A guide to leading practice sustainable development in mining

Step 2: Working in collaboration
Once concerns have been understood, community development work can become
more collaborative; people are encouraged to work together to tackle issues
that concern them. In this step, community development focuses on connecting
people and building a sense of community cooperation. This is always going to be
a challenging step as there are some community organisations, such as “Lock the
Gate”, that are openly hostile to engaging with mining companies.
Step 3: Building partnerships and strengthening organisations
The third step in development work is to help build partnerships between different
groups and organisations so there is a sense of shared focus for achieving agreed
outcomes. Organisational strengthening may be necessary, particularly where there
is a lack of capacity for undertaking community development work at a local level. An
example of this is the Flyers Creek Landcare Group established in part by Newcrest’s
Cadia Valley Operations near Orange in NSW (see LP Community p.37).
Step 4: Broader connections
The fourth step is about encouraging connections with people outside the
community on similar issues. An example of this is where a mining company
facilitates the sharing of information and experiences about effective Indigenous
employment programs with Traditional Owner groups from another part of Australia.
Another example is where links are facilitated with other organisations which have
expertise and resources that they can share with the community.
Indigenous Communities
Accessible recruitment processes
Employment opportunities are usually at a peak during the development stage of a
mining project. However, the recruitment process is a significant issue facing Aboriginal
people. Affirmative selection strategies based on Equal Opportunity legislation are
often required, with entry level jobs being reserved for local Aboriginal employees.
Conventional HR practice involving newspaper advertisements and websites will not
reach many Aboriginal candidates. Written letters of application, standard forms,
resumes, standard psychometric testing and standard interview techniques are not
suitable for Aboriginal people who are raised in a strong cultural context.
Good recruitment practices for Aboriginal candidates include:
face-to-face communication at community level.
the use of extended Aboriginal family networks to identify potential candidates.
provision of assistance to prepare application forms.
confidential medical advice.
preliminary advice on the importance of occupational health and safety issues
and zero tolerance policies in relation to alcohol and drug use at the mine site.
The extent to which a potential employee appears receptive to these messages
can be a valuable screening process when selecting potential employees.
72 LEADING PRACTICE SUSTAINABLE DEVELOPMENT PROGRAM FOR THE MINING INDUSTRY