Coates launches new Reconciliation Action Plan (RAP)

Innovate 2.0 strengthens our commitment to unity, respect and long-term impact

Coates is continuing our reconciliation journey with the publication of our third Reconciliation Action Plan (RAP). Endorsed by Reconciliation Australia, our Innovate 2.0 RAP outlines key initiatives to be implemented over the next two years, aimed at strengthening advocacy for Aboriginal and Torres Strait Islander peoples and communities, respecting Traditional Owners and their lands, and uniting Australia as one.

“At Coates, our vision for reconciliation is not merely a commitment but a transformative journey. Through our Reflect and Innovate Reconciliation Action Plans, we’ve taken important steps forward,” said Murray Vitlich, Coates CEO. “Now, we must focus on building stronger connections with local First Nations communities and empowering our employees with the knowledge and tools to walk this path meaningfully.”

Innovate 2.0: Focus areas for 2025-2027

Leveraging our 140 years of experience, our RAP Committee, our Clontarf Champion Network and the expertise of 1,800 highly skilled employees across 145 branches, we envision a future where our reconciliation efforts contribute to a more equitable and just society for all.

Our new RAP outlines three key pillars to guide Coates’ efforts over the next two years:

1.  Employment Pathways

   • Continue to host work placements, site visits and attend employment forums with Aboriginal and Torres Strait Islander students.

   • Establish a school-based apprenticeship and/or traineeship program within Coates.

2. Cultural Education & Community

   • Continue cultural awareness training and celebrate key cultural events, such as National Reconciliation Week and NAIDOC Week.

   • Strengthen partnerships with organisations such as the Clontarf Foundation, NSW Indigenous Chamber of Commerce (NSWICC), Supply Nation and Noongar Chamber of Commerce & Industry.

3. Supplier & Customer Engagement

   • Continue to expand the pool of Aboriginal and Torres Strait Islander businesses supplying and subcontracting to Coates.

   • Enhance opportunity pipelines for Indigenous businesses with our major clients and projects.

Reflections on our progress to date

Since 2020, our RAP journey has enabled us to create a positive impact through meaningful employment and inclusion, cultural education and strong partnerships with First Nations communities, businesses and customers.

We’re proud to have:

• Developed strong connections with First Nations business networks, including Supply Nation, NSWICC, GABC, Kinaway and Noongar.

• Introduced an Acknowledgement of Country guide, supporting our people to recognise and respect the Traditional Owners of the lands where we live and work.

• Made cultural awareness learning available to all employees, recognising that education is key to change, with 90% of employees having completed the training.

• Earned the trust of First Nations customers through genuine support and a long-term commitment to their success.

• Renewed our partnership with the Clontarf Foundation, continuing to support young Aboriginal and Torres Strait Islander men through education and employment pathways, with more than 15 Clontarf alumni joining our workforce.

• Refreshed our RAP Committee membership with employees dedicated to continuing our focus on making a positive impact with First Nations outcomes. This includes appointing a new RAP Committee Chair: Steven Read, Executive General Manager – South.

• Experienced significant regional participation from our Clontarf Champion network, with more than 1,500 hours invested by Coates employees in Clontarf academies and students.

• Increased First Nations representation in our workforce to 4.5% , ensuring more voices and lived experiences are reflected within our teams.

• Expanded our engagement with First Nations suppliers by more than 500%, with over 100 Indigenous suppliers onboarded and more than $7 million spent in FY25.

• Marked National Reconciliation Week and NAIDOC Week with meaningful celebrations that honour culture, resilience and history.

“We’re proud of our achievements and grateful for the lessons learned from these rich experiences. But our path hasn’t been without challenge. We’ve faced the need to shift mindsets, build internal understanding and navigate complexities that occur when creating real change,” said Murray.

To continue our progress, we remain focused on:

• Helping our people, especially decision-makers, to understand the full value of partnering with First Nations businesses.

• Supporting the delivery and growth of services under national contracts.

• Embedding reconciliation into the core of how we do business – not as an initiative, but as a way of being.

• Coordinating efforts across our national footprint while maintaining cultural integrity and focus.

• Improving our ability to track outcomes in procurement and employment.

“Looking ahead, we know that reconciliation is more than the actions outlined in our Innovate 2.0 plan – it’s a deep, ongoing commitment. We will continue to listen, learn and show up with respect,” said Murray.

“As an Australian-owned company, we are part of this story. We stand with Reconciliation Australia, our Board, employees, customers and the communities who place their trust in us. Together, we move forward – committed to a future that acknowledges the past and builds a more inclusive Australia.”