Strong governance, measurement and reporting

During our RAP journey Sodexo has learnt the importance to Aboriginal and Torres Strait Islander peoples of doing what we say. It is the centrepiece of developing greater trust and our demonstration of real Respect. Accordingly, we will strengthen our RAP governance through the introduction of the following governance structure and by applying the full suite of our business tools and disciplines to the delivery of our RAP Elevate.


Our RAP governance structure will be:


Governance structure

Aboriginal and Torres Strait Islander voices

Respected and knowledgeable Aboriginal and Torres Strait Islander Elders, employees and members of  external communities and organisations sit on the RAP Steering Committee.

They will help ensure our plans and actions are aligned to the needs of Aboriginal and Torres Strait Islander peoples and communities.

RAP Program Management

The RAP Program Manager will work as part of our Program Management Office (PMO) and have the full support of PMO team. Our suite of Project tools and disciplines will be applied to deliver of the RAP Project Plan. The responsible RAP Project Manager will work with and have the full support of the RAP Steering Committee and the Executive Team to successfully deliver the RAP.

RAP Steering Committee

Accountable for the delivery of the RAP and to provide leadership across the business and the wider community, the Steering Committee will be the key Governance body. It will comprise the local Sodexo Executive Team and a cross section of Aboriginal and Torres Strait Islander voices. The Program Management will report to and be part of the Steering Committee.

Sodexo management

On a day to day basis, operational management will be required to support, facilitate and manage the realisation of the RAP. They will be educated and developed to enable this outcome. They will also have the full backing of the other bodies that make up the RAP Governance Structure.

Sodexo Executive Team

As with all aspects of our business in Australia, the local Executive Team will own the RAP Elevate and ensure it is fully integrated with our organisational strategy. They will manage changes to the business and RAP, as required, to ensure it remains relevant, aligned and is successfully delivered.


Our key areas of focus are (click 'Learn More' for a list of our future commitments):

Establish the new governance structure

Develop and document briefs and charters, conduct training and set expectations, appoint/reappoint the members of each component of the model and implement the new Governance Structure. Improve the inter-connectivity between the components of the Governance model.

  • Re-enforce the Respect shown to Aboriginal and Torres Strait Islander peoples and their cultures throughout Sodexo’s Australian operations by:

    • Distributing the Welcome to Country and Acknowledgment to Country protocols to all staff;

    • Ensuring that a Welcome to Country is performed at every significant event;

    • Including an Acknowledgment to Country at the commencement of appropriate internal meetings;

    • Senior leaders responding to a Welcome to Country and/or give an Acknowledgment of Country; and

    • Continuing to build and maintain existing relationships with Elders and Traditional Owners across all of our sites.

  • Renew the governing charter for the RAP Steering Committee in light of the increased focus on governance
  • Review the RAP Steering Committee composition and amend as appropriate, including:
    • Appoint / Reappoint an internal RAP Chairman from Sodexo executive/senior management;
    • Increase the membership and voice of Aboriginal and Torres Strait Islander employees and communities/organisations

  • A minimum of 4 new members with community and business expertise appointed to the RAP Steering Committee

  • Educate all members of the new Governance Model on their roles and responsibilities
  • Ensure all non-Indigenous members of the RAP Steering Committee have completed Aboriginal and Torres Strait Islander cultural awareness education
  • Convene the RAP Steering Committee quarterly.

Introduce business disciplines

Introduce PMO support, Project methodology, Steering Committee reviews, appoint a RAP Project Manager and assign clear accountabilities.

  • Review, amend (if required) and distribute new terms of reference for the RAP Steering Committee

  • Assign and manage clear accountabilities for the delivery of the RAP

  • Include the RAP management into the Program Management Office (PMO)

  • Appoint an Aboriginal and Torres Strait Islander RAP Project Manager, providing support and education from the PMO

  • Develop a master schedule for the RAP and apply project management methodology to the delivery of the plan

Increased measurement and reporting

Set KPIs, measure regularly, understand the progress and impact, take corrective action, if required, and report more frequently to stakeholders.

  • Set the RAP KPIs to be measured

  • Measure KPIs monthly

  • Report on RAP KPIs and Project Management Success Indicators monthly to the Executive Team

  • Executive Team to review and address issues & risks, contained in the RAP progress report, as an agenda item in their monthly meetings

  • Report on RAP KPIs and Project Management Success Indicators quarterly to the RAP Steering Committee

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

  • Participate in the biennially RAP Workplace Barometer

  • Identify and develop RAP indicator reports, such as:

    • Aboriginal and Torres Strait Islander employee numbers and distribution by segment; and

    • Employment issues and risks discussions and actions as part of our Senior Review Process

Case study: National Reconciliation Week

Stretch Highlights 2014

These are some of our achievements from 2014