JCDecaux - Reflect Reconciliation Action Plan

REFLECT RECONCILIATION ACTION PLAN

Reflect Reconciliation Action Plan March 2022 – March 2023 

02 

CONTENTS 

01 Acknowledgement of Country 03 

02 CEO statement 04 

03 Reconciliation Australia welcome 05 

04 Our business 06 

05 The story behind our artwork 07 

06 Our RAP 09 

07 Why now ? 11 

08 Partnerships & current activities 14 

09 Governance 16 

10 Supporting the Indigenous Carbon Industry Network 17 

11 Our priority areas 18


03 

ACKNOWLEDGEMENT 

01 

ACKNOWLEDGEMENT OF 

COUNTRY 

JCDecaux Australia acknowledges the 60,000 year-long connection 

between First Nations Peoples and the continent now known as Australia. 

In this acknowledgement we also pay our respects to all Traditional Owners 

and Elders past, present, and emerging. 

We thank them for their care and custodianship over land, sea, and 

community and acknowledge the rich growth and innovation that their 

ancestral cultural knowledge has provided for this country. 

JCDecaux is honoured to operate on traditional Aboriginal 

and Torres Strait Islander lands across Australia and we are proud to be 

embarking on our reconciliation journey. 

Every day, no matter where we work, live, or play, 

we at JCDecaux remember: 

Always was, always will be, Aboriginal land. 

Uluru ( Ayers Rock) Australia


04 

MESSAGE FROM CEO 

02 

CEO STATEMENT 

I am proud to present JCDecaux Australia’s first ever 

Reconciliation Action Plan (RAP). Our organisation has 

already made great headway with initiatives in 2021 

prior to us formalising and lodging this RAP. I look forward 

to continuing our journey in contributing to reconciliation 

in Australia in 2022 and beyond and delivering on the 

initiatives set out in this plan. 

Our first RAP is a Reflect RAP which sets out the 

deliverables our RAP committee feels we, as a business, 

can successfully accomplish as we commence our journey 

and duty to support reconciliation efforts. One of the 

keys to success of our RAP journey is to develop and 

promote cultural understanding and awareness within our 

organisation. Not only do we want to grow understanding 

and awareness internally, but we also want to work with 

At JCDecaux our purpose is to connect brands with 

communities, enriching urban life and we acknowledge 

our work is on lands that Australia’s First Nations people 

have been living on for millennia. With that comes the 

responsibility to ensure we are committed to reconciliation 

in Australia, as a leader in the media industry and our 

sphere of influence with all the communities we serve 

our partners in the media industry to uplift knowledge 

and practices to take a step in the right direction towards 

meaningful reconciliation. The publication of this RAP 

makes JCDecaux the first Out-Of-Home media company in 

Australia to make this commitment. We look forward 

to our RAP journey and working with our people, our 

industry and First Nations organisations. 

including Aboriginal and Torres Strait Islander people. 

We employ around 500 people across Australia in offices, 

warehouses, and depots with employees from all walks of 

life, who we want to feel included and supported in their 

employment with us. Having an inclusive workforce is a 

priority for JCDecaux and by taking our first steps into our 

RAP journey, we have the foundation for our vision of our 

Steve O’Connor 

Chief Executive Officer 

JCDecaux Australia and New Zealand 

long-term commitment to diversity and inclusion.


05 

RECONCILIATION 

03 

WELCOME 

Reconciliation Australia welcomes JCDecaux to the Reconciliation 

Action Plan (RAP) program with the formal endorsement of its 

equality and equity; institutional integrity; unity; and 

historical acceptance. 

inaugural Reflect RAP. 

It is critical to not only uphold all five dimensions of reconciliation, 

JCDecaux joins a network of more than 1,100 corporate, government 

and not-for-profit organisations that have made a formal 

commitment to reconciliation through the RAP program. 

but also increase awareness of Aboriginal and Torres Strait Islander 

cultures, histories, knowledge, and leadership across all sectors of 

Australian society. This Reflect RAP enables JCDecaux to deepen its 

understanding of its sphere of influence and the unique contribution 

Since 2006, RAPs have provided a framework for organisations to 

leverage their structures and diverse spheres of influence to support 

the national reconciliation movement. The program’s potential for 

impact is greater than ever, with close to 3 million people now working 

it can make to lead progress across the five dimensions. Getting 

these first steps right will ensure the sustainability of future RAPs 

and reconciliation initiatives, and provide meaningful impact toward 

Australia’s reconciliation journey. 

or studying in an organisation with a RAP. 

Congratulations JCDecaux, welcome to the RAP program, and I look 

The four RAP types – Reflect, Innovate, Stretch and Elevate – allow 

forward to following your reconciliation journey in the years to come. 

RAP partners to continuously develop and strengthen reconciliation 

commitments in new ways. This Reflect RAP will lay the foundations, 

priming the workplace for future RAPs and reconciliation initiatives. 

Karen Mundine 

Chief Executive Officer 

The RAP program’s strength is its framework of relationships, respect 

Reconciliation Australia 

and opportunities, allowing an organisation to strategically set its 

reconciliation commitments in line with its own business objectives, 

for the most effective outcomes. These outcomes contribute towards 

the five dimensions of reconciliation: race relations;


06 

ABOUT US 

04 

OUR BUSINESS 

JCDecaux Australia and New Zealand is part of the 

global JCDecaux network across more than 

80 countries and 3,891 cities around the world. 

billboards, street furniture such as bus shelters 

and Telstra phone networks, across airports and 

train stations, and through our transit network 

across buses and trams. The one-to-many 

At JCDecaux we work in many ways across 

Australia. From the locations of our offices in five 

major cities in five states, to our signs, screens 

medium offers scale, impact, reach, immediacy 

and flexibility. It has unrivalled ability to build 

brands, deliver mass reach and drive awareness. 

and street furniture across urban locations 

throughout Australia. Our purpose is to connect 

brands with communities, enriching urban life. 

Our vision is to be the unrivalled Out-of-Home 

leader in Australia and New Zealand, delivering 

exceptional experiences for brands, partners and 

people. 

With over 500 employees across Australia and 

New Zealand, JCDecaux’s people are its greatest 

asset and are at the heart of our business. Our 

culture is creative, collaborative, and is built 

on strong leadership, respect and excellence. 

JCDecaux is aware that there are several Aboriginal 

and/or Torres Strait Islander employees in a range 

We exist to connect people to brands in 

meaningful ways and create engaging, relevant 

and meaningful experiences wherever we are. 

Out-of-Home media is the world’s oldest form of 

advertising and includes visual advertising media 

found outside of the home. JCDecaux owns an 

of roles and capacities, but do not know the exact 

figure. As such, we have implemented a voluntary 

process to record staff who identify as Aboriginal 

and Torres Strait Islander people so we can better 

understand and grow First Nations representation 

across the organisation. 

extensive network of advertising across


07 

ARTIST – BROOKE SUTTON 

05 

THE STORY BEHIND OUR ARTWORK 

My name is Brooke Sutton and I am a contemporary 

Indigenous artist from the Kalkadoon people from the 

Mount Isa area in Queensland. This is my interpretation 

vision – to be the unrivalled Out-Of-Home leader in 

Australia and New Zealand, delivering exceptional 

experiences for brands, partners and our people. 

of JCDecaux’s story. 

The six brown and white dotted circles along the top 

In my painting the mountains, leaves, waterholes and 

different flowers all represent the different locations and 

landscapes around Australia that JCDecaux is situated. 

right corner of the painting represents the company’s six 

attributes, which are connecting brands, experiences and 

people, quality and aspirational brand, committed and 

passionate team, global innovation and creativity, smart 

The large community symbol on the left side of the 

painting represents JCDecaux today in Australia. 

The smaller community symbol in the top right corner 

of the painting represents JCDecaux’s start in 1964. 

data, designs and locations. The three small black and 

purple circles and spirit trails connecting them to 

the larger community symbol represents JCDecaux’s 

brand pillars. 

The pattern in the centre of the larger community symbol 

represents JCDecaux’s essence. The three rings that make 

up the larger community symbol represent the company’s 

three responsibilities – health and safety, sustainability 

and social impact. 

The four pink, purple, blue and aqua community symbols 

represent the brand’s values, which are better together, 

bravery counts, take ownership and excellence always. 

The five smaller, aqua dotted circles represent the brand’s 

personality traits, which are real, intelligent, ambitious, 

The different colours beginning from the larger community 

collaborative and passionate. 

symbol and spreading outwards represents JCDecaux’s


08 

The furniture and transport symbols in the peach circles represent 

JCDecaux’s status as world number one in street furniture and 

transport. The large blue border around the outside of the painting 

and the smaller orange rectangle around the furniture and 

transport symbols represent JCDecaux being the number one in 

Australia for large format. 

The kangaroo and emu footprints represent the brand’s purpose – 

to connect brands with communities, enriching urban life-and how 

JCDecaux is always moving forwards and never backwards. 

The spirit trails throughout the painting represents the brand’s 

“value of results, not the illusion of value” and the belief that 

“change is inevitable. Change is good.” 

The footprints around the outside of the painting represent 

JCDecaux’s journey from 1964 to the present day. The white dots 

behind the footprints represent all the people, brands and cities 

that they have worked with and reached over the years and the 

boomerang represents the brand’s returning customers. The U 

symbols all throughout the painting represent the staff across 

Australia and New Zealand. 

Brooke Sutton


09 

RAP WORKING GROUP 

06 

OUR RAP 

As part of the largest global Out-Of-Home media 

advertising company in the world, JCDecaux believes 

it has an opportunity to cause significant impact in its 

sector by undertaking a RAP. JCDecaux is committed to 

supporting national reconciliation efforts by developing 

targeted initiatives that advance reconciliation for this 

country’s Aboriginal and Torres Strait Islander peoples, 

communities and businesses. We believe that driving an 

understanding and greater awareness of First Nations 

histories and perspectives across Australia through our 

work is fundamental in reconciling Australia’s past to the 

betterment of its future. 

JCDecaux operates on diverse Aboriginal and Torres Strait 

Islander lands across this country. As such, it is important 

for us to acknowledge and understand that the nature 

of our business directly benefits from lands not ceded by 

Australia’s First Peoples. Through the process of learning 

and understanding First Nations cultures, we aim to 

use our highly visible platforms to spread awareness of


10 

Country and First Peoples in manners that are expressed 

respectfully and afford economic benefits to First 

Nations Peoples and business. 

Implementation of JCDecaux’s RAP will rely on robust 

leadership and direction from our RAP Working Group 

(RWG). Our RWG enjoys diverse representation, and we 

will leverage partnerships and relationships across the 

organisation to ensure that the responsibility of 

delivering RAP outcomes is shared by all employees. 

While members of our RWG will be the leaders and 

champions of reconciliation across the broader business, 

we know that the success of our RAP will depend on the 

whole of the organisation getting on board and driving 

reconciliation efforts. Committing to this RAP aligns 

with the personal values of JCDecaux’s employees and we 

are confident that we have the right people and culture 

to achieve meaningful and impactful outcomes on our 

reconciliation journey. 

Our organisation is not naïve about the challenges 

and complexities we will face along our reconciliation 

journey, but we are proud to report several initiatives 

and strategies currently underway across our business in 

advancing reconciliation. 

Steve O’Connor Tess Phillips Katie Morgan 

RAP Working Group Committee Members 

Champion: Steve O’Connor, CEO 

Chair: Tess Phillips, Executive General Manager 

Government Relations & Public Affairs and Katie 

Morgan, Director of Communications 

Working Group Members: Marvin Bayley – Assets 

Executive; Paulina Bolaira – Graphic Designer; Victoria 

Dalzell – National Airport Sales Manager; Harrison 

Geier – Commercial Manager; Brad Lindsay – 

General Manager Smart Phone Network; Cordelia 

Maxwell-Williams – Development Executive; Katie 

Morgan – Director of Communications; Marie Norman 

– Head of Product and Brand Marketing; Steve 

O’Connor – CEO; Christopher Riley – Maintenance 

Supervisor; Rhiannon Van Zyl – Strategic Insights 

Manager; and Jessica Wong – Senior HR Generalist. 

As an organisation, we 

constantly strive to connect 

with communities to 

enrich urban life. There is 

a strong alignment in the 

work that we do and our 

ambition in acknowledging 

First Nations cultures as 

integral to urban life. We 

aspire to celebrate First 

Nations cultures across our 

organisation because we 

believe it benefits not just 

Australia’s First Peoples, 

but all Australians.” 

JCDECAUX AUSTRALIA


11 

OUR COMMITMENT TO RECONCILIATION 

07 

WHY NOW? 

2020 was an unforgettable chapter in modern history. 

The COVID-19 pandemic, global Black Lives Matter 

movement, and continued struggle for diversity, 

inclusion, and representation both isolated and separated 

the world. While the widespread impacts from loss, fear, 

and global unrest are yet to be fully realised, recent times 

also presented the opportunity to explore and challenge 

how we connect with our family, friends, communities, as 

well as the wider world around us. 

As a significant global business with a 20-plus year 

As an organisation, JCDecaux strives to connect with 

communities to enrich urban life and in the wake of all 

the noise around us, it is becoming increasingly clear that 

we cannot deliver on our purpose without acknowledging 

and celebrating the strength, diversity, and value that 

First Nations cultures offer modern Australia. 

history in this country, we have a responsibility to 

play our part in acknowledging, celebrating, and 

respecting First Nations cultures and lands. We 

have a long way to go but it’s very exciting to know 

that we are making progress.”


12 

To confirm our commitment to reconciliation, we first 

needed to assess that our organisation was ready to 

take on this challenge. We understand that JCDecaux’s 

• Over 90% of employees surveyed expressed 

an interest in undertaking cultural awareness 

training. 

reconciliation journey is only going to be as successful as 

the internal drive of those championing and delivering our 

commitments. During National Reconciliation Week 2021, 

JCDecaux Australia ran a National Reconciliation Week 

Survey to assess: 

• The current level of cultural awareness, knowledge, 

and education held by JCDecaux Australia employees 

regarding First Nations histories, cultures, and initiatives, 

• The internal appetite for developing and adopting a RAP, 

• The importance of RAP outcomes, and 

• The willingness to participate in cultural awareness 

training. 

More than 50% of JCDecaux employees completed the 

survey with results highlighting that: 

• 90% of employees surveyed believe a RAP is important, 

• A more culturally aware and diverse workforce was 

identified as the most important RAP outcome, 

• Only 9% of employees surveyed have participated in 

cultural awareness training in the past five years, 

• More than half of employees surveyed felt they had no 

knowledge or would benefit from further training and 

education on key First Nations topics, and 

When asked why it is important for JCDecaux to 

implement a RAP, employees commented: 

I believe that for JCDecaux 

to call themselves a proud 

Australian business, we have 

an obligation to Australia’s 

First Nations People. At the 

very least, this should include 

ongoing educational practices 

that help dismantle the 

systemic oppression that we, 

as non-Indigenous citizens, 

maintain and benefit from.” 

JCDecaux is committed to 

enriching urban culture for 

our audiences and delivering 

exceptional experiences for 

brands, partners, and our people. 

I think that the only way that 

we can authentically do this 

is through a comprehensive 

understanding of the cultural 

identities and the challenges that 

First Nations communities face. 

Otherwise, we are simply paying 

lip service to a genuine issue 

within our country, rather than 

enacting change which can have 

a long-term impact. We only have 

half of the story if we do not have 

an action plan.”


13 

The results of our National Reconciliation Week 

Survey revealed a strong employee desire to 

support the national reconciliation agenda 

and confirmed that now is the right time for 

JCDecaux to make a public commitment to 

the internal drive and values of our people will 

be key in achieving meaningful reconciliation 

outcomes opposed to undertaking reactive 

commitments formed under public perception 

and scrutiny. 

reconciliation. We believe that recognising 

The land belongs to 

Australia’s First Peoples 

and we are using the land 

for our business venture. 

As a result, it is essential 

that we pay our respects to 

both land and community. 

A Reconciliation Action Plan 

will allow us to be aware of 

the land and community 

and create a harmonious 

JCDecaux operates within 

a vast range of diverse First 

Nations communities across 

this nation. Understanding 

our benefits, consequences, 

and cultural impacts on those 

respective communities is 

vital in understanding how 

our business can proceed 

and improve in different 

areas.” 

relationship with First 

Nations communities.” 

Yirrganydji Aboriginal woman play Aboriginal music with 

Clapstick, percussion musical Instrument made out of wood, 

during Aboriginal culture show in Queensland, Australia.


14 

COMMITMENT TO RECONCILIATION 

08 

PARTNERSHIPS & 

CURRENT ACTIVITIES 

In formalising our commitment to reconciliation, 

JCDecaux joins a cohort of more than 2,000 organisations 

who have already begun their own RAP journeys. These 

organisations include several of our clients as well as sector 

and industry leaders in JCDecaux’s own network. We will 

explore opportunities to collaborate and partner with these 

organisations in driving greater impact and momentum in 

reconciliation within our own sphere of influence. 

While this is JCDecaux’s first RAP, our organisation’s 

commitments and strategies to advancing reconciliation 

outcomes for Australia, have been growing in recent years. 

These commitments demonstrate a cultural shift within our 

organisation; a shift that enables us to be a more inclusive 

business as well as greater advocates for social change.


15 

Beyond the case studies highlighted in our RAP, 

recent initiatives include: 

• Developing a 2022 media partnership with 

Bangarra Dance Theatre. 

• Hosting an internal panel event during National 

Reconciliation Week 2021 with Michael 

O’Loughlin, former AFL star and Narangga 

Ngarrindjeri man. 

• Contracting Aboriginal-owned cleaning company 

ARA Indigenous Services to provide facilities and 

cleaning services to JCDecaux Australia offices. 

• Displaying physical and digital AIATSIS maps 

across all national offices. 

• Donating media space to support NAIDOC 

Week’s 2021 Heal Country campaign. 

• Creating an Acknowledgement of Country 

Protocols document available to all staff and 

promoting its use and purpose to all employees. 

• Introducing the use of Acknowledgements of 

Country at staff meetings and events as well as 

on staff email signatures and public website. 

• Where relevant, highlighting reconciliation 

announcements and achievements in JCDecaux 

Australia’s fortnightly staff newsletter.


16 

CASE STUDY 

09 

GOVERNANCE 

As a business we are acutely aware that 

commitments such as undertaking 

a RAP are not likely to be successful in 

the absence of strategic oversight, 

genuine commitments from diverse 

human capital, and formalised 

governance structures. 

It is our vision that our RWG are 

seen as key leaders and champions 

in driving reconciliation across the 

business. However, we also believe that 

reconciliation cannot be truly achieved 

without building greater cultural 

understanding, awareness, and empathy 

across the business and its people. 

In March 2021 we developed JCDecaux’s 

RWG to explore our organisation’s key 

opportunities, strengths, and challenges 

in undertaking a RAP. Our RWG was 

formed 12-months prior to when we 

intended to launch our first Reflect RAP 

in March 2022. Membership of our RWG 

represents a diverse and inclusive cohort 

of employees across Australia including 

To ensure that our RWG are best placed 

to be informed leaders to all employees, 

each RWG committee member will 

undergo cultural awareness training prior 

to the formal launching of JCDecaux’s 

inaugural Reflect RAP. This training will 

be rolled out across the business to all 

employees throughout 2022. 

senior leadership, key business units, and 

First Nations staff. Our RWG is supported 

by a Terms of Reference.


17 

CASE STUDY 

10 

SUPPORTING 

THE INDIGENOUS 

CARBON INDUSTRY 

NETWORK 

In January 2022, JCDecaux announced the launch of its first certified 

carbon neutral product across our Transit network. All parts of the 

Transit product produced by our in-house printing service GSP Print is 

now carbon neutral. We selected two Indigenous carbon projects in the 

Indigenous Carbon Industry Network to offset our carbon neutral Transit 

offering including the Thaa-Nguigarr Carbon Project in Queensland and 

the Nyaliga Fire Project in Western Australia – both savanna burning 

carbon projects. 

For JCDecaux, reducing our environmental impact has always been a 

priority and we are proud to be the first Out-Of-Home media company 

globally to join the RE100, a worldwide organisation that advocates for a 

commitment to 100% renewable energy.


18 

APPROACH AND DELIVERY 

11 

OUR PRIORITY 

AREAS 

Our Reflect RAP is a guiding framework that will anchor 

our approach and delivery to RAP commitments across 

the next 12 months. 

We have identified three priority areas which will lay 

the foundation for JCDecaux’s ongoing reconciliation 

journey and ensure that our approach and achievements 

are sustainable and meaningful. We have spent the 

preceding 12-months preparing our organisation for 

undertaking a RAP as to best set JCDecaux up for 

success. We believe that the time spent preparing our 

business and its leadership for undertaking a RAP will 

mean we are well-positioned to be an innovative and 

progressive reconciliation leader in our sector.


19 

In addition to the commitments within our Reflect RAP, our three priority 

areas include: 

1. Education 

We understand that a culturally aware and 

competent workforce and environment is 

vital in achieving reconciliation. We commit to 

providing internal educational opportunities for 

all employees across Australia to upskill their 

cultural awareness and competence and drive 

greater culturally inclusive practices across 

the organisation. We also commit to learning 

and understanding barriers to First Nations 

employment, recruitment, and procurement 

opportunities and developing strategies to 

overcome these barriers. 

2. Diversity 

JCDecaux has a strong commitment to 

diversity, and we commit to increasing diversity 

across all elements of the business. We will 

develop innovative and creative employment 

pathways for First Nations candidates, identify 

opportunities for First Nations leaders, 

professionals, and community organisations 

to be involved in projects and initiatives, and 

focus on supplier diversity through identifying 

procurement opportunities for First Nations 

businesses. 

3. Engagement 

We will build genuine and reciprocal relationships 

with peak bodies, leadership, and Elders in local 

First Nations communities across all offices. 

By attending events, providing opportunities 

for First Nations organisations to engage in our 

office spaces or activities, hosting fundraisers, 

sponsoring Aboriginal and Torres Strait Islander 

organisations by providing free promotional 

space, and encouraging staff to involve 

themselves in local activities in and outside of 

work, we hope that our engagement efforts will 

be strengthened and our relationships with key 

First Nations stakeholders will be greater.


20 

RELATIONSHIPS 

Action Deliverable Timeline Responsibility 

1. Establish and strengthen 

mutually beneficial relationships 

with Aboriginal and Torres Strait 

Islander stakeholders and 

organisations. 

Identify Aboriginal and Torres Strait Islander stakeholders and organisations within our local 

area or sphere of influence. 

Research best practice and principles that support partnerships with Aboriginal and Torres 

Strait Islander stakeholders and organisations. 

April 2022 

April 2022 

Maintenance Supervisor, 

Commercial Manager 

Head of Product and Brand 

Marketing 

2. Build relationships through 

celebrating National 

Reconciliation Week (NRW). 

Circulate Reconciliation Australia’s NRW resources and reconciliation materials to our staff. May 2022 Development Executive 

RAP Working Group members to participate in an external NRW event. 27 May – 3 June 2022 Assets Executive 

Encourage and support staff and senior leaders to participate in at least one external event 

to recognise and celebrate NRW. 

27 May – 3 June 2022 CEO 

3. Promote reconciliation through 

our sphere of influence. 

Communicate our commitment to reconciliation to all staff through regular channels 

including employee newsletter, intranet, leader communications, staff events. 

May 2022 

Director of Communications 

Identify external stakeholders that our organisation can engage with on our reconciliation 

journey. 

March 2022 

Head of Product and Brand 

Marketing 

Identify RAP and other like-minded organisations that we could approach to collaborate with 

on our reconciliation journey. 

June 2022 

Account Manager 

4. Promote positive race relations 

through anti-discrimination 

strategies. 

Research best practice and policies in areas of race relations and anti-discrimination. September 2022 Senior HR Generalist 

Conduct a review of HR policies and procedures to identify existing anti-discrimination 

provisions, and future needs. 

September 2022 

Senior HR Generalist


21 

RESPECT 


5. Increase understanding, value 

and recognition of Aboriginal 

and Torres Strait Islander 

cultures, histories, knowledge, 

and rights through cultural 

learning. 

Develop a business case for increasing understanding, value and recognition of Aboriginal 

and Torres Strait Islander cultures, histories, knowledge, and rights within our organisation. 

March 2022 

EGM Government Relations & 

Corporate Affairs 

Conduct a review of cultural learning needs within our organisation. March 2022 Strategy Insights Manager 

Develop and implement cultural awareness training for all new and existing employees that 

meets the needs of all employees across JCDecaux (online, face to face, workshops). 

May 2022 

Strategy Insights Manager 

6. Demonstrate respect to 

Aboriginal and Torres Strait 

Islander peoples by observing 

cultural protocols. 

Develop an understanding of the local Traditional Owners or Custodians of the lands and 

waters within our organisation’s operational areas. 

Increase staff’s understanding of the purpose and significance behind cultural protocols, 

including Acknowledgement of Country and Welcome to Country protocols. 

May 2022 

June 2022 

GM Smart Phone Network 


7. Build respect for Aboriginal and 

Torres Strait Islander cultures 

and histories by celebrating 

NAIDOC Week. 

Raise awareness and share information amongst our staff about the meaning of 

NAIDOC Week. 

July 2022 

Director of Communications & 


Promote NAIDOC Week to staff through external events in our local area. July 2022 Director of Communications & 


RAP Working Group to participate in an external NAIDOC Week event. First week in July 2022 Assets Executive


22 

OPPORTUNITIES 


8. Improve employment outcomes 

by increasing Aboriginal and 

Torres Strait Islander 

recruitment, retention, and 

professional development. 

Develop a business case for Aboriginal and Torres Strait Islander employment within 

our organisation. 

Build understanding of current Aboriginal and Torres Strait Islander staffing to inform future 

employment and professional development opportunities. 

April 2022 

April 2022 

Senior HR Generalist 


Investigate a partnership with an external First Nations consultant to support First Nations 

employees (such as pastoral care, cultural support, etc). 

April 2022 

Maintenance Supervisor and 


Develop and implement a voluntary process to record Aboriginal and Torres Strait Islander 

employees, including current staff and future applicants. 

December 2022 


9. Increase Aboriginal and Torres 

Strait Islander supplier diversity 

to support improved economic 

and social outcomes. 

Develop a business case for procurement from Aboriginal and Torres Strait Islander 

owned businesses. 

June 2022 

Investigate Supply Nation membership. March 2022 CEO 

CEO


23 

GOVERNANCE 


10. Establish and maintain an 

effective RAP Working Group 

(RWG) to drive governance of 

the RAP. 

Maintain the RWG to govern RAP implementation. March 2022 CEO/ EGM Govt Relations & 


Review and update Terms of Reference for the RWG. March 2022 EGM Govt Relations & 


Establish Aboriginal and Torres Strait Islander representation on the RWG. March 2022 EGM Govt Relations & 


11. Provide appropriate support for 

effective implementation of 

RAP commitments. 

Define resource needs for RAP implementation. March 2022 Director of Communications 

Engage senior leaders in the delivery of RAP commitments. March 2022 CEO 

Define appropriate systems and capability to track, measure and report on RAP 

commitments. 

March 2022 


12. Build accountability and 

transparency through reporting 

RAP achievements, 

challenges, and learnings both 

internally and externally. 

Contact Reconciliation Australia to verify that our primary and secondary contact details are 

up to date, to ensure we do not miss out on important RAP correspondence. 

Contact Reconciliation Australia to request our unique link, to access the online RAP Impact 

Measurement Questionnaire. 

June 2022 

August 2022 

Director of Communications/ 

EGM Govt Relations & 


Director of Communications/ 



Complete and submit the annual RAP Impact Measurement Questionnaire to 

Reconciliation Australia. 

30 September 2022 Director of Communications/ 



13. Continue our reconciliation 

journey by developing our 

next RAP. 

Register via Reconciliation Australia’s website to begin developing our next RAP. December 2022 EGM Govt Relations & 

Corporate Affairs

Contact details 

Katie Morgan 


0420 231 790 

katie.morgan@jcdecaux.com

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