reconciliation action plan progress report...reconciliation action plan progress report ey | 12 in...

Reconciliation Action Plan Progress ReportEY AustraliaMay 2020

Table of

CONTENTS1 Introduction 3

EY’s vision for reconciliation 3

Acknowledgement of Country 3

2 Message from Tony Johnson and Terence Jeyaretnam

4

3 Our RAP Journey 5

Our business and our contributions to Reconciliation

6

Our current progress 6

4 Milestones 7

5 RAP progress at a glance 8

Our stories 11

Melbourne Indigenous Transition School (MITS) 12

Deanella Mack’s Appointment 13

Uluru Statement from the Heart 14

Garma Reflections 15

Raising the Bar 16

Appendix A: Detailed RAP Progress 17

Relationships 18

Respect 24

Opportunities 28

Tracking and reporting 33

Reconciliation Action Plan Progress Report EY | 2Ernst & Young Australia (“EY Australia”) is a limited liability partnership and is a member of Ernst & Young Limited (“EYG”), a UK company limited by guarantee. In this report we refer to ourselves as EY Australia, EY, “we” or “us” and “our”.

Reconciliation Action Plan Progress Report EY | 3

The story of the artwork

Rainbow serpent (acrylic on canvas)by Dhinawan

In the start of time land was flat and barren, lifeless. Biami the creator started singing a song full of beauty and magic, this magic transformed into colours which like rainbows fell from the sky. Touching the land, bringing life through colour, Biami then sent four rainbow serpents to make the landforms. Through movements of their bodies the serpents pushed up the mountains, carved out the rivers and waterways, made rolling hills and plains. As the song was being sung, animals were born and men, women and children. Once all life had learnt the law of the land and how to keep everything in balance, the rainbow serpent looked into the night sky and saw it was with no colour, so it ascended into the darkness and started to shed its scales, which then became the Milky Way.

All artwork throughout the publication by Dhinawan.

Introduction


EY’s vision for reconciliation

EY is committed to embedding reconciliation across the entire firm, to drive improved social and economic outcomes for Aboriginal and Torres Strait Islander peoples and enhance relationships between Australia’s First Peoples and other Australians. EY is working to achieve this by both supporting Aboriginal and Torres Strait Islander peoples in developing business, education and employment opportunities for individuals and communities as well as advocating for a level social and economic playing field.

Our 2016 - 2019 Stretch Reconciliation Action Plan (RAP) focused on the key elements of education and entrepreneurship. We have increased our organisation’s cultural capabilities through valuing the rich cultural heritage of Australia, and collaborating with local organisations as they develop business, education and employment opportunities within their communities.

Acknowledgement of Country

EY acknowledges the traditional owners and custodians of the lands on which EY offices are located around Australia.

• The Ngunnawal people (Canberra, Australian Capital Territory)

• The Gadigal people of the Eora Nation (Sydney, New South Wales)

• The Woiwurrung (Wurundjeri) people of the Kulin Nation (Melbourne, Victoria)

• The Turrbal people (Brisbane, Queensland)

• The Kaurna people (Adelaide, South Australia)

• The Whadjuk people of the Noongar Nation (Perth, Western Australia)

• The Larrakia people (Darwin, Northern Territory)

We acknowledge their unique and continuing connections and contributions. We pay our respects to their cultures, and to their Elders – past, present and emerging. We extend recognition and respect to all other Aboriginal and Torres Strait Islander nations in Australia, and Indigenous nations around the world.

1


EY’s purpose is building a better working world and in Australia this must include improving economic and social outcomes for Aboriginal and Torres Strait Islander people and enhancing relationships between Australia’s First Nations people and other Australians.

As part of our ongoing commitment to reconciliation, we are pleased to present this progress report on our three-year Stretch level Reconciliation Action Plan (RAP), 2016 - 2019.

We have made good progress against our RAP goals in many areas, but some aspects have been more challenging. We are achieving our goals in relation to advocacy, engaging EY leaders, supplier diversity, awareness and supporting entrepreneurship, but are progressing slower than hoped on cultural capability and employment.

Notable highlights are our ‘Raising the Bar’ commitment to 3% procurement from First Nations suppliers, introducing a Cultural Safety Empowerment role at EY and our public support for the Uluru Statement from the Heart.

This report details the areas of our RAP where we have achieved the goals we set and other areas where we still have work to do. We continue to learn from our experience and are working to do more, sharpening our focus on the areas we can do better and setting higher ambitions.

Tony Johnson EY Oceania CEO & Regional Managing Partner

Terence Jeyaretnam EY Australia Reconciliation Leader

Message from Tony Johnson and Terence Jeyaretnam

2


After launching our first RAP in 2011, EY detailed the next phase of our Reconciliation journey in the 2016 Stretch RAP that outlined our commitments until October 2019. This three-year plan contained our key aims and initiatives to support and contribute to better social and economic outcomes for Australia’s First Peoples.

EY’s approach, as outlined in our Stretch RAP, is focused on four ‘EY Priority’ Areas. These areas are aligned to one of Reconciliation Australia’s (RA) key action areas, as below:

EY priority action area as listed with our 2016 – 2019 Stretch level RAP

EY priority action area Aligns to RA’s key action area of:

Talent and entrepreneurship – seek and develop Aboriginal and Torres Strait Islander people in business and professional services through education, internships, employment and supporting First Australian Entrepreneurs.

Opportunities

Building awareness and cultural capacity – create opportunities for staff, clients and our communities to be educated and engaged in Reconciliation and Aboriginal and Torres Strait Islander cultures and histories.

Respect, Relationships

Leadership and advice – lead on Reconciliation issues within corporate Australia and in our dialogue with government and civil society.

Relationships, Opportunities, Tracking & Reporting

Diversifying the supply chain – support Aboriginal and Torres Strait Islander businesses and entrepreneurs through our procurement activities.

Opportunities

Our RAP Journey

3


Our current progress

As a professional services organisation, EY understands the most material impacts we can have on Reconciliation are through:

• The employment of human capital, and the recruiting, training and education of employees;

• The provision of business support, fostering talent, encouraging entrepreneurship and the right conditions for business success; and

• Our purchasing activities, acknowledging our purchasing power globally and in Australia, aligning our procurement to support a supply chain with positive social and economic outcomes, and considering impact beyond traditional purchasing agreements.

Using our strengths to better enable Reconciliation actions and outcomes has been an increasing focus of the firm from the development through to actioning of commitments outlined in our Stretch RAP (2016-2019).

We have made great progress against our current RAP commitments as outlined in section 5 and Appendix A. Highlights include our public support of the Uluru Statement from the Heart and improving supplier diversity (and training) through identifying and creating the foundations for an Indigenous-focused and more socially conscious procurement strategy.

Alongside this good progress against our current RAP commitments in many areas, we also recognise that some aspects were more challenging, particularly in the areas of fostering widespread cultural awareness internally, and achieving our employment commitments. Identifying our key enablers and inhibitors of success (refer to section 5 and Appendix A) has enabled us to reflect on what has been done to contribute to Reconciliation, and what can, should and needs to be improved in the future.

Our business and our contributions to Reconciliation

3


Milestones

4

EY’s first RAP released (Reflect)

Progress report

Progress report2020-2023 RAP in development

Status report on developing relationships with Indigenous communities and raising internal awareness.

EY’s second RAP released (Stretch)

2011

20152020

2020

2013

2016

Next steps

This progress report highlights EY’s contribution to Reconciliation and progress against our 74 targets. It is also a means to share our activities, successes and challenges with the broader Reconciliation and Australian community (see section 5 and Appendix A).

We continue to learn from our experience (see section 5) and these lessons will be incorporated into the development of our next RAP. In our next RAP, we will continue to focus on the key elements of education and entrepreneurship for future RAP activities. Procurement, employment and cultural awareness will also be given greater focus in the coming years.

We encourage feedback, the sharing of stories and collaboration as to how we may better and continue our Reconciliation journey. Ultimately, we aim to support Aboriginal and Torres Strait Islander peoples in developing business, education and employment opportunities for themselves and their communities.


RAP progress at a glance

5

EY had a number of key successes throughout this RAP. We have also had some challenges and learned a lot about what works and what doesn’t (see Appendix A).

74targets

41achieved by the

intended deadline

12not achieved

5superseded by

other commitments

12partially completed

4achieved after the deadline


This section provides a snapshot of our progress across the life of our 2016 - 2019 RAP. This includes achievements that were beyond our RAP targets, targets that we achieved during the course of our RAP and targets we were unable to achieve due to challenges. Here we highlight a selection of successes and challenges, with further insights into what we have learned about enablers and inhibitors of impact creation in the Reconciliation space.

Relationships• Cultural Safety Empowerment Manager employed to drive

initiatives to raise EY’s cultural competence. Achievement (beyond RAP)

• Impact evaluation of the RAP program. Achievement (beyond RAP)

• We conducted a large scale process and impact evaluation of the RAP program to support Reconciliation Australia in maximising impact achieved.

• Tony Johnson’s public support for the Uluru Statement from the Heart.

Achievement (beyond RAP)

• We have built formal relationships with multiple organisations in the Reconciliation space across recruitment, cultural awareness, pro bono work and procurement.

Achieved

• This includes EY’s recent formal relationship with Bangarra Dance Theatre Australia which has provided a number of avenues for our staff to engage in and celebrate Aboriginal and Torres Strait Islander culture through pro bono work, talks and performances.

• We have hosted 20 National Reconciliation Week events. Target partially achieved

Respect• 60 staff have undertaken cultural immersion activities (Garma).

Achieved

• This has been aided by a number of different programs working together to provide immersive opportunities including our Bama Gala team, our Garma Executive Program and our pro bono work.

• 377 staff have undertaken face-to-face cultural workshops. Not achieved

• Online cultural awareness training in final development stage. Not achieved

• We have learned the importance of hiring an Aboriginal and/or Torres Strait Islander person to lead EY’s cultural programs.


5


Opportunities• Presented on Aboriginal and Torres Strait Islander

entrepreneurship at three forums and delivered two Growth Navigator sessions.

Partially achieved • We have learned the importance of managing the risks of

RAP Working group movements and the way this impacts target ownership.

• The Indigenous Sector Practice (ISP) has contributed to more than 100 projects.

Achieved

• These projects have been provided to clients of all sizes and sectors, and include advisory and assurance services in areas related to Aboriginal and Torres Strait Islander empowerment and beyond. The skills, knowledge, experience and cultural competence of our ISP team has been paramount to our ability to provide exceptional services to our clients.

• 15 Aboriginal and Torres Strait Islander employees currently at EY.

Not achieved• We have learned the importance of clear accountability for

employment targets and working to increase our candidate pool by building relationships with universities as well as being progressive with application requirements and identified roles.

• Updated our Aboriginal and Torres Strait Islander procurement strategy.

Achieved (post deadline)

• We have worked with suppliers to develop a metric to capture economic benefits of procurement spend.

Achieved (post deadline) • The appointment of our Asia-Pacific Inclusive & Sustainable

Procurement Manager to focus on our procurement targets has driven success in this area. We now have a clear strategy, including our commitment to Raising the Bar.

• We have provided pro bono work to more than 10 organisations focusing on Aboriginal and Torres Strait Islander employment.

Achievement beyond RAP• These organisations include First Nations Disability Network,

Cathy Freeman, National Indigenous Education Foundation, Culture is Life, Big River Impact Foundation, First Nations Foundation and Melbourne Indigenous Transition School.

• 23 Aboriginal and Torres Strait Islander interns in 2019. Achieved• We have built a strong relationship with CareerTrackers

over time which has enabled success with our interns.

• $1.28M spent with Aboriginal and Torres Strait Islander businesses in FY19.

Achieved• This includes a three-year agreement with Integrity.

Tracking and reporting• Significant improvements in our data capture systems.

Achieved

• We have developed an internal RAP progress tracker and dashboard to help us track and drive progress and accountability across the firm.


5


Our stories

Clockwise from top: MITS Boarding House; Treasurer Josh Frydenberg with MITS students; PM Scott Morrison with MITS students; MITS students in class; MITS students with partner AFL Club, Richmond.


In 2018, EY began working with the Melbourne Indigenous Transition School (MITS). MITS provides a unique Year 7 school and boarding house for Indigenous students from remote and regional communities to support students through the shift from their families and homes to school in the city. MITS also has an alumni boarding house for 18 Year 8-12 girls who are attending local schools.

“The purpose of MITS really resonated with EY people and our workplace,” says Matthew Bilney, Director, Assurance, EY Australia. “Being able to work with an organisation like MITS that gives Indigenous kids the opportunity to access a level of education and development they want, opportunities that most of us take for granted, was really fantastic. It’s also a relatively small organisation, that is accessible and relevant for all our people, from our graduates right up to our leaders.”

EY teams have performed MITS’s financial statement audits, as well as working with the organisation more broadly. “Our role is really to improve their financial operations, processes and reporting” says Jennifer Mak, Manager, Assurance, EY Australia, “We’re helping them to produce a financial snapshot so that when they’re talking to large foundations or businesses, they can show how money is spent by MITS and how effective each dollar is. Spending time out at MITS and our involvement with the MITS staff have given our team a real appreciation of what they do and the sense of community they inspire.”

Beyond the formal relationship, EY teams have also been able to help MITS on an ad hoc basis, for example with a lease renegotiation through the local Real Estate Advisory team, leading to a much better outcome. “We’ve also been able to connect MITS with some of our clients and networks that align with what they’re doing,” says Bilney.

“It’s about appreciating Indigenous challenges

As the relationship matures, EY is looking to work with MITS and its students to give EY people the opportunity to visit remote communities and gain a broader perspective. “It’s about giving our people an experience that is fundamentally different to what they might have now,” says Bilney. “At its heart, it’s exactly what we’re trying to achieve under the RAP, which is an appreciation of issues and challenges that our Indigenous population face. And then to share that experience with the wider group.”

Working with the Melbourne Indigenous Transition School

Matthew BlineyDirector, Assurance, EY Australia


In November 2018, EY recruited Deanella Mack, a Kemarre woman from the Arrente and Alyawarre nations as the first EY Oceania Cultural Safety & Empowerment Officer. Deanella (also known as Dee) has a background in cultural consulting and education and has come on board to support the increasing number of Indigenous people in our organisation, as well as guide EY on cultural safety for First Nations people.

Dee is responsible for supporting EY on its cultural safety journey by providing cultural mentoring, supervision and support to all staff as we embed our Reconciliation Action Plan, our Indigenous Sector Practice continues to grow and our First Nations Interns program expands.

“As well as my role, seeing the amount of investment by EY in the cultural space is really pleasing,” says Dee, who was born and raised in Alice Springs, “I’m now looking at providing opportunities for our staff to ask questions, seek advice and have cultural conversations in a safe place. I’m an open book and thrive on sharing and raising awareness. I like to walk between our two worlds, to buffer and interpret the two worlds to bring them together.

“Anyone can ask me anything about our history. It’s about working with our mobs to help them deal with things that might trigger them as well as supporting our non-Indigenous staff with

any questions they might have.

“It’s also about explaining and helping people understand what a culturally unsafe practice looks like and creating a culturally safe environment for our Aboriginal and Torres Strait Islanders. It’s about taking the complexity out of it, when it might seem all too hard.”

Dee provides formal First Nation Cultural Awareness Training to all staff monthly, as well as being a point of contact for supporting both Indigenous and non-Indigenous staff.

“I’m also hoping to pave the way for improving our Indigenous staff numbers, and making them feel like they belong, rather than just fitting in. I want to help people reach that point where we all feel like we belong. And to unpack all the cultural baggage we carry and lighten the load so we can walk more freely and lightly. It’s about legacy building and ultimately, doing myself out of a job!”

Deanella Mack’s Appointment


“�When�we�have�power�over�our�destiny�our�children�will�flourish.�They�will�walk�in�two�worlds�and�their culture will be a gift to their country.”

From the Uluru Statement From the Heart

After meetings with over 1200 Aboriginal and Torres Strait Islander representatives from across the country, the Uluru Statement from the Heart was read aloud on 26 May 2017 to the First Nations National Constitutional Convention at Uluru. A month later, the statement and a report were presented to Federal Parliament.

In deeply heartfelt, unswerving language, the statement set out three key reforms: enshrining a First Nations Voice in the Australian Constitution that would empower Aboriginal and Torres Strait Islander people; the establishment of a Makarrata Commission to supervise a process of agreement-making with Australian governments; and a process of truth-telling about Australia’s history and colonisation overseen by the Makarrata Commission.

EY was one of the first organisations to publicly support the Uluru Statement from the Heart in 2017, and this was reaffirmed during FY19 as one of 25 finance sector signatories to an open pledge of support.

EY welcomed the Referendum Council’s report that was submitted to the Prime Minister and Opposition Leader on 30 June 2017 and we continue to reaffirm our ongoing support for a constitutionally enshrined Voice to Parliament. The report provided us all with an opportunity to engage with and support Aboriginal and Torres Strait Islander peoples to generate a national conversation on constitutional reform to secure our collective future.

We continue to be active in discussing this and other areas of reconciliation with clients. This includes the work EY has done for Reconciliation Australia evaluating the Reconciliation Action Plan program. We feel both proud and privileged to be making a positive contribution to some of the most important conversations of our nation.

“As Aboriginal and Torres Strait Islander peoples chart a roadmap to reform, this was a historic moment and a first step in the journey to properly secure the rightful place for Australia’s First Nations people.Joe Hedger Director, Indigenous Sector Practice, EY Australia and proud Bundjalung man

Uluru Statement from the Heart


Urgent reform is needed to provide an institutional and constitutionally entrenched Voice for First Nations people. In other words, self-determination that enables First Nations peoples to makes decisions about the issues that affect their lives.

The 2019 Garma Festival saw ten EY employees join over 2,600 guests invited to the traditional lands of the Gumatj clan of the Yolngu people in Yirrkala, about 18km south east of Nhulunbuy in the Gulf of Carpentaria. On red sands infused with 50,000 years of ongoing Yolngu culture, the festival brought political, social and corporate delegates together with First Nations leaders to explore political and social issues affecting Indigenous Australians.

Terence Jeyaretnam, EY Australia Reconciliation Leader, who was one of the EY delegates, recalled a clear purpose ringing out among the stands of stringybark.

Terence recalls how toddler Joevhan Burarrwanga, great grandson of Dr Galarrwuy Yunupingu, a prominent Northern Territory elder and leader of the Gumatj clan, stole the day with free-form dancing and instinctive toddler charm. “His cuteness made him the face of Garma this year. But it was also symbolic. It’s crucial that Joevhan

and his generation become integral to the narrative necessary to achieving constitutional reform. Our nation’s story needs to be replaced by a new one. And that story needs to acknowledge the truths of the past and pave the way for the rightful place for our First Nations people in our constitution, governance and vision for our future as a nation.”

For Catherine Friday, Managing Partner EY Oceania Government & Health Sciences, Garma was a chance to understand what it means when lore, law, language, and even existence is challenged. “I was challenged to think about how a person can be defined in a Constitution and Law that’s not of their making and bears no resemblance to their own self-identity, about how a person becomes an alien, without leaving home, and how that sense of alienation is enshrined in a Constitution that is written in a foreign language and defined in a foreign law.”

“We are now at a juncture where we have the opportunity to accept what was, and to be responsible for our part in doing the work so that we are all part of an Australian future that is equal and just.

“

The festival brought into sharp relief how important this moment is in deciding the sort of country we want to be in the future. “A shared view of a future that we can all be proud of demands that we all bring curiosity, acceptance, responsibility and desire for what is fair and just and right for all of us,” says Catherine. “Equity means that we all get to choose and live our own futures.”

“The challenge to all of us is big, but not beyond us,” says Catherine, “and sharing the vision from his father, Djawa Yunupingu he asked us to remember that: ‘The red kangaroo is your ancestor, too. The night bird is calling to you, as well, from the river of stars, and the constellations of the universe. Where the gurrikal (kookaburra) flies in the wind, it is speaking to your heart as well as ours, where the feet that find the sand are your feet as well as ours’.”

Garma Reflections

EY participants at Garma 2019, L-R: Peter Wilkinson, Catherine Friday, Terence Jeyaretnam, Jayde Geia, Deanella Mack, Kate Hillman, Geoff Blaikie, Mark Phelps, Susana Fior, Todd Wills.


In August 2019, EY was one of 16 corporates who signed up to Raising the Bar, a joint initiative of the Business Council of Australia (BCA) and Supply Nation, that committed to�3�per�cent�of�influenceable�spend�with�Indigenous-owned�businesses�within�five�years. The initiative aims to see those businesses spend over $3 billion in the next half decade.

EY Australia defines its annual domestic influenceable spend to be “annual spend less the following non-influenceable items”: payroll; rent including car parking; air, rail and car rental; insurance; utilities; equipment rental finance; professional memberships; subscriptions, inclusive of data; and workplace giving.

In anticipation of the initiative, EY created an Inclusive and Sustainable Procurement Manager role in July 2019, with a significant focus on Indigenous procurement. In FY19, the firm significantly exceeded our target for procurement spend with Indigenous-owned businesses, through a combination of supply chain spend and securing the services of First Nations businesses to work with us on client engagements. “While we are aware that we are achieving our target and commitment, our focus within the next stretch RAP will be on building longer term, sustainable contracts for Indigenous businesses,” says Amy Crookes, EY Asia-Pacific Inclusive & Sustainable Procurement Manager. In addition to our internal commitment, EY is an active member of

the BCA Business-Indigenous Network, which shaped Raising the Bar and developed a guide to assist other BCA members increase their Indigenous procurement. “EY is committed to help ensure that the Raising the Bar initiative is a firm wide commitment and not just a procurement responsibility,” says Crookes, “The communication strategy involves ensuring that all parts of EY understand the commitment and how they can work together to not just achieve the target but make a bigger impact for Indigenous businesses and their communities.”

“EY will also have a stronger focus on identifying supplier business needs and how we can assist them with capacity and capability building.

Raising the Bar

Appendix A

Detailed RAP Progress



Relationships RAP Commitments Progress made

Action Deliverable Timeline Status Discussion of status

RAP Working Group actively monitors RAP development and actions, tracking progress and reporting.

RAP Working Group consisting of Aboriginal and Torres Strait Islander members, at least one Partner and core business services managers to meet every two months.

February, April, June, August, October, December 2016, 2017, 2018, 2019

Achieved

EY’s RAP Working Group (RWG) is led by our Reconciliation Leader, Terence Jeyaretnam. The RWG consists of EY people from Procurement, L&D, Human Resourcing, Communications, Corporate Responsibility and Business Development teams and has met every two months across the life of this RAP.


Maintain a current list of the RAP Working Group members on the EY RAP webpage.

December 2016, 2017, 2018, 2019

Achieved

A current list of all RWG members is maintained on EY’s intranet and is publicly available on EY’s website, here [https://www.ey.com/en_au/corporate-responsibility/reconciliation-action-plan-rap]. This list is updated at intervals as RAP members join and leave the group given their varying commitments.


Recruit and maintain at least one Aboriginal and/or Torres Strait Islander RAP Working Group member.

December 2016, 2017, 2018, 2019

Achieved

EY’s RWG has consisted of one Aboriginal and Torres Strait Islander employee across the life of the RAP.


Establish Terms of Reference for Working Group.

December 2016 Achieved (post

deadlines)

Development and implementation of a Terms of Reference for the RAP Working Group was not achieved as of December 2016.


Provide updates every two months to the Shared Value Leadership Group, six-monthly updates to Executive Leadership and Indigenous Sector Advisory Group.

June and December 2016, 2017, 2018, 2019

Achieved

Throughout the duration of this RAP, EY’s RWG have provided six monthly updates to the Executive Leadership Team. Bi-monthly updates were provided to the Shared Value Group where applicable. Updates were also provided to an Indigenous Sector Advisory Group for the first two years of the RAP, which was superseded by EY’s Indigenous Sector Practice.

Establish an Indigenous Sector Advisory Group to provide strategic and cultural guidance.

Establish an Indigenous Sector Advisory Group.

October 2016 Achieved

The Indigenous Sector Advisory Group was established at EY in response to the noted lack of Indigenous leaders in the business. This practice was in operation for two years, and was superseded by the establishment of EY’s Indigenous Sector Practice, which provides advisory services to First Nations businesses and communities.


RAP Commitments Progress made



Indigenous Sector Advisory Group to review and provide guidance on RAP activities.


NA (see explanation in following

entry)

As above, the Indigenous Sector Advisory Group was established, and whilst in operation, provided advice and guidance on RAP activities. The Indigenous Sector Practice (superseding the Indigenous Sector Advisory Group) has reviewed and provided guidance on RAP activities and was involved in establishing formal capacity-building formal relationships with Aboriginal and Torres Straight organisations.


Indigenous Sector Advisory Group to meet with the RAP Leader twice a year.


Achieved

Whilst in existence, the Indigenous Sector Advisory Group successfully met with RAP leader Terence Jeyaretnam twice a year. Following this, the Indigenous Sector Practice has also consistently met with the RAP leader, fulfilling this target.

Celebrate and participate in National Reconciliation Week (NRW) to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other Australians.

Each EY Australia office [seven] will host one NRW event per year and encourage all staff to attend.

May 2017, 2018, 2019

Partially achieved

All EY offices across Australia hosted a NRW event each year, with the exception of the Perth office in 2019. In place of a NRW event, EY people in our Perth office ran an internal education and awareness campaign on NRW’s 2019 theme of ‘Grounded in Truth’. However, this was not completed within the NRW timeframe.


Events will feature First Australian leaders where possible to share their perspective and build awareness of the need for reconciliation.

May 2017, 2018, 2019

Achieved

Of the NRW events which took place, Aboriginal and Torres Strait Islander peoples (and leaders) were invited as guest speakers and were the key focus of each event. This target was achieved for all EY NRW events, in the various geographies.


EY to register all NRW events on Reconciliation Australia’s NRW website.

May 2017, 2018, 2019

Achieved

EY successfully registered all NRW events on Reconciliation Australia’s NRW website. It is noted however that these events were private, thus could not be viewed by the general public once submitted.





Circulate NRW materials to EY staff in lead up to NRW.

April 2017, 2018, 2019

Achieved

NRW materials were circulated to EY staff in all geographies in lead up to NRW. Multiple communication channels were used to share information including daily news stories shared nationally via the intranet and internal media channels to communicate NRW related information.


Identify external NRW events in EY major locations and encourage EY staff and senior leaders to attend.

May 2017, 2018, 2019

Achieved

External NRW events in EY major locations were effectively identified and communicated to EY employees across all Australian offices. EY staff and senior leaders were encouraged to attend these events via internal communication channels including Yammer and daily news updates. Specifically, a link to Reconciliation Australia’s NRW events page was included in Daily News stories promoting NRW every year.


Ensure our Working Group members attend at least one external NRW event.

May 2017, 2018, 2019

Not achieved

Not all EY RWG members were successful in attending at least one external NRW event for the years of this RAP. Between the RAP WG and ISP, we have better coverage over this. Upon reflection, we note that EY has focused on encouraging participation in internal events rather than external, a focus we acknowledge we need to shift. There is also a need to communicate these external opportunities to RWG members and other EY employees alike.

Develop, maintain and leverage mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to support positive outcome.

Establish five formal relationships to build capacity in Aboriginal and Torres Strait Islander organisations and/or communities (e.g. MoUs, collaborations or ongoing pro bono/ volunteering/ secondment relationships).

December 2017 Achieved

EY has successfully established five formal relationships to build capacity with Aboriginal and Torres Strait Islander organisations and communities. While it has been identified that what constitutes a “formal” partnership should be better defined in the next RAP, EY’s relationships with Career Trackers (2016), Health Services Provider (2017), the First Nations Disability Network (2017) the Cathy Freeman Foundation (2017), Codeswitch (2016-17) and NEIF (2017) among, others successfully fulfil this target.





Identify and engage with additional Aboriginal and Torres Strait Islander stakeholders.


EY has worked with multiple Aboriginal and Torres Strait Islander stakeholders throughout the course of the RAP. This includes pro bono work and procurement and services delivered through our Indigenous Sector Practice (ISP) team, employees and the external Advisory Group.


In consultation with Aboriginal and Torres Strait Islander stakeholders, review and communicate guiding principles for engagement with Aboriginal and Torres Strait Islander peoples and organisations.

May 2017 Not achieved

EY has not successfully reviewed and communicated the guiding principles for stakeholder engagement with Aboriginal and Torres Strait Islander peoples and organisations. This is primarily due to the lack of a dedicated staff member to help manage the RAP. Regardless of resourcing, this target will be included in our next RAP as it is acknowledged as a fundamental indicator of success of cultural safety and meaningful consultation throughout the Reconciliation process.


Develop relationships with local Aboriginal and Torres Strait Islander communities at each office location to build mutual understanding and shape our reconciliation strategy.


EY has achieved this target through the establishment of an Indigenous Advisory group. The appointment of Deanella Mack as the Oceania Cultural Safety & Empowerment Officer has resulted in a strong focus on building relationships with local Traditional Owners to help ensure self-determination throughout the Reconciliation process.


Develop relationships with Aboriginal and Torres Strait Islander student support services and networks at universities in each office location.

June 2017 Partially achieved

While work has been undertaken to develop relationships with Aboriginal and Torres Strait Islander student support services at universities (e.g. Murrup Barak at the University of Melbourne), this was not in place in a few office locations.

Raise internal and external awareness of our RAP and promote reconciliation across EY and our sector.

Develop and review a strategy to communicate our RAP to all EY staff members and engage staff in RAP initiatives.

November 2016, March 2018

Achieved

Reconciliation activities and initiatives have been regularly communicated through multiples internal communication channels including: NRW events, CEO updates, OMP newsletters, Oceania Service Line Leader updates, daily news articles (intranet) and Yammer. Additionally, a dedicated Reconciliation SharePoint site has recently been established, acting as a hub for Reconciliation related updates and sharing.





Identify a baseline of staff member knowledge and interest in reconciliation issues and EY activities.

December 2016 Not achieved

A baseline of staff member knowledge and interest in Reconciliation issues and activities was not identified by December 2016. While this baseline remains unknown, understanding and improving staff member knowledge for Reconciliation activities is in the remit of the EY Cultural Empowerment Officer. Actions are being taken to resource this target as EY moves into the next iteration of its Stretch RAP.


Communicate quarterly updates on RAP progress to EY staff members via intranet, email, events, and induction process.

March, June, September, December 2016, 2017, 2018, 2019

Achieved

This target has been achieved with frequent updates on RAP progress (in addition to quarterly updates) to EY staff members through multiple internal communication channels including NRW events, CEO updates, OMP newsletters, Oceania Service Line Leader Updates, daily news articles (intranet) and Yammer.


Develop and review a strategy to communicate our RAP to external stakeholders.

November 2016, March 2018

Achieved

As of March 2018, EY’s Reconciliation communication strategy has been developed and reviewed which included external-facing media/social media use on key dates and Reconciliation-related activities to promote EY’s commitment such as on NRW, NAIDOC Week, and EY’s public support for the Uluru Statement from the Heart.


Communicate and promote EY’s RAP externally by creating a dedicated page on the EY website, publishing it on the Reconciliation Australia website and highlighting it in EY newsletters.


EY published a dedicated web page on ey.com/au/RAP at the commencement of this RAP. Following the publication of this RAP, EY publications procedures changed such that external newsletters were no longer an option. As such, all RAP information has been publicly provided via EY Australia’s website.


Release at least one thought leadership white paper aimed at raising awareness among EY clients and stakeholders of the importance of reconciliation and encouraging them to adopt or strengthen reconciliation commitments in their own organisations.

June 2018 N/A (see explanation in following

entry.)

A thought leadership white paper was not formally published by EY prior to the June 2018 deadline. However, EY did embark on a thought leadership project to understand the impact of RAPs, working with RA. This work transformed into a formal engagement with RA, evaluating the impact and processes of the RAP program including findings and recommendations to support RA in achieving its vision. Thus, while a thought leadership piece was not achieved and published, the outcome of this target was arguably just as, if not more impactful in furthering Australia’s broader Reconciliation agenda.





Sign up to and promote the Recognise campaign.

May 2017 Achieved

EY signed-up to support the Recognise Campaign. However, this was superseded by EY’s public support for the Uluru Statement. Tony Johnson, EY Oceania CEO and Regional Managing Partner publicly supported the statement and continues to support self-determination in all its forms. Given the changing external landscape, the integrity of this target has been achieved.


Encourage organisations in our supply chain to develop a RAP by communicating EY’s commitment to advancing reconciliation to suppliers during the procurement process.

June 2017 No achieved

We encourage development and assurance of RAPs and promote EY’s commitment to advancing reconciliation through our client work and external events. However, this is not focused explicitly on organisations in our supply chain or through our procurement processes. Encouraging diverse Tier 2 supply will be a future focus for EY. We intend to assess the RAP commitments of our top suppliers and initiate conversations about RAP development and/or identify potential collaboration opportunities across RAP targets. Additionally, in our tender documentation, we intend to question whether suppliers have a RAP and/or ask if they would like assistance in understanding how to commence RAP development.


Encourage clients and other external stakeholders to develop a RAP through hosting and speaking at events.


EY has successfully encouraged clients and other external stakeholders to develop a RAP via hosting and speaking at events alongside our internal and client-facing work. Examples of clients engaged in Reconciliation-related activities include BP, Woodside, G&T, Energy QLD in Advisory engagements, and NAB, Telstra, BHP among others in Assurance.


RespectRAP Commitments Progress made


Engage employees in cultural learning opportunities to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements.

Develop, implement and review a strategy to provide cultural awareness training to all staff, including defining continuous cultural learning needs of employees in all areas of EY and addresses the needs through online learning, face-to-face workshops and cultural immersion.

December 2016, June 2018

Partially achieved

Progress has been made to identify needs of all employees across EY for cultural awareness training, including the design of an e-learning module. However a formalised strategy has not been developed. This will be a key focus for EY in the next 12 months.


25% [1,625] of staff undertake online cultural learning activities by July 2017.

July 2017 Not achieved

Challenges were experienced in formalising and delivering online cultural learning activities as a dedicated L&D resource was not available to support activities under this RAP target. A Cultural Safety Empowerment Officer was appointed towards the latter end of this RAP who has been tasked with designing and developing content for cultural awareness training.


50% [3,250] of staff undertake online cultural learning activities by July 2019.


In the last 12 months of this RAP, significant progress was made by the Cultural Safety Empowerment Officer in delivering face-to-face training for Career Tracker Interns and their mentors as well as other internal programs. A formalised online cultural learning module is currently being developed with an external consultant (applicable for all EY staff) which is expected to be rolled-out as part of the next RAP.


10% [650] of staff undertake face-to-face cultural workshop learning activities by July 2019.


Since the appointment of the Cultural Safety Empowerment Officer, various forms of cultural awareness training activities and workshops were delivered to 5% of staff by July 2019. It is expected that further face-to-face training will be formally rolled-out and delivered as part of the next RAP.





All members of RWG, senior executive and teams supporting Aboriginal and Torres Strait Islander staff members to undertake face to face cultural awareness training.

July 2019 Partially achieved

Significant progress was made with Garma where senior executives from EY attended three days of Aboriginal and Torres Strait Islander awareness training. In addition, face-to-face cultural awareness training has been made available to the RWG members throughout the course of this RAP.

In addition, through roll-out of the face-to-face cultural awareness training in the next RAP (as noted above), all members of the RWG will undertake this training.


1% [65] of staff undertake cultural immersion learning activities by 2019.

July 2019 Achieved

More than 160 (2%) EY staff have participated in culturally immersive learning activities and experiences in the form of delivery of partnerships, events (e.g. Bama Gala) and pro bono work (e.g. Bangarra).

Demonstrate respect to Aboriginal and Torres Strait Islander peoples and communities by embedding cultural protocols as part of the way our organisation functions.

Raise awareness among staff of our Welcome to Country and Acknowledgement of Country policy and protocol, its significance and support through email/visual reminders in events.

April 2017 Achieved

A Cultural Respect Protocol has been established that applies to all EY Australia staff. Acknowledgement of Country cards and plaques have been distributed to majority of EY offices in Australia. This has also been communicated to EY staff via the daily news updates.


Encourage and train staff to include an Acknowledgement of Country at the commencement of all team meetings and significant external meetings/events.

April 2017 Achieved

Guidance on conducting Acknowledgement of Country at meetings and external events in all EY Australia offices has been provided via the internal RAP SharePoint.





Review and update protocol and list of key contacts for organising a Welcome to Country.

April 2017 Achieved

Latest guidance on Welcome to Country protocols (and key contacts to assist in organising across each EY office) is available via the internal RAP SharePoint.


Invite a local Traditional Owner to provide a Welcome to Country at eight EY events per year, including all office Town Hall events and the Partner Conference.

March 2017, 2018, 2019

Achieved

Traditional Owner group Elders and/or associated representatives have conducted Welcome to Country at every Town Hall (across all EY offices) and at National Reconciliation Week events in 2017, 2018 and 2019.


Display Acknowledgment of Country plaques in all seven offices.


Acknowledgement of Country plaques have not been exhibited in all EY offices. Acknowledgement has been displayed in other forms including Indigenous artwork displays, naming of meeting rooms with local traditional owner designations and other forms of cultural recognition.


Incorporate Acknowledgement of Country into EY email signature options.

November 2016 Achieved

Acknowledgement of Country disclaimers have been incorporated into the EY Australia email signature options for all EY people to utilise.

Provide opportunities for staff to engage with Aboriginal and Torres Strait Islander cultures and communities by celebrating NAIDOC Week.

Promote NAIDOC week to all staff including information on local First Australian histories, cultures and achievements and local events and encourage them to participate.

July 2017, 2018, 2019

Achieved

Internal daily news updates promoting engagement and participation at NAIDOC events were shared to all staff via the EY intranet leading up to NAIDOC week in 2017, 2018 and 2019. These updates included local community events that occurred across NAIDOC week and encouraged staff to participate in these events.





Communicate opportunities and leave allowance for all Aboriginal and Torres Strait Islander staff to participate in local NAIDOC Week events.

July 2017, 2018, 2019

Achieved

Amendments were made to EY’s internal leave policy to incorporate cultural-related leave entitlements including those of significance to Aboriginal and Torres Strait Islander staff.


In consultation with Aboriginal and Torres Strait Islander peoples, hold NAIDOC week events in [two] office locations each year.

July 2017, 2018, 2019

Achieved

Multiple NAIDOC week events were either sponsored or organised through EY people in 2017, 2018 and 2019, as follows:

• Sydney walking tour, Adelaide NAIDOC Ball - 2017

• Adelaide Chartered Accountants lunch, EY Brisbane panel event - 2018

• EY Sydney Prof Anita Heiss guest speaker, EY Perth Bungarra speakers - 2019


OpportunitiesRAP Commitments Progress made


Increase Aboriginal and Torres Strait Islander recruitment and retention.

Increase Aboriginal and Torres Strait Islander employment to 50 (0.8%) personnel across our Australian offices with an aim to achieve 1% of Australian staff by July 2020.


EY’s Talent teams has driven recruitment at the firm over the three years of our RAP. As at October 2019, EY has 15 permanent Indigenous employees which is below our commitment of 50 personnel by July 2019.


Recruit 12 Aboriginal and Torres Strait Islander interns per year.

December 2016, 2017, 2018

Achieved

EY’s Talent Team has worked closely with CareerTrackers to welcome 12, 20 and 23 interns across the three years (2016, 2017 and 2018) of our RAP respectively, exceeding this target.


Encourage interest in professional services careers and recruit interns and graduates by leveraging our relationships with Aboriginal and Torres Strait Islander university student networks in each office location.


There has been varied success across our EY office locations in encouraging interest in professional services careers. EY’s Talent team in the Brisbane and Melbourne office has had great success in both developing and leveraging relationships with Aboriginal and Torres Strait Islander university student networks. While others have struggled to develop these relationships in the first instance.


Develop one formal relationship with an organisation that supports education of Aboriginal and Torres Strait Islander students.

June 2017 Achieved

EY has developed a formal relationship with a number of organisations that support Aboriginal and Torres Strait Islander Students. This includes our relationship with CareerTrackers for many years pre-dating June 2017, the Cathy Freeman Foundation (May 2017) and National Indigenous Education Foundation (June 2017). While not before the timeline, we have also commenced a pro bono engagement and have developed an ongoing relationship with the Melbourne Indigenous Transition School (March 2019)


Establish a network for employees who identify as Aboriginal and Torres Strait Islander to build relationships, share experiences, and feed back to EY on talent management.

February 2017 Not achieved

EY’s Indigenous Sector Practice developed a business case for the network in 2018 which was approved by Senior Leadership. However, the network has not yet been formally established due to a failure to identify ultimate accountability and allocate required resources for its development. Over our next RAP, our Talent team along with the EY Cultural Empowerment Officer will be allocated responsibility for the development and implementation of this network, and work to help ensure that it is appropriate and valuable for EY’s Aboriginal and Torres Strait Islander staff.





Update and apply our Aboriginal and Torres Strait Islander employment, retention and professional development strategy in consultation with Aboriginal and Torres Strait Islander staff and other stakeholders.

June 2017 Not achieved

EY has employment targets and a broad set of defined actions and initiatives to achieve them. This includes a staff member in the Talent team whose role is to attract and recruit employees. We have learnt that it is important to document targets and strategies to achieve those targets, including key actions, initiatives and responsibilities. We have also learnt that involvement of the broader Talent team (HR and L&D) would help to gain the momentum required to achieve our RAP employment targets.


Advertise vacancies in Aboriginal and Torres Strait Islander networks.

December 2016, 2017, 2018

Achieved

EY has used Aboriginal and Torres Strait Islander networks, such as job boards, to advertise vacancies. In recruiting for EY’s Executive Assistant training program, a number of Indigenous recruiting agencies were successfully used.


Include a statement and RAP information in EY Careers website to encourage Aboriginal and Torres Strait Islander applicants.


EY advertises its Indigenous student programs on its careers site and includes a statement noting EY has an inclusive and equal opportunity employer that offers a range of internal networks including to Aboriginal and Torres Strait Islander peoples. However, it is noted that no specific information about our RAP is called out in EY’s careers website.

Increase Aboriginal and Torres Strait Islander supplier diversity.

Review, update and apply our Aboriginal and Torres Strait Islander Procurement Strategy.

June 2017, 2019 Achieved (post

deadlines)

EY’s procurement strategy was not formally documented until the first half of FY20. Our Procurement teams now has a clear set of Aboriginal and Torres Strait Islander targets and actions to action including meeting with suppliers and representatives from supplier networks such as Kinaway, reviewing our addressable spend for opportunities, attending Supply Nation events and signing up to the Raising the Bar initiative.


Promote procurement opportunities across the firm by providing lists of relevant Aboriginal and Torres Strait Islander suppliers to key purchasers including facilities, travel and procurement.


deadlines)

This target was only achieved after our current Oceania Procurement Manager came into the role in May 2017. Suppliers generally contact EY directly and the Oceania Procurement Manager will work to build a relationship with the supplier to better understand their business and identify opportunities before distributing to key purchasers. A comprehensive list of these suppliers is also maintained and provided as requested.





Develop and circulate to Service Lines a list of Aboriginal and Torres Strait Islander service providers to be considered as sub-consultants on EY engagements.

December 2016 Not achieved

Collaboration between EY’s Indigenous Sector Practice and our Oceania Procurement Manager commenced in 2019 to develop a list of Aboriginal and Torres Strait Islander service providers. This has been raised as a high priority action for FY20.


Spend $150,000 (1.5% of addressable procurement spend) with Aboriginal and/or Torres Strait Islander suppliers in FY17.


A total of $43,000 of addressable spend was spent on Aboriginal and/or Torres Strait Islander suppliers in FY17. Our current Oceania Procurement Manager has focused efforts on meeting our RAP and broader diversity and inclusion targets


Spend $250,000 (2.5% of addressable procurement spend) with Aboriginal and Torres Strait Islander suppliers in FY19.

July 2019 Achieved

A total of $1.28million of addressable spend was spent with Aboriginal and/or Torres Strait Islander suppliers in FY19.


Develop at least one new commercial relationship with an Aboriginal and/or Torres Strait Islander supplier or subcontractor each year.

October 2017, 2018, 2019

Achieved

Each year EY has developed at least one new procurement contract since the commencement of our RAP.


Review and enhance supplier questionnaire and evaluation to encourage suppliers to develop a RAP.

March 2017 Not achieved

EY has encouraged RAPs and diverse procurement with our suppliers through the natural course of the relationship, rather than through our supplier questionnaire. In the coming years we intend to include this in the questionnaire. EY will also work across our procurement categories to identify current Tier 1 suppliers that can provide sub-contracting opportunities to Indigenous suppliers, review the RAP commitments of our top suppliers and work with relevant people from these suppliers to identify collaboration opportunities.





Work with three of our large Tier 1 suppliers to develop a measurement metric for Aboriginal and Torres Strait Islander economic benefit through indirect procurement spend by EY.


deadlines)

This target has been incorporated in our FY20 Procurement Strategy and will be pivotal in capturing the impact and driving more Aboriginal and Torres Strait Islander procurement.


Maintain membership of Supply Nation.

August 2017, 2018, 2019

Achieved

EY has been a member of Supply Nation for eight years.

Build the capability and productivity of First Australian organisations through advice, support and resources.

Begin a secondment program for EY staff to contribute their skills to build the capacity of one or more Indigenous organisations.

January 2017 N/A (see explanation in following

entry.)

There have been no explicit secondments to Indigenous organisations. EY identified that it was more appropriate and impactful to focus its efforts on pro bono and non-pro bono engagements with Indigenous organisations to use our skills to facilitate capacity building, empowerment and the ultimate success of a number of the organisations. Pro bono engagements include those with the Cathy Freeman Foundation, Big River Impact Foundation, Culture is Life, MITS, NIEF, First Nations Foundation, First Nations Disability Network and Bangarra Dance Theatre Australia.


Indigenous Sector Practice to lead or contribute to 100 projects across the firm.

September 2019 Achieved

EY’s Indigenous Sector Practice have contributed to over 100 projects with over 40 projects being led by the team. The skill sets and networks of our Indigenous Sector Practice have been fundamental to EY’s ability to provide value to both Indigenous and non-Indigenous clients.


Share our insights on Aboriginal and Torres Strait Islander entrepreneurship by presenting at five conferences or forums.

September 2019 Partially achieved

EY shared our insights on Aboriginal and Torres Strait Islander entrepreneurship through our support to Indigenous Business Australia’s Accelerator Program, run by Investible, as panelists for three programs across December 2017 and 2018. However, at best, this can be considered three forums only.





Identify Aboriginal and Torres Strait Islander charities and include them in existing workplace giving and volunteering campaigns and our Local Focus Charity program.

January 2017, 2018 Partially achieved

We have included Aboriginal & Torres Strait Islander charities in our workplace giving program. One of our Local Focus Charities is Weave which, while having a majority Aboriginal and Torres Strait Islander client base, is not formally considered an Aboriginal and Torres Strait Islander charity. However, we have not included any Indigenous charities in our volunteering campaigns.


Work with our Indigenous Sector Practice and Supply Nation to actively seek out Aboriginal and Torres Strait Islander entrepreneurs to participate in EY entrepreneurship programs (including Entrepreneur Of The Year, Accelerating Entrepreneurs and Entrepreneurial Winning Women).

March 2017, 2018, 2019

Achieved

Every March, EY approaches Aboriginal and Torres Strait Islander led businesses to actively seek nominees for EY entrepreneurship programs.


Provide ten Growth Navigator sessions to Aboriginal and Torres Strait Islander businesses each year.

September 2017, 2018, 2019

Partially achieved

EY provided multiple Growth Navigator sessions across each year of this RAP, however we provided fewer than 10 sessions per year.




Report RAP achievements, challenges and learnings to Reconciliation Australia for inclusion in the RAP Impact Measurement Report.

Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually.

September 2017, 2018, 2019

Achieved

The RAP Impact Measurement Questionnaire was submitted to Reconciliation Australia in 2017, 2018 and 2019.


Identify and improve systems to capture data.

September 2017 Achieved

As part of the submission of the RAP Impact Measurement Questionnaire, progress made on each RAP action was tracked by the development of a RAP target tracker. This tracker identified key accountabilities and timeframes committed in the EY RAP, and key stakeholders were engaged to document progress made against each RAP action. As part of this process, each RAP action owner was required to submit evidence to support the progress made on each allocated RAP action item and identify key lessons and potential commitments that could be incorporated into the next RAP.

In addition, EY has used its workplace giving system to track donations provided to Aboriginal and Torres Strait Islander organisations that EY matches.


Measure the impact of RAP activities.


The impact of RAP activities have been captured and disclosed in this RAP progress report. Certain forms of impact of these activities were measured via surveys (e.g. following the delivery of culturally immersive activities and events).

As part of developing this progress report, all RAP action owners were asked to identify key challenges faced in delivering on their respective RAP actions and identify lessons learned and opportunities for improvement.


Investigate participation in the RAP Barometer.

May 2018 Achieved

Participation in the RAP Barometer was examined. However it was determined to not be in alignment with EY internal policies on data privacy and security associated with sharing a survey with internal and external participants. Therefore this was not actioned.

Tracking and reporting




Report RAP achievements, challenges and learnings internally and externally.

Twice yearly provide update on RAP activities in internal email and EY website.

June, December 2017, 2018, 2019

Achieved

Regular updates on reconciliation activities have been communicated via multiple communication channels including CEO updates, Office Managing Partner newsletters, internal daily news articles and Yammer, among others. In addition, a dedicated RAP SharePoint was established to communicate key reconciliation related information for staff.

Report RAP achievements, challenges and learnings internally and externally.

Publish progress report every 18 months.

January 2018 Partially achieved

EY provided annual progress evaluations for Reconciliation Australia and this final progress report, which was developed through extensive stakeholder engagement with key data owners across EY.

Review, refresh and update RAP. Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges and achievements.

January 2019 Not achieved

EY is in discussions with Reconciliation Australia about developing the next RAP. Key stakeholders are currently being consulted to synthesise key learnings, challenges and achievements from this RAP to set the foundations of our next RAP.

Review, refresh and update RAP. Send draft RAP to Reconciliation Australia for formal feedback and endorsement.

September 2019 Not achieved

EY is developing its next RAP and will share the draft RAP with Reconciliation Australia for formal feedback and endorsement.

EY | Assurance | Tax | Transactions | Advisory

About EYEY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation is available via ey.com/privacy. For more information about our organization, please visit ey.com.

© 2020 Ernst & Young, Australia. All Rights Reserved.

APAC No. AU00003794 NZ1014170 ED None

This communication provides general information which is current at the time of production.

The information contained in this communication does not constitute advice and should

not be relied on as such. Professional advice should be sought prior to any action being

taken in reliance on any of the information. Ernst & Young disclaims all responsibility and

liability (including, without limitation, for any direct or indirect or consequential costs, loss

or damage or loss of profits) arising from anything done or omitted to be done by any party

in reliance, whether wholly or partially, on any of the information. Any party that relies

on the information does so at its own risk. Liability limited by a scheme approved under

Professional Standards Legislation.

ey.com

reconciliation action plan progress report...reconciliation action plan progress report ey | 12 in...

Documents