WORKING WITH OURSTAKEHOLDERSWe aim to secure MMG’s social licence to operate through strongand responsive relationships.36The Sepon Community Water Project installed tap stands in 12 villages.
Our approachWe are refining our understanding of stakeholder relationsand community development and our approach to socialinvestment, to maintain our social licence to operatefor the long term. This will include drawing togetherstakeholder relationships into a Reputation ManagementPlan and the development of a community relationsstrategy and management system in 2012, which is acomponent of the Group SHEC Strategy.We aim to secure MMG’s social licence to operate throughstrong and responsive relationships, and sustainablepartnerships and social performance, and also to fosterself-sustaining and healthy communities beyond the lifeof our mines.To this end, we have already started work on redevelopingour stakeholder engagement standard. We are alsobuilding trusting relationships by engaging clearly, openlyand honestly with our host communities and other keystakeholders.Our social licence to operateMaintaining our social licence to operate will depend onhow we engage with our stakeholders. It will also dependon the investments that we make which benefit ourcommunities, and therefore, indirectly, our company.Our social investment activity must consist of measurableand sustainable contributions to local communities andbroader society. This is often through partnerships withgovernment and non-governmental organisations (NGOs)to support local business development and educational,employment and health programs.In determining our social investment activity, we rely onthree things:1. Baseline studies and social impact assessment andmanagement, that is, health and safety impacts, traffic,noise, dust, environmental disturbance, quality of lifeand economic impacts;2. Understanding societal issues directly or indirectlyrelated to our operations, that is, health and educationstandards, infrastructure, corruption, security, conflict,revenue transparency, human rights and poverty; and3. Direct social benefits and opportunities for localcommunities and broader society to benefit fromoperations, that is, jobs and local suppliers, infrastructuredevelopments, spend in local economy, taxesand royalties.Community relationsOur community relations strategy and managementsystem will include a vision, mission, policies, standards,guidelines, tools and resources, self-assessment andgap closure, building capacity within our teams andundertaking external reviews and audits. Our aim isfor this comprehensive system to progress us towardssustainable communities and business and enhanceour social licence to operate.Key stakeholdersWe manage our relationships with stakeholders on anindividual basis. Responsibility for this lies with eachoperational site and functional manager. In 2012, weaim to bring these strategies under the umbrella of aReputation Management Plan, identified as a key workprogram in our business planning process. The plan willincorporate government, investor and external stakeholderrelations strategies, as well as brand management andcorporate positioning.RESPECTING OUR ENVIRONMENT WORKING WITH OUR STAKEHOLDERS HEALTH AND SAFETY OUR PEOPLEGeneral Manager Queensland Operations Mark Adams and Doug Bruce, Chairman of Kalkadoon Community,celebrate Traditional Ownership at Dugald River during a ‘Welcome to Country’ ceremony.37SUSTAINING OUR ECONOMIC PERFORMANCE
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