HVO 2009 Annual Environmental Management Report - Final

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Coal & Allied – Hunter Valley Operations Work Transition Initiative. The programme will pilot a range of strategies to support Aboriginal students to identify and gain experience in appropriate education and/or training and employment pathways to enable them to achieve their goals after secondary school. Both projects will commence in Term one, 2010. Parents and Learning (PaL) programme commenced operation in Muswellbrook. PaL supports indigenous parents of pre-school age children to get involved with their child’s learning through weekly home visits by a PaL tutor, who delivers books, instruction kits and educational games. PaL is expected to directly contribute to higher number of enrolments of indigenous children in pre-schools in Muswellbrook in 2010 and beyond. Two existing ADCC projects - Upper Hunter Skills Development Centre (UHSDC) and the Indigenous Jobs Market (IJM) again attracted support in 2009. UHSDC continues to place Aboriginal people into employment in the mining industry and with ADCC funding has developed a mentoring programme. The IJM, brought more than 1,500 job seekers and school students together with 50 employers and further education and training providers in Newcastle in June. In addition to funding these initiatives through the ADCC, broader engagement by HVO with Aboriginal communities has included: Strengthened relationships with labour hire contractors and relevant Indigenous employment providers to continue to provide training and employment opportunities at HVO for Aboriginal people. Human Resources teams and labour contractors were linked to the NSW Government programme, ‘The Way Ahead’. This programme provides workplace mentoring for Aboriginal people undertaking traineeships and apprenticeships. In 2009, Aboriginal people continued to take up Certificate Two Surface Coal Operations traineeships. At the end of 2009, all the trainees had either successfully completed or were continuing to achieve in their traineeship. Planning was also undertaken to implement an Administration Traineeship early in 2010. Work has continued with NovaSkill to attract a higher number of suitable Aboriginal candidates to apply for Coal & Allied apprenticeships and Coal & Allied have continued to build the level of involvement by Aboriginal organisations in the recruitment process. Coal & Allied have strengthened their relationships with NSW TAFE in order to access relevant additional tuition and/or other support for Apprentices in their studies. Coal & Allied have continued to engage Newcastle Knights players in relevant ADCC and broader Aboriginal programmes. This has brought tangible benefits to students involved in the Ka-Wul project and NAIDOC week activities. Coal & Allied played a key role in first time events and new initiatives during the NRL Close the Gap round and are continuing to contribute through our membership of a Steering Committee established by the Knights to drive their engagement with Aboriginal communities in the Hunter region. Coal & Allied have played an active role in key indigenous, government, education, industry and community networks. This is contributing to our ability to stay informed about changes in government policies and programmes, establish relationships with relevant local, regional and state bodies and in the process, has increased Coal & Allied’s ability to identify opportunities for local Aboriginal communities and increased our ability to leverage benefits for ADCC funded projects. Coal & Allied are proud of the outcomes being achieved through the work Coal & Allied have done in the past year and Coal & Allied look forward to continuing to contributing to a sustainable future for Aboriginal communities in the Hunter region. AEMR 2009 165
Coal & Allied – Hunter Valley Operations 4.3 SOCIAL/ECONOMIC CONTRIBUTION AND ACHIEVEMENTS Coal & Allied operates in line with sustainable development principles as Coal & Allied believe it will result in long term benefits to society and our business. Coal & Allied also recognise that sustainable development is not something a single organisation can achieve, nor is it a single project that can ever be completed and ticked off as finished. It is about the way Coal & Allied work, and the interactions Coal & Allied have with others, to meet the multiple objectives of social wellbeing, environmental stewardship and economic prosperity, throughout the life of a mine and beyond. On this basis, Coal & Allied believe Coal & Allied's projects, operations and products can contribute constructively to the global transition to sustainable development. Information about Coal & Allied's approach to sustainable development in 2009, including targets and results for HVO (HVO) is available on the Coal & Allied website www.coalandallied.com.au. Effectively contributing to communities requires a good understanding of the socio-economic environment in which Coal & Allied operate, as well as the community's vision for the future. For example in 2008, Coal & Allied rolled out the findings of the Hunter Valley socio-economic baseline study completed in 2007 by the Hunter Valley Research Foundation. This included presentations to senior managers and staff, Community Consultative Committees all operational sites and community partners. The information was also used to inform our community relations programmes, Coal & Allied’s Community Development Fund and the Aboriginal Development Consultative Committee. 4.3.1 Involvement in the Community Community Relations Coal & Allied’s community relations programme is focused on building enduring relationships based on mutual respect, active partnership and long term commitment. In practice this means: Having robust relationships with our communities of interest - this requires understanding the issues and needs of different stakeholders as well as active engagement. Effectively contributing to communities - this requires understanding the socio economic environment and community's vision for the future and providing contributions that are sustainable and build long term community capacity. The Rio Tinto Communities Standard sets out a framework for implementing the communities policy. This includes the HVO Community Relations Plan, which is reviewed regularly and updated annually. The HVO community relations strategy is currently being implemented across four key task areas of communication, consultation, community development and strategic relationships with stakeholders. Community Engagement Members of the community are encouraged to engage in ways that suit them and a number of potential points of contact have been established. The shopfronts in Muswellbrook (19 Bridge Street) and Singleton (127 John Street) continue to ensure Coal & Allied is an active and accessible member of the community. Coal & Allied operates a free call Community Information Line (1800 727 745) providing an avenue for members of the community to seek information about our activities, operations and projects in the Hunter Valley. This number is advertised regularly in local newspapers and community newsletters (Figure 80). AEMR 2009 166
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HVO 2009 Annual Environmental Management Report - Final

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