January 2018-December 2020 - Medibank
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January 2018-December 2020
Acknowledgement
Medibank acknowledges Indigenous Australians as Artwork Story
the First Australians, and pays respect to Elders past, The Medibank RAP features an original design by
Marcus Lee, creative director of Marcus Lee Design - a
present and future across all the lands on which we work creative agency certified by Supply Nation. The three
and live. At Medibank we value respect. We understand purple shapes combine to create a figure representing
people and the community. The figure is intertwined
that respect for Aboriginal and Torres Strait Islander within the radiating, colourful forms that express and
peoples’ cultures is tied to our continued growth as represent health and wellbeing. The colours were
chosen to reflect energy in the image whilst also aligning
an organisation. with Medibank’s brand values.
We gratefully acknowledge the guidance and
contributions from all our Aboriginal and Torres Strait
Islander community stakeholders who have supported
the development of this RAP. Your input is greatly valued.
2
Message from Medibank CEO
Medibank’s ongoing support The path to equality in health and I would also like to thank Medibank’s own
wellbeing is through working in true RAP Working Group, whose members
of reconciliation reflects our
partnership with Aboriginal and Torres have been a driving force in implementing
Better Health for Better Lives Strait Islander communities. We have our reconciliation efforts and bringing our
purpose, which extends to learned that lasting contributions are RAP to life. I look forward to working with
all Australians regardless of best led by the communities themselves them over the next three years to make
and we will continue to support this a real contribution to reconciliation and
who they are or where they community-led approach. better health for Indigenous Australians.
come from. It also reflects our
active commitment to diversity, As we transition to the next phase of our
RAP journey we will continue to work
inclusion and long-held respect closely with the Aboriginal Community Craig Drummond
for the Original Custodians of Controlled Health sector. I would like Chief Executive Officer,
our land. to acknowledge the importance of the Medibank
Indigenous voices in guiding our thinking
I welcome the opportunity to set out and decision making. Over the last three
our commitment towards reconciliation years, this guidance has come from our
and equality in health and wellbeing for Aboriginal and Torres Strait Islander
Indigenous Australians. Our 2018-2020 represented RAP Advisory Council and
Reconciliation Action Plan (RAP) – I thank Mark Yettica-Paulson, Kate
Medibank’s fourth since 2012 – sets out Malpass and Dr Ngiare Brown for the
16 additional actions to build on the wisdom they have shared.
progress we have made.
3
Message from Reconciliation Australia CEO
Reconciliation Australia Medibank’s RAP displays its commitment By committing to increase its Aboriginal
to further developing mutually beneficial and Torres Strait Islander workforce to
congratulates Medibank on
relationships with Aboriginal and Torres at least 32 personnel (1%), Medibank
its continued commitment to Strait Islander peoples, organisations is driving reconciliation by fostering an
reconciliation as it implements and communities, through its aim inclusive work environment and creating
its fourth Reconciliation Action to collaborate and partner with the employment opportunities for First
Aboriginal community controlled health Nations peoples.
Plan (RAP). sector on community led and needs
informed priorities. On behalf of Reconciliation Australia,
The implementation of a second Stretch I commend Medibank on its fourth RAP
RAP signifies that Medibank is a leading Medibank takes a tailored approach to and look forward to following its ongoing
advocate for reconciliation, dedicated displaying respect for Aboriginal and reconciliation journey.
to improving the health and wellbeing Torres Strait Islander peoples, histories
of its members and of all Australians. and cultures. This is exemplified by its
This RAP sees Medibank well placed to dedication to develop and implement a
Karen Mundine
make progress across the three pillars of cultural awareness training strategy with
Chief Executive Officer,
reconciliation – relationships, respect and a tailored focus on health service delivery.
Reconciliation Australia
opportunities.
4
Our vision for
reconciliation
We know that the health inequality of our nation’s
First Peoples affects, and is the responsibility of, all
Australians.
We all need to work towards a society where there is
equality in health and wellbeing outcomes between
Indigenous and other Australians. We believe the path
to better health is through working in partnership with
Aboriginal and Torres Strait Islander communities,
through a whole-of-community effort and by fostering
national pride in the enduring value of our First Nations’
cultures. We remain committed to this path.
‘we are all connected and the health
of our Indigenous communities is
integral to the health of the nation.’
Andrew Matthews.
Chief Actuary and RAP Work Group Co-Chair
Young participants in the
Victorian Aboriginal Health
Services’ ‘The Coach’
program learn healthy habits.
5Our business
Medibank is a leading private health insurer, with 40 years of
experience delivering better health to Australians. We look after
the health cover needs of 3.7 million customers through our
Medibank and ahm brands and deliver a wide range of programs
to support health and wellbeing in the community. We also deliver
a range of health services for government and other groups, and
distribute travel, life and pet insurance.
Headquartered in Melbourne, Medibank has corporate offices in Canberra, Brisbane,
Perth, Sydney, St Leonards, and Wollongong. We have more than 80 retail stores
across Australia, with over 20 in regional areas.
We are committed to creating an inclusive culture that acknowledges and embraces
difference in all its forms. With difference comes new thinking and ideas and we
are keen to leverage these benefits to enhance the experiences of our employees,
shareholders, our customers and the community.
Medibank’s people represent both the organisation and the communities they are part
of. Our people are the faces of the business and we are committed to our workforce
reflecting the diversity of Australia and our customers. Medibank has more than 3,200*
employees, with 11 identifying as Aboriginal and Torres Strait Islander. Increasing the
representation of this group is a priority within this RAP.
The Wulinj digging stick
sculpture at Medibank Place.
Designed by local Wurundjeri
artist Mandy Nicholson.
*as at Dec 31, 2017. Photo credit: James Henry.
6Our RAP
Medibank was the first private health insurer in Australia to take a step towards greater
reconciliation in 2012 when we developed and released our first RAP. Since then, work has
continued across the business, with consultation and guidance from Aboriginal and Torres
Strait Islander peoples, communities and organisations. This builds our understanding of,
and supports our meaningful contribution to, the national reconciliation effort.
Our national reach and presence, along It is co-chaired by two senior leaders: Our 2018-2020 RAP builds on and extends
with our Better Health for Better Lives Chief Actuary Andrew Matthews and the actions of the 2014-2016 RAP. We are
purpose, strengthens our sense of General Manager Member Health, proud to report that we have achieved
community connection and responsibility Rebecca Bell, and comprises a cross all but one of the 22 actions from the
towards reconciliation. Aware of the section of employees including three previous plan: a presentation to the
importance of senior leadership in Indigenous employees who self-nominate Medibank Board by an Indigenous Elder
supporting an organisation-wide to be involved. A range of different remains outstanding. The outstanding
approach, Medibank Group Executive business areas are represented including: action was postponed to undertake
- Healthcare & Strategy Dr Andrew further work with the Aboriginal
Wilson was appointed by Medibank CEO −− Healthcare & Strategy Community Controlled Health sector and
Craig Drummond as organisational RAP −− People and Culture realign our RAP agenda to reflect a more
leader in 2017. With more than 25 years of community-driven approach. With this
−− Customer Channels
experience in the health system, Andrew approach now in place, we look forward to
remains a practising clinician and chairs This RAP was developed by the working scheduling this presentation in 2018.
Medibank’s Diversity & Inclusion Council. group with feedback and input from
our internal and external community
Our RAP Working Group is one of seven
stakeholders including Aboriginal
diversity groups that report to the
Community Controlled Health
Diversity & Inclusion Council. The council
Organisations (ACCHOs), education and
was established in 2015 to promote
employment providers, Traditional Owner
engagement and action towards greater
groups and existing community partners.
diversity and inclusion across the
Medibank’s Board receives annual
organisation.
updates on the progress of the RAP.
7Our reconciliation journey March 2015 – Supported Close October 2015 – Strengthened
the Gap Day across Medibank’s relationships in Wadeye, NT by
Key highlights
2015 national retail store network to
raise awareness of the need to
supporting the local health clinic
and community to implement
close the health gap in particular Healthy Skin Week
2014 July 2015 - Provided $100,000
grant funding to ACCHOs to
December 2015 - Launched
Medibank’s Indigenous students’
support identified governance summer internship program
Recap priorities
July 2015 - Attended Garma
June 2014 - Acquired three
artworks for corporate Festival with the Business
headquarters designed by Council of Australia (BCA) and
Dec 2011 - RAP planning local Wurundjeri artist Mandy Reconciliation Australia and
workshop held Nicholson in collaboration became a member of the BCA
with creator Glenn Romanis to Indigenous Task Force
March 2012 - RAP Working Group
acknowledge local Traditional
established
Owners and encourage
2016
April 2012 - First Medibank appreciation of Indigenous
(Reflect) RAP released cultures among our people and
visitors
May 2012 - Medibank leaders’ first
visit to Wadeye, NT as part of a July 2014 - Third RAP (Stretch)
and Indigenous Employment March 2016 - Embedded our
2017
senior leadership program
Strategy released first Indigenous supplier in the
Dec 2012 - Welcome to Country & business on an ongoing basis –
Acknowledgement of Traditional July 2014 - Provided $100,000 and went on to exceed the annual March 2017 - Began exploration
Owners protocols introduced grant funding to Indigenous expenditure financial year target of a health planning tri-
grassroots projects aligned with by 10% partnership with the Wadeye
May 2013 - Medibank first supports Medibank’s Growing Healthy Kids community and the Menzies
nine ACCHO programs community investment strategy July 2016 - Provided another School of Health Research
$100,000 grant funding to
June 2013 - Second RAP released Aug 2014 - Medibank leaders’ Indigenous grassroots projects July 2017 – 15 senior leaders
second visit to Wadeye, NT as aligned with Medibank’s Growing visited Wadeye, NT as part of the
July 2013 - Joined Aboriginal and part of a senior leader program senior leadership program with
Healthy Kids community
Torres Strait Islander peoples’ with partner Red Dust partner Red Dust
investment strategy
supplier register, Supply Nation
July 2016 - Released RAP Report
December 2013 - Acknowledgement
detailing all completed actions
of Traditional Owners statements
placed in 100+ customer outlets
8Key learnings, achievements
and challenges
Learnings Achievements Challenges
Meaningful outcomes require a Embedding RAP values in the Internship program helps bring our Getting it right can take time
community-led approach organisation is an iterative process reconciliation commitment to life Medibank’s reconciliation focus has,
“We’ve learned that trust and “The response from our people guides “The two-way success of this from the start, been on taking steps
engagement are integral to successful the way we embed our RAP into the program is a highly visible way to address health inequities. After
outcomes”. organisation”. that Medibank is embracing its working to implement our RAPs over
commitment to reconciliation within the last five years we have a stronger
Andrew Matthews – RAP Working Group We’ve aimed to provide opportunities understanding of the issues and are
Co-Chair and Chief Actuary
for people to connect with the program the organisation”.
more aware of how big the challenge is.
and with Aboriginal and Torres Strait Katelyn Reddin – General Manager
Through our RAP journey we have gained
Recruitment and Engagement “We must keep working hard to
greater understanding of the importance Islander cultures, and are learning that
of working together with Aboriginal and different parts of our business require The contribution of talented, engaged
identify the best way that we can
Torres Strait Islander communities and different approaches” students in various aspects of the keep moving forward, foster positive
organisations we believe are best-placed Kylie Bishop - Group Executive People and business creates benefits for the relationships and identify where we
to provide culturally tailored services and Culture, and BCA Indigenous Taskforce member students and enriches the organisation can make the best contribution.”
outcomes for better health. and its people who participate directly Rebecca Bell – RAP Working Group Co-Chair
Connecting our significant work from in our RAP journey. and General Manager Member Health
In planning community investment home cohort with the program in
strategies for the future, our commitment meaningful ways has been a challenge We enjoy the energy and skills the
is to take the time to listen, understand but we’ve taken advantage of technology students bring to our business.
and work alongside Aboriginal Community to provide things such as NAIDOC Week
Controlled Health Organisations and other celebration kits delivered to inboxes and
community-led organisations to maximise a virtual exhibition of our Wurundjeri
their impact and support them in the great sculptures shared widely as an online
work they do. short film.
By testing, trying and listening to feedback
from our people and hearing what they
want to know, we have been able to achieve
broader engagement on key actions as we
saw in the support of retail staff for
Close the Gap Day.
9January 2018-December 2020
10Relationships Action
1. RAP Working Group
Deliverable
RWG meets every second month to monitor and report on RAP
Accountability
RWG Co-Chairs
Timeline
Jan, Mar, May,
(RWG) continues to drive progress Jul, Sep, Nov
achievement of, track 2018-2020
Medibank recognises that progress and report on RAP
our vision for reconciliation actions Ensure Aboriginal and Torres Strait Islander peoples are RWG Co-Chairs Jan
represented on the RWG 2018-2020
and closing the gap in health
outcomes between Indigenous Appoint and maintain a senior executive as internal RAP Champion Chief Executive Officer Jul
2018-2020
and other Australians
is inextricably linked to Establish Terms of Reference to guide the RWG RWG Co-Chairs Jul 2018
fostering positive and trusting Develop and distribute an expression of interest to join the RWG to RWG Comms Lead Jul 2018
Aboriginal Community Controlled Health Organisations (ACCHOs)
relationships with Aboriginal
and Torres Strait Islander Recruit and retain at least one Aboriginal and/or Torres Strait RWG Co-Chairs Jul 2018
Islander member to the RWG
individuals, communities and
organisations. Report to the Medibank Diversity & Inclusion Council every second Indigenous Programs Jul, Oct, Jan,
month on RAP progress (including learnings and challenges), Lead Apr, Jul, Oct
quarterly updates to the Executive Leadership Team and Indigenous 2018-2020
We have learned to value the Health Advisory Group
time it takes to deepen these
Business Unit RAP Action Leads’ responsibilities reviewed quarterly Business Unit Leads: Jan, Apr Jul,
relationships. We are committed and included as part of performance conversations Oct 2018-2020
Procurement,
to continually developing a Recruitment,
shared understanding of the Indigenous Programs,
Communications &
health issues facing local Marketing
communities, to assist in
2. Maintain an Indigenous- Establish and maintain a two-way sharing and learning relationship Chief Executive Officer Dec 2018
identifying the supportive roles represented health advisory with peak Aboriginal and Torres Strait Islander health body(ies) to
Medibank can play in the health relationship with peak guide our RAP and Indigenous health equality work, and identify
Aboriginal and Torres Strait ways to support the Indigenous health sector
sphere that will contribute Islander health body(ies)
towards greater reconciliation. Meet yearly with CEOs of Aboriginal and Torres Strait Islander peak Chief Executive Officer Sep
health bodies to set annual priorities 2018-2020
11Relationships continued Action Deliverable Accountability Timeline
3. Celebrate National Host an annual event in each major office location (six) to RWG Events Lead May
Reconciliation Week (NRW) celebrate NRW 2018-2020
Promote NRW through at least 80% of our retail network each year Divisional General May
with posters and messaging Manager, Customer 2018-2020
Channels
Ensure at least one event annually is delivered in partnership with an RWG Events Lead May
Aboriginal and / or Torres Strait Islander community leader or group 2018-2020
Register all NRW events via Reconciliation Australia’s website RWG Communication May
Lead 2018-2020
Ensure our RWG participates in one external NRW event each year RWG Co-Chairs May
2018-2020
Promote and encourage employees to participate in external NRW RWG Communication Apr
events via internal communication channels including social media Lead 2018-2020
and intranet
4. Maintain and leverage Identify and engage with our relevant Aboriginal and Torres Strait Indigenous Programs Dec 2018
mutually beneficial Islander stakeholders Lead
relationships with Aboriginal
and Torres Strait Islander Connect with local Aboriginal and Torres Strait Islander communities Indigenous Programs Dec 2018
peoples, communities and at each office location (six) to build mutual understanding and guide Lead
organisations to support our reconciliation work
positive outcomes
Together with Aboriginal and / or Torres Strait Islander stakeholders, Indigenous Programs Dec 2018
develop and implement a set of guiding principles and a plan for Lead
engagement with Aboriginal and Torres Strait Islander peoples
and organisations
Establish at least five formal partnerships to build capacity in Indigenous Programs Dec 2018
Aboriginal and Torres Strait Islander organisations and communities Lead
and share two-way learnings
12Relationships continued Action Deliverable Accountability Timeline
5. Partner with health Establish a co-created health project in partnership with an Group Executive - Jun 2018
focused Aboriginal and Aboriginal and/or Torres Strait Islander community or organisation People & Culture
Torres Strait Islander to address community-identified health priorities
organisations and
communities to support Identify and maintain relationships with Aboriginal Community RWG Health Networks Jun 2018
and address community- Controlled Health Organisations (ACCHOs) to support positive Lead
identified health priorities community health outcomes e.g. secondments, private health
related support
6. Raise internal and Promote the Indigenous health equality agenda and Close the Gap Divisional General Mar
external awareness Day annually to our employees and at least 80% of our national retail Manager, Customer 2018-2020
of our RAP and health store network (84 stores) Channels
equality agenda to
promote reconciliation and Showcase at least two stories per year profiling success Head of Content and Jun
engagement across our stories from the community-led health sector and Aboriginal Social 2018-2020
business and the sector and Torres Strait Islander health knowledge. Promote via our
customer communication channels including the online member
communications platform
Implement and review a strategy to communicate our RAP to internal Indigenous Programs Mar 2018,
and external stakeholders and promote reconciliation through Lead 2019
ongoing active engagement
Engage our senior leaders in the delivery of RAP outcomes Executive RAP Mar
Champion 2018-2020
Develop a toolkit to engage our retail staff in reconciliation initiatives Indigenous Programs Jun 2019
Lead
Encourage three corporate stakeholders to develop a RAP each year Indigenous Programs Dec
Lead 2018-2020
7. Leadership in the Continue to lead the Health RAP Industry Network Group (RING) Indigenous Programs Feb, Jun, Sep,
Indigenous health equality which will meet at least four times yearly to share learnings and Lead Dec 2018-2020
agenda through reconciliation collaborate to increase momentum towards Closing the Gap
Identify at least two organisations within our provider networks RWG Health Networks Dec 2019
or supply chain to support in their RAP journeys through sharing Lead
learnings, discussing relevant health priorities including racism and
its impact on health, and cultural awareness in a health setting
Identify and include Aboriginal and Torres Strait Islander charities Head of CSR & Mar 2018
and include them in our workplace giving and volunteering Wellbeing
campaigns
13Case study
Relationships
Medibank senior leaders visit Wadeye, NT in August 2017.
Supporting community-led Against a backdrop of limited progress The process is deliberately measured Our commitment to this new way of
outcomes in Wadeye, NT being reported in the Australian and requires listening and patience by working means the process of
Government’s annual Closing the Gap all parties. It respects the value of the learning and committing to a genuine
Medibank’s engagement in Wadeye, NT
Report, we knew that new thinking was knowledge the community brings to the co-designed approach is as valuable
first began in 2011 as part of our senior
required. So, in a significant step change in table and concentrates on getting things
leadership program. Back then, the as specific outcomes.
our approach, we deliberately moved away right. We know that taking the time to build
focus was on learning about adaptive
from traditional, project-based support strong relationships with community and
leadership through the lens of an
towards the principles of co-design and stakeholders now, will get us all closer to
Indigenous community and the complexity
co-creation with the intention of putting the sustainable reconciliation outcomes in the
of health issues being faced alongside our
community at the heart of decision making longer term.
community partner, Red Dust.
from the earliest stage of defining the
problem to be solved. Our commitment to this new way of
Over the last six years we have deepened
working means the process of learning
our involvement. Needs-informed grants
Taking into account the social determinants and committing to a genuine
and resources, and hands on the ground
of health such as housing, infrastructure, co-designed approach is as valuable as
to assist community-led health initiatives
education and employment, the shared goal specific outcomes.
evolved in 2015. This included engagement
of this collaborative approach is to test how
with the local community and the Menzies
co-design might support an orientation
School of Health Research.
of services towards priorities set by the
community.
14Action Deliverable Accountability Timeline
8. Increase knowledge and Develop, deliver and review a strategy to build cultural awareness GM Talent, Capability Jan 2018,
Respect
understanding of Aboriginal and address the learning needs of all employees through online, & Change Jun 2019
and Torres Strait Islander face-to-face and immersive experiences, incorporating learning
cultures, histories and requirements specific to health service delivery wherever relevant
achievements
All senior leaders will participate in at least one cultural awareness Executive RAP Dec 2018
Diversity and inclusion are and learning activity Champion
values that are strongly 5% (160) of employees to complete face-to-face cultural learning GM Talent, Capability Jun 2019
supported within Medibank’s activity in addition to 25% (800) online (total 30% of employees) & Change
organisational culture. 10% (320) of employees to complete face-to-face cultural learning GM Talent, Capability Dec 2020
This includes a deep respect activity in addition to 50% (1600) online (total 60% of employees) & Change
for the Traditional Custodians At least 30 employees undertake cultural immersion learning GM Talent, Capability Jun 2020
activities & Change
of the lands on which we
live and work. Increasing 9. Demonstrate and foster Communicate a cultural protocol document internally, through Head of Internal Apr 2018
respect of Aboriginal and employee intranet for distribution at events, for Welcome to Country Communications
awareness among our people, Torres Strait Islander and Acknowledgement of Traditional Owners, and cultural protocols
customers and the businesses peoples and communities by relevant to state and/or territory and specific local communities
further embedding cultural
we interact with of the histories, protocols into the way we Invite a local Traditional Owner to share a Welcome to Country at Head of Internal Jun
significance and cultures of operate the beginning of at least one important event at each major office Communications 2018-2020
(six) location annually such as the senior leader forum or employee
Aboriginal and Torres Strait awards ceremony
Islander peoples is an integral
Encourage and train employees to include an Acknowledgement of Head of Internal Dec 2018
part of our reconciliation Country at the commencement of significant internal meetings and Communications
journey. external events
Maintain and review an up to date protocol and list of key contacts for RWG Comms Lead Dec
We aim to encourage our people organising Welcome to Country covering our national network 2018-2020
and customers to connect with
Continue to display an Acknowledgement of Traditional Owners Head of Group Jun 2020
and develop their own sense of plaque in our office buildings and throughout our national retail Property
value and respect for Aboriginal network
and Torres Strait Islander Incorporate Acknowledgement of Country into Medibank email Head of Internal Jun 2018
peoples and cultures. signature options Communications
10. Celebrate NAIDOC Week Promote NAIDOC Week to all employees including information Head of Internal Jun
and provide opportunities on Aboriginal and Torres Strait Islander histories, cultures and Communications 2018-2020
for Aboriginal and Torres achievements and encourage all staff to participate in local NAIDOC
Strait Islander employees Week event
to engage with culture and
community during NAIDOC Communicate opportunities and leave allowances for all Aboriginal Head of Internal Jun
Week and Torres Strait Islander employees to participate in local NAIDOC Communications 2018-2020
Week events
Hold two internal or public NAIDOC Week events in partnership RWG Event Leads Jul
with Aboriginal and Torres Strait Islander peoples, communities or 2018-2020
organisations annually
15Case study
Respect
Founder Jamie Thomas teaches Medibank employees the traditional Indigenous wellness modality, Wayapa Wurrk.
Photo credit: James Henry.
Artworks highlight cultural diversity The prominent display of Aboriginal Nicholson, who is a member of the local The works were chosen for their tactile
and respect for the past artworks at the main entrance of our Wurundjeri-Willam clan, and creator, nature and utilitarian appeal. Not only are
corporate headquarters in Melbourne is Glenn Romanis. they aesthetically beautiful, their reference
Encouraging cultural recognition among
both a sign of respect and a reminder of to traditional tools and toys make them
Medibank’s people and customers for the The works are both evocative of culture and
Medibank’s commitment to reconciliation. highly accessible, prompting discussion,
Traditional Custodians of the land they live functional in design. Our people and visitors wonder and understanding.
and work upon is an important priority in The decision to commission the three can meet at and enjoy the sculptures in
our RAP. Aboriginal sculptural art pieces occurred the shared outdoor space. At the same A sense of commonality is suggested
during early planning discussions for our time, they might contemplate the historical that speaks about the enduring needs of
We acknowledge key Indigenous calendar
head office relocation in 2013, with a clear significance of those who have come families and communities. Today, as then,
events, express respect for Traditional
intent that the building would pay respect to before us, consider what can be learned human needs remain the same and health
Owners and build strong policies to guide
local Traditional Owners and celebrate the from them, and commit to striving for and wellbeing remains a priority for all
diversity and inclusion in Medibank’s
value of Indigenous cultures. reconciliation. communities. In this way these artworks
employment and commercial procurement.
are symbolic of our Better Health for
Our people are our ambassadors and lead The three works, an axe (Garrginj), a Better Lives purpose, which in turn guides
by example to reach out to customers digging stick (Wulunj) and a children’s toy our RAP.
and stakeholders to promote greater known as a Wit Wit were created through
recognition and awareness of reconciliation a collaboration between designer Mandy
messages and events.
16Opportunities Action
11. Increase Aboriginal
Deliverable
Review, update and implement our Aboriginal and Torres Strait
Accountability
GM Talent, Capability
Timeline
Mar 2018,
and Torres Strait Islander Islander employment strategy encompassing retention and & Change Mar 2019
recruitment, retention and professional development in consultation with Aboriginal and Torres
In recognising the role the career progression Strait Islander employees and other stakeholders
social determinants of health
Increase the number of Aboriginal and Torres Strait Islander GM Talent, Capability Jun 2020
play in addressing health employees to at least 32 personnel (1%) & Change
equality, Medibank actively
Establish a networking group for employees who identify as GM Talent, Capability Jun 2018
creates opportunities to Aboriginal and Torres Strait Islander to share experiences and & Change
support Aboriginal and provide feedback on the employment and retention strategy
Torres Strait Islander peoples Maintain a formal relationship with at least one organisation that GM Recruitment & Jul
throughout its business, and supports education of Aboriginal and Torres Strait Islander students Engagement 2018-2020
beyond. Opportunities across Include a statement and RAP information on Medibank’s careers GM Recruitment & Mar 2018
education, employment website and advertise positions via community networks to Engagement
encourage Aboriginal and Torres Strait Islander applicants
and positive relationships
12. Embed supplier diversity Maintain Supply Nation membership GM Property & Jan
with Aboriginal and Torres principles in organisation- Procurement 2018-2020
Strait Islander suppliers will wide procurement policies
and procedures Design and implement an Aboriginal and Torres Strait Islander GM Property & Mar 2018
contribute to reconciliation procurement strategy (reviewed and updated annually) Procurement
and greater equity in health
Increase target spend with Aboriginal and Torres Strait Islander GM Property & Jun
outcomes by supporting businesses by 25% annually over three years on 2017 target of $25k Procurement 2018-2020
economic participation and ($31.5k, $38.8k, $48.5k approx.)
empowerment. Train all relevant employees in contracting Aboriginal and Torres GM Property & Dec 2018
Strait Islander businesses through Supply Nation Procurement
Provide procurement mentoring to at least one Aboriginal and/or GM Property & Jun
Torres Strait Islander business annually Procurement 2018-2020
Establish and maintain at least two commercial relationships with GM Property & Dec 2018
Aboriginal and/or Torres Strait Islander businesses Procurement
13. Provide study Recruit at least two Aboriginal and Torres Strait Islander interns GM Recruitment & Dec
scholarships / educational per year Engagement 2018-2020
opportunities for Aboriginal
and Torres Strait Islander Provide at least two two-way learning opportunities for ACCHO RWG Health Networks Dec 2019
students and professionals in sector health professionals and Medibank Health Services teams to Lead
the health sector connect and share learnings through secondments or site visits
17Case study “I grew up in a small community
impacted by ongoing health issues.
It’s something I have always been
Opportunities concerned about and felt that
something needed to be done.
I’m hoping to one day work with an
organisation that addresses health
issues throughout Indigenous
communities. Working on the
NSW and ACT Aboriginal Health
Engagement Strategy was a great
example of this and aligns well with
my post-study goals.”
Nakita Kirby, Medibank intern since 2015
Student interns from the 2017-18 internship program. Clockwise from left: Sharni Wearne, Indigenous programs
lead, John Baxter, Jazleen De Busch, Ardu Cubillo and Nakita Kirby.
Indigenous internship program The program has proved an enriching Both Nakita and Jazleen have said how “A s a result of the experience, our
experience for both the students who have greatly they have benefited from the people are really energised to
One of the key actions under Medibank’s
participated, and our business. organisation’s national presence and continue the internship program,
last RAP was the introduction of an
the diverse range of business units that and to create pathways for a career
Indigenous Employment Strategy. This Two students, Nakita Kirby and Jazleen make up the business. Their placements
strategy provides guidance and sets targets De Busch, commenced their internships at Medibank.”
have enabled them to work in a variety
for an organisation-wide approach to the in the summer of 2015, keen to find out of different parts of the organisation Rita Marigliani – Head of Corporate Social
recruitment and retention of Aboriginal what working in a leading national health ranging from the CareComplete program Responsibility and Wellbeing
and Torres Strait Islander peoples. It also organisation was like. Both are studying at in Brisbane, People and Culture in Sydney,
includes a commitment to boosting career university and returned again to Medibank Mental Health Services, and contributing to
pathways for Indigenous university students in summer 2016 to further their hands-on Medibank’s new NSW and ACT Aboriginal
via a dedicated internship program. learning. They were joined by Taylah Cubillo Health Engagement Strategy.
in 2017 and John Baxter and Ardu Cubillo
The initiative was developed by working
in 2018. Many of the students had received
with recognised not-for-profit service
scholarship support via Yalari during their
provider, CareerTrackers and Medibank’s
secondary education, making it particularly
community partner Yalari, who both helped
pleasing for the organisation to support
recruit suitably qualified students.
their continuing educational journey at
university.
18Tracking Action
14. Report RAP
Deliverable
Upload a biannual RAP progress update on the Medibank website
Accountability
Corporate
Timeline
Jun, Dec
progress and
achievements, challenges and internal company communication platform Communications 2018-2020
and learnings to internal and Manager and
external stakeholders Head of Internal
reporting
Communications
Provide a biannual progress report to key stakeholders including Indigenous Programs Jun and Dec
employees, executive team, Board members and Advisory Council Lead 2018-2020
Medibank knows it is important Issue the public progress report every 18 months on the Corporate Dec 2018
Medibank website Communications
to continually measure and Manager and
report on our progress. Indigenous Programs
This ensures we remain Manager
accountable and continually 15. Report RAP RWG to collect and submit data for the RAP Impact Measurement RAP Work Group July
achievements, challenges Questionnaire to Reconciliation Australia annually in September Chairs 2018-2020
improve our performance and learnings to
in order to further our Reconciliation Australia RWG to seek internal approval to submit the RAP Impact RAP Work Group Aug
Measurement questionnaire to Reconciliation Australia Chairs 2018-2020
reconciliation agenda both
internally and with our Participate in the biennial RAP Barometer Indigenous Programs May 2018,
Lead 2020
customers and stakeholders.
Measure the impact of priority RAP activities as part of the Medibank Head of Corporate Sep
annual London Benchmarking Group social impact measurement Social Responsibility & 2018-2020
report Wellbeing
16. Review, refresh and Liaise with Reconciliation Australia to develop a new RAP based on Indigenous Programs Oct 2019
update RAP based on learnings, challenges and achievements Lead
learnings, challenges and
achievements Send draft RAP to Reconciliation Australia for feedback Indigenous Programs Jan 2020
Lead
Contact details
Name: Sharni Wearne
Position: Corporate Social Responsibility and Indigenous Programs Lead
Phone: +61 3 8622 5879
Email: Community.Wellbeing@Medibank.com.au
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