Becoming Employer of Choice

Focus: a culturally sensitive workplace that provides genuine opportunity for participation, long term career success and personal growth

Sodexo will move from successfully employing, developing and retaining Aboriginal and Torres Strait Islander peoples to becoming their employer of choice. We are proud of our achievements to date and acknowledge the contribution of our current and past Aboriginal and Torres Strait Islander employees.

We will work with and seek the guidance of Elders, community leaders, organisations, local communities and employees to continue the development of a workplace and work practices that are inclusive, sensitive to and embrace the diversity of Aboriginal and Torres Strait Islander cultures. In addition, we will provide enabling initiatives across the employee lifecycle that will promote and deliver increased participation and long term growth.

In working towards becoming the employer of choice we will focus on the following (click 'Learn More' for a list of our future commitments):

Employment pathways

Sponsor and enhance workplace readiness, acquisition of advanced skills and access to managerial training and roles for Aboriginal and Torres Strait Islander employees.

  • Expand and improve our relationships and use of Aboriginal and Torres Strait Islander employment services providers to gain greater access to candidates, in particular, from local communities.

  • Maintain an active partnership with GenerationOne and explore ways to support the recommendations of the Creating Parity report.

  • Develop and implement at least one VTEC Hospitality program per year

  • Convene our Second Chance Review Panel a minimum of twelve times per year to support candidates potentially restricted by the disadvantages of health and physical concerns and/or association with justice system. 

  • Through enhanced relationships with organisations such as Mission Australia and National Centre of Indigenous Excellence (NCIE) build our Aboriginal and Torres Strait Islander workforce in Melbourne and Sydney.

  • Maintain and strengthen our relationship and support of MEEDAC Geoff Wedlock Innovation Park

Direct employment

Secure current levels of employment of Aboriginal and Torres Strait Islander employees and increase employment across all segments and levels of our business, including semiskilled, technical, trades, and management.

  • Maintain an Aboriginal and Torres Strait Islander employee representation of no less than 10% across Sodexo’s Energy & Resources business

  • In our Energy & Resources Business, achieve the following Aboriginal and Torres Strait Islander employment representation: 

    • 15% 

    • 20%

  • In our other business segments, achieve the following Aboriginal and Torres Strait Islander employment representation: 

    • 4% 

    • 8%

  • Aboriginal and Torres Strait Islander candidates given first preference for all entry level positions.

  • Identify and employ nine local Aboriginal employees (direct, trainees and apprentices) via Sodexo’s relationship with MEEDAC

  • Continue existing enablement pathways, such as Second Chance Review Panels

Development pathways

Utilise the formal and structured development opportunities through access to apprenticeships and traineeships. Invest in inhouse and external education designed to mitigate existing disadvantages and provide career path opportunities that offer preparation and actual management and specialist skills growth.

  • Double the number of Aboriginal and Torres Strait Islander apprentices employed across our business. (currently 5)

  • Double the number of Aboriginal and Torres Strait Islander employees participating in traineeships across our business. (currently 15)

  • Develop and conduct annual survey of career goals and preferred development opportunities for Aboriginal and Torres Strait Islander employees and create development plans

  • Identify two Aboriginal and Torres Strait Islander emerging leaders, per year, for development into supervisor/manager positions

  • Establish and maintain a register of Aboriginal and Torres Strait Islander employees and track their training and development activities

Mentoring and support

Invest in greater access to skills, leadership and Aboriginal and Torres Strait Islander workplace community mentoring and support.

  • Develop and conduct annual survey of workplace wellbeing of Aboriginal and Torres Strait Islander employees

  • Introduce all Aboriginal and Torres Strait Islander employees to the ‘My Mob’ mentoring and support program and encourage their participation

  • Conduct 4 “My Mob” events to encourage Aboriginal and Torres Strait Islander employees to come together in a safe environment to share experiences and receive mentoring and support

  • Develop a Resilience program specifically focused on Aboriginal and Torres Strait Islander employees and apprentices in our workplace

  • Expand Aboriginal and Torres Strait Islander mentoring network

Engagement and retention

Increase cultural awareness and understanding of non-Indigenous employees, strengthen the workplace community of Aboriginal and Torres Strait Islander peoples and leverage their inclusiveness to allow non-Indigenous employees to experience the diversity of Aboriginal and Torres Strait cultures. Provide genuine access to career and personal growth in a manner that is focused on and sensitive to culture and individual needs.

  • Aboriginal and Torres Strait Islander employees given preference when demobilising or reducing man-days

  • Develop an Indigenous Employee Handbook, a tool for non-Indigenous employees to enhance their understanding and abilities to work effectively with Aboriginal and Torres Strait Islander employees, providing a better support service, to improve retention of the workforce

  • Share Indigenous Employee Handbook with Aboriginal and Torres Strait Islander employees and use the content to develop and deliver further cultural awareness amongst non-indigenous employees

  • Maintain nine Geoff Wedlock Innovation Park (GWIP) local Aboriginal employees (direct employees, trainees and apprentices) transitioned to Sodexo in 2015-2016

  • Create and implement a senior review process for all disciplinary conversations with and terminations of Aboriginal and Torres Strait Islander employees to fully understand the context and reasons, address any immediate actions required and develop preventative initiatives

  • Continue conducting exit Interviews with all Aboriginal and Torres Strait Islander employees to help understand reasons for leaving Sodexo and how we can improve our working environment

  • Develop and implement initiatives to address retention issues raised by and improve the retention of Aboriginal and Torres Strait Islander employees