Xstrata Copper North Queensland.pdf - Mount Isa Mines

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Our people “At present around 23% of our employees reside in Cloncurry with the remainder being fly-in/fly-out from Brisbane, Townsville and Cairns.” case study Local initiatives to encourage workers to move to Cloncurry Ernest Henry Mining recently improved its local living incentives in a bid to encourage more workers to move to, and remain in, Cloncurry. Since 2007 Ernest Henry Mining (EHM) has seen a reduction in the number of employees living locally. Workshops were held early in 2010 to develop initiatives to counteract this growing trend. As a result, improved local living incentives were introduced. EHM’s local living allowance increased significantly in September for all Cloncurrybased employees. EHM also introduced an accommodation allowance for people in supervisory and managerial roles who were not living in company-provided housing. “We believe these improved incentives will help us to retain more of our local workforce and attract more employees to live in Cloncurry,” said Myles Johnston – General Manager Ernest Henry Mining. “At present around 23% of our employees reside in Cloncurry with the remainder being fly-in/fly-out (FIFO) from Brisbane, Townsville and Cairns. “As we transition to underground mining and magnetite processing we are determined to continue balancing FIFO and local employment so we can minimise the impacts of FIFO on our local community. “Since the incentives were introduced we have had two FIFO employees request to relocate to Cloncurry. There have also been a number of queries from other people considering moving to town and two locally-based employees have cancelled their requests to become FIFO,” he said. Besides monetary incentives, EHM has also changed its FIFO eligibility period for certain roles from two to three years. This is the amount of time an employee must work in their role before being eligible to become FIFO. Local employment rates demonstrate that we have managed to stabilise local employment since the introduction of the increased allowance. From June 2007 to June 2010, local employee numbers reduced from 171 to 93, but since then we have seen a steady increase to 110 employees in January 2011 and we will continue to review these numbers to ensure these figures remain stable. EHM announced this change and its new incentives to around 40 members of the public at a Community Information Session held in Cloncurry in October. Mayor of Cloncurry Andrew Daniels stood up during the session’s question time to thank EHM for its commitment towards local employment and its ongoing support for the Cloncurry community. “These changes are a huge step in the right direction so we can attract more people to town. The more people we have living and spending here, the better for Cloncurry,” Andrew said. Myles Johnston said that a coordinated approach is required to improve the attraction and retention of people to Cloncurry. “We will continue to work with Cloncurry Shire Council and the community as a whole to implement initiatives that will help Cloncurry to grow and prosper,” he said. Peter Watling – Shutdown Coordinator at EHM, has requested to move to Cloncurry after flying in and out of Brisbane for more than 13 years 52 XSTRATA COPPER NORTH QUEENSLAND
Our people Our people Townsville operations Gerry Figg – Project mechanical supervisor, Townsville operations Employment In 2010, the Townsville operations provided jobs for 258 people (176 employees and 82 contractors). The rate of voluntary employee turnover in 2010 averaged 10.5% for the copper refinery and 5.8% for the port operations, which were both well below the average voluntary turnover of 17.6% reported by <strong>Queensland</strong> participants in the Resources Industry Turnover Analysis. The benefits provided to permanent employees at the Townsville operations that are not provided to casual employees include: paid leave provisions, external/tertiary education assistance, higher rates of superannuation, disability cover and salary continuance. Employing locally The Townsville operations are committed to employing local residents and the majority of our workforce is employed on a permanent basis. We have a permanent workforce of 172 people and the majority of these are from the Townsville-Ayr region. Training and education The Townsville operations invested over $780,000 on training during 2010, an average of $4,406 per employee. This is a substantial increase from 2009, and ensured employees received improved levels of safety and health competency training to perform their work activities throughout 2010. The Training Advisor worked closely with line management, supervisory staff and key personnel throughout the year to identify training requirements. Our training systems continued to focus on delivering competencybased training for all workers. A communication strategy was implemented in 2010 to help achieve our training targets and to increase training awareness across the Townsville operations. This involved regular communication through weekly and monthly reporting, regular announcements via email and the intranet, and also through verbal means, resulting in an increased awareness of training by employees. In support of this strategy, a significant increase in training sessions with more flexible training times was offered. “The Townsville operations are committed to employing local residents and the majority of our workforce is employed on a permanent basis.” Sustainability Report 2010 53
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