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Indigenous engagement

our commitment

Ertech is committed to genuine Indigenous engagement in all regions in which we undertake work. We recognise and value the traditional owners of the land and respect their unique social and cultural links to it.

We have a long history of working collaboratively with local Indigenous people, organisations and communities in many locations across Australia. We are a leader in the training and development of Indigenous people and have previously been awarded the “Indigenous Trainer of the Year Award” by the Civil Contractors Federation of WA and the “Employer Partnership Award” by Polytechnic West.

Our track record of establishing mutually beneficial relationships on rural and remote projects have led to improved opportunities and engagement of Indigenous people and businesses. Our proactive approach has always been customised to suit the specific location, project and situation to develop meaningful and sustainable initiatives.

engagement strategy

Indigenous Engagement

training

Ertech offers all employees up-skilling opportunities during their employment and has identified mandatory training requirements by role for all personnel. Individual training plans are developed based on individual needs and career aspirations in conjunction with project and business requirements.

Ertech continues to offer traineeships via the Motivation Foundation’s Civil and Mining Academy (formerly Ertech Construction Academy). This training institution offers young people a pathway into the civil construction industry. More information can be found on the Motivation foundation website.

employment

Ertech actively seeks to source Indigenous candidates to fill vacant roles in the business. We have strong relationships with local Indigenous communities and labour hire companies to attract suitable candidates.

Indigenous candidates follow the same recruitment process as the wider workforce. Candidates also meet with the Indigenous Engagement Officer or Project Manager to discuss any potential personal circumstances or logistical challenges that may need to be considered.

procurement

We ensure local Indigenous businesses have full, fair and reasonable access to subcontracting opportunities by taking a proactive approach to assist their involvement. We identify these businesses through existing supplier listings, local business networks, word of mouth, community leaders, Aboriginal Corporations and previous successful relationships.

We determine each business’ capability to meet supply requirements in line with the scope of work and match the business with a clearly defined project supply opportunity.

community

We understand that successful community engagement is built on relationships, honesty and support. Ertech has a long history of community engagement ranging from seminars, contributing to community facilities, donations of equipment and tours for local schools and groups.

When establishing ourselves in or near a community for one of our projects, we aim to be responsible and build and maintain mutually beneficial relationships with all stakeholders.

our experience

Ertech has a long history of Indigenous Engagement across our projects. We have consistently achieved over 18% of personnel hours from Indigenous employees on our projects in the past ten years.

Read more about individual case studies below.

lakeside kununurra

Project: Lakeside Stage 5, Kununurra WA (LandCorp)

Ertech engaged a local Aboriginal contractor to perform landscaping work worth approximately $350,000 as part of this project. The contractor’s previous year’s turnover was approximately $350,000, demonstrating that this engagement by Ertech provided the contractor with a significant opportunity to grow their capacity.

Ertech worked closely with the contractor to identify and manage any skills gaps within their organisation and provided formal training and coaching to key staff on developing health and safety and quality systems.

This training and coaching also extended to business support (the provision of a site clerk to the contractor one day per week), employees were also provided one-on-one skills training in plant operations.

This successful subcontract provided the step-change opportunity for them to grow in capability and maturity and importantly, showed other prospective clients in the East Kimberley their enhanced capability.

broome aboriginal participation plan

Project: Broome North, Broome (LandCorp)

Ertech worked with an Aboriginal corporation and Kimberley TAFE (now North Regional TAFE) to deliver a training structure specifically tailored to Indigenous people within the region.

The LandCorp Broome North Development was undertaken in an area traditionally owned by the Yawuru people. Ertech worked with the Aboriginal corporation and the Yawuru people to identify and source Indigenous participants for the training initiative.

Ertech successfully established and maintained a campus of our successful “Ertech Construction Academy” (now Motivation Foundation Civil & Mining Academy) in Broome for three years, providing a clear pathway for Aboriginal people to assist in developing their skills and experience in undertaking civil construction activities.

The programs delivered at the Academy generally included an intake of 10 people across a range of ages, experience and background and consisted of a formal traineeship delivered by North Regional TAFE with a mix of theory and practical activities. An average of 90% of people had continued employment following completion of the program.

Gap Ridge Indigenous Engagement

Project: Gap Ridge Village Decommissioning, Karratha (Woodside)

Ertech were engaged by Woodside to decommission and rehabilitate the Gap Ridge Village camp site in Karratha. As part of this contract, there was a requirement to achieve at least 20% of personnel hours to be worked by an Indigenous person and 20% of the total dollar value of works were to be undertaken by Indigenous Contracting Companies.

Ertech engaged numerous Indigenous subcontractors and achieved 32% of the total value of the project being performed by Indigenous subcontractors.

The target of 20% of personnel hours was surpassed with the project achieving 37% of all hours performed by Indigenous personnel.

As part of this project, 10% of personnel hours had to be allocated to on-the-job training of Indigenous personnel. This was achieved at a rate of 23% for the project.

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