BHP Billiton Reconciliation Action Plan Financial years

Transcription

1 BHP Billiton Reconciliation Action Plan Financial years

2 Nyungar Welcome to Country message in the new BHP Billiton office in Perth.

3 Message from the CEO Our new Reconciliation Action Plan not only better reflects our goals, but has consolidated our thinking and our efforts to support and achieve reconciliation within our workplaces, our businesses and the communities in which we operate. Our long-term commitment to sustainability and ethical behaviour is at the core of what we stand for as an organisation at BHP Billiton. Operating a global company in a socially responsible way is guided day-in-day-out by Our BHP Billiton Charter. It is the single document that is central to everything we do, defining the core values of our Company and what we strive to achieve. Our values start with sustainability, integrity and respect. We believe we will be successful when we put health and safety first, are environmentally responsible and support the communities in which we operate. This includes respecting our Aboriginal and Torres Strait neighbours and operating with integrity in everything that we do. In Australia, many of our businesses operate on or near Aboriginal lands. We have a range of Company standards, which dictate how we engage with our stakeholders, respect human rights and invest in and support community development. In addition to these standards, we have our Reconciliation Action Plan, which articulates our actions and targets to promoting and achieving reconciliation. We support our employees with cross-cultural training, promote opportunities to participate in cultural events, respect Aboriginal and Torres Strait Islander cultural protocols and cultural heritage, and provide a range of opportunities to support education, training, employment and business development. BHP Billiton has developed a new Reconciliation Action Plan, which takes into consideration our achievements to date while recognising the challenges faced by Aboriginal and Torres Strait Islander peoples living near and working within our operations. Our new Reconciliation Action Plan not only better reflects our goals, but has consolidated our thinking and our efforts to support and achieve reconciliation within our workplaces, our businesses and the communities in which we operate. We will continue to develop effective engagement programs with Aboriginal and Torres Strait Islander communities; respond to local needs and situations in an ethical manner that recognises traditional rights and values; and respects cultural heritage. We will continue to regularly review our performance and consistently report our progress to Reconciliation Australia. We look forward to a continued partnership with Reconciliation Australia and our Aboriginal and Torres Strait Islander neighbours. These relationships will assist us in strengthening our knowledge and understanding of Aboriginal and Torres Strait Islander peoples and support the building of a better future for all Australians. Marius Kloppers Chief Executive Officer BHP Billiton BHP BILLITON RECONCILIATION ACTION PLAN

4 Message from Reconciliation Australia The RAP is an important framework that brings reconciliation to life with actions that benefit the Company, as well as improve relationships with the Aboriginal and Torres Strait Islander communities. Reconciliation Australia congratulates BHP Billiton on the release of their fourth Reconciliation Action Plan (RAP). With the release of this RAP for financial years , BHP Billiton is continuing its reconciliation commitments. The RAP is an important framework that brings reconciliation to life with actions that benefit the Company, as well as improve relationships with the Aboriginal and Torres Strait Islander communities. The importance of effective and respectful engagement with Aboriginal and Torres Strait Islander communities is evident in this document. Many of their operations are located in regional and remote locations and establishing long lasting relationships with their host communities is important to their business. Equally so, BHP Billiton s RAP also highlights the importance of various parts of the business having ownership and input into the RAP. Through localised support, BHP Billiton s RAP will ensure all of their operations are able to make a positive contribution to the communities in which they operate. The ongoing implementation of stakeholder engagement management plans will support operations to build strong, sustainable and respectful relationships. As well as committing to localising their employment, professional development and mentoring opportunities, this RAP will also support engagement with Aboriginal and Torres Strait Islander businesses through Local Procurement Plans. This is a particularly important action for BHP Billiton to commit to, as engaging with Aboriginal and Torres Strait Islander entrepreneurs through real business transactions is essential to providing choice and employment diversity in their host communities. Reconciliation Australia thanks BHP Billiton for its ongoing commitment to reconciliation. On behalf of Reconciliation Australia, I wish you well throughout the implementation of your plan. Leah Armstrong Chief Executive Officer Reconciliation Australia 2 BHP BILLITON RECONCILIATION ACTION PLAN

5 Who we are Our Australian Assets Offices Petroleum Aluminium and Nickel Base Metals Uranium Iron Ore Manganese Metallurgical Coal Energy Coal BHP Billiton is a leading global resources company. Our purpose is to create long-term shareholder value through the discovery, acquisition, development and marketing of natural resources. We are among the world s top producers of major commodities, including aluminium, energy coal, metallurgical coal, copper, manganese, iron ore, uranium, nickel and silver, and we have substantial interests in oil and gas. We are a global organisation, with more than 100 locations in over 25 countries around the world. Our success is underpinned by more than 45,000 employees and 78,000 contractors who work at BHP Billiton. In Australia, we directly employ more than 25,000 people, with substantial representation from Aboriginal (1) communities. Many of our operations are located on or near Aboriginal lands. Promoting the principles of reconciliation is important to us to ensure that our businesses and employees live Our Charter value of respect, and provide opportunities for engagement and advancement of Aboriginal peoples. The long-term nature of our operations allows us to establish long lasting relationships with the communities in which we operate and those neighbouring our operations. We promote working together to make a positive contribution to the lives of people who live near our operations and to society more generally. BHP Billiton operates nine Customer Sector Groups (CSGs) aligned with the commodities we extract and market. In Australia, we have offices and/or operations in each state and territory, apart from Australian Capital Territory. The BHP Billiton operated assets and projects included within this Reconciliation Action Plan are: BHP Billiton Mitsubishi Alliance (BMA) Central Queensland BHP Billiton Mitsui Coal (BMC) Queensland Cannington Queensland Caroona Coal Project New South Wales GEMCO Northern Territory Illawarra Coal New South Wales Mt Arthur Coal New South Wales Nickel West Western Australia Olympic Dam South Australia Petroleum Australia Production Unit Australia Western Australia Iron Ore Western Australia Worsley Alumina Western Australia (1) Throughout this document the term Aboriginal refers to Aboriginal and Torres Strait Islander peoples. BHP BILLITON RECONCILIATION ACTION PLAN

6 Our Reconciliation Action Plan BHP Billiton was one of the first businesses to launch a Reconciliation Action Plan (RAP), in The plan was revised in 2009 and again in In 2012, through a process of collaboration across our Australian operations, BHP Billiton developed a new RAP for financial years Our renewed approach enables our varied and diverse business operations to implement actions that suit the environment in which they operate and better reflect community needs. Our new RAP updates the progress of BHP Billiton s reconciliation journey and demonstrates the continued commitment of our business to reconciliation throughout Australia. The BHP Billiton RAP is led by a National Reconciliation Working Group (NRWG) comprised of representatives from each of our Australian operations, our corporate office in Melbourne and receives external advice from an Aboriginal leader, who sits on our Forum on Corporate Responsibility. The Forum on Corporate Responsibility includes six members from our Group Management Committee and eight senior leaders from the non-government organisation sector globally. The development process, through the NRWG, has been designed to ensure that the RAP adequately represents the actions, activities and needs of the contributing operations and the effective participation of Aboriginal stakeholders through ongoing engagement. At the local level, each contributing Australian operation will engage with both internal and external stakeholders. Internally, a range of functions is responsible for identifying, delivering and reporting on actions and targets. Externally, we identify and engage stakeholders through our Stakeholder Engagement Management Plans, we gather data through our Social Impact Assessments and, in consultation with the community, we identify priority focus areas, which frame our Community Development Management Plans. Collectively, this approach assists us to positively influence the social and economic challenges faced by Aboriginal peoples. This process further supports us in our engagement with Aboriginal peoples in relation to our reconciliation actions and targets. Above: Two Worlds, Two Cultures by Kathleen Maree Sorensen. 4 BHP BILLITON RECONCILIATION ACTION PLAN

7 Our vision for reconciliation Our Australian operations and communities are places that embrace respect, mutually beneficial relationships and opportunities for inclusion and advancement of Aboriginal peoples. In order to achieve this vision, we will: 1 Strengthen 2 Respect 3 Offer 4 Provide 5 Provide 6 Identify, 7 Invest our relationships with Aboriginal peoples and communities. and manage cultural heritage and promote leading practice in this area. cultural competency training and promote the respect of cultural protocols to our employees. education and training opportunities to Aboriginal peoples to enhance their skills and build capacity. and promote opportunities for Aboriginal peoples to join our workforce. support and work with Aboriginal businesses. in community development projects in Aboriginal communities close to our operations. Above: NAIDOC Week 2012 Newman Primary School: A coordinated balloon release of Aboriginal and Torres Strait Islander colours across the Newman Schools. BHP BILLITON RECONCILIATION ACTION PLAN

8 Relationships As a company, we are committed to engage regularly, openly and honestly with people and organisations interested in and affected by our operations. We take their views and concerns into account in our decision-making and strive for mutually beneficial outcomes. All of our operations are required to establish platforms for dialogue, which enable us to identify and work with our stakeholders. Through this process, we develop strategies that address their concerns and aspirations and acknowledge cultural obligations. In Australia, we also promote and provide opportunities for our employees to be aware of and actively engaged in reconciliation. We listen to Aboriginal peoples in our neighbouring communities and our workforce and strive to understand their needs, challenges and priorities. Collectively, we identify and implement activities that will develop and build strong mutually beneficial relationships. Above: Mission Australia s Classroom to Career Project funded by BHP Billiton Iron Ore: Colleen Gilla Student Mentor and Rick Dale Project Manager Mission Australia. 6 BHP BILLITON RECONCILIATION ACTION PLAN

9 What we will do Support a National Reconciliation Working Group, which includes cross operation membership and expert external advice Build and maintain mutually beneficial relationships with Aboriginal peoples, organisations and communities Recognise, participate and celebrate in National Reconciliation Week How we will measure our success Launch RAP FY Annually report on progress Annually review and revise the RAP Regular participation by contributing operations Aboriginal stakeholders are identified and engaged via Stakeholder Engagement Management Plans Plans are reviewed and revised annually Advice and feedback obtained on our RAP activities and progress National Reconciliation Week activities are planned, supported and/or attended Timeline and responsibility Corporate Office Launch October 2012 Meetings as required Operations Annually Corporate Office and Operations May/June each year Above: The Caroona Coal Project Community Relations Coordinator chats with Elders of the Walhallow Aboriginal Corporation Women s Group of the Gomeroi Nation. BHP BILLITON RECONCILIATION ACTION PLAN

10 Respect Promoting cultural competency among employees and observing appropriate cultural protocols are critical to facilitating an understanding and respect of Aboriginal traditions, culture and heritage in addition to ensuring retention of Aboriginal employees and fostering economic development opportunities. Adopting the highest standards in relation to cultural heritage management demonstrates how we put this awareness and understanding into practice. Knowing who is connected to and uses the land is critical to establishing an effective community consultation and engagement program. It helps to ensure that affected people are fully aware of our operations and that they have an opportunity to express their concerns and aspirations. Above: Artists Rosie Williams, Dulcie Gibbs and Rita Simpson working on Minyipuru (Seven Sister) as part of Yiwarra Kuju: The Canning Stock Route Project. 8 BHP BILLITON RECONCILIATION ACTION PLAN

11 What we will do Conduct cultural competency training Identify, record, manage and promote Aboriginal cultural heritage How we will measure our success Increase in percentage of staff that have participated in cultural competency training Aboriginal participation documented in the preparation and/or delivery of cultural competency programs Cultural Heritage Management Plans exist where required and reviewed annually Culture and language has been documented in collaboration with Aboriginal peoples for future generations Learning from cultural heritage practice has been shared with at least one external organisation Timeline and responsibility Operations Annually Operations Annually Respect cultural protocols Organisation-wide Aboriginal cultural protocols developed in consultation with local Aboriginal communities Welcome to Country at Annual General Meeting Welcome to Country and Acknowledgement of Country delivered at other events when identified as appropriate Corporate Office and Operations Annually Encourage, recognise, support and celebrate employee and community participation at local and national Aboriginal events, e.g. NAIDOC Participation and/or support in events Aboriginal events promoted internally and within local communities Corporate Office and Operations Ongoing Above: Bianca Dodd, Arid Recovery Trainee, monitoring endangered species inside the Arid Recovery Reserve. BHP BILLITON RECONCILIATION ACTION PLAN

12 Opportunities (2) We believe we have an economic and social responsibility to make a positive contribution to the communities, regions and countries where we operate. Training and employing local people is important to us. We make a further economic contribution through indirect employment, where we focus on building the capacity of local businesses to provide us with a diverse range of services and products. In Australia, we provide scholarships and training opportunities to Aboriginal peoples, support Aboriginal employees with professional development and mentoring, and identify and do business with Aboriginal contractors. In communities that have identified a high need among Aboriginal peoples, we actively identify and invest in projects that will promote socio-economic and cultural wellbeing and improve quality of life indicators for Aboriginal peoples. (2) Employment, training and educational opportunities are tracked based on individuals self-identifying as being of Aboriginal or Torres Strait Islander descent. Above: Former motor mechanic Kelly Lane opted for a career change by taking up an Indigenous traineeship working on Worsley Alumina s overland conveyor in the southwest of Western Australia. 10 BHP BILLITON RECONCILIATION ACTION PLAN

13 What we will do Support, promote and enhance employment and training opportunities for Aboriginal peoples working in and contracting to our business Support, promote and enhance educational opportunities for Aboriginal peoples Support, promote and enhance Aboriginal business opportunities Identify and invest in projects that contribute to the socio-economic and cultural wellbeing of Aboriginal peoples How we will measure our success Policies in place and reviewed annually that support, promote and enhance the recruitment and retention of Aboriginal peoples Increased number of Aboriginal employees in our operations Scholarships provided for Aboriginal peoples Education programs designed to support better employment/career outcomes for Aboriginal peoples Investment in the abovementioned programs Aboriginal businesses defined and included within Local Procurement Plan Opportunities made available for businesses that are Aboriginal owned including via joint venture partnerships Where Aboriginal peoples neighbour operations, Community Development Management Plans include a focus on Aboriginal peoples Projects supporting Aboriginal peoples are funded and implemented Timeline and responsibility Operations Annually Operations Annually Operations Annual review Corporate Office and Operations Annually Above: Participants of the Weld for Life program supported by Nickel West in partnership with Rockingham Police & Community Youth Centre (PCYC). BHP BILLITON RECONCILIATION ACTION PLAN

14 Tracking progress and reporting What we will do Launch RAP FY National Reconciliation Working Group Meetings Complete Reconciliation Australia Impact Measurement Questionnaire Produce Case Studies BHP Billiton Sustainability Report Formal RAP progress report Reconciliation Australia s RAP Stakeholder Impact Survey How we will measure our success Design, publish and launch BHP Billiton s RAP FY Discuss progress and review and revise RAP annually Complete operation level data and compile at company level At least one case study is available yearly for publication RAP update included in BHP Billiton Sustainability Report Provide a detailed overview of BHP Billiton s progress against its RAP Complete RA s survey to provide data for the Reconciliation Barometer and gauge the impact of the RAP on employees Timeline and responsibility Corporate Office October 2012 Corporate Office and Operations Semi-annually Corporate Office and Operations Yearly July Corporate Office and Operations Yearly July Corporate Office Yearly Corporate Office End of RAP term Corporate Office and Operations Every two years Above: Ronald Boland, Managing Director of Red Mulga, a local Aboriginal business with 90 per cent Aboriginal workforce, undertaking a safety discussion with members of our workforce at Olympic Dam. 12 BHP BILLITON RECONCILIATION ACTION PLAN

15 Two Worlds, Two Cultures Artist Kathleen Maree Sorensen Birth Date 1984 Skin Milangka Language Kartujarra Place of Birth Moe, Victoria Home Jigalong Community Two Worlds, Two Cultures This painting is about reconciliation. The people shown in the painting mean white people and black people. The three black horizontal lines mean working side by side. The two circular shapes show two communities working together and coming together as one. All of the dots are the colours of the different parts of the land. Reconciliation to me means that to move forward, we have to work together as one to understand each other s culture. About the artist Kathleen started painting at Jigalong in Kathleen completed a visual arts certificate at Pundulmurra TAFE campus in Port Hedland in Kathleen paints stories about her country, including Wukartu Honey Ants, and stories from her mum and from family trips out bush. Kathleen experiments with different mediums, she is developing her own unique style. It s now 2011 and I have experience working with different mediums such as felting, jewellery making, carving into wood for printing, using a pallet knife in my art and I m learning from the senior artists from the other Martu communities; everybody has their own style in their art. I love the stories they tell me from back in their early days. The good relationship I have with the other artists and working with Martumili is based on respect. With the respect I have for elders and knowledge of two cultures, Aboriginal and non-aboriginal, that makes me the perfect person to help the Martu people of the Western Desert region to understand how the art centre operates and other things that influence Martu people s lives. About Martumili Martumili Artists was established by Martu people living in the communities of Parnpajinya (Newman), Jigalong, Parnngurr, Punmu, Kunawarritji, Irrungadji and Warralong, after long and cautious observation of other desert artists experiences of the art market. Art plays a particularly important role in the cultural and economic life of the Martu communities. Many of the Martu artists are senior custodians of Martu cultural heritage who use their arts practices as a conduit for passing on knowledge of country and culture to younger family members. At the same time, managing the exhibition and sale of artworks is an important way in which Martu artists are carving out a contemporary, engaged and positive livelihood, as well as winning new audiences with their beautiful desert country and culture. Martumili artists captivating work also marks an extension of the international profile of the Pilbara region, which has previously centred on the resource wealth and mineral exports of the area. Martu artists have been central to the emerging recognition of the East Pilbara as a centre of extensive Indigenous cultural heritage and artistic excellence in Australia. BHP Billiton has had a relationship with Martumili since 2007.

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