17 • Regularly reviewing our progress against agreed KPI’s within theModern SlaveryWorking Group reporting to the CEO. • Regularly reviewing and assessing the effectiveness of our policies, codes, operating standards and procedures as they relate tomodern slavery. • Monitoring frequency and trends of whistleblowing and grievance channels. During the reporting period, we did not identify any potential modern slavery risks from the incidents raised via thesemechanisms. • Rates of completion of training. In the reporting period 96% of eligible participants completedmodern slavery training. • Engagement with suppliers beyond initial assessment via the pre award evaluation to enhance awareness of modern slavery. Process of consultationwithin theGroup We have a working group that meets to discuss andmanage our approach tomodern slavery, both in Australia and in our international operations, and share information and resources relevant to themanagement of modern slavery risk. This group includes representatives of McConnell Dowell’s Legal, Compliance, Procurement, People and Sustainability business functions, all of whomare accountable for their functional areas across all business units. In relation to our supply chain risk, procurement representatives fromall our business units (including all our international locations) met monthly during the reporting period, with a standing agenda item in relation to our modern slavery risk program. Scott Cummins Director &Chief Executive Officer Assessing the effectiveness of the actions taken McConnell Dowell recognises that assessing the effectiveness of our actions is a key element of our commitment to continuous improvement. Theways inwhichwemeasure effectiveness are listed below. Insights gathered from thesemeasures informourModern Slavery strategy and the scope of work for theModern Slavery WorkingGroup.
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