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ReflectReconciliation
Action Plan
Jan 2020 - Jun 2021
Contents
Message from Reconciliation Australia 3
Our artwork 4
Message from our CEO 5
Who we are 6
Our RAP 7
Our partnerships and current activities 8
Relationships 9
Respect 12
Opportunities 15
Governance 17
Contact details 20
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Message from Reconciliation Australia
Reconciliation Australia is delighted to welcome Australian Catholic Superannuation and Retirement Fund to the Reconciliation Action Plan (RAP) program and to formally endorse its inaugural Reflect RAP. As a member of the RAP community, Australian Catholic Superannuation and Retirement Fund joins over 1,000 dedicated corporate, government, and not-for-profit organisations that have formally committed to reconciliation through the RAP program since its inception in 2006. RAP organisations across Australia are turning good intentions into positive actions, helping to build higher trust, lower prejudice, and pride in Aboriginal and Torres Strait Islander cultures.
Reconciliation is no one single issue or agenda. Based on international research and benchmarking, Reconciliation Australia defines and measures reconciliation through five critical dimensions: race relations; equality and equity, institutional integrity; unity; and historical acceptance. All sections of the community—governments, civil society, the private sector, and Aboriginal and Torres Strait Islander communities—have a role to play to progress these dimensions.
The RAP program provides a framework for organisations to advance reconciliation within their spheres of influence. This Reflect RAP provides Australian Catholic Superannuation and Retirement Fund a roadmap to begin its reconciliation journey. Through implementing a Reflect RAP, Australian Catholic Superannuation and Retirement Fund will lay the foundations for future RAPs and reconciliation initiatives.
We wish Australian Catholic Superannuation and Retirement Fund well as it takes these first critical steps in its reconciliation journey. We encourage the organisation to embrace this journey with open hearts and minds, to grow from the challenges, and to build on the successes. As the Council for Aboriginal Reconciliation reminded the nation in its final report:
“Reconciliation is hard work—it’s a long, winding and corrugated road, not a broad, paved highway. Determination and effort at all levels of government and in all sections of the community will be essential to make reconciliation a reality.”
On behalf of Reconciliation Australia, I commend Australian Catholic Superannuation and Retirement Fund on its first RAP, and look forward to following its ongoing reconciliation journey.
Karen Mundine Chief Executive Officer Reconciliation Australia
Our artwork
This beautiful painting was created by Tamara Murray of Mara May Art. A proud member of the Barkindtji tribe, which originates from Coomealla, Lake Victoria, and the Mungo regions, Tamara created this artwork to mark the beginning of our fund’s journey towards reconciliation.
The top-most circle in this canvas symbolises our mission - empowering members to live their best possible retirement - which provides the direction for the Fund.
The circle in the lower right-hand corner represents our organisation while the four hands radiating from the centre of this painting demonstrate our focus on community, connection, reconciliation and excellence in service.
Each day, our staff members are guided by the following core values, which are represented by the six blue circles around the centrepiece:
• Act with honest and integrity • Provide professional respectful and compassionate service• Continuously grow and develop our culture • Encourage innovative thinking• Empower and trust our people • Act as one team.
The top right-hand circle reflects a meeting place, one where our nationwide staff members from different backgrounds come together to learn from one another.
Just as every element in this piece has a role in bringing the artwork together, we recognise the importance of aligning the various parts of our fund with the nation’s reconciliation efforts.
The initiatives outlined in this Reconciliation Action Plan demonstrate our fund’s initial steps towards making reconciliation a reality.
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Message from our CEO
For nearly 40 years, we’ve been empowering our members to live their best possible retirement.
To ensure we continue with this mission for the next 40 years and beyond, we recognise that we need to work closely with the superannuation industry, governments and communities so that we can enable all eligible Australians, regardless of their backgrounds, to effectively participate in their super. With this in mind, I am pleased to introduce Australian Catholic Superannuation and Retirement Fund’s Reconciliation Action Plan. Our Reconciliation Action Plan, or RAP, is an agreed strategy on how we intend to contribute to improving the retirement outcomes of Aboriginal and Torres Strait Islander Australians.
Our RAP is also an extension of one of our core values around providing professional, respectful and compassionate services to our members. This core value provides the foundation for the Fund to establish trust, strengthen our relationships and demonstrate our respect for the First Australians.
We also acknowledge that our commitment to reconciliation extends beyond this plan. It’s a journey which involves an ongoing effort to meet the unique needs of Aboriginal and Torres Strait Islander peoples.
Collaborating with Reconciliation Australia and our staff on our RAP has been rewarding and we look forward to sharing the outcomes in the next 18 months.
Greg CantorChief Executive Officer
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Australian Catholic Superannuation & Retirement Fund (Australian Catholic Superannuation) is the industry superannuation fund for the Catholic community. Since 1981, we’ve helped people who work in Catholic education, healthcare, aged care, and welfare plan for their future by providing excellent superannuation, insurance, retirement planning, and financial planning services. Today, Australian Catholic Superannuation boasts more than 86,000 members, 15,000 contributing employers, and manages a portfolio of $9.5 billion.
Considered a medium-sized fund, Australian Catholic Superannuation currently employs around 120 persons across offices throughout Queensland (2), New South Wales (3), Australian Capital Territory (1), and Western Australia (1).
First Nations Foundation Big Super Day Out 2019
Who we are
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Our RAP
Australian Catholic Superannuation recognises and understands the importance of reconciliation. We know that to heal from the past and come together to improve the future of First Nations people, we must take action. We recognise that this is not up to just one organisation or person, but collectively coming together to change Australia for the better. We acknowledge the past hurts of Aboriginal and Torres Strait Islander peoples and hope to help create equality and equity.
The Financial Services Royal Commission confirmed that little is being done to address risks to Aboriginal and Torres Strait Islander peoples’ financial security, nor to provide culturally appropriate information about financial products, particularly to people living in remote communities. As a result of this confirmation, Australian Catholic Superannuation formed a Working Group charged to improve the retirement outcomes of our current and future Aboriginal and Torres Strait Islander members. This group, now the Reconciliation Action Plan (RAP) Working Group, led by our Chair (Strategy & Growth Manager) and newly-appointed Indigenous Liaison Leader, consists of mostly management and staff-level employees and hopes to implement our Reflect RAP before 30 June 2021.
To date, with the ongoing guidance and support of the Fund’s Head of Client Services, Sharnie Barabas as Executive Sponsor, the abovementioned Indigenous Liaison Leader, Leah Bennett, has been formally tasked with driving internal engagement and awareness of the Fund’s RAP, RAP Working Group, and greater Aboriginal and Torres Strait Islander relationships and events, internally and externally.
At the end of this period, the Working Group will report on the Fund’s achievements against this Plan.
The Working Group is represented by individuals from the Fund’s executive, senior management and general staff:
Sharnie Barabas, Executive Sponsor, Head of Client ServicesLuke Young, Chair, Strategy & Growth ManagerLeah Bennett, Deputy Chair, Financial Crime Manager & Indigenous Liaison LeaderLouise Bradshaw, ESG OfficerLauren Carroll, Financial Planning AssistantTammy Hawkins, Human Resources ManagerTristan Smith, Member Services OfficerZilla Lyons, Regional ManagerLois Van Tilburg, Accounts Payable OfficerStella Yahl, Insurance Administrator
While I have always been proud of my Koori heritage, Australian Catholic Superannuation and Retirement Fund is one of the few organisations that has created an environment where I can openly embrace my Aboriginal roots and incorporate aspects of my heritage into my daily work. This is something for which I am very thankful.
I am also grateful for the opportunity to co-lead the development of the Fund’s RAP and collaborate with colleagues across the Fund to implement the plan. It’s an honour to represent my Aboriginal and Torres Strait Islander brothers and sisters in this important initiative as we work together with all Australians towards creating an equitable and equal nation where our differences are celebrated.
Leah Bennett, Financial Crime Manager & Indigenous Liaison Leader, Deputy Chair of the Fund’s RAP
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Our partnerships / current activities
In the past 12-months prior to the launch of our RAP, Australian Catholic Superannuation has participated in a number of Aboriginal & Torres Strait Islander events:
• We partnered with First Nations Foundation Big Super Day Out in Darwin, Kununurra, Broome and East Arnhem Land where we assisted the community in finding lost super, accessing super, consolidating super, and making an insurance claims, if applicable;
• We joined the Australian Institute of Superannuation Trustees Indigenous Superannuation Working Group to help improve the industry regarding Issues affecting Aboriginal and Torres Strait Islander peoples;
• We attended the RAP Conference in Perth, Western Australia;
• We presented at the Indigenous Superannuation Summit. We spoke about what we are doing as an organisation to improve outcomes for our Indigenous members;
• We presented at the Aboriginal & Torres Strait Islander Catholic Education NSW State Conference on the importance of creating Indigenous leaders;
• We attended the Catholic Education Foundation Aboriginal & Torres Strait Islander Youth Day;
• We have improved internal processes to help Aboriginal & Torres Strait Islander members access the superannuation system easier by implementing things like a new Aboriginal & Torres Strait Islander identification referral form;
• We have created and implemented Aboriginal Cultural Awareness Training;
• We have created the position of Indigenous Liaison Leader to look after issues that specifically impact Aboriginal and Torres Strait Islander members and staff, and a;
• Staff survey completed to identify Aboriginal and Torres Strait Islander staff.
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Relationships
Deliverable Timeline Responsibility Supports
Evaluate partnership opportunities with Aboriginal and Torres Strait Islander social impact investment organisations, such as the Aboriginal Carbon Foundation.
Februrary 2021
ESG Officer
Chair, Strategy & Growth Manager
Develop a framework to evaluate Aboriginal and Torres Strait Islander events, sponsorships, and monetary partnerships for the Working Group to utilise to approve opportunities / refer to Executive, including CEO.
November 2020
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Explore opportunity to participate in Aboriginal and Torres Strait Islander specific conferences.
March 2021
Indigenous Liaison Leader
Regional Manager, Townsville
Investigate via survey, our staff’s association or links to Aboriginal and Torres Strait Islander organisations to leverage existing relationships.
April 2020
Insurance Administrator
Indigenous Liaison Leader
Request Regional / Relationship Managers to engage with their local Diocese(s) and key account employers requesting introductions to their Aboriginal and Torres Strait Islander Liaison Officer(s).
December 2020
Regional Manager, Townsville
Chair, Strategy & Growth Manager
Research best practice and principles that support partnerships with Aboriginal and Torres Strait Islander stakeholders and organisations.
October 2020
Indigenous Liaison Leader
ESG Officer
Action #1 Establish and strengthen mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.
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Action #2 Build relationships through celebrating National Reconciliation Week (NRW).
Deliverable Timeline Responsibility Supports
Host a Reconciliation staff morning tea, including invitation to local Elder(s) (Burwood, NSW) and register via Reconciliation Australia’s NRW website.
May 2021
Human Resources Manager
Indigenous Liaison Leader
Share Reconciliation Australia’s NRW resources and reconciliation materials to our staff and members.
May 2020, 2021
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Encourage and support staff and senior leaders to participate in at least one external event to recognise and celebrate NRW.
May 2020, 2021
Human Resources Manager
Indigenous Liaison Leader
Representatives of Working Group to participate in external NRW event(s).
May 2021
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
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Deliverable Timeline Responsibility Supports
Partner with external Catholic organisations, such as Caritas Australia and Catholic Education Foundation, to directly assist them in their own Aboriginal and Torres Strait Islander projects.
April 2021
Indigenous Liaison Leader
Regional Manager, Townsville
Identify external stakeholders that our organisation can engage with on our reconciliation journey.
August 2020
Regional Manager, Townsville
Indigenous Liaison Leader
Identify RAP and other like-minded organisations that we could approach to collaborate with on our reconciliation journey.
June 2020
Regional Manager, Townsville
Indigenous Liaison Leader
Communicate our commitment to reconciliation to all staff.
May 2020
Chair, Strategy & Growth Manager
Regional Manager, Townsville
Action #3 Promote reconciliation through our sphere of influence.
Deliverable Timeline Responsibility Supports
Research best practice and policies in areas of race relations and anti-discrimination to inform the development of our business policies and practices.
September 2020
Indigenous Liaison Leader
Accounts Payable Officer
Conduct a review of our HR policies and procedures to identify any anti-discrimination provisions, and future needs.
June 2020
Human Resources Manager
Accounts Payable Officer
Action #4 Promote positive race relations through anti-discrimination strategies.
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Respect
Deliverable Timeline Responsibility Supports
Communicate and encourage staff to use Reconciliation Australia’s Share Our Pride online tool.
June 2020
Human Resources Manager
Indigenous Liaison Leader
Include significant Aboriginal and Torres Strait Islander events, seasons, anniversary, etc. in all internal and external calendars.
February 2020
Indigenous Liaison Leader
Member Services Officer
Provide online subscription for all staff to relevant Aboriginal and Torres Strait Islander communications such as Koori Mail and National Indigenous Times.
June 2020
Member Services Officer
Financial Planning Assistant
Conduct a review of cultural learning needs within our organisation.
May 2020
Human Resources Manager
Indigenous Liaison Leader
Develop and present a cultural awareness program for all staff that focusses on how best to engage with our current and future Aboriginal and Torres Strait Islander members.
March 2020
Indigenous Liaison Leader
Member Services Officer
Action #1 Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.
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Action #2 Demonstrate respect to Aboriginal and Torres Strait Islander peoples by observing cultural protocols.
Deliverable Timeline Responsibility Supports
Include reference in our Annual Report that demonstrates our commitment to recognise and respect the Traditional Owners and/or Custodians of the lands in that we operate.
March 2020
Indigenous Liaison Leader
Team Leader, Business Analysis and Projects
Develop an understanding of the local Traditional Owners or Custodians of the lands and waters within our organisation’s operational area.
September 2020
Indigenous Liaison Leader
Insurance Administrator
Invite a local Elder to present a Welcome to Country at our 2020 All Staff Day.
October 2020
Financial Planning Assistant
Indigenous Liaison Leader
At all formal meetings, look to pay respects to the true owners of these lands and their Elders past, present, and emerging via Acknowledgment of Country.
February 2020
Indigenous Liaison Leader
ESG Officer
Liaise with local lands council to invite local Traditional Owners or Custodians of the lands and waters to meet with Working Group members and Executives at our various national workplaces.
November 2020
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Increase staff’s understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Country and Welcome to Country protocols.
September 2020
Indigenous Liaison Leader
Financial Planning Assistant
Educate new employees about the local Traditional Owners of our region through the Staff Induction.
April 2020
Human Resources Manager
Indigenous Liaison Leader
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Deliverable Timeline Responsibility Supports
RAP working group to participate in an external NAIDOC Week event.
November 2020
Indigenous Liaison Leader
Accounts Payable Officer
Encourage staff to participate in 2020 NAIDOC Week events nationally, including community events and the Catholic Education Foundation’s various events.
November 2020
Financial Planning Assistant
Insurance Administrator
Raise awareness and share information with our staff about the significance of NAIDOC Week including information about the local Aboriginal and Torres Strait Islander peoples and communities.
November 2020
Financial Planning Assistant
Insurance Administrator
Celebrate our own NAIDOC Week at all Fund workplaces, Morning teas, with posters, articles, and other promotional items. Internal NAIDOC Week events will be organised in consultation with Aboriginal and Torres Strait Islander stakeholders.
November 2020
Indigenous Liaison Leader
Accounts Payable Officer
Deliverable Timeline Responsibility Supports
Display Aboriginal and Torres Strait Islander flags in the entry foyers or reception areas of our offices.
July 2020
Financial Planning Assistant
Indigenous Liaison Leader
Create an email signature that includes Aboriginal and Torres Strait Islander artwork.
October 2020
Indigenous Liaison Leader
Regional Manager, Townsville
Display artwork from Mara May art in main office and in each regional office.
September 2020
Financial Planning Assistant
Indigenous Liaison Leader
Action #3 Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.
Action #4 Demonstrations of respect in ACS offices and publications.
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Opportunities
Deliverable Timeline Responsibility Supports
Review our HR internal recruitment process to ensure that the Fund clearly encourages Aboriginal and Torres Strait Islander Australians to apply for employment opportunities.
June 2020
Human Resources Manager
Accounts Payable Officer
Explore the potential to create a work experience program inclusive of Aboriginal and Torres Strait Islander young people (for Year 10 students).
November 2020
Human Resources Manager
Indigenous Liaison Leader
Develop a business case for Aboriginal and Torres Strait Islander employment within our organisation.
November 2020
Human Resources Manager
Indigenous Liaison Leader
Build understanding of current Aboriginal and Torres Strait Islander staffing to inform future employment and professional development opportunities.
October 2020
Human Resources Manager
Indigenous Liaison Leader
Include ‘Aboriginal and Torres Strait Islander peoples are encouraged to apply’ footnote for job advertisements.
June 2020
Human Resources Manager
Indigenous Liaison Leader
Action #1 Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.
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Deliverable Timeline Responsibility Supports
Request each department to identify and evaluate opportunities to use Aboriginal and Torres Strait Islander suppliers, where appropriate.
April 2020
Accounts Payable Officer
Member Services Officer
Develop a framework for procurement from Aboriginal and Torres Strait Islander owned businesses.
September 2020
Accounts Payable Officer
Indigenous Liaison Leader
Develop and communicate to staff a list of Aboriginal and Torres Strait Islander businesses that can be used to procure goods and services.
April 2020
Accounts Payable Officer
Indigenous Liaison Leader
Develop a relationship with Supply Nation and investigate membership.
March 2020
Accounts Payable Officer
Regional Manager, Townsville
Deliverable Timeline Responsibility Supports
Identify First Nations members to improve service.
December 2020
Regional Manager, Townsville
Indigenous Liaison Leader
Implement First Nations ID Referral form.February
2020
Indigenous Liaison Leader
Member Services Officer
Action #2 Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.
Action #3 Focus on improving Aboriginal and Torres Strait Islander peoples’ access to financial services.
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Governance
Deliverable Timeline Responsibility Supports
Review RAP Working Group membership to ensure each team / department is appropriately represented.
June 2020
Indigenous Liaison Leader
Chair, Strategy & Growth Manager
Review RAP Working Group roles to ensure continued appointment of a Chair, Strategy & Growth Manager, Deputy Chair (Indigenous Liaison Leader) and Secretary.
August 2020
Indigenous Liaison Leader
Chair, Strategy & Growth Manager
Establish Aboriginal and Torres Strait Islander representation on the RWG.
March 2020
Indigenous Liaison Leader
Chair, Strategy & Growth Manager
Draft Terms of Reference for the RWG.July 2020
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Action #1 Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.
17
Deliverable Timeline Responsibility Supports
RAP Working Group members to set up time to communicate with their Executive each month to ensure ongoing support.
January 2020 – June 2020
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Provide quarterly report to Board of Trustee Directors, via CEO Report.
March, June, September, December
2020 & March, June
2021
Indigenous Liaison Leader
Chair, Strategy & Growth Manager
Define appropriate systems and capability to track, measure and report on RAP commitments.
June 2020
Indigenous Liaison Leader
Chair, Strategy & Growth Manager
Define resource needs for RAP implementation.
June 2020
Indigenous Liaison Leader
Chair,Strategy & Growth Manager
Action #2 Provide appropriate support for effective implementation of RAP commitments.
Deliverable Timeline Responsibility Supports
Ensure all staff are updated quarterly on Working Group’s remit, progress, and successes, via SuperHub.
March, June, September, December
2020 & March, June
2021
Chair, Strategy & Growth Manager
ESG Officer
Develop a RAP page on SuperHub to communicate our RAP, links to information about procurement from Aboriginal-owned businesses, the importance of Acknowledgement of Country and Welcome to Country, FAQs etc.
February 2020
Indigenous Liaison Leader
Chair,Strategy & Growth Manager
Update at annual All Staff Day on the process and ambition of the RAP Working Group. Provide Regular announcements to all staff about activities.
December 2020
Indigenous Liaison Leader
Chair,Strategy & Growth Manager
Complete and submit the annual RAP Impact Measurement Questionnaire to Reconciliation Australia.
September 2020
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Action #3 Build accountability and transparency through reporting RAP achievements, challenges and learnings both internally and externally.
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Deliverable Timeline Responsibility Supports
Continually review other organisations’ Reflect RAP documents for inspiration and direction.
December 2020
Chair, Strategy & Growth Manager
Indigenous Liaison Leader
Register via Reconciliation Australia’s website to begin developing our next RAP (Innovate).
January 2021
Indigenous Liaison Leader
Chair,Strategy & Growth Manager
Action #4 Continue our reconciliation journey by developing our next RAP.
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Contact details
catholicsuper.com.au
Sharnie Barabas (Executive Sponsor, Public Enquiries)Head of Client Services(02) 9715 [email protected]
Leah Bennett (Deputy Chair)Financial Crime Manager & Indigenous Liaison Leader0417 418 [email protected]
Luke Young (Chair)Strategy & Growth Manager0407 618 [email protected]
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