While we are proud of the progress made through our previous Reconciliation Action Plans, we also encountered several challenges that have shaped our current and future approach. The aftermath of COVID brought large organisational changes and disruptions. While this posed challenges, it also presented an opportunity to reset and realign our RAP goals with the evolving values and priorities of our business. Starting afresh allowed us to reflect on our purpose and reimagine our reconciliation journey with renewed clarity and intent.
One of the initial hurdles was assembling a team with the right mix of passion, experience, and alignment with C&W’s organisational values. This process took time, particularly as many involved were engaging in the RAP process for the first time. To address this, we established 2 x working groups: • A Steering Committee with senior executives to provide strategic oversight and leadership. • A Working Group responsible for driving initiatives and reporting progress to the Steering Committee and RAP Project Officer. • This structure has proven effective in fostering accountability, collaboration, and clear communication across all levels of the organisation. Another challenge was ensuring broad awareness and engagement across the business. We tackled this by embedding reconciliation into our organisational culture through cultural competency training, internal communications, and active participation in events such as National Reconciliation Week and NAIDOC Week. These efforts have helped normalise reconciliation as a shared responsibility for all AU staff. From these experiences, we’ve learned the importance of: • Consistent and meaningful engagement with First Peoples of Australia communities and stakeholders. • Clear governance and accountability to maintain momentum. • Ongoing education and cultural learning to build confidence and understanding across the business. • As we move forward with our new RAP, we are building on this foundation by: • Retaining key members from previous RAP to ensure continuity and use their experience and knowledge. • Strengthening our partnerships with First Nations businesses and organisations. Focusing on measurable, long-term impacts that align with both community needs and our business objectives.
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CUSHMAN & WAKEFIELD | RECONCILIATION ACTION PLAN 2025
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