9.Attachment 4A Indigenous Strategy Working Group Full Release.pdf

4A – Indigenous Strategy Working Group
Appendix A
INDIGENOUS STRATEGY WORKING GROUP REPORT TO COUNCIL
BACKGROUND
The ANU envisions itself as a vibrant hub of learning that embraces and celebrates diversity, a
place  where  communities  come  together  to  pursue  their  disciplines  within  a  cultural y  rich
environment for education and research. As a national institution, we are dedicated to cultivating a
strong  sense  of  community  while  deepening  our  understanding  of  our  shared  identity.  We
recognise  the  importance  of  strengthening  our  engagement  with  Aboriginal  and  Torres  Strait
Islander peoples and communities, and are committed to doing more to build meaningful, respectful
partnerships.
We are dedicated to embedding reconciliation in all aspects of our operations and decision-making
processes. Since the launch of the ANU Innovate Reconciliation Action Plan (RAP) 2024–26 last
year, the university has actively engaged in a range of activities to advance these commitments.
This report outlines the progress and developments made in support of the Plan.
•
2024 Reconciliation Australia RAP Impact review: This annual activity is a key reporting
requirement  for  members  of  the  RAP  network  and  is  administered  online each  July.  It
captures data on the ANU’s reconciliation activities undertaken in the previous financial
year and serves as a vital tool for measuring the university’s progress and performance
against core RAP commitments. It ensures accountability in tracking and reporting the
University’s ongoing efforts toward reconciliation. (refer to attachment a for the 2024 end
of year report)
•
Between  July  and  September  2024,  the  ANU  participated  in  the  biannual  Workplace
Reconciliation  Action  Plan  Barometer  (WRB)  survey.  Participation  was  voluntary,  with
approximately 5.6% of staff completing the survey, a decline from the 13% response rate
in 2022. The survey explored four key themes: Relationship and Empowerment, Respect
and Cultural Understanding, Opportunities, and Governance.
The 2024 results revealed both strengths and areas for improvement in the university’s efforts to
advance reconciliation and support First Nations leadership. Staff who participated in multiple RAP
initiatives  reported  higher  levels  of  workplace  satisfaction  and  retention.  Respondents  also
expressed a strong commitment to reconciliation, particularly in the areas of truth-telling and Treaty-
making.
However, several chal enges were identified. There is a growing perception that senior leadership
is less committed to reconciliation, alongside an increase in reported instances of workplace racism
and a decline in awareness of First Nations employment strategies. While staff continue to value
relationships  between  First  Nations  and  non-Indigenous  colleagues,  the  aftermath  of  the  2023
Referendum appears to have negatively affected workplace dynamics. (refer to appendix for the
full analysis report).

•  Following  a  series  of  discussions,  the  Indigenous  Strategy  Working  Group  has  been
established to replace the former Reconciliation Action Plan Working Group (RAPWG).
The RAPWG was initially created to support the ANU’s strategic reconciliation efforts and
to guide the implementation of its Innovate Reconciliation Action Plan (RAP). In 2024, the
RAPWG  reviewed  its  governance  structure,  objectives,  and  overall  scope,  including
considerations  around  rebranding  and  redefining  its  strategic  purpose  for  2025  and
beyond. These discussions were intended to ensure the university remains relevant and
proactive  in  its  efforts  and  initiatives,  consistently  contributing  to  the  recognition  and
promotion  of  Aboriginal  and  Torres  Strait  Islander  voices,  cultures,  and  perspectives
across the university and in the wider community. The newly formed Indigenous Strategy
Working  Group  held  its  inaugural  meeting  on  18  February  2025.  (Please  refer  to
attachment c for the ToR of the Indigenous Strategy Working Group).

2

Innovate Reconciliation Action Plan January 2024 – January 2026

Relationships
Action
Deliverable
Timeline
Lead Responsibility
Status
1.  Establish and
1.1  Work with local Aboriginal  Dec’24
Vice-President First
COMPLETED -
maintain
and Torres Strait Islander
Nations
Dr Matilda House, a Ngambri-Kamberri Walgalu, Wiradyuri
mutually
stakeholders to inform
Senior Elder, and Paul Girrawah House, a senior Ngambri-
beneficial
and develop an
Kamberri Walgalu, Wallaballooa, Wiradyuri Custodian
relationships
engagement plan to guide
employed by ANU First Nations Portfolio as Snr Community
with
our consultation and
Engagement Officer, continue to provide local and regional
Aboriginal
communication work with
cultural protocols and engagement services to the
and Torres
these stakeholders.
University community e.g. interpretation and connection to
Strait Islander
Country advice and support.  The First Nations Portfolio is
stakeholders
involved in a number of landmark projects with First Nations
and
communities and organisations, including the Anindilyakwa
organisations.
Land Council on Groote Island, Ngurratjuta/Pmara Ntjarra
Aboriginal Corporation in Central Australia and Ngarluma
Yindjibarndi Foundation Ltd in Western Australia. Examples
like this will inform a more comprehensive strategy for a
whole-of-University approach to First Nations stakeholder
engagement not just locally but across Australia and
international y.

1.2  Progress and review of
January
Vice-President First
COMPLETED -
the engagement plan will
annually
Nations
Dr Matilda House, a Ngambri-Kamberri Walgalu, Wiradyuri
be monitored through an
Senior Elder, and Paul Girrawah House, a senior Ngambri-
annual report to the
Kamberri Walgalu, Wallaballooa, Wiradyuri Custodian
RAPWG
employed by ANU First Nations Portfolio as Snr Community
Engagement Officer, continue to provide local and regional
cultural protocols and engagement services to the
University community e.g. interpretation and connection to
Country advice and support.  The First Nations Portfolio is
involved in a number of landmark projects with First Nations
communities and organisations, including the Anindilyakwa
Land Council on Groote Island, Ngurratjuta/Pmara Ntjarra
Aboriginal Corporation in Central Australia and Ngarluma
Yindjibarndi Foundation Ltd in Western Australia. Examples
like this will inform a more comprehensive strategy for a
whole-of-University approach to First Nations stakeholder
engagement not just locally but across Australia and
international y.

1.3  Continue to strengthen
Dec’24
Vice-President
COMPLETED – Integrated into business and usual through
the University’s
Advancement
alumni programs and the Indigenous Alumni Network
Indigenous Alumni
Network to share their
experience, expertise and
contributions to enhance
Indigenous education and
research
2.  Build
2.1  Continue to circulate
May
Director, ANU
COMPLETED – business as usual
relationships
Reconciliation Australia’s
annually
Communications and
through
NRW resources and
Engagement
celebrating
reconciliation materials to
National
our staff and students.
Reconciliation  2.2  Continue to encourage
27 May –
Vice-Chancel or
COMPLETED – through discussions and announcements of
Week (NRW).
RAP Working Group
3 June
programs and initiatives at each meeting
members to participate in
annually
external NRW events.
2.3  Continue to encourage
27 May –
Vice-Chancel or
COMPLETED - through discussions and announcements of
staff, senior leaders, and
3 June
programs and initiatives at each meeting and through
students to participate in
annually
OnCampus announcements
at least one external event
to recognise and
celebrate NRW. Widely
promote National
Reconciliation Week
events to all staff and
students.
2.4  Continue to organise at
27 May-
Director, ANU
COMPLETED – business as usual
least one NRW event
3 June
Communications and
each year.
annually
Engagement
2.5  Continue to register all our  May
Director, ANU
PENDING - waiting for information
NRW events on
annually
Communications and
Reconciliation Australia’s
Engagement
NRW website.
4

3.  Promote
3.1  Review the University’s
July’24
Director, ANU
COMPLETED – ongoing business as usual
reconciliation
key reconciliation
Communications and
through our
messages and
Engagement
sphere of
communicate our
influence.
commitment to
reconciliation consistently
and publicly.
3.2  Continue to develop plans  Dec’24
Vice-President First
The Portfolio engages successfully with a range of
to positively influence our
Nations
stakeholders to drive reconciliation.
external stakeholders to

Across 2024 the Portfolio has developed a range of different
drive reconciliation
stakeholder groups that represent various communities and
outcomes, such as
organisations such as the First Nations Economic
economic empowerment,
Empowerment Alliance represents key organisations to
treaty and compensation
advance economic empowerment. The Portfolio, and the
dialogues.
Alliance are successful y engaging with Commonwealth
agencies, Ministers and members of Parliament to drive
economic policy. The Portfolio also engages directly with
First Nations communities
3.3  Establish a central
Dec’24
Director, ANU
COMPLETED – First Nations landing page
‘landing page’ that
Communications and
showcases stories of First
Engagement
Nations students, staff,

Vice-President First
research and education.
Nations
3.4  Participate in
Quarterly
Head of Inclusive
IN PROGRESS – Head of inclusive Communities to join
Reconciliation Australia’s
Communities
RING meetings in 2025
University RING meetings
3.5  Continue to look for
Dec’24
Vice-Chancel or
COMPLETED – ongoing business as usual through ongoing
opportunities to
and new partnerships and established relationships with
collaborate with other
organisations
organisations that have
RAPs, and other like-
minded organisations to
develop innovative
approaches to advance
reconciliation.
4.  Promote
4.1  Continue to review HR
Dec’24
Chief People Officer
COMPLETED – ongoing business as usual
positive race
policies and procedures,
University Policies have a regular review cycle which is
relations
within the relevant policy
completed in conjunction with employee relations team.
through anti-
review cycle, to identify
5

discrimination
existing anti-discrimination
Future step to include development of an ANU Policy Guide
strategies.
provisions, and future
for DEIA Governance Review
needs.
4.2  Ensure appropriate
Dec’24
Chief People Officer
COMPLETED – ongoing business as usual
consultation on these
University Policies have a regular review cycle which is
policies and procedures
completed in conjunction with employee relations team.
with Aboriginal and Torres
Future step to include development of an ANU Policy Guide
Strait Islander advisors
for DEIA Governance Review
and staff and in line with
ANU anti-discrimination policy/provision is embedded within
the Enterprise Bargaining
Agreement.
the code of conduct and equal opportunity policies
including  the procedures for the Prevention of
discrimination, harassment and bullying
4.3  Communicate the
July’24
Chief People Officer
COMPLETED – ongoing business and usual
University’s policies and
and
Staff services webpage published on Racism and Anti-
procedures for the

Discrimination-
prevention and reporting
Deputy Vice-Chancellor  ANU anti-discrimination policy/provision is embedded within
of discrimination to all
(Academic)
the code of conduct and equal opportunity policies including
staff and students.
the procedures for the Prevention of discrimination,
harassment and bullying.

4.4  Continue to educate
Dec’24
Chief People Officer
IN PROGRESS – People and Culture is working with Paul
senior leaders and
to add reference to the Senior Leader SharePoint,
managers on the effects
Leadership Training Packages and People Manager
of racism and how they
essentials training (with link to Racism and Anti-
can influence positive
discrimination web page)
relationships and equity
There is a review of the executive tool kit content to see if it
across and beyond the
ANU community.
includes racism/impacts of racism
5.  Promote and
5.1  Continue to promote
Dec’24
Vice-President
COMPLETED – ongoing business and usual
embed
recognition and
Advancement
reconciliation
reconciliation across
as part of the
alumni events.
University’s
5.2  Continue to implement
Dec’24
Director, ANU
COMPLETED – ongoing business as usual through the
core business
strategies to engage all
Communications and
work of the University’s Reconciliation Action Plan Working
by building a
staff, especially senior
Engagement
Group
leaders, and external
culture among

stakeholders to inform
its staff and
Vice-Chancel or
them of their
6

students
responsibilities in
where
reconciliation to further
everyone
drive reconciliation
knows they
outcomes.
COMPLETED – ongoing business and usual. See new –
have a role to
5.3  Continue to maintain a
Dec’24
Director, ANU
Communications and
First Nations landing page
play in
calendar of events that
actively promote
Engagement
reconciliation.
reconciliation internally
and externally
5.4  Continue to col aborate
Dec’24
Vice-Chancel or
COMPLETED – ongoing business and usual
with Reconciliation

Australia and build robust
Head of Inclusive
and collaborative
Communities
partnerships with other
universities to collectively
advance reconciliation

Respect
Action
Deliverable
Timeline
Lead Responsibility
Status
6.  Increase staff
6.1  Consult local Traditional
Dec’24
Chief People Officer
IN PROGRESS – ongoing business and usual
and student
Owners and/or Aboriginal
People and Culture are initiating consultations with The
understanding
and Torres Strait Islander
United Ngunnawal Elders Council and Ngambri
, value and
advisors to inform our
representatives, along with key Indigenous stakeholders
recognition of
cultural learning strategy.
from ANU, to inform the development of our cultural learning
Aboriginal
strategy.
and Torres
Strait Islander  6.2  Continue to monitor
Dec’24
Chief People Officer
COMPLETED – ongoing business as usual
cultures,
cultural learning needs
Current online cultural learning module being reviewed.
histories,
within our organisation.
Staff network utilised as a source of feedback relating to
knowledge
cultural training needs
and rights
Dec’24
Chief People Officer
OVERDUE: To be commencement in 2025
through
6.3  Develop, implement, and
cultural
communicate a cultural
learning in our
learning strategy
education and
document for all staff.
research
6.4  Develop, implement, and
July’24
Deputy Vice-Chancellor  IN PROGRESS – this is currently being implemented as
programmes.
communicate a cultural
(Academic)
part of the Graduate Attributes to embed Indigenous
learning strategy
knowledges throughout the curriculum
document for all students.
7

6.5  Continue to provide an
Dec’24
Chief People Officer
COMPLETED – ongoing business and usual
online Indigenous Cultural
Program currently available and an appropriate online
Awareness program to all
option will continue to be available
staff to enhance cultural
capability across the
University and build
greater awareness of the
vast history and cultural
heritage of Aboriginal and
Torres Strait Islander
peoples.
6.6  Provide an online
Dec’24
Deputy Vice-Chancellor  IN PROGRESS - Currently being provided until 2024 with
Indigenous Cultural
(Academic)
Cultural Competency modules also available to students.
Awareness program to all
currently. 2025 and beyond: awaiting for People and Culture
students to enhance
review of the program
cultural capability across
the University and build
greater awareness of the
vast history and cultural
heritage of Aboriginal and
Torres Strait Islander
peoples.
6.7  Review if there are
Dec’24
Chief People Officer
COMPLETED – business as usual
sufficient opportunities for
Current online cultural learning module being reviewed. Staff
staff to learn about
network utilised as a source of feedback relating to cultural
Aboriginal and Torres
training needs
Strait Islander peoples,
confronting racism and
unconscious bias.
6.8  Explore how the
Dec’24
Chief Residential
COMPLETED –
University can provide
Services Operating
Senior Student leaders were provided cross-cultural
more opportunities for
Officer
training, with an advanced training session on Ngunnawal
students in residential
also being offered to staff to then disseminate these
colleges to learn more
learnings into all aspects of residential life.
about Aboriginal and

Torres Strait Islander
peoples, knowledges and
Students from several residences received official Welcome
culture.
to Country ceremonies to increase student education about
the significance of the specific lands that their residence is
on.
8

Academic activities in 2024 were held across residences
related to the Anti-Racism project ARISE.

Panel/speaker events specifically related to topics on
Aboriginal and Torres Strait Islander peoples, knowledges
and culture were held in Bruce and Toad Halls.

Work in this area continues to be a focus for 2025.
6.9  Explore how on-boarding
Dec’24
Chief People Officer
Ongoing and business as usual- current activities available
of staff can include
for staff include attending a ANU Welcome to staff,
greater opportunities to
completing mandatory training modules dedicated to First
share stories, build
Nations People, and Indigenous Cultural Competency in
relationships and learn
person course specifically allowing space for sharing stories
about Aboriginal and
and building relationships.
Torres Strait Islander
peoples
7.  Demonstrate
7.1  Increase staff's
July’24
Vice-President First
IN PROGRESS – An Acknowledgement of Country has
respect to
understanding of the
Nations
been drafted, including a guideline, these are currently
Aboriginal
purpose and significance
awaiting feedback from local Traditional Owners feedback
and Torres
behind cultural protocols,
Strait Islander
including
peoples by
Acknowledgement of
observing
Country and Welcome to
cultural
Country protocols.
protocols.
7.2  Develop, implement and
July’24
Vice-President First
IN PROGRESS – An Acknowledgement of Country has
communicate a cultural
Nations
been drafted, including guideline, these are currently
protocol document,
awaiting approval.
including protocols for
Welcome to Country and
Acknowledgement of
Country.
7.3  Explore the inclusion of
Dec’24
Director, Facilities and
NOT COMMENCED –
Aboriginal and Torres
Services

Strait Islander languages
in wayfinding and signage
across the University, in
consultation with
Aboriginal and Torres
9

Strait Islander
stakeholders.
7.4  Continue to invite a local
Dec’24
Director, ANU
COMPLETED – business as usual
Traditional Owner or
Communications and
Custodian to provide a
Engagement
Welcome to Country or
other appropriate cultural
protocol at significant
events each year.
7.5  Continue to include an
Dec’24
Vice-Chancel or
COMPLETED – business as usual
Acknowledgement of
Country or other
appropriate protocols at
the commencement of
important meetings and
public events.
7.6  Continue to display
Dec’24
Director, ANU
COMPLETED – business as usual
Aboriginal, Torres Strait
Communications and
Islander and Australian
Engagement
flags at significant events
And
on University grounds.
Director, Facilities and
Services
8.  Build respect
8.1  Continue to encourage
First week  Vice-Chancel or
COMPLETED – business as usual
for Aboriginal
RAP Working Group
in July
and Torres
members to participate in
annually
Strait Islander
an external NAIDOC
cultures and
Week event.
histories by
8.2  Continue to review HR
Jun’24,
Chief People Officer
COMPLETED – business as usual
celebrating
policies and procedures
‘25 (prior
University Policies have a regular review cycle which is
NAIDOC
within the relevant policy
completed in conjunction with employee relations team.
Week.
NAIDOC
review cycle, to remove
week)
Future step to include development of an ANU Policy Guide
barriers to staff
for DEIA Governance Review
participating in NAIDOC
Week.
8.3
Continue to promote and
First week  Director, ANU
COMPLETED – business as usual
encourage participation in  in July
Communications and
external NAIDOC events
annually
Engagement
to all staff and students.
10

9.  Develop an
9.1  In consultation with
Dec’24
Deputy Vice-Chancellor  IN PROGRESS - The Research & Innovation Portfolio
Indigenous
Traditional Owners and/or
(Research)
released the Enabling Impact: The ANU Research and
Research
Aboriginal and Torres

Innovation Strategy 2024+ with a focus on initiatives and
Strategy
Strait Islander advisors,
support structures for Aboriginal and Torres Strait Islanders
develop an Aboriginal and
research and researchers
Torres Strait Islander
research strategy to
ensure research and
public policy development
at the University aligns
with national and
community priorities to
make a significant impact.
9.2  Examine the integration of  Dec’24
Deputy Vice-Chancellor  The Indigenous Research Advisory Group (IRAG) reviews
the Indigenous Research
(Research)
proposed research with Aboriginal and Torres Strait Islander
Advisory Group with
peoples, particularly with regard to engagement and
researchers and with the
consultation with relevant communities, organisations and
HREC to ensure the
other bodies as required under the National Statement in
University conducts
support of the Human Research Ethics Committee (HREC).
research with Aboriginal
and Torres Strait Islander

peoples in a manner that
In January 2024, a Research Ethics Officer to support the
is culturally safe and
IRAG and HREC was appointed through an Indigenous
appropriate, that
identified recruitment round. They provided advice and
incorporates Indigenous
support to 14 researchers in the preparation of applications
leadership within research
involving Aboriginal and Torres Strait Islander participants.
governance, and which is
conducive to enabling
They also met with 25 prospective members, resulting in
research for the benefit of,
four appointments. Additional recruitment is ongoing. The
and co-designed with,
Terms of Reference for the IRAG are currently being
Aboriginal and Torres
finalised by the Chair. IRAG members reviewed 15 of the 26
Strait Islander peoples.
applications involving Aboriginal and Torres Strait Islander
Research submitted to the HREC in 2024.

Opportunities
Action
Deliverable
Timeline
Lead Responsibility
Status
11

10. Improve
10.1  Continue to engage with
Dec’24
Chief People Officer
COMPLETED – business as usual
outcomes by
Aboriginal and Torres
Indigenous Staff Network continue to be a source of
increasing
Strait Islander staff on our
consultation.
Aboriginal
recruitment, retention and
There are suggestions that if this action is ongoing, it may
and Torres
professional development
be best assigned to the Indigenous Employment Committee
Strait Islander
strategies which will be
recruitment,
published on the
retention, and
University website and
development
communicated to al  staff.
of Indigenous
10.2  Continue to engage with
Dec’24
Chief People Officer
COMPLETED – business as usual
staff and
Aboriginal and Torres
Indigenous Staff Network continue to be a source of
students.
Strait Islander staff on our
consultation.
review of our recruitment,
There are suggestions that if this action is ongoing, it may
retention and professional
be best assigned to the Indigenous Employment Committee
development strategies
10.3  Continue to advertise job
Dec’24
Chief People Officer
IN PROGRESS - Development of a recruitment guide in line
vacancies to effectively
with Indigenous professional staff way program to confirm
reach Aboriginal and
effective pathways
Torres Strait Islander
stakeholders.
10.4  Continue to review of HR
Dec’24
Chief People Officer
COMPLETED – business as usual
policies and procedures
University Policies have a regular review cycle which is
within the relevant policy
completed in conjunction with employee relations team.
review cycle, to remove
Future step to include development of an ANU Policy Guide
barriers to Aboriginal and
for DEIA Governance Review.
Torres Strait Islander
participation in our
workplace.
10.5  Continue to focus on
Dec’24
Vice-President First
IN PROGRESS - On reflection the ANU has continued the
ensuring Aboriginal and
Nations (Tjabal Centre)  positive outcomes for Indigenous student success. We
Torres Strait Islander

continue to be in the top 3 for student success and
student success, leading
completions and the additional programs such as the
the Group of Eight in
summer and autumn schools have resulted in better
student completions.
pathways for secondary students.  The academic and
tutorial support provided by the centre to students is
exemplary.
10.6  Meet philanthropic funding  Dec’24
Vice-President
COMPLETED – As of 31 December 2024, a total of
targets for the ANU
(Advancement)
$8,709,618.53 has been raised for the Kambri Scholars
Kambri Scholarships,
12

supporting Aboriginal and
Program, with $172,521.60 raised from 176 unique donors
Torres Strait Islander
in 2024.”
students.
10.7  Increase Aboriginal and
Dec’24
Chief People Officer
IN PROGRESS –
Torres Strait Islander

It has been suggested that this action could be assigned to
employment by 10%
the ATSI Employment Committee when established.
annually, at least up to
Reinvigorating the Indigenous Professional Pathways
parity with the population
program will also support this aim.
level of 3.3%, through
development and
implementation of a
specific recruitment,
retention and professional
development strategy for
both academic and
professional staff.
10.8  Continue to support
Dec’24
Chief People Officer
IN PROGRESS –
Aboriginal and Torres
People and Culture will review existing supports in place
Strait Islander employees
with Executive Search
at all levels of
employment, especial y in
management and senior
positions.
10.9  Continue to maintain and
Dec’24
Chief People Officer
COMPLETED – business as usual
support an Aboriginal and
5 events have been planned with 4 completed across 2024,
Torres Strait Islander staff
there will be an end of year survey to the network planned
network for academic and
for 2025 planning purposes
professional staff.
10.10 Review workload models
Dec’24
Chief People Officer
IN PROGRESS –
and policies for Aboriginal
Relative to Opportunity guideline being reviewed as part of
and Torres Strait Islander
academic promotions review and will ensure there is
staff, and develop
reference specifically around workloads.
guidance for the
University informed by
best practice.
10.11 Discuss with the Chair of
Dec’24
Head of Inclusive
IN PROGRESS
Academic Board and the
Communities

Director of Corporate
Governance and Risk
Office, how to best ensure
13

ANU policies are culturally
safe.
11. Increase
11.1  Continue to implement an  Dec’24
Chief Financial Officer
COMPLETED – business as usual
Aboriginal
Aboriginal and Torres
and Torres
Strait Islander
Strait Islander
procurement strategy, as
supplier
part of the wider
diversity to
University procurement
support
strategy
improved
11.2  Continue to promote
Dec’24
Chief Financial Officer
COMPLETED – business as usual
economic and
utilisation of the
social
University’s Supply Nation
outcomes.
membership across all
procurement officers
11.3  Continue to develop and
Dec’24
Chief Financial Officer
COMPLETED – business as usual
communicate
opportunities for
procurement of goods and
services from Aboriginal
and Torres Strait Islander
businesses to staff.
11.4  Continue to monitor
Dec’24
Chief Financial Officer
COMPLETED – business as usual
procurement practices to
ensure there are no
barriers to procuring
goods and services from
Aboriginal and Torres
Strait Islander businesses.
11.5  Continue to develop
Dec’24
Chief Financial Officer
IN PROGRESS – business as usual
commercial relationships
ANU has entered a contract with 45 Aboriginal and Torres
with Aboriginal and/or
Strait Islander business during this reporting period
Torres Strait Islander
businesses. Target a 50%
increase in the number of
Aboriginal and Torres
Strait Islander vendors
that ANU contracts with
across the 3 year period
to enable a greater
number of Aboriginal and
14

Torres Strait Islander
vendors’ exposure to ANU
with the intent of
identifying scalable
vendors to build longer
term engagements.
11.6  Develop a relationship
Dec’24
Chief Financial Officer
IN PROGRESS – business as usual
with at least 1 new
preferred Aboriginal and
Torres Strait Islander
business supplier
12. Develop a
12.1  In consultation with
Dec’24
Deputy Vice-Chancellor  IN PROGRESS –
strategy for
Traditional Owners and/or
(Academic)
this is currently being implemented as part of the Graduate
Indigenising
Aboriginal and Torres
Attributes to embed Indigenous knowledges throughout the
coursework
Strait Islander advisors,
curriculum
develop an Aboriginal and
Torres Strait Islander
education strategy that
includes identifying
opportunities to
incorporate Aboriginal and
Torres Strait Islander
knowledge, principles and
other content into
undergraduate and
graduate coursework in
every College where
applicable.

Governance
Action
Deliverable
Timeline
Lead Responsibility
Status
13. Establish and
13.1  Maintain Aboriginal and
March
Vice-Chancel or
COMPLETED – business as usual
maintain an
Torres Strait Islander
annually
effective RAP
representation on the RAP
Working
Working Group.
group to drive
March
Vice-Chancel or
COMPLETED – business as usual
governance of  13.2  Continue to apply a Terms
annually
the RAP.
of Reference for the RAP
Working Group.
15

13.3  RAP Working Group to
Feb, Mar,
Vice-Chancel or
COMPLETED – business as usual
meet at least four times per  Apr, Nov
year to drive and monitor
annually
RAP implementation.
14. Provide
14.1  Continue to monitor
March
Vice-Chancel or
COMPLETED – business as usual
appropriate
resource needs for RAP
annually
support for
implementation.
effective
14.2  Continue to engage our
December
Vice-Chancel or
COMPLETED – business as usual
implementatio
senior leaders and other
annually
n of RAP
staff in the delivery of RAP
commitments.
commitments.
14.3  Define and maintain
Dec’24
Vice-Chancel or
COMPLETED – business as usual
appropriate systems to
track, measure and report
on RAP commitments.
14.4  Continue to maintain an
Dec’24
Vice-Chancel or
COMPLETED – business as usual
internal RAP Champion
Chair is the RAP Champion
from senior management.
15. Build
15.1  Continue to ensure that our  June
Head of Inclusive
COMPLETED – business as usual
accountability
primary and secondary
annually
Communities
and
contact details are up to
transparency
date with Reconciliation
through
Australia, to ensure we do
reporting RAP
not miss out on important
achievements
RAP correspondence.
, challenges
15.2  Continue to contact
1 August
Head of Inclusive
COMPLETED – business as usual
and learnings
Reconciliation Australia to
annually
Communities
both internally
request our unique link, to
and
access the online RAP
external y.
Impact Survey.
15.3  Continue to complete and
30
Head of Inclusive
COMPLETED – business as usual
submit the annual RAP
September
Communities
Impact Survey to
annually
Reconciliation Australia.
15.4  Continue to report RAP
July and
Vice-Chancel or
IN PROGRESS – business as usual
progress to senior leaders
December
at least bi-annually.
annually
16

15.5  Publicly report on our RAP
May
Director, ANU
COMPLETED for 2023
progress, achievements,
annually
Communications and
IN PROGRESS for 2025 through National
chal enges and learnings
Engagement
Reconciliation Week events
through at least an annual
update promoted to all staff
and students.
15.6  Continue to participate in
May’24
Head of Inclusive
COMPLETED
Reconciliation Australia’s
Communities
biennial Workplace RAP
Barometer.
15.7  Submit a traffic light report
Dec’24
Vice-Chancel or
IN PROGRESS
to Reconciliation Australia
at the conclusion of this
RAP
16. Continue our
16.1  Register via Reconciliation
July’24
Head of Inclusive
Current RAP expires in 2026. This action will be
reconciliation
Australia’s website to begin
Communities
considered closer to the time
journey by
developing our next RAP.
developing
our next RAP.

17

Appendix B
Reconciliation Australia’s 2024 Workplace
Reconciliation Action Plan Barometer Results
Executive Summary
This  paper  provides  analysis  of  the  Australian  National  University  (ANU)  results  from
Reconciliation Australia’s 2024 Workplace Reconciliation Action Plan Barometer (WRB) Survey.
The  University’s  results  were  compared  to  the  average  results  of  organisations  that  are
participating at the same ANU's Reconciliation Action Plan (RAP) level.
The respondents who completed the survey self-selected and represented approximately 5.6%
of the University’s staff population (down from 13% participation in 2022). 10% of respondents
identified as Australian Aboriginal (compared to 5% in the sector), and none identified as Torres
Strait Islander.
The survey questions addressed four major themes – Relationship and Empowerment, Respect
and Cultural Understanding, Opportunities, and Governance. The 2024 survey results for ANU
highlight  key  strengths,  challenges,  and  opportunities  in  advancing  reconciliation  and  First
Nations  leadership  at  the  university.  Staff  who  engaged  in  multiple  RAP  activities  reported
higher  workplace  satisfaction  and  retention,  and  ANU  respondents  demonstrated  strong
commitment  to  reconciliation,  particularly  in  truth-telling  and  Treaty-making.  However,
concerns have emerged regarding declining perceptions of senior leadership’s commitment,
increasing reports of workplace racism, and reduced awareness of First Nations employment
strategies. While ANU staff continue to value First Nations and non-Indigenous relationships,
the fallout from the 2023 referendum has likely negatively impacted workplace dynamics.
ANU can enhance reconciliation initiatives by increasing reconciliation actions, strengthening
communication on employment strategies, expanding workplace-based learning, and visibly
reaffirming  senior  leadership’s  commitment.  Proactive  engagement  in  these  areas  will  be
critical  to  maintaining  institutional  trust,  improving  workplace  culture,  and  supporting  First
Nations leadership.
To address some of these challenges and reinforce the ANU’s vision for reconciliation several
initiatives are already in place. These include the establishment of a new Indigenous Strategy
Working  Group,  tasked  with  leading  and  coordinating  efforts  to  advance  the  university’s
commitment to improving education, research, and employment outcomes for Aboriginal and
Torres  Strait  Islander  people.  A  new  First  Nations  hub  page  has  been  launched  to  enhance
communications and the visibility of events, initiatives and resources and a suite of training
resources has been developed to equip senior leaders with the knowledge and tools needed to
foster positive relationships and promote equity within the community.
Background
The ANU is dedicated to fostering a work and learning environment that respects, celebrates
and integrates the cultures and knowledges of Aboriginal and Torres Strait Islander peoples into
both  our  business  and  education  practices.  To  assess  the  University’s  progress  on

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reconciliation  and  evaluate  the  effectiveness  of  our  reconciliation  efforts,  the  University
participated in Reconciliation Australia's 2024 Workplace Reconciliation Barometer Survey.
This  report  presents  an  analysis  of  the  major  key  themes  in  the  survey  results  and  offers
recommendations that could guide the University in shaping its Indigenous Strategy and any
other future initiatives.
Methodology
The online survey was prepared and managed by Polity Research on behalf of Reconciliation
Australia.  A  link  to  the  survey  was  promoted  to  all  staff  via  the  OnCampus  newsletter,  RAP
Working Group members, Senior leadership at College and Portfolio levels and staff networks.
The ANU survey was open between the 30 July and 20 September 2024. The respondents who
completed  the  survey  self-selected  and  represented  approximately  5.6%  of  the  University’s
staff population with 10% of respondents identifying as Australian Aboriginal.
The  ANU  results  are  compared  with  the  aggregated  total  results  from  all  participating
organisations at the same RAP level as the ANU, referred to as ‘Early-Stage Workplaces’ (ESW).
Early-Stage Workplaces are organisations with an Innovate RAP.
It may be important to note that respondents selected to participate in the survey, which means
the results may be biased toward those with an interest in, engagement with, or familiarity with
reconciliation. As a result, the findings can only be considered somewhat  indicative of staff
sentiment.
Findings
In this document, we present the survey findings using a SWOT analysis framework. Following
this, a comparative summary for each item is presented, organised by the themes Relationship
and  Empowerment,  Respect  and  Cultural  Understanding,  Opportunities,  and  Governance.
Using the dashboard data provided by Polity Pty Ltd, survey items were compared to Early-Stage
Workplace (ESW) data and, where available, 2022 ANU data.
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Strengths
Weaknesses
• Workplace satisfaction and retention: Staff who
• Small sample size: The small ANU sample (n=252) results a larger
participated in 3+ RAP activities reported higher
margin of error, limiting the generalisability of findings and the
satisfaction levels and were less likely to seek new
statistical significance of some data.
employment.
• Perceptions of organisational commitment: The belief that ANU has
• Strong cultural engagement: ANU respondents highly
good intentions but lacks commitment to reconciliation increased
valued fostering relationships with First Nations
from 30% in 2022 to 44% in 2024.
peoples.
• Declining visibility of anti-racism stance: Perceptions of the
• Awareness of systemic racism: High awareness of
University’s strong stance against racism declined from 2022 to 2024,
systemic racism among ANU staff may suggest a more
signalling a need for more visible action.
critical and engaged workforce open to addressing
• Awareness of workplace racism: Reports of prejudice and racism
reconciliation challenges.
incidents quadrupled (3% to 12%), and confidence in the absence of
• Commitment to reconciliation: ANU respondents show
racism fell from 60% to 41%, highlighting workplace discrimination
stronger support for reconciliation efforts than ESW
concerns.
averages, with higher backing for truth-telling (75% vs.
• Ineffective anti-racism processes: Only 13% of ANU respondents
54%) and Treaty-making (60% vs. 45%).
rated the university’s processes for addressing racism against First
• First Nations leadership recognition: ANU respondents
Nations employees as “very effective” (vs. 37% ESW).
associate First Nations leadership with improved
• Declining awareness of First Nations employment strategies:
workplace culture (87%), enhanced staff wellbeing
Awareness of First Nations recruitment and professional
(77%), and stronger talent attraction and retention
development strategies fell sharply between 2022 and 2024.
(67%).
• Perceived decline in senior leadership commitment: The proportion of
ANU respondents who see senior leaders as champions of
reconciliation fell from 74% (2022) to 43% (2024).
• Declining workplace satisfaction: "Very satisfied" responses dropped
from 27% (2022) to 13% (2024), and those who would "definitely
recommend" ANU as a workplace fell from 45% to 19%.
Opportunities
Threats
• Strategic expansion of reconciliation initiatives:
• Declining perceptions of reconciliation efforts: The belief that ANU is
Leveraging the link between higher RAP participation
merely “ticking a box” increased from 7% to 13%, which could
and workplace satisfaction, ANU can target staff with
undermine confidence in RAP initiatives.
lower participation rates to boost engagement.
• Impact of referendum results: The 2023 referendum may have
• Strengthening workplace culture and wellbeing: High
negatively affected relationships between First Nations and non-
recognition of the positive impacts of First Nations
Indigenous staff at ANU, with 59% believing it worsened workplace
leadership presents an opportunity to embed these
dynamics.
values into organisational policies and training.
• Shifting national and sector attitudes: A decline in ESW respondents’
• Enhancing communication: Addressing declining
prioritisation of First Nations and non-Indigenous relationships
awareness through targeted campaigns and internal
suggests broader societal shifts that may impact institutional
advocacy can improve engagement.
support.
• Expanding workplace-based learning: With workplace
• Employee retention risks: If institutional commitments do not align
learning emerging as a key source of knowledge, ANU
with employee expectations, disillusionment could contribute to
can enhance training programs, mentorship
attrition.
opportunities, and cultural competency initiatives.
• Competing organisational priorities: Broader workplace satisfaction
• Rebuilding leadership commitment to reconciliation:
concerns and increased job search intentions may divert focus from
Re-establishing visible and active senior leadership
reconciliation and First Nations leadership initiatives.
engagement in reconciliation efforts can counteract
declining perceptions of commitment.
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Detailed findings
A sample of 252 participated from a total workforce of approximately 4,500 at ANU.
• Response rate (5.6%): Low response rates can introduce non-response bias, so caution is
necessary when interpreting the findings.
• Margin of error (6.0% at the 95% confidence interval): This indicates that the survey results
could vary by ±6 percentage points from the true population values.
Caveats
• Low ANU response rate: The participation or response rate from ANU staff was lower than
desired, which limits the representativeness of the findings.
• Margin of error: Statistical results include a margin of error that must be considered,
particularly when drawing comparisons with sector averages.
• Potential biases: Potential biases in survey responses or data collection methods require
cautious interpretation.
• Contextual limitations: Findings may be influenced by factors not fully captured in this
report (e.g., external economic conditions, changes in policy, or organisational shifts).
Demographic Overview
•
Most respondents were aged 30 to 49, with 28% aged 30-39, 31% aged 40-49, followed by
24% aged 50-59, and smaller proportions in other age groups. This is comparable to
sector responses.
•
10% of respondents identified as Australian Aboriginal (compared to 5% in the sector),
and none identified as Torres Strait Islander.
•
Three quarters of respondents had worked at the University for two or more years.
•
Half of the respondents were non-managerial employees, 16% were deputy managers,
25% were managers, and 6% were senior executives, which is broadly comparable to
sector responses with 58% employees, 9% deputy managers, 26% managers, and 5%
senior executives.
•
81% were working full-time, 13% part-time, with the remaining 6% working casually.
Key Findings
RAP Participation Levels and Impacts
ANU respondents reported RAP participation levels comparable to ESW averages, with 75%
engaging in three or more activities (ESW: 72%).
Compared to ESWs, ANU respondents placed greater importance on First Nations and non-
Indigenous relationships, while confidence in engaging respectfully was similar to ESW levels.
Participation in three or more RAP activities was linked to higher workplace satisfaction. At
ANU, 49% of these participants were satisfied, and 15% very satisfied, compared to 45% and
8% for those with lower participation. However, this difference was not statistically significant
(p = 0.124), likely due to the smaller sample size (n=252). For ESW respondents, the impact
was more pronounced (p < 0.001), with satisfaction levels rising from 44% (satisfied) and 31%
(very satisfied) to 46% and 39%, respectively.
Higher RAP participation also correlated with lower likelihood of seeking new employment
within 12 months, suggesting a potential retention effect. This trend was evident both at ANU
and in ESWs, reinforcing the role of RAP engagement in workplace satisfaction and retention.
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Relationships and Empowerment
EL1: Importance of Relationships Between First Nations People and Other Australians
Analysis compared perceptions of the importance of relationships between First Nations
people and other Australians at ANU and ESWs (ESW). At ANU, there was no significant
change from 2022 to 2024 (p = 0.615), with combined importance ("Fairly" + "Very important")
remaining high but decreasing slightly (-0.7%, from 96.7% to 96.0%). In contrast, ESW showed
a significant decline (p < 0.001), with combined importance dropping 3.2% (from 96.8% to
93.6%). While ANU remained stable, ESW saw a notable shift, including a 7.5% decrease in
"Very important" responses and increases in "Not important" (+1.5%), "Fairly unimportant"
(+1.7%), and "Fairly important" (+4.3%).
EL3: Perceptions of Racism in Australia
At ANU, changes from 2022 to 2024 were not statistically significant (p = 0.318), with 71.8%
agreeing Australia is a racist country and 10.7% disagreeing. ESWs showed a statistically
slight shift with combined agreement decreasing 1 percentage point from 55% to 54% while
combined disagreement increased by 4 percentage points from 18% to 22%.
EL4: Reasons for Perceiving Australia as a Racist Country
Both groups cited "experiences of others" as the most common indicator of racism (ANU:
88%, ESW: 82%), with ESW showing significant declines in institutional indicators (p < 0.001).
ESW reported sharp drops in racism perceptions in government policies (-11%) and sports
behaviour (-10%). ANU saw smaller or stable changes, with personal experiences of racism
increasing slightly (+4%). After "experiences of others," the next most common indicators
were media stories (ANU: 74%, ESW: 68%) and government policies (ANU: 74%, ESW: 56%).
EL5: Perceptions of White Privilege
ANU respondents were more likely to believe white people enjoy systemic social and
economic advantages (56% at ANU vs. 36% at ESW), while ESW respondents were more likely
to believe these advantages exist only in some areas of society (43% at ESW vs. 35% at ANU)
or have improved (17% at ESW vs. 6% at ANU). These differences were statistically significant
(p < 0.001). From 2022 to 2024, ANU respondents increasingly supported the view of white
privilege (+2%), while ESW moved in the opposite direction (-5%). ESW also showed growing
belief that improvements have reduced such advantages (+4%, reaching 17%), while ANU
respondents were less likely to hold this view (-2%, reaching 6%).
EL24: Impact of the Referendum on Relationships
ANU respondents were more likely to believe the referendum worsened relationships between
First Nations peoples and other Australians (59% vs. 38%), while ESW respondents were more
likely to say relationships remained the same (30% vs. 18%) or were unsure (26% vs. 19%).
Slightly more ESW respondents believed relationships improved (6% vs. 4%). These
differences were statistically significant (p < 0.001).
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EL25: Government Response to the Referendum
ANU respondents showed higher support for all response options compared to ESW. For
example, 65% supported fully implementing the Uluru Statement from the Heart (vs. 49%
ESW), 75% supported truth-telling (vs. 54%), 78% supported investing in reconciliation (vs.
64%), and 60% supported Treaty-making with First Nations peoples (vs. 45%).
EL26: Public Response to the Referendum
ANU respondents demonstrated stronger support for reconciliation efforts. For example, 74%
supported encouraging political leaders to support reconciliation (vs. 55% ESW), and 86%
supported educating themselves about First Nations histories and cultures (vs. 71%). ESW
respondents were more likely to favour maintaining the status quo, with 13% supporting
"Moving on to other priorities" (vs. 5% ANU).
EL27: Organisational Response to the Referendum
ANU respondents were more likely to support increasing organisational commitment to
reconciliation (65% vs. 43% ESW), while ESW respondents were more inclined to maintain the
current level of commitment (49% vs. 30% ANU). Slightly more ESW respondents supported
reducing commitment (8% vs. 5%), though this difference was not statistically significant.
CORE1: Awareness of First Nations Employees
ANU respondents reported higher awareness of First Nations employees (90% vs. 75% ESW in
2024). This gap widened from 2022 when ANU reported 82% awareness compared to 72% in
ESW. Both groups showed improvement, with ANU increasing by 8 percentage points and
ESW by 3 percentage points.
CORE2: Workplace Relationships
Workplace relationships between First Nations and other employees remained positive,
though sentiment shifted. In ESW, 96% still viewed relationships positively, with a small shift
from "very good" (54% to 50%) to "fairly good" (43% to 46%). At ANU, "very good" ratings
declined from 37% to 20%, while "fairly poor" ratings rose from 5% to 12%, indicating potential
growing concerns.
CORE3: Interest in Reconciliation Activities
ANU respondents showed stronger interest in reconciliation activities, with 40% being "very
interested" (up from 39% in 2022) compared to 29% in ESW (down from 35% in 2022). Fewer
ANU respondents were "not interested at all" (6%, up from 4%) compared to ESW (10%, up
from 5%).
CORE4: Availability of Reconciliation Opportunities
ANU respondents reported greater access to reconciliation opportunities. In 2024, 67% said
"Yes, there are some" (vs. 58% ESW), while fewer at ANU reported "Yes, there are many" (15%
vs. 22%). "Don't know" responses at ANU declined from 19% in 2022 to 14% in 2024,
indicating increased awareness, while ESW remained stable at 15-16%.
CORE7: Organisational Commitment to Reconciliation
Perceptions of reconciliation efforts shifted significantly at ANU. While ESW maintained stable
views (68% believing in a "genuine and strong commitment"), ANU saw this category decline
from 63% to 43%. Meanwhile, "good intentions but lacking commitment" rose from 30% to
44%, and "mostly just ticking a box" increased from 7% to 13%.
CORE8: Organisational Stance Against Prejudice and Racism
This question was rated on a 4-point scale from “Not visible at all” to “Very visible”, with
respondents assessing both internal workplace and public visibility. From 2022 to 2024, ANU
saw a decline in public visibility perceptions, with “Very visible” ratings dropping from 51% to
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37%%, while ESWs remained steady at 47%. Internal visibility also declined at ANU (Very
visible from 50% to 35%), whereas ESWs maintained higher ratings at 58%.
EL15: Awareness of Prejudice/Racism Incidents in the Past 12 Months
From 2022 to 2024, ANU respondents reported a sharp rise in awareness of prejudice and
racism. Direct experiences or witness accounts quadrupled (3% to 12%), while those
suspecting or hearing about incidents increased from 27% to 39%. In contrast, ESWs showed
minimal change. Confidence in the absence of prejudice/racism remained high among
workplace respondents (22-23%), whereas at ANU, it dropped significantly (60% to 41%).
These shifts were statistically significant (p < 0.001), indicating increased prevalence and
awareness of incidents at ANU.
EL16: Effectiveness of Processes Addressing Prejudice or Racism Against First Nations
Employees
In 2024, ANU respondents were more likely than ESWs respondents to view organisational
processes as ineffective, with higher proportions of responses to “Not effective at all” (+2%),
“Not very effective” (+11%), and “Don’t know” (+6%) compared to ESWs. Conversely, “Very
effective” ratings were much lower at ANU than at ESWs (13% vs. 37%). These differences
were statistically significant (p < 0.001). ESWs showed minimal change from 2022 to 2024,
suggesting stable perceptions over time. 2022 data were not available for ANU.
EL21: Responsibility for Advancing Reconciliation Outcomes
In 2024, ANU respondents placed greater responsibility on First Nations employees (+7%) and
less on non-Indigenous employees (-6%) compared to workplace respondents, with these
differences highly significant (p < 0.001). In ESWs, changes were minor but significant (p =
0.0047), with a slight increase in shared responsibility (+1%) and a decrease for non-
Indigenous employees (-1%).
Respect and Cultural Understanding
EL2: Main Source of Information About First Nations People
From 2022 to 2024, ANU respondents moved away from mainstream media (-17%) toward
workplace learning (+22%) and personal experiences (+5%), with workplaces emerging as a
key source. The sector showed a similar trend, shifting from mainstream media (-13%) to
workplace learning (+27%), though personal experiences declined (-3%). ANU respondents
relied more on personal experiences (29%) than ESWs (22%), while the sector had higher
engagement with First Nations media (6%) and social media (6%) than ANU (4% and 2%). Both
settings reflect a broader shift towards experiential and workplace-based learning, with ANU
respondents emphasising personal engagement more strongly.
EL6: Knowledge of Australian History and Culture
Knowledge levels improved across all three areas, with Colonial History still the best
understood (65% to 77% positive responses). First Nations History rose from 43% to 57%, and
First Nations Cultures saw the largest gain (+18 percentage points, from 36% to 54%). Despite
improvements, a gap remains between knowledge of colonial history and First Nations topics,
though overall confidence in cultural and historical awareness increased.
Comparing ANU and ESWs, ANU saw higher levels of improvements: First Nations Culture
(+17.1%), First Nations History (+13.4%), and Colonial History (+11.4%). ESWs showed
minimal progress (2.3-2.4% for First Nations topics, 0.5% for Colonial History).
EL8: Importance of Learning About Colonisation and Government Policy
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ANU attitudes remained stable (p = 0.731) at 96% of respondents viewing this issue as either
very or fairly important, while ESWs saw a shift (p < 0.001) from "Very important" (-11.4%)
toward more moderate views.
EL9: Importance of Truth-Telling Processes
ANU responses remained stable (p = 0.822) with consistently high support (94.8%), while
ESWs saw a decline in "Very important" responses (-13.3%) and increases in other categories.
In 2024, ANU respondents were far more likely (+17.4%) to prioritise truth-telling, though both
settings maintained majority support.
EL10: Attitudes Towards Addressing Historical Wrongs
ANU attitudes remained stable (p = 0.168) with strong support for rectification (64.3%). ESWs
shifted (p < 0.001) away from rectification (-8.1%) toward forgiveness and moving on (+7.3%).
While 64% of ANU respondents favoured rectification in 2024, ESW respondents favoured
moving on (48%).
CORE 5: Knowledge of Traditional Custodians
Definite knowledge about Traditional Custodians increased at ANU (+7%) to 85% in 2024,
compared to a smaller ESW gain (+2%) to 66%. ANU respondents demonstrated significantly
higher definite knowledge (+14.9%) and lower uncertainty (-13.0%) than ESWs.
CORE 6: Confidence in Culturally Respectful Engagement
Both ANU (p = 0.0004) and ESWs (p < 0.001) improved, with no significant difference between
them in 2024 (p = 0.7304). ANU saw a larger relative increase in "Very confident" responses
(+11%) and a decrease in "Fairly confident" (-6.4%), while ESW gains were smaller (+6%, -1%).
Overall combined confidence levels in 2024 were nearly identical (ANU 82.9%, ESW 82.5%).
EL12: Importance of Flexible Policies for First Nations Staff
From 2022 to 2024, ANU support for Sorry Business and Extended Family Responsibility leave
increased, with "Very important" rising by 3.8% and 4.6%, respectively, and total positive
responses remaining high (90% and 86%). ESWs saw declines, with "Very important"
responses dropping by 9.2% and 7.7%, and total positive responses falling to 81.7% and
73.9%. While both settings valued Sorry Business leave more highly, ANU showed increasing
support, whereas ESWs saw a decline.
CORE 9: First Nations Engagement Activities
ANU engagement increased more substantially than ESWs, particularly in local First Nations
community engagement (+16.9%), procurement (+16.5%), and attendance at First Nations
events (+12.7%), roughly three to four times the sector's growth (4-5%). Both settings
maintained high participation in Welcome to Country (88-92%), but ANU showed a stronger
shift towards active engagement.
CORE 10A/B: Impact of Cultural Learning and NAIDOC/NRW Participation
At ANU, positive responses strengthened from 2022 to 2024, with "Definitely enjoyed"
increasing from 51% to 58%, and "Felt more positively about First Nations cultures" rising
from 43% to 55%. In contrast, ESWs saw a slight decline, with "Definitely enjoyed" dropping
from 62% to 56%, "Learned something" from 64% to 57%, and "Felt more positively" from 57%
to 51%. These shifts were statistically significant.
In 2022, the only significant difference between ANU and ESWs in NAIDOC/NRW celebrations
was stronger workplace sentiment (57% "Definitely" felt positive vs. 37% at ANU). By 2024,
ESW support declined, with "I enjoyed participating" falling from 63% to 58%, "Learned
something" from 54% to 50%, and "Felt positive" from 57% to 50%. ANU saw gains in positive
responses, while ESWs saw a decrease in top-tier positive endorsements.
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CORE 11: Cultural Learning Training Delivery Methods
Both ANU and ESWs showed shifts in their cultural learning delivery methods between 2022
and 2024, moving toward more interactive and in-person approaches, though with different
emphases. Both groups reported a cessation of combination delivery methods (ANU: -11%,
ESW: -18%), while face-to-face On-Country experiences emerged in 2024 (ANU: 21%, ESW:
18%). ANU respondents indicated a more marked increase in face-to-face in-person training
(+32 percentage points to 52%) compared to ESWs (+19 points to 44%), while ESW
respondents placed greater emphasis on live webinars (+15 points to 31%) compared to a
more modest increase at ANU (+10 points to 14%). Notably, ANU respondents reported a
decline in on-demand resources (-9 points to 55%), while ESW respondents increased their
use (+9 points to 50%). These suggests that while respondents at both ANU and in ESWs are
embracing more interactive approaches, ANU respondents have made a more decisive shift
toward in-person engagement.
E18: Organisational Provision of Cultural Learning Training
A comparison of respondents’ perceptions of cultural learning training provision between ANU
and ESWs showed similar patterns, with no statistically significant differences (p = 0.1243).
ANU respondents reported slightly higher rates of awareness of cultural learning staff training
(74% versus 68%), slightly better awareness levels (17% versus 21% “Don't know”), and
marginally lower rates of no training provision (2% versus 3%), while both groups reported
identical rates (8%) for selective staff training. Comparison data from 2022 was not available
for the ANU sample for this question. Responses from ESWs showed no significant
differences between 2022 and 2024, indicating that perceptions remained stable.
E19: Support for Organisational Actions on First Nations Initiatives
Response options:
•
Enabling First Nations people to extend their education through scholarships,
traineeships, and work placements
•
Recruiting First Nations people as staff
•
Partnering with First Nations organisations or communities
•
Contracting First Nations businesses as regular suppliers
•
Enabling employees to learn more about First Nations cultures
•
Promoting and celebrating National Reconciliation Week and/or NAIDOC Week within
the workplace
•
Acknowledging the Traditional Owners of the land
ANU respondents demonstrated stronger support for First Nations initiatives compared to
ESW respondents, with significantly higher levels of "Strongly Support" across all actions,
particularly for education initiatives (83% vs 56%) and recruiting First Nations staff (77% vs
57%). While both groups exhibited majority support for all actions, ANU respondents showed
a more pronounced commitment. The smallest gap was observed in contracting First Nations
businesses (59% vs 46%), while opposition levels remained low across both groups.
CORE12: Comfort with Acknowledgement of Country Participation
•
Personally delivering an Acknowledgement of Country
•
Being present at an event containing an Acknowledgement of Country
There were different trajectories between ANU and ESWs from 2022 to 2024, with statistically
significant differences. ANU respondents maintained stable comfort levels, with no significant
changes (p > 0.05 for both scenarios). In contrast, ESWs showed highly significant declines (p
< 0.001 for both scenarios), particularly in personally delivering Acknowledgements
(combined comfort dropped from 78.2% to 70.8%) and being present at events (combined
comfort decreased from 91.8% to 86%).
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Opportunities
EL13: Benefit of First Nations Executive(s) or Manager(s)
Perceptions of First Nations leadership benefits differed between ANU and ESWs. ANU shows
a statistically significant positive shift (p = 0.01), with combined positive responses rising by
5.3% (from 72.5% in 2022 to 77.8% in 2024). In contrast, ESWs show a significant decline (p <
0.001), with combined positive responses falling by 9.5% (from 70.8% in 2022 to 61.3%).
EL14: Types of Benefits Resulting From First Nations Executive(s) or Manager(s)
Response options:
•
Enhanced staff wellbeing
•
Improved economic performance
•
Improved customer services
•
Improved workplace culture
•
Stronger talent acquisition and retention
At ANU, responses strongly endorsed benefits related to workplace culture and staff wellbeing
but indicated uncertainty about economic performance: Enhanced staff wellbeing was widely
supported (77% "Yes"), though 22% remained unsure. Improved economic performance saw
dominant uncertainty (70% "Don't know") and low agreement (21% "Yes"), suggesting either
ambiguity or lower prioritisation. Improved customer services had moderate support (45%
"Yes") but high uncertainty (52%). Improved workplace culture received overwhelming
endorsement (87% "Yes" vs. 12% "Don't know"), while Stronger talent acquisition and
retention was also well-regarded (67% "Yes," 30% "Don't know").
In 2024, ANU respondents show a slight positive shift in perceptions of Enhanced staff
wellbeing, with "Don't know" declining from 25% to 22% and "Yes" increasing from 73% to
77%. Perceptions of other benefits remain largely stable between 2022 and 2024.
Compared to ESWs, ANU respondents reported lower uncertainty and higher endorsement for
Enhanced staff wellbeing (77% vs. 70%) and Stronger talent acquisition and retention (67% vs.
60%). However, they showed greater uncertainty and lower agreement on Improved economic
performance (21% vs. 29%) and Improved customer services (45% vs. 60%). Improved
workplace culture was strongly endorsed across both groups. These patterns suggest ANU
respondents were more confident in benefits related to staff wellbeing and talent retention
but less convinced about economic and customer service impacts.
CORE13: Awareness of First Nations Employment Strategy
At ANU, awareness of First Nations employment strategies declined. Recruitment strategy
awareness dropped from 62% in 2022 to 47% in 2024, with uncertainty rising from 35% to 46%
and "No" responses increasing from 3% to 8%. Professional development strategy awareness
fell from 48% to 34%, while uncertainty grew from 48% to 58% and "No" responses increased
from 4% to 9%.
In contrast, ESWs showed stable perceptions over time. Recruitment strategy awareness
remained nearly unchanged (40% "Yes" in 2022 vs. 39% in 2024), with consistently high
uncertainty (54% vs. 53%). Similarly, for a professional development strategy, "Yes" responses
held steady at 26%, while uncertainty remained high (66% in 2022 vs. 65% in 2024) and "No"
responses stayed low (8% vs. 9%). While ANU shows rising uncertainty and declining
affirmative responses, ESWs exhibit minimal change. That said, overall awareness levels at
ANU were higher than in ESWs (recruitment strategy: 47% yes at ANU vs. 39% at ESWs;
professional development strategy 34% yes at ANU vs. 26% at ESWs).
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CORE14a: Effectiveness of First Nations Employment Strategy
At ANU, the most common response in both years was "Somewhat effective" (45% in 2024,
38% in 2022), followed by “Don’t know” ( 30% in 2024, 37% in 2022), while "Not effective at
all" remained rare (4% in 2024, 2% in 2022). In ESWs, "Somewhat effective" is also the most
common view (40% in 2024, 42% in 2022), with "Not effective at all" remaining low (2% in
2024, 1% in 2022). While the ANU sample showed modest shifts over time, these changes are
not statistically significant (p = 0.16).
CORE14b: Benefits of a Dedicated First Nations Employment Strategy (For staff unaware
of a recruitment strategy)
At ANU, "Strongly benefit" is the dominant response in both years (63% in 2024, 50% in 2022),
with the least common being "Not really benefit" (3% in 2024) and "Not benefit at all" (3% in
2022). Despite visible differences, these shifts are not statistically significant (p > 0.05).
In ESWs, responses indicate significant changes between 2022 and 2024. In 2024, "Strongly
benefit" is the most common response (31%), followed closely by "Don't know" (27%), while
"Not benefit at all" remains the least common (6%). In 2022, "Strongly benefit" was even
higher 38%), with lower uncertainty (24%) and "Not benefit at all" at just 3%. These changes
are highly statistically significant (p < 0.001).
Governance
CORE 15: Workplace Satisfaction
Between 2022 and 2024, ANU respondents reported a pronounced decline in workplace
satisfaction, with those feeling "Satisfied" dropping from 52% to 48% and "Very satisfied"
decreasing from 27% to 13%. These changes were statistically significant (p < 0.001). In ESWs,
slight shifts in satisfaction occurred, with the "Satisfied" category at 46% and "Very satisfied"
at 37% in 2024, compared to 48% and 36% in 2022. These differences, though small, were
significant (p < 0.001).
CORE 16: Job Search Intentions
At ANU, job search intentions shifted markedly from 2022 to 2024, with "Not likely at all"
responses dropping from 42% to 30% while “very likely” responses increased from 8% to 13%,
reflecting increased openness to new job opportunities. Conversely, ESWs saw an increase in
reluctance, with "Not likely at all" responses rising from 39% in 2022 to 45% in 2024. These
contrasting trends were statistically significant.
CORE 17: Workplace Endorsement
ANU respondents showed a dramatic shift in workplace endorsement, with "Definitely
recommend" dropping from 45% to 19%, while "Probably recommend" rose to 62% in 2024.
Conversely, ESWs exhibited a modest increase in recommendations, with "Definitely
recommend" rising from 52% to 54%. These changes were significant (p < 0.001) in both
cases.
CORE 18: RAP Awareness
There was a slight increase in awareness of RAPs from 2022 to 2024. At ANU, "Yes" responses
rose from 73% to 75%, and "Don't know" dropped from 26% to 24%. ESWs mirrored this trend,
with "Yes" increasing from 74% to 75%, and "Don't know" decreasing from 25% to 23%. These
changes were statistically significant (p < 0.001).
CORE 19: Impact of RAP
The perceived impact of RAPs slightly moderated from 2022 to 2024 at ANU, with fewer
respondents reporting "strong improvement" in areas such as awareness of unconscious
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racism. A similar trend was seen in ESWs, where "strong improvement" ratings decreased,
accompanied by increases in lower impact categories. While the RAP remained positively
viewed, the highest levels of perceived impact diminished.
EL22: Importance of First Nations Voices in Reconciliation
At ANU, the importance of First Nations voices remained high, with 61% of respondents
considering it "Very important" in both 2022 and 2024. By contrast, ESWs saw a decline in
"Very important" responses, from 59% to 48%, with modest increases in less definitive ratings,
including "Don't know."
E23: Senior Leadership Participation in Reconciliation
At ANU, in 2024, 40% of respondents were unsure whether senior leaders prioritised
reconciliation activities, while 33% said "Yes, often" and 10% "Yes, always." ESW respondents
had higher rates of positive responses (58% combined “Yes, always” and “Yes, often”) than at
ANU (43% % combined “Yes, always” and “Yes, often”). For ESWs, there were only marginal
changes in senior leadership engagement between 2022 and 2024. Comparative 2022 data
was not available for the ANU sample.
CORE 20: Senior Leader as a Reconciliation Champion
There was a decline at ANU in the perception of senior leaders as reconciliation champions,
with "Yes" responses dropping from 74% in 2022 to 43% in 2024, and "Don't know" increasing
to 43% from 20%. ESWs saw more modest changes, with "Yes" responses declining from 63%
to 60%. While statistically significant, these changes were less pronounced than at ANU.
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Appendix C
Terms of Reference - Indigenous Strategy Working Group
Introduction
The Australian National University is committed to the advancement of Aboriginal and
Torres Strait Islander people and strive to deliver a range of academic, research and
community engagement initiatives and support mechanisms aimed at empowering
Aboriginal and Torres Strait Islander students and staff to succeed in their educational
and professional pursuits.
The Indigenous Strategy Working Group will work collaboratively to enact the
University value of respecting, celebrating and learning from First Nation peoples.
The Terms of Reference sets out the Working Group’s objective, authority, composition,
roles and responsibilities, reporting and administrative arrangements.
Objective
The ANU is dedicated to fostering a culture of respect and inclusion by embedding the
University’s values of equity and diversity into every aspect of our study, work, and
living environment. The Working Group's objective is to lead and coordinate efforts
toward fulfilling the University’s commitment to significantly enhancing higher
education, research, and employment outcomes for Aboriginal and Torres Strait
Islander people. Through sustained initiatives and ongoing engagement, we aim to
ensure that the principles of equity, respect, and justice are integral to all facets of
ANU activities.
Authority
This Working Group will operate under the scope of the Terms of Reference and under
the authority of the Vice-Chancellor as the Chair of the Working Group.
Membership
The Working Group will consist of:
a) ex officio, Vice Chancellor, Chair
b) ex officio, a College Dean, Deputy Chair
c) ex officio, Vice-President First Nations
d) ex officio, Deputy Vice-Chancellor (Research and Innovation)
e) ex officio, Deputy Vice-Chancellor (Academic)
f) ex officio, the General Manager of each College
g) ex officio, Chief People Officer
h) ex officio, representative from ANU Communications and Engagement
i) ex officio, President ANUSA
j) ex officio, University Librarian (Chief Scholarly Information)
k) ex officio, Head of Inclusive and Respectful Communities
l) ex officio, Senior Consultant, Indigenous Employment & Retention
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m)  at least four professional staff members
n)  at least four academic staff members
o)  at least one Indigenous student, if not included in the above roles
p)  at least one Indigenous academic staff member, if not included in the above
roles
q)  at least one Indigenous professional staff member, if not included in the above
roles
r)  representative from Inclusive and Respectful Communities (Secretariat)

Roles and Responsibilities
The Working Group responsibilities are:

a)  Provide a platform for meaningful dialogue, understanding, and collaboration
across the different areas of the university. This includes addressing historical
injustices, promoting restoration, and incorporating reconciliation principles into
organisational practices and policies.
b)  Develop the ANU Indigenous Strategy including identifying current activities
and gaps across the agreed domains, developing KPIs and reporting
mechanisms.
c)  Monitor the implementation of the ANU Innovate RAP 2024–2026
d)  Monitor and support reporting at the Indigenous Strategy Working Group on the
Aboriginal and Torres Strait Islander Employment Committee, which oversees
the Aboriginal and Torres Strait Islander Employment Strategy, to support and
advance its initiatives.
e)  Be the conduit for the coordination of activities across the university to
implement, monitor and refine the Indigenous participation, engagement,
education and research
f)  Assist with the collation of information to meet reporting requirements.
g)  The Chair is authorised, where necessary, to take executive action on behalf of
the Working Group between meetings and will report to the Working Group as
soon as practicable on any executive action taken.

Responsibilities of Members
Members are expected to:
a)  Act in the best interests of the university
b)  Act in good faith, honestly and for a proper purpose.
c)  Exercise appropriate care and diligence
d)  Contribute to the University’s ongoing efforts to improve Aboriginal and Torres
Strait Islander education, research, engagement and employment
e)  Contribute the time needed to engage in the actions as stated in section 5 and
any task allocated to their position and/or area

Reporting
The Working Group, with leadership from the Chair or Deputy Chair, will provide regular
reports to the ANU IDEA Governance Committee on its operation and activities.
An annual report on actions undertaken will be made available to the ANU community
on the website.
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Administrative Arrangements
a)  Meetings
•  The Working Group will meet four times per year on dates determined by the
Chair.
•  The Chair may call a meeting if required.

b) Quorum
•  A quorum will consist of 50 per cent of members (rounded up to the nearest
whole number).
•  Meetings can be held in person or digitally with members expected to
indicate their mode of attendance in advance of the meeting.
•  A Working Group member who is unable to attend, may nominate an
alternate attendee.
•  Ther Chair may request any other ANU employee and/or external party to
attend a meeting or participate in certain agenda items.

c)  Secretariat and Support
•  Secretariat support will be provided by the Inclusive and Respectful
Communities team including scheduling of meetings, supporting agenda
preparation and report writing as required.

Conflicts of Interest
•  Working Group members must declare any material personal interests at the
start of each meeting or before discussion of the relevant agenda item or
topic. Details of material personal interests declared, and actions taken, will
be appropriately recorded in the minutes.

Assessment and Review
•  The Chair will initiate an annual review at the end of the first year in 2025, and
subsequently, biennial reviews of the performance of the Working Group, and
the Terms of Reference, with appropriate input sought from Working Group
members.

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