Context 1: The need to work differently

2. Context 1: The need to work differently • Global Economy – massive differentials • Human Rights • Climate Change • Access to arable land, potable water and economic resources • Making a difference – prosperity or conflict • Scrutiny, Accountability

3. The Response Over the past 5 to 10 years the mining industry globally has been developing understanding and increasingly linking with others: • Global Compact/Global Reporting Initiative • The Global Mining Initiative • ICMM • Corporate Social Responsibility Initiatives

4. Context 2 “One of the great demographic changes that has occurred in modern Australia has been the transformation of a rural society to an urban society. A little over a century ago during the 1861 census, more than 60% of the nation were rural dwellers and lived outside the towns. In 1961, a century later, the proportion had fallen to 18%, with 82% of the population residing in the capital cities or other urban areas. It is a truly dramatic reversal.”Looking Back: The changing face of the Australian continent, 1972 – 1992 Dean Graetz, Rohan Fisher, Murray Wilson, Susan Campbell, CSIRO

5. POPULATION DISTRIBUTION Source ABS, Table 5.13 Distribution of Population Source: 2000 Year Book Australia, ABS Cat No. 1301.0;

6. The sustainability debate in Australia occurs within a policy environment that is dominated by a population living in major urban centres, largely on the eastern seaboard. The focus is mostly on the physical environment.

7. Key questions: Can economic activity flourish in the midst of social dislocation and dysfunction? Can environmental sustainability be achieved without addressing human concerns and futures?

8. Miners may not appear the logical group to be grappling what makes a strong sustainable civil society. But the fact is – for many reasons we are involved in trying to understand how to contribute to strong functional communities.

9. Communities are seeking a balance between economic growth, social cohesion, cultural strength and environmental stewardship. This has forced the mining industry to develop new understandings, new skills and new ways of doing business. This is particularly true with regard to relationships with Indigenous Australia.

10. Indigenous Australia • There is not one story for Indigenous Australia • Multiple nations and language groups • Diversified populations – cities, rural, remote • History: removal of children, segregation, institutionalisation, 1967 referendum • Population growth: 17% increase in 2001, 17% in 91, 33% in 96, etc, and a young population. • 2.5% of total Australian population • Health and socio-economic status • Political marginalisation – and failure of public policy

11. Indigenous Nations of Australia Based on the Tindale Maps – SA Museum

12. Why Is Indigenous Relations Important Mining largely occurs on land controlled or strongly influenced by Indigenous peoples Need for access to land and the support of local communities. Business drivers for local employment A commitment to social improvement and sustainability.

13. A New Approach: MCA – C/W MOU A partnership between the mining industry, Indigenous communities and Australian Governments. Collaboration and partnership based on mutual respect, shared responsibilities (and accountability), respect for culture, customs and values. Building sustainable development. Joint commitment to social, economic and institutional development for communities.

14. THE MEMORANDUM OF UNDERSTANDING • MOU on Indigenous employment and business development signed between MCA & Australian Government in June 2005 • New government policy approach using local partnerships & collaborations • Whole-of-government across all governments and Business Collaboration • Local solutions to local issues and devolved decision making

15. Outcomes sought Jobs for Indigenous Australians Not just in the mines, but in Indigenous and mainstream businesses that support the mines and support communities Economic opportunities for Indigenous Australians Stronger communities Now and after the mines close Communities that have jobs for their kids More money to stay in the local economy Better mines supported by local communities

16. MoU Initial Sites WA East Kimberley Argyle Diamond Mine, Roche Boddington WA Newmont Wiluna WA Newmont, BHP Billiton Karratha/Roebourne Pilbara Iron, Woodside, Chevron Port Hedland BHP Billiton, Ngarda Newman BHP Billiton, Newcrest, Rio Tinto NT Tanami Newmont Qld Western Cape York Rio Tinto Aluminium 5 year time frame

17. Regional Partnership Agreements

18. WHAT’S HAPPENING ON THE GROUND A Case Study: The Tanami

19. WHERE IS THE TANAMI OPERATION??

20. The Tanami • Tanami Operations are located on Walpiri Country - 600 km NW Alice Springs, currently 600 people on site • 15 to 20% Indigenous Employment • Small local communities 200 -300km from mine • Challenge of Local Employment and Business development • Issues to be addressed include the legacy of much policy neglect: community capacity, health issues, governance, education levels, wealth sharing, economic development, basic infrastructure. • Company capacity, skills, culture, mentoring, policies.

22. The Tanami Experience • Had run Prevocational Programs previously • Various degrees of success • Worked out it had to be planned and structured • Needed a close working relationship with CLC and Newmont Tanami • Needed joint community engagement • Needed joint selection process • Needed ongoing joint involvement • Needed to monitor, evaluate, learn and be prepared to change

23. The Big Messages • Must be able to make the business case within the organisation and have organisational commitment from the top • Success will only come through multi lateral partnerships and respect • Must be a partnership arrangement with the Land Council • Must include relationship with business partners • Must be prepared to provide resources – all partners • Cant just train people without a real job outcome

25. What We Have Learned • Culturally appropriate selection processes • The need for a solid prevoc program – not a 2 week “sheep dip” • MUST have the right trainer and the right mentor • MUST enable participants to experience the whole operations • Train the supervisors as well as the participants • Organisational cultural awareness/competence • Must recognise and respond to social and cultural needs Must be a real / permanent job at the end of the training

27. The Challenges • Mainstream employment – why don’t people apply through the regular processes? • Responding to multiple disadantage and complex problems • Business development, retention and career pathing – beyond entry level jobs and just employment • Sustainable economic activities beyond the life of the mine – what is the regional economy • Racism

29. What does sustainable development really mean? • How do we best work with communities to support their aspirations while building a strong business? • Building the business cases to support social, cultural investment • Building skills and capacity within the company, industry and governments as well as communities • Creating longer time frames within the pressures of quarterly results, production targets and market realities • Respecting differences and making shared outcomes sustainable core business

30. Summary • These challenges are often played out in a climate of distance, misunderstanding, distrust, size/scale overwhelming need, lack of relevant experience, sectoral barriers and failed policy . • Sustainability – is it a shared future for everyone? • Finding the economic base for the social and cultural, a social base for the economic, in a sustainable environment