 Partner with Jobs & Skills WA,Aboriginal Services to developemployment pathway programs, inthe metropolitan area and regionaltowns, to prepare Aboriginal andTorres Strait Islander jobseekers forMain Road roles.

8.11 Ensure Aboriginal and Torres StraitIslander employees have access toopportunities for developmentand career progression, such as:

� External leadership programs� Public Sector Commission

Professional Development� Career Conversations� Mentoring

9.1 Assist non-prequalified Aboriginaland Torres Strait Islanderbusinesses to developmanagement systems leading tobusiness opportunities in roadconstruction and maintenance.

9.2 Train all relevant staff incontracting Aboriginal and TorresStrait Islander businesses throughSupply Nation or an equivalentorganisation.

9.3 Review Main Roads procurementprocesses to provide directcontracting opportunities forAboriginal and Torres StraitIslander businesses in accordance

June 2021

May, Oct,and Dec2021

Jan, May,Oct, andDec 2022

Jan 2023

Feb 2022Feb 2023

May, Oct,Dec 2021

May, Oct,Dec 2022

Dec 2021Dec 2022

June 2021June 2022

Dec 2021Feb 2022Feb 2023




Manager HRCommunities ofExpertise and Managerof WorkforceDevelopment

Executive DirectorFinance andCommercial Services,Manager Contracts andPrequalificationCoordinator

Executive DirectorFinance andCommercial Services,and Principal AdvisorAboriginal Engagement

Executive DirectorFinance andCommercial Services,and ManagerCorporate Procurement


32

Action Deliverable Timeline Responsibilitywith the State AboriginalProcurement Policy.

9.4 Attend one Aboriginal and TorresStrait Islander business Expo tonetwork and promote Main Roadsas a partner of choice andcontinue to support internal andexternal events to build positiverelationships for businessopportunities.

9.5 Create a register of skills,capabilities and mentors that canassist delivery on the aims of theSupply Nation Jump Start Program.

9.6 Utilise Main Roads CustomerRelationship Database known asCONNECT to:

� Develop a consolidatedAboriginal BusinessesDirectory.

� Track and improve stakeholderand community engagementoutcomes.

� Communicate opportunitiesfor procurement of goods andservices from Aboriginal andTorres Strait Islanderbusinesses to staff.

9.7 Maintain commercial relationshipswith 10 Aboriginal and/or TorresStrait Islander businesses,including Construction, Electrical,Civil Engineer companies, Catering,Elders and Cultural Trainers

Sept 2022

Apr 2021

Mar 2021,2022, 2023

Mar 2021,2022, 2023

with support from thePrincipal AdvisorAboriginal Engagement

Chair InfrastructureWorking Group andChair Goods & ServicesWorking Group withsupport from thePrincipal AdvisorAboriginal Engagement

WorkforceDevelopment Manager




Action Deliverable Timeline Responsibility10. Establish and

maintain anAboriginal andTorres Strait IslanderAdvisory Group(AAG) to drivegovernance of theRAP.

11. Provide appropriatesupport for effectiveimplementation ofRAP commitments.

10.1 Monitor RAP progress by meetingquarterly to drive RAPimplementation.

10.2 Maintain Aboriginal and TorresStrait Islander representation onthe AAG.

10.3 Review Terms of Reference for theAAG.

11.1 Embed resource needs for RAPimplementation.

11.2 Include our RAP as a standingagenda item at seniormanagement meetings.

11.3 Maintain an internal RAPChampion from seniormanagement.

11.4 Embed key RAP actions inperformance expectations ofsenior management and all staff.

March,June, Sept,and Dec2021

Feb, Mar,June, Septand Dec2022

March2023

Feb 2022Feb 2023

Dec 2021,2022

May, Oct,and Dec2021May, Oct,and Dec2022

Monthly(ReviewDec 2021,2022)

March,June, Sept,and Dec2021

Feb, Mar,June, Septand Dec2022

March2023

Oct andDec 2021Oct andDec 2022

Chair ManagementCommittee forAboriginal Engagementand Participation

Chair AboriginalAdvisory Group


Executive DirectorHuman Resources andExecutive DirectorFinance andCommercial Services

Senior Managers



ReportingFocus Area:Progress and Reporting

33


34


12. Build accountabilityand transparencythrough reportingRAP achievements,challenges, andlearnings bothinternally andexternally.

13. RenewContinue ourreconciliationjourney bydeveloping our nextRAP.

11.5 Embed appropriate systems andcapability to track, measure andreport on RAP commitments.

12.1 Working Groups produce quarterlyreports and annual RAP report ofachievements, challenges andlearnings for AAG and to all staff.

12.2 Investigate participating inReconciliation Australia’s biennialWorkplace RAP Barometer.

12.3 Complete and submit annual RAPImpact MeasurementQuestionnaire to ReconciliationAustralia.

13.1 Register via ReconciliationAustralia’s website to begindeveloping our next RAP.

Dec 2021Dec 2022

2021 May,Oct, Dec2022 May,Oct, Dec

May 2022

30 Sept2021, 2022

June 2022

Executive DirectorHuman Resources,Chair AboriginalWorkforce &Employment WorkingGroup

Chair AboriginalWorkforce &Employment WorkingGroup

Manager HRcommunities ofExpertise

Executive DirectorHuman Resources andChair AboriginalWorkforce &Employment WorkingGroup

Chair ManagementCommittee forAboriginal Engagementand Participation

Lake Hillier in Nyoongar Country, South West of Western Australia

About the ArtworkThe artwork throughout this document is froma collective art-piece completed by Main RoadsMetropolitan staff during Cultural Trainingdelivered by Sister Kates Home Kids AboriginalCorporation (SKHKAC)

Contact Details:Marion ChalkerPosition: Aboriginal Employment andDiversity Advisor

Phone: (08) 9323 6172Email:[email protected]

About the Graphics

Justine KinneyGraphic design was produced by Justine Kinney,founder of Cultural Creative Agency (CCA).Justine is a Yawaru woman from BroomeWestern Australia. Main Roads is honoured towork with a 100% Aboriginal owned andoperated business which is a certified SupplyNation provider.

Acknowledgements

Documents

INNOVATE RECONCILIATION ACTIONPLAN