Innovate Reconciliation Action Plan Upper Hunter Valley NSW 2014-2016
Graphic Design by Carissa Paglino from Miromaa Design www.miromaa.org.au
Message from our Chief Operating Officer Ian Cribb Having launched our Reconciliation Action Plan in 2012, we are delighted to report progress over the past 2 years in each of the key development areas outlined in the document. Our RAP focuses on practical and meaningful efforts that can address issues affecting Aboriginal people within the Upper Hunter region, and aligns these initiatives with national efforts co-ordinated by Reconciliation Australia on closing the social, economic and health gap between Aboriginal and Torres Strait Islander peoples and the broader Australian population. By listening, learning, understanding and initiating actions that can support Aboriginal people, we now have a number of projects and partnerships that will deliver opportunities and assistance in areas of greatest need. This includes development of a mobile health unit to serve Aboriginal communities in the Upper Hunter area, official acknowledgement of traditional owners at our mine sites, ongoing funding of primary and secondary scholarships through our Galuwa program with the Department of Education and Communities, and nurturing Aboriginal business development through support of Many Rivers Microfinance. These are small but important steps on a journey towards the creation of shared value among Aboriginal and Torres Strait Islander communities, and we look forward to continuing to work towards this goal with the Upper Hunter s Aboriginal groups.
Artists and their artwork for the Glencore RAP Denise Hedges My name is Denise Hedges and I was born and raised in Singleton in the Hunter Valley just as my ancestors were before me. My family have a close cultural tie to the land of the Wanaruah people, a connection that I try to express through my art. I have been painting for many years now and have been fortunate enough to share my love of my culture and to educate others of the richness of Aboriginal life in the Hunter Valley by exhibiting my art works locally as well as having my works sold overseas. About Denise s artwork - This painting is about my country Wanaruah Land of Hills and Plains. In the centre is our totem the Wedge Tail Eagle which connects us to our country. Its presence in the painting represents the involvement of the local Aboriginal community in the reconciliation process as well as the importance of acknowledging our elders past and present in the reconciliation process. The eagle soaring above a camp site represents Aboriginal people meeting with Glencore, building a good working relationship and showing respect and understanding to our culture through the reconciliation process.
Through the centre of the campsite is the pathway of the journey we have made as Aboriginal people and where we are now going, which symbolises the ongoing nature of reconciliation as well as acknowledging the importance of the past or our history as an Aboriginal nation in determining the success of our future, and how that success will be determined by both Aboriginal and non Aboriginal community members working together. The smaller pathways running through the main pathway represents all of the mine sites of the Upper Hunter Valley and the specific role they are playing in the reconciliation process. Then we have some of our beautiful kangaroos which are not only a prominent feature of our landscape but represent prosperity for our people as they were a major food source in the past just as coal and mining activity has brought opportunities for employment and economic development today. Our rainbow serpent is also a prominent feature as it helped shape our landscape and helps us keep a balance between using the land for mining and maintaining our cultural link to the land.
Artists and their artwork for the Glencore RAP Chris Edwards-Haines Christopher Edwards-Haines has survived being taken from his mother at nine months of age (his father was killed while Christopher was still in the womb); a childhood spent in non Indigenous foster homes; an adolescence spent in detention centres, and 11 years in and out of adult jails. Christopher continues to have a love of creating colourful, personalised paintings that illustrate his journey through trauma to a place of healing. Christopher currently works as a councillor for the Kinchela Boys home. About Chris artwork - The Burrower The grubs in the painting represent the miners as they burrow through the earth. The blue grey colours are both the rock and coal formations. The green colours represent the mountain, valleys and ridges of the Upper Hunter. The hands from the rocks are significant initiation areas of the Wanaruah (mob) people. The moths represent rejuvenation, return to life, get or give new life and energy.
Our Vision for Reconciliation Aboriginal and Torres Strait Islander peoples are the first Australians and we acknowledge their importance in our nation s history and in its future. We respect, recognise and value the cultural rights, practices and traditions of Aboriginal and Torres Strait Islander peoples and learn from their wisdom through the reconciliation process. We recognise the challenges that Aboriginal and Torres Strait Islander peoples have faced and continue to face in the Australian community. The vision of reconciliation of Glencore s Coal Assets in Australia aligns with our Code of Conduct and our commitment to improve the quality of life for communities in which we operate. We will create and champion a company culture that involves mutually respectful relationships between Aboriginal and Torres Strait Islander peoples and other Australians based on integrity, co-operation, collaboration, transparency, mutual respect and a willingness to listen. We will work in partnership with local communities, developing constructive and sustainable relationships and a mutual understanding of each other s roles, responsibilities and needs. We will share the economic benefits of our operations by providing genuine employment and economic development opportunities that contribute to a sustainable self determined future for the communities in which we work. Our vision for reconciliation will contribute to the ongoing endeavour of closing the gap in Aboriginal and Torres Strait Islander Peoples health, education, social justice and empowerment.
Our Business The majority of our NSW mining operations are located in the Upper Hunter Valley of NSW and the coal we produce is used for generating electricity, industrial applications and steel making around the world and as such is vital in either sustaining or raising people s standards of living. That matters to us. What also matters is making a lasting, positive contribution to our Upper Hunter Valley communities where we operate and in society as a whole. We recognise that we have a responsibility to maximise returns to shareholders. However, this must be achieved in tandem with an understanding of the role we play in society. What matters is that we continue to build partnerships with Aboriginal people in the Upper Hunter Valley to create shared value for everyone. Currently Glencore s Coal Assets Australia employs approximately 5000 direct employees and contractors across NSW. Approximately 3000 of these employees and contractors work in our Upper Hunter operations around Singleton and Muswellbrook. Part of our RAP is to help understand how many Aboriginal or Torres Strait Islander people we employee.
Our RAP In its first year the Coal Assets Australia (CAA) Glencore RAP focussed on the Upper Hunter Valley. The Upper Hunter is an important area to us and is where the majority of our operations are located. Our broader community support focuses on the communities where we operate and in line with this approach the Upper Hunter will continue to be our focus for our RAP in 2014-16. Our Reconciliation Action Plan framework evolved from our Guiding Principles for Engagement with Aboriginal People and the aim to drive cultural change to successfully embed our guiding principles in the way we do business. The development of our RAP is underpinned by our values: Entrepreneurialism Simplicity Safety Responsibility Openness Since the launch of our initial RAP, we have further developed our relationship and understanding of the Aboriginal community of the Upper Hunter working closely with the Aboriginal Community Working Group to implement the actions of our RAP. We have increased our internal understanding of the importance of reconciliation and gained an appreciation of what is possible in bringing about our vision of reconciliation.
Our first RAP has enabled us to introduce Reconciliation as an important function of how we conduct our business. The establishment of a dedicated external Aboriginal Community Working Group, Internal RAP Advisory Group and implementation coordinator has been successful in developing, implementing and monitoring our RAP actions. The Internal RAP Advisory Group is made up of senior management position including general managers or directors of Environment and Community, Human Resources, Operations and Projects. It also includes managers from Procurement, Communications and Approvals. The Aboriginal Community Working Group brings experience from diverse fields including business development, secondary and tertiary education and community development. Our RAP approach is strengthened by this sound internal and external governance structure and will continue to be an important component of our RAP governance. We will continually measure outcomes to enhance our own opportunities to assist in Closing the social, economic and health gap between Aboriginal and Torres Strait Islander peoples and the broader Australian population. Our Reconciliation Action Plan will move to come in-line with the Reconciliation Australia s RAP framework, however will continue to have focus that aligns between the needs and aspirations of the Upper Hunter Valley Aboriginal community and Glencore s areas of influence. These are: Relationships and reconciliation Cultural awareness and understanding Skills development and employment Education Social and community involvement Business development
Relationships Coal Assets Australia (CAA) Glencore will engage with Aboriginal and Torres Strait Islander peoples to build constructive and sustainable relationships based on openness, trust, honesty, fairness and a mutual understanding of each other s roles and responsibilities and needs. Framework Area Action Deliverable Responsibility Timeline RELATIONSHIPS Rela onships 1.1 Engage Upper Hunter Glencore staff on the purpose, activities and goals of CAA Glencore s RAP to build a better understanding of reconciliation and build better relationships between CAA Glencore s Aboriginal and Torres Strait Islander employees and other employees. 1.2 Engage Upper Hunter CAA Glencore s stakeholders on the purpose, activities and goals of CAA Glencore s RAP to build better relationships between CAA Glencore, its stakeholders and its operational communities. Develop and implement internal communications on the purpose, context, benefits and progress of the CAA Glencore RAP. Circulate to all CAA Glencore Upper Hunter Valley staff at least two internal communications annually on CAA Glencore s RAP. Develop and implement external communications on the purpose, context, benefits and progress of the CAA Glencore RAP. Two external RAP progress updates annually one page newsletter. M&CRC M&CRC May and October 2014-2015 May and October 2014-2015
Framework Area Action Deliverable Responsibility Timeline RELATIONSHIPS 1.3 Celebration and promotion of National Reconciliation Week by providing opportunities for Aboriginal and Torres Strait Islander employees and other employees to build relationships with each other and the local community. 1.4 Aboriginal Community Working Group to monitor RAP implementation and provide feedback to and from the community on RAP implementation. 1.5 Internal RAP Advisory Group to monitor and oversee the implementation of the RAP. CAA Glencore Upper Hunter staff to participate in a National Reconciliation Week activity. Organise at least one internal event during National Reconciliation Week. Aboriginal Community Working Group meets at least 4 times per year. Internal RAP Advisory Group meets at least 4 times per year. CRM CRM CRM 27 May to 3 June, 2014 May - June 2015 April, June, September, November 2014 February, May, August, November 2015 May, August, October 2014 January, April, July, October 2015 January 2016
Respect Our vision is to develop genuine sustainable partnerships which are based on integrity, co-operation, transparency and mutual respect and which support Aboriginal and Torres Strait Islander communities. CAA Glencore understands that its employees and contractors must be conscious and respectful of the uniqueness and diversity of Aboriginal culture and of the importance of the landscape and its values to Aboriginal people. In our relationship with local communities we will respect and promote human rights within our area of influence. This includes respect for cultural heritage, customs and rights of those communities, including those of Aboriginal and Torres Strait Islander peoples. Framework Area Action Deliverable Responsibility Timeline Rela onships RESPECT 2.1 Support Aboriginal Community members and CAA Glencore Upper hunter employees to celebrate NAIDOC week through NAIDOC Week events. 2.2 Engage CAA Glencore Upper Hunter employees in understanding the protocols around Acknowledgement of Country and Welcome to Country. Provision of bus tour for Aboriginal community members to significant cultural sites in the Upper Hunter during NAIDOC week. Promote to Aboriginal and Torres Strait Islander employees to participate in the activity. Contact the local NAIDOC Week Committee to discuss mutually-beneficial opportunities. Develop, implement and communicate an Aboriginal and Torres Strait Islander cultural protocol document for CAA Glencore. Display Acknowledgement of Country signs at mine entrances at Bulga Complex and at least one other operation in the Upper Hunter Valley. Identify at least one significant event at which a Traditional Owner will deliver a Welcome to Country address. CRM, BOPT CRM 1st to 2nd Sunday July 2014, July 2015 By March 2015 By September 2014 By December 2014
Framework Area Action Deliverable Responsibility Timeline 2.3 To promote Aboriginal cultural education and connection by supporting Aboriginal community members to gain education and access to significant Aboriginal artefacts held by Australian Museum. Engage with the Australian Museum (Sydney) and provide one annual, one day bus trip for Aboriginal people and other interested people from the Upper Hunter to gain education and access Australian Museum collections of Aboriginal artefacts including artefacts from the Upper Hunter. CRM, BOPT July 2014 RESPECT 2.4 Engage CAA Glencore Upper Hunter employees in cultural learning to increase understanding and appreciation of Aboriginal and Torres Strait Islander peoples, cultures and heritages. Develop and implement on-line cultural awareness training to supplement face to face training and to provide broader Aboriginal and Torres Strait Islander cultural awareness across our Upper Hunter workforce. Provide cultural awareness training (face to face) to Operations Managers, Human Resources, Procurement/Supply and Environment & Community personnel from Upper Hunter Valley operations. CRM By September 2014 By November 2014 2.5 Sponsorship and support cultural activities or events where there is an opportunity for two way cross cultural participation, cultural understanding and relationship development. Sponsor at least one community activity, event or program that encourages two way cross cultural participation, cultural understanding and relationship development. CRM By December, 2014
Opportunities We aim to identify and implement initiatives that will improve the quality of life for the Upper Hunter s Aboriginal people, and at the same time assist in developing the sustainability in these communities. Framework Area Action Deliverable Responsibility Timeline Rela onships 3.1 Support Aboriginal children in primary and secondary school through school education scholarships. Provide funding for Aboriginal Scholarships for children in Upper Hunter schools. CRM April 2014 OPPORTUNITIES 3.2 Support Aboriginal people through post school education scholarships. 3.3 Work with CAA Glencore RAP Community Working Group to identify appropriate innovative projects that address health and social wellbeing issues for Aboriginal people in the Upper Hunter Valley. 3.4 Support Aboriginal business development through the provision of financial resourcing of agencies supporting Aboriginal Business development through Community Investment (CI) program. Provide a minimum of 3 post school education scholarships in culturally related courses e.g. cultural tourism, archaeology, cultural heritage management, etc. Deliver health and social wellbeing projects supported through Community Investment (CI) programs. CRM, BOPT April 2014 CRM Project identified by June 2014 Implement a partnership through the CI program. CRM April 2014
Framework Area Action Deliverable Responsibility Timeline OPPORTUNITIES 3.5 Promote opportunities for businesses owned by Aboriginal and Torres Strait Islander peoples to supply their goods and services to CAA Glencore Upper Hunter businesses. 3.6 Investigate opportunities to support Aboriginal and Torres Strait Islander employment. Increase supplier diversity by including identification and or support of Aboriginal employment as part of all contract tender documents. Maintain an Aboriginal supplier list and communicate this with supply departments throughout Upper Hunter sites. Provide procurement team members education on the benefits of engaging Aboriginal businesses. Review Human Resources procedures and policies to address reasonable actions necessary to remove or reduce barriers to Aboriginal and Torres Strait Islander employment. Establish and maintain baseline record of existing Aboriginal and/or Torres Strait Islander employees across all Upper Hunter operations. CMS CMS, CRM CMS GMHR GMHR By April 2014 By June 2014 By December 2014 By November 2014 By July 2015 Work with local high schools and third party employers to develop and support an external pilot program of school based traineeships for Aboriginal students. CRM Project concept developed by May 2014. Project implemented by December 2015.
Tracking Progress, Measuring Our Performance and Reporting Our commitment to the communities of the Upper Hunter Valley is a long-term one. The journey will be challenging and rewarding and we will remain focused through the delivery of realistic, targeted and measurable outcomes. Our approach to measuring performance will be transparent, and we will regularly review our actions and outcomes. We will continue to consult and engage with Aboriginal and Torres Strait Islander peoples, groups, organisations, service providers and communities throughout the Upper Hunter Valley. We will maintain our Aboriginal Community Working Group and Internal RAP Advisory Group. The Aboriginal Community Working Group will provide advice on tracking progress from a community perspective, whist the Internal RAP Advisory Group will maintain oversight from both a community and an internal business perspective for tracking progress. Both these groups will meet at least quarterly and contribute to our commitment of submitting an annual progress report to Reconciliation Australia. Framework Area Action Deliverable Responsibility Timeline REPORTING Rela onships 4.1 Annual reporting to Reconciliation Australia. 4.2 Review and refresh Glencore RAP. Complete and submit the RAP impact Measurement Questionnaire to Reconciliation Australia annually. Review, refresh and update CAA Glencore Upper Hunter RAP based on lessons and progress made from previous RAPS. CRM By 30th September 2014, 2015 CRM By 31st December 2015
RAP Contact Details Community Relations Manager Coal Assets Australia Glencore Locked Bag 6105 Hunter Region MC Newcastle NSW 2310 Tel: +61 (0) 2 4925 6437 M&CRC Media & Community Relations Coordinator CRM Community Relations Manager BOPT Bulga Optimisation Project Team CMS - Commercial Manager Supply GMHR General Manager Human Resources