Why human rights matter - Rio Tinto

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Why human rights matter How to guide January 2013 2.3.1 CSP multi-year plans Each of our projects and operations must have a CSP multi-year plan (MYP) based on business objectives, and a robust analysis of community issues, risks and priorities (see Rio Tinto’s Communities and social performance multi-year planning guidance). These plans define mutually agreed initiatives with local communities, as well as identifying resource requirements, objectives, targets and indicators to achieve them. The plans assign specific responsibility for achieving objectives and targets to the appropriate management level and functional department. Multi-year plans should address human rights risks, impacts and opportunities that have been identified through knowledge base assessments. Any significant human rights risks or impacts should be recorded. Annual updates of our multi-year plans provide an opportunity to reflect on, learn from and respond to any changes in the human rights context as the project progresses through its lifecycle. Box 17 lists questions to help determine whether a multi-year plan has adequately captured human rights priorities. The following case study from Australia demonstrates how human rights can be incorporated into human resources planning and decision making to implement programmes that address the human rights principles of non-discrimination and equality. It illustrates the importance of thorough planning to identify challenges, develop a strategy and implement programmes that achieve meaningful results. Rio Tinto Iron Ore in Western Australia identified barriers to employment faced by Aboriginal people and used the findings to inform its Aboriginal employment strategy. The strategy promotes employment through education and training, and ensuring fair and equal employee opportunity. Box 17: Integrating human rights into CSP multiyear plans Have diverse groups within the community been involved in the development of the plan and its associated programmes and initiatives Have the views of both women and men been considered Does the plan take into account the views of vulnerable and ‘at risk’ groups and their interests and priorities Does the plan include provision for monitoring human rights performance Has consideration been given to how the community might participate Do objectives, targets and indicators for programmes and initiatives reflect human rights standards and principles Does the plan link to other operational plans such as procurement and workforce or recruitment and development plans that may impact on the human rights enjoyment of communities Does the plan clearly allocate responsibility for implementation, monitoring and reporting on initiatives and programmes If the operation is nearing closure, does the plan adequately address human rights implications associated with operational closure, plant decommissioning and site rehabilitation 54
Why human rights matter Case study 6 January 2013 Case study 6: Rio Tinto in the Pilbara, Australia Indigenous employment Pilbara Australia Right Operator at Rio Tinto’s Mesa A iron ore mine in Western Australia’s Pilbara region. The context Rio Tinto Iron Ore (Iron Ore) operates in the Pilbara region of Western Australia. In 2005 a study commissioned by Iron Ore identified persistent levels of economic exclusion of Aboriginal people from employment. This exclusion may translate to an adverse impact on the right to non-discrimination, various labour rights and the right to an adequate standard of living. Based on the study, Iron Ore determined that a ‘business as usual’ approach might perpetuate or even worsen the barriers to participation experienced by the Aboriginal population. In order to address these potential impacts, Iron Ore made new commitments to increasing Indigenous employment opportunities across the business. Challenges and barriers faced by Aboriginal applicants and employees The 2005 study, as well as other research, identified several common challenges and barriers faced by Aboriginal applicants in seeking employment, and if employed, their retention and promotion. This included: – a lack of skills and work experience required to gain employment or career advancement; – cultural and family commitments that may conflict with company work patterns; and – discrimination and stereotyping towards Aboriginal employees by management and co-workers. 55
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Why human rights matter - Rio Tinto

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