RESOURCE PEOPLE ED 21 | SUMMER 2019/2020

RESOURCE Issue 021 Summer 2019/20

Gold miner prepares workforce for future Inspiring industry’s next-gen rising talent

Corporate leader's charitable shift Moving the Compass on mental health

PLUS High hopes for HR star, Miner’s skills search turns

to veterans and the latest in Workplace Policy

CONTENTS

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RESOURCE

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Issue 021 Summer 2019/20

Gold miner prepares workforce for future Inspiring industry’s next-gen rising talent

Corporate leader's charitable shift Moving the Compass on mental health

PLUS High hopes for HR star, Miner’s skills search turns

to veterans and the latest in Workplace Policy

COVER IMAGE Expectant parents celebrate the launch of the industry-leading paid parental leave policy at Kalgoorlie Consolidated Gold Mines (KCGM).

EDITOR Brad Thompson brad.thompson@amma.org.au AMMA CONTACTS 1800 627 771 membership@amma.org.au www.amma.org.au

Designed and published by The Magazine Publishing Company

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

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CONTENTS

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REGULARS

02 From the editor 03 Chief executive’s message LEADERSHIP

04 Super leave strikes gold for employees 08 Fiona finds her destiny 11 Simple is best for West Coast legal eagle WORKFORCE

12 Fortescue finds unique defence to skills challenge 16 New Hope's star of HR 19 Life's a beach at new Adelaide HQ 19 Sodexo a leader in workplaces ‘giving back’ 20 Tens of thousands of jobs to arise from upcoming mining projects POLICY

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Industry makes compelling case for ‘Project Life Agreements’ Policy at a glance High Court to have final say on personal leave Employers face ‘regulatory burden time bomb’

OHS & WELLBEING

26 Compass employees front stigma-busting campaign 28 Gold miner reaches for the stars on mental health 29 Safety focus as FutureSmart drives Anglo’s expansion DIVERSITY

30 PRG delivers real results on indigenous employment 34 Mining gender balance upturn in Hunter Valley 35 Indigenous students explore a career in engineering TRAINING

36 STEM program brightens students’ resource career outlook 38 Star graduate returns to mining school as first female Director 38 Online program empowers managers to drive mentally healthier workplaces 39 Alcoa highlights virtual reality of safety INNOVATION

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Report outlines why future of work should be embraced Embracing technology keeps industry ahead of the game Newcrest installs Papua New Guinea’s first private 4G network WA home to innovative renewable projects

COMMUNITY

44 Bright Sparks fuel greater industry appreciation ECONOMY

46 Ichthys ships milestone LNG cargo 47 Australia’s rare opportunity to ramp up critical minerals sector

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

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REGULARS

Brad Thompson EDITOR

From the editor RESOURCE PEOPLE magazine is proud to regularly put the spotlight on the endless and diverse positive stories from our industry.

However, in recent years, it has become increasingly apparent we must extend the reach of our message beyond our industry’s own echo chamber.

We simply cannot sit idly and ignore sections of the public who oppose the resources and energy industry and hope they will magically go away.

For too long, the amazing feats and benefits our industry brings to all Australians have been taken for granted.

This edition once again showcases the brilliant initiatives resources and energy employers are implementing to make their workplaces more innovative, diverse and safer.

While employers focus on bringing in an array of game-changing developments, it’s another reminder of the tools at our disposal to influence public perception about our industry.

With research showing a lack of public trust in our great industry, a pro-active

approach is long overdue.

By highlighting the inroads made by employers and the broader industry, we will go some way to countering attacks on our industry and dispelling mistruths.

Not only does this strategy showcase our talented people, it also reminds the community of the important benefits derived from resources and energy.

We have countless stories to tell of skills development, diversity, flexibility, innovation, and the benefits associated with working in our industry.

It also shows our industry’s longevity, our ability to adapt and the inspiring stories of how we are transitioning and developing the next-gen resources and energy workforce.

One such leading example, featured in this edition of Resource People, is gold miner Newmont Goldcorp’s recently implemented paid parental leave policy.

By looking outside the square to make its workplace more flexible and inviting, it exemplifies our industry’s progress, while also setting a benchmark for others to follow.

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Not only is the company incentivising employees through new policies, it is also focusing on safety by looking to the future on automated haulage.

Both developments highlight that employers are looking after our industry’s greatest asset – our people.

Having people who are happy, productive and safe in the workplace also helps to create industry advocates.

Alongside employers, Australian Resources and Energy Group AMMA is tapping into this pride employees have in their employers and the industry, by encouraging them to combat antiindustry sentiment in their communities and networks.

As activists seemingly become louder, our industry’s people are the most influential tool to swing community attitude back in our favour.

We hope you enjoy reading about the enormous efforts being made by employers and the broader industry to rise up to the challenge of shifting public perception about our industry. RP

Steve Knott

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AMMA CHIEF EXECUTIVE

Chief executive’s message AS WE head into a new year Australia has an enormous opportunity to seize the next wave of investment in its already world-class resources and energy industry.

Australian Resources and Energy Group AMMA, the publisher of Resource People, recently put the spotlight on the potential investment pipeline and what this could mean for jobs in our industry.

Our Mining Workforce 2019-2024 report found 57 projects either committed or considered ‘likely’ to proceed over the next five years, would attract about $41 billion of investment to Australia and create around 21,000 new operational jobs.

Conservative in approach, the report did not factor in the 153 more speculative projects that remain ‘possible’ for Australia’s shores, potentially bringing far greater employment and economic benefits.

These opportunities reinforce how important resources and energy investment is to Australia’s wellbeing and prosperity, and to creating the sustainable, highly-skilled and high-paid jobs of the future.

But they also warn of what is at stake for Australia, and what could be lost, if we do not maintain national focus on a competitive regulatory environment necessary to secure such investment.

As explored in the Policy section, one very important reform is facilitating ‘Project Life Agreements’ – enterprise agreements covering the full construction duration of multibillion-dollar projects and thus providing investors with certainty on cost and delivery schedule.

This reform, under active consideration by the Morrison Government, would deliver much-needed industrial stability for resources and energy ‘mega-projects’ that create significant national revenues, lift our living standards and fund hospitals, schools, roads and other public infrastructure.

Australia must send a message to the world that we want major project investment and are putting our best foot forward to secure it.

Such a message is even more important as our industry battles small but highly vocal activist organisations seeking to undermine the enormous and wide-ranging benefits created by resources and energy employers.

In late October, AMMA representatives presented at Melbourne’s International Mining and Resources Conference (IMARC) – an exceptional event that was unfortunately marred by the disruptive, and at times violent, protests led by individuals connected to the Extinction Rebellion movement.

With global mining leaders discussing opportunities and strategies for greater community participation, social contribution and shared value, such protesters are

This reform, under active consideration by the Morrison Government, would deliver much-needed industrial stability for resources and energy ‘megaprojects’ that create significant national revenues, lift our living standards and fund hospitals, schools, roads and other public infrastructure.

oblivious and ignorant to the important role our industry plays in the lives of everyday Australians.

In the face of such activities, the burning question is how we could better sell our story.

Despite being more socially aware and engaged than ever before, we are clearly losing the hearts and minds of large groups of the Australian community.

Throughout 2019 AMMA has delivered a number of campaigns and projects assisting with this very challenge.

We have developed a Community Messaging Guidebook for resources and energy employers to consider how to better communicate with the public on the five most contentious issues impacting sentiment towards our sector – climate change, land and water, jobs, economic contribution (i.e. tax) and regional support.

At the same time, we are assisting employers to engage their employees on these issues and empower their workforces with the tools to be more effective advocates for the industry in which they proudly work.

These projects and campaigns and will be even more critical in 2020.

As the industry continues its upwards trajectory and seizes new growth opportunities, it’s vital we bring the wider Australian community along with us on this overwhelmingly positive journey. RP

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

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LEADERSHIP

SUPER LEAVE strikes gold for employees Newmont Goldcorp, one of the top global gold producers, recently implemented a leading paid parental leave policy whilst looking to the future on automated haulage.

IMPLEMENTING an industry-leading paid parental leave (PPL) policy has not only seen Newmont Goldcorp set a high benchmark for other resources and energy employers, it’s also challenged the miner to think outside the square from an operational perspective.

The company’s PPL was first introduced to its wholly owned and operated sites in Western Australia and the Northern Territory, with Kalgoorlie Consolidated Gold Mines (KCGM) employees the latest to be eligible for the attractive leave entitlements.

In addition to the mandatory statutory entitlements to unpaid leave, eligible employees can now take 22 weeks paid parental/adoption leave plus access a four weeks Return to Work Payment as a retention tool.

KCGM, better known as the Superpit, is Newmont Goldcorp’s joint venture with Saracen Minerals (having purchased Barrick Gold’s stake in November). The famous Kalgoorlie site had about 200

employees taking secondary carer’s leave over the past year.

Amanda Baker, Human Resources Manager for the company’s Boddington and KCGM Operations, predicts this figure will increase with the fresh offering.

“While we may need to offer some fixed term and casual contracts to cover people on parental leave, it also opens up opportunities to develop and build existing people capacity and transferable skills within our operations,” she said.

While more people may take advantage of this leave, it’s hoped the potential break in their employment will be outweighed by long-term gains.

“We don’t see them as a loss as we know we’ll get more out of our people when they’ve had adequate rest and less pressure to return, as well as the flexibility they deserve when they first return to work,” Ms Baker said.

A key metric for tracking success is retention – especially over periods of tighter labour markets – and while it’s too

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early to mark the policy’s success, Ms Baker is looking forward to assessing its positive impact.

“The impact of this policy on retention is something we’re tracking fairly extensively to make sure we’ve made the right investment,” she said.

“We will continue to engage with our employees, particularly those on parental leave, to understand the impact the changes in our policy have on their engagement with the company. We expect engagement and retention to continue to improve as a result of these changes.”

The policy reflected changing demographics and demands for flexibility, but Ms Baker also conceded “different things motivate different people”.

“We need to remember many people are at different stages of their lives, but I certainly think the development of people is a strong retention tool for all employees,” she said.

“Investing in employees development and making them feel valued is a priority,

LEADERSHIP The Mount Charlotte Underground Mine’s Cassidy Headframe lit in pink and blue lights to celebrate the new paid parental leave policy

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Amanda Baker, Human Resources Manager for Newmont Goldcorp’s Boddington and KCGM Operations

Craig has taken parental leave to spend time with daughter Olivia

In the balancing of work and family, this extended PPL can accommodate changing personal needs and facilitate a return to work – which benefits the employee and the company. whether that be through personal development or new skills, stretch assignments, cross-functional schemes or things such as overseas assignments and projects.

“What we’re trying to do as a business, is show them there are many different pathways to get what you want at the pace you need. In the balancing of work and family, this extended PPL can accommodate changing personal needs and facilitate a return to work, which benefits the employee and the company by retaining the right talent in our business.

“It’s a great policy but it’s a very small

part of what we’re trying to do as a whole business to develop and retain talent.

“Developing our people and reviewing talent succession for key roles is something that is talked about very regularly and it actually comes to life – it’s not on a piece of paper that gets checked off each year.”

WHAT DOES THE POLICY MEAN? The intent of the policy is for employees to return to work and to also address the gaps in superannuation and long service leave that employees encounter on these breaks.

“Of note is how a gap in employment

due to parental leave adds to the gender pay gap for many women,” Ms Baker said.

“With our policy provision to pay accrued superannuation after returning from leave, we hope to directly impact one of those contributing factors.”

The policy supports shared parental responsibility, regardless of gender or marital status, offering the secondary carer to become the primary carer within six months if the other parent returns to work.

“Other features include flexibility to the work schedule when returning to work, along with a communication support process that keeps contact with our people whilst they are on this exciting journey,” Ms Baker said.

“Another aim is to cement the family bond with the community and remove the stigma of traditional care for children.”

Newmont Goldcorp has seen positive responses from the workforce since rolling this policy out in January. KCGM’s mid-year implementation followed

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LEADERSHIP

finalisation of its enterprise bargaining agreement which reflected considerable increase in benefits from the previous agreement including this new leave provision.

Ms Baker said the response from male employees suggested some would have never thought about staying at home to care for the new child until this policy was released.

“As a leadership team in a residential operating environment, we encourage work/life balance,” she said.

“We fully support this policy for our people not only as a retention tool, but also as a way to attract workers.

“Feedback from men in particular has been extremely positive.

“Reducing our turnover has been a considerable focus in the last 12 months and it is policies like these that help reduce turnover.

“Newmont Goldcorp is not the only employer who has changed to a more

progressive policy and we are happy to continue as one of the industry leaders in identifying ways to support gender equality and a more modern look at benefits that directly impact the lives of our employees.”

opportunity to potentially improve safety and extend mine life.

In Boddington and surrounds, from which around 25% of the gold mine workforce come from, the company’s focus has been on engaging with the community following the November 2018 INNOVATION OPPORTUNITIES decision to kick-off a feasibility study PROLONG MINE LIFE, EMPLOYMENT on whether or not autonomous haulage One of the priorities of the company is could work in the pit. to grow and sustain operations – and in Autonomous haulage is already turn provide employees long-term career common on many other mine sites in opportunities.

Australia.

Newmont Goldcorp expects Automation will likely play an integral the outcomes of the study to be known role in assessing the opportunities to later this year. extend mine life and lift community “Communication with our people confidence about the company’s desire and our external stakeholders has for the future.

Newmont Goldcorp is well advanced in been ongoing since last December to a study to introduce autonomous haulage be transparent about the study and to ensure that all of our stakeholders were system (AHS) at the Boddington goldinformed by us and could address any copper mine, with the potential for 39 questions directly to us,” Ms Baker said. trucks being remotely operated, rather “In line with our stakeholder than having a driver on board.

Ms Baker said the study is an engagement plan, the communication

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LEADERSHIP KCGM employees celebrate the launch of the new paid parental leave policy

process included all of our main community relationships, regulators and, most importantly, our workforce.

“Interestingly, while the community had questions and some concerns about potential labour and community impacts, we also received some supportive feedback.

“Boddington and the surrounding district are predominantly farms, and farmers are pragmatic people who themselves have a long track-record of applying technology and innovation as part of their farming practice, so they understand where we are coming from when we talk about the potential safety and sustainability benefits that are driving our interest in AHS. “The two-year implementation timeframe also provides enough leadtime to allow us to work with our stakeholders to offset any impacts and make sure that any opportunities arising from AHS are realised.

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The company is exploring automation options at the Boddington gold-copper mine

“The economic implications of AHS will no doubt have a positive impact on our life of mine, thereby extending our presence and support for the community and the South-West region.”

Potential changes to the workforce composition if the company receives the approval to move forward with the project have been openly explained.

“There was a raft of emotions expressed at that time which included anger, fear, and excitement,” Ms Baker said.

Workforce feedback sessions relating to the potential for haul truck driver job losses, real estate prices and people that are trying to gain an understanding for how their job might change in the future.

“I personally found it incredibly successful in talking with our people about what the possibilities for their future skills and what attributes we would be looking for to remain in the go-forward team,” Ms Baker said.

“It is recognised that the only way this project will be fully successful is through the way that we manage any potential future change.”

During a visit to Arizona in May this year, Ms Baker had the opportunity to see the autonomous trucks in action first-hand.

“Having operated a truck previously, I appreciate that it really is a good thing to get people out of the cabs and in a more controlled environment to manage our mining process,” she said.

“Through this visit, I realised that what we were embarking on is a people change piece, not so much a technology change. This technology has been around for a long time now and has been proven to bring great gains in safety and productivity; our opportunity is really to show the site that if this study goes through it is better business for all of us.

“We hope that our people want to be a part of the go-forward option if autonomous is approved.” RP

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

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LEADERSHIP

FIONA FINDS her destiny As a successful corporate leader Fiona Berkin won over boardrooms and inspired workforces, but her focus has now shifted to fight a global humanitarian cause.

AFTER 20 years climbing the corporate ladder – and leading the growth of a once-humble business to ultimately be purchased by global service provider Sodexo – Fiona Berkin is now using her leadership skills to help save some of the world’s most vulnerable children.

The new chapter in Ms Berkin’s story began in June 2019 when she became CEO of Destiny Rescue, a non-profit international organisation renowned for fighting against global child trafficking and sexual exploitation.

Having spent 22 years with Morris Corporation, a hospitality and facilities management provider specialising in resources sector camp services, Ms Berkin was ready for a new challenge and direction.

The Australian-based organisation was the perfect fit for the accomplished corporate leader.

“It was destiny actually, forgive my pun,” Ms Berkin said.

“I had made a conscious decision to serve humanity and our planet, so I was purposely looking for a corporate social responsibility role and the opportunity to lead Destiny Rescue presented itself.

“To be the CEO of a not-for-profit was a dream.

“Especially one with a cause so deserving. I know all charity causes are deserving but rescuing children around the world from sexual exploitation has to be up there on the top rung.

“This is often heart wrenching work, but when we rescue them from a fate worse than death, it is so rewarding knowing their future has been given a completely different direction; so joyful knowing they are free from slavery.

“I have been privileged to travel to Cambodia to one of our projects and meet our rescued girls first-hand.

I can’t think of a better way to serve humanity than to serve children that are the victims of sexual exploitation Fiona Berkin is using her corporate know-how to drive humanitarian efforts at Destiny Rescue

“I have also seen the other side of the story, by going undercover, in Thailand, to identify these children, and talk to them about their horrendous stories. The very first bar we visited is now closed down!”

While most career moves are filled with some apprehension, it is these experiences which validated Ms Berkin’s hunch it was the right time to ‘give back’ after her long corporate success.

“The move to Destiny Rescue was very easy,” she said.

“I have had a privileged life and it is time to give back. I can’t think of a better way to serve humanity than to serve children that are the victims of sexual exploitation.”

While her new role has a unique element of satisfaction, there are some parallels with her rewarding journey at Morris.

“Giving is always more joyful than receiving and I certainly noticed that in my corporate life,” Ms Berkin said.

“We had many wonderful stories with Morris Corporation, especially in the Indigenous employment space.

“It was so wonderful to hear how employment with Morris changed people’s lives.

“It also gave me tremendous

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satisfaction to successfully embed our service culture, aptly named 3B, Be Friendly, Be Connected, Be Real.”

Fifteen of her 22 years with Morris were as CEO, driving tremendous growth.

“Destiny Rescue actually reminds me a lot of Morris in its younger days when we started to grow the company," she said.

“Morris had BHAG’s (Big Hairy Audacious Goals) and we achieved them.”

CSR: COMBINING PROFIT AND PURPOSE Ms Berkin believes it is an exciting time for Corporate Social Responsibility (CSR) with more and more consumers demanding companies immerse themselves in social and community causes.

“It is our task, here at Destiny Rescue, to help corporates understand how we might help them become passionate about our cause,” she said.

And that means tapping on the shoulders of some “old buddies” in the energy and resources sector to help give her a voice in the early stages.

“I do acknowledge that this sector is way ahead of many others when it comes to CSR,” she said. “Our donors are the

LEADERSHIP

real heroes in this organisation. Without them we couldn’t exist”.

“This world is changing quickly, and I think most corporates will come along for the ride, and if they don’t, they may not be around in the future. I think consumers will demand it.”

Despite a level of “donor fatigue” due to seemingly endless numbers of charities pushing worthy causes, Ms Berkin is confident more companies will support organisations like Destiny Rescue making a difference in the world.

“I think it is going to gain huge momentum in the next 15 plus years,” she said.

Destiny Rescue’s vision is to rescue 100,000 children from the sex industry by the end of the year 2030

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WHAT IS DESTINY RESCUE?

Destiny Rescue exists to end child sexual exploitation and slavery, rescuing and restoring children and reintegrating them back into their communities, education and vocations.

The organisation celebrates its 18th birthday in October, and since 2011 has rescued almost 5000 trafficked or sexually exploited individuals around the world, operating various programs in Thailand, Cambodia, the Philippines, Dominican Republic, Nepal and a number of undisclosed nations.

Offices are in three funding nations: United States, Australia and New Zealand.

Destiny Rescue welcomes expressions of interest from companies who would like to consider sponsoring its Christmas Matching Appeal.

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LEADERSHIP

“There is still a lot of room for movement at a corporate level, with a lot of corporates just beginning to understand how CSR can benefit their company by combining profit and purpose to achieve a win-win outcome.

“We will be working with corporates individually to understand how we can best win their hearts and the hearts of their employees and help them understand also that they are the heroes here, giving to rescue the children.

“Workplace giving is in its infancy and the scope for encouraging this avenue of support is enormous. The hope is that corporates will then match their employee’s donations.”

After growing Morris from a $3m, twocontract business to a $286m turnover company with just under 2000 employees, Ms Berkin’s mantra on growth is that there’s always more to be done.

“Just when you think you have all your systems and processes embedded, and that your work in that area is done and dusted, another growth spurt changes that,” she said.

“As far as the Morris achievement itself, it was all about focus. We had a plan, but we all understood it was dynamic and ever changing. The plan was our bible.

When the entire organisation is aligned and focused you can achieve great things.”

Ms Berkin will rely on her proven customer service focus to drive success in her new role.

“Service is hugely important; clients pay good money and have every right to expect the best service,” she said.

“Given Morris was B2B we were highly relational, and I don’t expect this to be any different with Destiny Rescue.

“We will take our supporters on a similar exciting journey resulting in a wonderful experience for them.”

Ms Berkin hopes her deep experience in business management, along with achieving and retaining major contracts will translate to developing partnerships, financial support and raising awareness.

Securing new levels of partnerships is high on the priority list, particularly with foundations and other not-for-profits, with Ms Berkin identifying that it’s time for the sector to collaborate.

“We all seem to be working independently, often to achieve the same outcome,” she said.

“With between one and two million children currently being sexually exploited around the world, just think how more powerful - and how many more children we could rescue - if we combined resources.

“Destiny Rescue has made great headway nearing 5000 rescues, but it has only made a small dent on a very large

Focusing on customer service, Fiona Berkin elevated Morris Corporation from a $3m, three-contract business to a $286m turnover company with just under 2000 employees.

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Destiny Rescue has made great headway nearing 5000 rescues, but it has only made a small dent on a very large problem.

problem. We are kicking huge goals with rescues incrementally week on week, as the country authorities increase their assistance.

“Financial support and raising awareness will help us tremendously - we have a vision and a plan, we just don’t have the resources at the moment to achieve them. Unfortunately funding is not increasing in line with our rescue numbers and this isn’t sustainable” Success in Ms Berkin’s new role will be measured by rescuing more children and working towards Destiny Rescue’s 2030 vision of 100,000 rescues.

As to how she leads the organisation to that goal, she admits stepping out of the resources and energy sector has required some adjusting of her leadership approach.

“I will probably need to just slow down a bit and not be so assertive,” she said.

“Naturally and wonderfully, there are a lot of altruistic people working in charities, and I think they respond better to a softer approach, albeit the application of my core leadership principles will still apply.”

Despite being only months into the role, Ms Berkin has realised not-for-profits seem “as strategic as the corporates for the most part”.

“I must admit, the not-for-profit sector is more sophisticated than I gave it credit for,” she said.

“I am sure it is different for every person that enters not-for-profit leadership from corporate leadership, but for me it is the sheer joy I get every day from the work I am doing, knowing that it ultimately rescues children.” RP

LEADERSHIP

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SIMPLE IS BEST

for West Coast legal eagle While Ben O’Brien’s legal career has centered on providing solutions to employers, it was actually a chance encounter with a newsroom union rep that first piqued his interest in industrial relations.

COMMENCING as Head of West Coast Workplace Relations for Australian Resources and Energy Group AMMA in August 2019, Mr O’Brien is now leading Perth’s most capable industrial relations consulting team.

However it was journalism that was his first career calling as he joined a small editorial team churning out three newspapers a week in Western Australia’s great southern region.

It was here that a random visit from the media and journalists’ union sparked his interest in employment law.

“My first real job was as a print journalist,” Mr O’Brien recalls.

“I have a strong memory of a bloke from the MEAA – the union that represents journalists – coming into our newsroom one day and talking to the editorial team about industrial awards.

“I asked him if we were up for a prize.

We weren’t, of course – he was really trying to tell us about our entitlements to overtime and allowances.”

The conversation clearly planted a seed in Mr O’Brien’s mind that would see him leave journalism shortly after to complete his degree in law and be admitted as a solicitor and barrister in Western Australia.

A particular passion he has pursued in the years since his newsroom days, has been assisting employers in navigating the complexities of Australia’s IR system.

“Later in life, when I started working as an employment lawyer and employee relations manager, I realised that the bloke from the MEAA had little chance of explaining the complexities of our workplace laws during a lunch break,” he laughs.

“That was especially the case when all we really were interested in was meeting our deadline and getting on with the day’s work.

“Having now worked on countless disputes, workplace investigations and enterprise agreements I know that our workplace laws – if nothing else – are incredibly complicated.

“Those complications can lead to frustrations that can have some really damaging long-term effects on the culture of a workplace and the engagement of your employees.”

Mr O’Brien joined AMMA following numerous senior roles including Employee Relations Manager for the Water Corporation of WA and Employee Relations Manager at MMA Offshore.

For the past four years he has also been a volunteer solicitor at the Employment Law Centre of WA – enhancing his deep understanding of both sides of workplace issues.

“At the ELC I have an opportunity to provide free legal advice to vulnerable employees about things like underpayments and unfair dismissals,” he said.

“Before volunteering at the ELC I had always advised employers about their rights and obligations but looking at the law from the employee’s side of the table gave me an entirely new perspective on the state of our current workplace laws.

“Having seen some totally unscrupulous practices by employers has made me appreciate some of the protections afforded to employees by our current laws.”

Mr O’Brien’s experience at the ELC has emboldened his knowledge of both employee and employer challenges.

He also believes there is more common ground than most appreciate.

“It is increasingly difficult for employers and employees to understand their rights and obligations, whether that be in

Ben O'Brien

Later in life, when I started working as an employment lawyer and employee relations manager, I realised that the bloke from the MEAA had little chance of explaining the complexities of our workplace laws during a lunch break relation to appropriate rates of pay, leave entitlements or hours of work,” he said.

“It’s no surprise that mistakes are made that result in underpayments of wages or superannuation, or that paid leave is not accrued correctly.

“Often those issues arise unintentionally because there is a genuine misunderstanding about what the law requires.

“Employment law is one area of law that every working Australian interacts with, and it shouldn’t be as complicated as it is.

“There’s a strong argument to be made for a simplification of our system towards a more uniform set of conditions that everyone can understand regardless of their industry.” RP

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WORKFORCE

FORTESCUE FINDS UNIQUE DEFENCE TO SKILLS CHALLENGE

A program expanding defence force veterans’ qualifications to meet mining industry standards has delivered wide-ranging benefits for Fortescue Metals Group.

IN A LITTLE over a year since the leading Pilbara miner created the Rapid Trades Upskilling Program, Fortescue has nurtured and integrated the talents of 82 defence force veterans into its workforce.

The global iron ore producer created the program in August 2018 to widen its ability to bring skilled workers into its operations as heavy diesel mechanics.

Developed as a four-week course

building on veterans’ experiences as heavy road transport auto-mechanics, the program taps into an oftenundervalued sector for its skills base, allowing former Defence personnel to transition into private sector careers.

Chief Executive Officer Elizabeth Gaines said the program evidenced Fortescue’s commitment to training and retaining a diverse and talented team who share the company’s values and

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champion its unique culture.

“The Rapid Trades Upskilling program has already positively impacted Fortescue with the veterans contributing their skills and displaying a strong affinity to Fortescue’s culture and values, quickly becoming members of the Fortescue family,” Ms Gaines said.

“Fortescue has a proud history of delivering opportunities through training

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WORK & WOR FORCE K RELAT PLACE INNOV IONS ATION W A

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Autonomous technician and former defence employee Jarryd Hamon

Ore processing facility at Fortescue’s Christmas Creek Mine.

and employment pathways and we are always looking to attract individuals with diverse backgrounds and experiences who share our values of family, integrity, courage and determination.

“Our veterans’ recruitment program has been extremely successful, and we look forward to welcoming more members of the defence community to the Fortescue family.”

The company is deservedly proud of its innovative program and actively promotes the benefits of employing former defence force personnel to the wider industry.

One of the beneficiaries of such

targeted recruitment strategies is Jarryd Hamon.

The Autonomous Technician at Fortescue’s Christmas Creek hub is one of many skilled operators who landed a fresh role which demanded his alreadyacquired experience and knowledge.

“I chose to pursue a career in mining as I felt I had reached a point where my learning and career progression had slowed down,” Mr Hamon said.

“The mining sector provided an opportunity to work with different equipment and the ability to advance my career and knowledge at a faster rate.

Switching to mining had delivered both financial and learning benefits, Mr Hamon said.

“It was also a financially more beneficial decision for my fiancé and myself to start a family and enjoy more of what life has to offer,” he said.

Mr Hamon draws many comparisons between the defence forces and mining, with both requiring certain skills and the need to work in remote locations.

“I personally find mining preferable to defence work at the current point in my life as I feel the effort I put into my work correlates to the opportunities that come my way,” he said.

Fortescue has a proud history of delivering opportunities through training and employment pathways...

“At Fortescue, I feel that if I work hard and learn as much as I can then I will have the opportunities to progress my career.”

“However, I also acknowledge that my time with Defence has provided me with life experiences, discipline, teamwork skills and the work ethic that I have today.”

Mr Hamon said Fortescue provided a culture for growth and career development.

“I believe it is important for employers to provide an environment where they can encourage their team members to reach their full potential and to provide the opportunities to help them progress as a worker, to become an expert in a specific field or take on a leadership role,” he said. RP

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WORKFORCE

Minister for Veterans’ Affairs Darren Chester with Fortescue Metals Group’s Chris Mayfield, OAM at Australia’s Prime Minister’s Veterans’ Employment Awards

EX-SOLDIER’S PASSION CRITICAL TO PROGRAM SUCCESS

ONE OF Fortescue’s key people behind the success of the Rapid Trades Upskilling program is a thirdgeneration soldier with a vision and passion for tapping into the unique skills of defence force personnel.

Fortescue’s Chris Mayfield, OAM said the program should be a template for other businesses and encouraged them to utilise the under-estimated skills of returned service personnel.

Mr Mayfield was instrumental in establishing the program and tailoring it to ensure veterans’ qualifications were up to stringent mining industry standards.

“Defence force personnel traditionally have great planning, execution and leadership skills and I was confident that Fortescue, with its values of family, empowerment and integrity, would be a great place for veterans to begin their career after the military,” Mr Mayfield said.

He said Fortescue aimed to continue increasing the numbers of veterans in the business to 150.

“I encourage any other business or corporation in Australia to implement programs that enable returned service personnel to contribute their unique skills to their company,” he said.

Mr Mayfield’s involvement in the program was recognised when winning ‘Outstanding Contribution by an Individual to Veterans’ Employment’ at Australia’s Prime Minister’s Veterans’ Employment Awards.

“Chris’s vision to support and train veterans for a career in the mining industry is a wonderful demonstration of the Fortescue values of determination, generating ideas and empowerment,” Fortescue CEO Elizabeth Gaines said.

“The Australian Defence Force provides excellent experience and

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

Defence force personnel traditionally have great planning, execution and leadership skills... training, and we saw an opportunity to capture the diverse and highly transferrable skills of defence force personnel as they transition into civilian careers in the resources sector.

“The successful recruitment program has already positively impacted Fortescue with the veterans displaying a strong affinity to Fortescue’s culture and values and quickly becoming members of the Fortescue family.” RP

16

WORKFORCE

NEW HOPE'S

M AM

RY

star of HR

YO PROFE UNG SSION AL

With a critical window of opportunity as the workforce dealt with significant change at the operation, Ms Forsyth was given a three-month deadline to deliver a review on the best way forward.

Knowing the importance of building positive connections across leadership teams and the broader site, Ms Forsyth tapped into her relationship-building skills to bring the workforce together and into the arms of New Hope.

Fiona Forsyth (middle), with Tony Nielsen, Bengalla Integration Manager at New Hope Group (left), and Kim Franks, Executive General Manager People at New Hope Group.

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W

A

When New Hope Group purchased a controlling interest in the Hunter Valley region’s Bengalla coal mine, the company faced the all-important task of successfully integrating the site and its employees into its well-embedded culture and values.

SMOOTHLY integrating Bengalla into the broader New Hope business was never going to be an easy feat, but it’s one Fiona Forsyth took in her stride.

The 29-year-old was seconded to form part of a two-person integration team at Bengalla, tasked with leveraging the strength of the site’s existing culture and entrenched technical knowledge as it transitioned into New Hope’s broader business.

A INDU ST

AR

D W I N NER

For the Senior HR Advisor, it was a new experience as she switched to the role of Integration Services Advisor at Bengalla to be at the coalface of successfully connecting both businesses.

With Ms Forsyth’s HR experience yet to evolve to the often-daunting task of integration, she went on the front foot researching best practice and the most suitable approach.

“Once I had a grasp on what needed

WORKFORCE

to be done, the main outcome was to find a model that was somewhere inbetween how New Hope sites currently ran (centralised model) and how Bengalla was run at the time (standalone site) – a hybrid outcome,” she said.

“My mindset once I was on site was to take a flexible approach with the project to allow us to be more adaptable as situations changed or to allow us to best work with different management styles.”

Armed with a detailed plan and mindful of the need to pivot if circumstances demanded, she was given six months to implement the findings of the review and bring the site into line with New Hope’s established operating model.

“Having a flexible approach was definitely beneficial - I had developed templates so we could consistently review each department with the management team, but each manager was different and had a different style,” she said.

“Many of the team on site had experienced integration processes before

where they were just given a book on the new rules and the way it’s going to be from now on.

“This is something we were very mindful of and we wanted to take an approach that was more in line with our company core values, particularly respect.

“By taking this approach it also helps us to reinforce the reputation of New Hope, that is a company that treats its employees with respect and cares about our people.”

Regularly delivering open, transparent and consistent messaging to employees was a priority to avoid misinformation.

“We made a point to check in with visitors before they left and ask them what positive stories they would be taking back with them,” Ms Forsyth said.

“I built on this by also getting New Hope visitors more involved in the site operations by organising pit tours, not just to the lookout, getting them up onto the equipment, testing out the trucks simulator and introducing them to

17

A variety of techniques were also deployed to increase engagement and social interactions between employees ... different people on site.”

A variety of techniques were also deployed to increase engagement and social interactions between employees through initiatives such as trivia nights and generating friendly rivalries from State of Origin footy.

Both were conversation-starters and helped break the ice to build relationships, with footy banter between the many New South Wales supporters and the few Queensland fanatics amplified through Maroon and Blue merchandise organised for site uniforms.

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18

WORKFORCE

Creating fun and rivalry among Bengalla employees during State of Origin footy time assisted with integration to the New Hope business

The integration was a success, delivering an overall cost reduction and productivity improvements, with Ms Forsyth taking away the benefit of building positive relationships to assist during challenging periods as a key learning.

“You get a lot more buy-in from employees and are able to have difficult conversations more easily,” she said.

“I think the other learning was putting yourself in the other person's shoes more often. These are difficult processes, so you have to be patient and empathetic.”

“I’m very proud of the way the integration was run. It was successful in the sense I was able to show Bengalla what New Hope was all about, in my own way.”

JOURNEY TO AWARD-WINNING YOUNG PROFESSIONAL Fiona Forsyth is clearly revelling in her career in HR, but it wasn’t her first choice.

Originally looking to become a professional golfer, it was her instincts to look after people that saw her change course.

“It was my Dad who then introduced me to HR in grade 11,” she said.

“He brought home a book that described what HR was and thought it was best suited to my people-oriented skills. I haven’t looked back since.”

Born in Mackay, Ms Forsyth studied a Bachelor of Business majoring in HR externally through Central Queensland University, and picked up a vacation

Award-winning young professional, New Hope Group’s Fiona Forsyth

student role at Rio Tinto’s Kestrel mine in Emerald.

She moved to Brisbane working temporary administration jobs before being placed at New Hope Group as a contract HR Admin Officer for a month.

This opened the door to a permanent offer as HR Officer, before moving to generalist roles within the business to benefit from the experience of being familiar with all facets of people management.

Fast-forward seven years and she is now an award-winning Senior HR Advisor after taking out the 2019 Young Professional honour at the prestigious AMMA Resource and Energy Industry Awards.

Ms Forsyth’s advice to aspiring HR specialists is to prepare fastidiously, but also be ready for the unexpected.

“You just need to be agile and adaptable. I think that’s the challenge for HR professionals; to stay relevant and to support organisations given the fastpaced nature of change,” she said.

“We are generally the policy makers and set large projects across the business that impact leadership, culture and many other areas of a business.

“But in today’s world everything is changing and moving to the next big thing very quickly. We need to be mindful that the work we set now may not be relevant in 6 months’ time.

“I think HR professionals need to get the innovative ideas flowing to be more on

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... in today's world everything is changing and moving to the next big thing very quickly.

the front foot with changes for the future, and also leverage agile tech solutions to help consider how we engage employees into the future.”

And with vital experience integrating a workforce into a new company, Ms Forsyth is looking ahead to more success.

“I love working with people,” she said.

“There is always a new challenge when it comes to working with people and I love figuring out new approaches or adapting methods to try to help others.

“I also love working in mining. I have never lost the excitement when going out to site, learning about different parts of the operations and hearing other people’s passion when they talk about their jobs.

I just find HR such a rewarding career for me.”

The AMMA Resources and Energy Industry Awards are dedicated to excellence in all ‘people areas’ of the industry, and presented each year at AMMA’s annual gala dinner. RP

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19

LIFE'S A BEACH

SODEXO A LEADER

A NEW ERA of growth has led South Australian oil and gas company Beach Energy to complement its new brand identity by opening new headquarters in Adelaide.

Now one of the state’s largest ASX listed companies following the acquisition of Lattice Energy in January last year, Beach’s Australasian workforce has grown from around 150 employees to more than 500.

“Adelaide is where our company’s founder Reg Sprigg first listed Beach in 1962, and we are very pleased to call it our home," Beach’s Managing Director Matt Kay said.

Beach signed an agreement with the Government of South Australia in 2018 to keep its headquarters located in Adelaide for the next ten years.

Earlier this year the company also launched its new brand, visualised as an energy burst of droplets, creating the shape of an ammonite shell in tribute to Dr Sprigg.

The shake-up caps an extraordinary period for Beach, which in the past two years has involved: • Expansion from one operating basin to five across Australia and New Zealand.

• Growth in market capitalisation from $1 billion to more than $4 billion and inclusion to the ASX100.

• Increase in employee numbers across Australasia from 200 to more than 500.

• Growth of its Adelaide based workforce from approximately 150 to 300.

• An investment program of more than $1.5 billion over the next five years to develop much needed gas for Australian east coast markets (which includes South Australia) In South Australia, Beach expects to drill approximately 150 wells in the Cooper Basin before August next year, firming its position as key gas supplier, providing more than 15 per cent of supply to South Australia and the broader East Coast market.

IN AN ever-evolving world of corporate responsibility, far more emphasis is on employers giving back to the community.

Sodexo, a leader in site management services including the resources and energy sector, has been recognised for its commitment to the community, ranking second out of more than 100 Australian companies in GoodCompany’s “Best Workplaces to Give Back in 2019”.

The achievement was revealed in the Annual Best Workplaces To Give Back Program, run by GoodCompany – a platform for Workplace Giving, Donating, Volunteering, Fundraising and Rewards, designed to enable staff to give their time, talent or treasure to help support over 1500 charities.

Results found 88 per cent of companies believed community engagement was important to the success of their business.

Sodexo was runner-up to Origin Energy, with results based on how well companies empowered their employees to give back via payroll giving, paid volunteer leave, fundraising activities, and the social benefit strategies they had in place.

The program also revealed an increasing number of companies are now setting a budget to support workplace giving - up from 61% in 2018 to 70% this year.

Corporates providing paid volunteer leave rose from 87% to 93%, with companies allocating more than $100 per head for volunteering growing from 33% to 44%.

It was the second year Sodexo has been announced in the list

by GoodCompany, showing the company’s ongoing growth in Corporate Social Responsibility (CSR).

Sodexo said the campaign recognises the benefits giving back has on communities, as well as its positive impact on employee recruitment and retention.

Over the past year, Sodexo’s commitment has included boosting its paid volunteer leave program as well as local and national sponsorships, guided by the company’s Better Tomorrow 2025 CSR roadmap.

Key actions included Servathon, driven by Sodexo’s global initiative, Stop Hunger, to benefit Foodbank Australia, the country’s largest food relief organisation, and supporting businesses and communities as part of the company’s fifth Elevate Reconciliation Action Plan.

Each year Sodexo’s employees volunteer for Servathon, while raising funds through personal and corporate efforts for Foodbank.

Sodexo also recently launched a partnership with Clontarf Foundation, to help improve education, discipline, self-esteem and employment prospects for young Aboriginal and Torres Strait Islander boys and men across Australia.

Other resources and energy companies in the top 40 included AECOM (7th), AGL (10th) and Viva Energy (20th). RP

at new Adelaide HQ

BEACH SUPPORTS NEW FLYING DOCTOR AIRCRAFT Recognising the importance of safety of its people on remote sites, Beach is now a major sponsor of the Royal Flying Doctor Service Central Operations (serving SA/NT) as it unveiled a new $7 million aircraft.

The brand new ‘flying intensive care unit’ - a medicallyequipped Pilatus PC12 NG aircraft - will be badged with the Beach Energy logo for the next three years. RP Beach Energy is cementing its reputation as a key gas supplier

in workplaces ‘giving back’

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

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WORKFORCE

TENS OF THOUSANDS OF JOBS

to arise from upcoming mining projects

A new report has forecast Australia’s mining industry will require around 21,000 new on-site operational employees across 57 projects by 2024.

2019–2024 Mining Workforce identified 57 projects worth $41 billion, either ‘committed’ or considered ‘likely’ by the Australian Government’s Department of Industry, will demand 20,767 on-site operating employees over the next four years.

The workforce forecasting report, released by the Australian Resources and Energy Group, AMMA, uses a number of industry-verified modelling techniques to estimate the on-site labour demand required for new mining projects scheduled for completion over the next four years.

AMMA Chief Executive, Steve Knott AM, said understanding future workforce demand was critical to assisting industry with workforce planning strategies, and

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

to assist government in directing skills and labour mobility initiatives.

“Australia’s mining industry is facing new workforce demand at levels not seen since the previous investment and construction ‘boom’,” he said.

“While demand across the next four years will be far steadier than the unprecedented growth we saw in 20052012, it is clear that securing the pipeline of skills to support mining project growth to 2024 will be a significant challenge.

“This challenge must be met head-on, collaboratively, by industry and government. Employers, peak industry bodies and state and federal governments are united in our desire to be well prepared for the workforce demands of this next phase of industry growth.

“We must avoid a scenario where nationally significant mining projects are delayed by skills shortages, or competing for engineers, trades and skilled operators with the $100 billion worth of public infrastructure projects reportedly in Australia’s pipeline.”

State-by-state analysis shows Western Australia will have the greatest new mining workforce demand, with 30 projects requiring 10,679 operational employees by 2024.

Iron ore accounts for 29% of this forecast growth, with lithium, gold and copper also strongly represented.

Queensland will require 5,714 new mining employees, driven by a number of large coal projects coming online over the next four years.

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We must avoid a scenario where nationally significant mining projects are delayed by skills shortages ...

Importantly, AMMA’s report does not factor in the 153 prospective mining projects considered by the Department of Industry as ‘possible’ to proceed over this timeframe.

“AMMA was determined for this forecast to be highly conservative,” Mr Knott said.

“We have put forward the minimum likely number of new on-site workers our industry will demand over the next four years, based on projects already committed or very advanced in feasibility studies.

“This conservative approach also factors in automation, remote operating centres, closure of ageing mining projects and other factors that could impact workforce availability in the near future.

“Should a number of projects considered ‘possible’ in the mining project pipeline become committed, AMMA’s forecasted new workforce demand of 21,000 by 2024 could

be exceeded very significantly.”

2019-2024 Mining Workforce includes breakdown of

forecasting by state, commodity, occupation type and timeline.

The forecast occupational breakdown includes:

• 8,660 mining plant operators; • 2,847 heavy diesel fitters;

• 970 other trades, such as electrical, mechanical and maintenance trades;

• 4,110 supervisors, management, administration and other white collar roles; and

• 4,180 engineers, technicians, geologists and related roles.

AMMA is in the process of completing an oil and gas

version of the workforce forecast, which will be referenced in the next edition of Resource People.

RP

New mining workforce demand 2020-2024: By state 12000 QLD

10000

WA

8000

NT

6000

SA

4000

NSW

2000 0

2020

2021

2022

2023

2024

New mining workforce demand 2020-2024: By commodity 7000 Iron Ore

6000

Coal

5000

Gold & Copper Lithium Other

4000 3000 2000 1000 0 2020

2021

2022

2023

2024

*Reproduced from AMMA’s 2019-2024 Mining Workforce

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

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POLICY

INDUSTRY MAKES COMPELLING CASE for ‘Project Life Agreements’

Would providing certainty on employment arrangements for new major resources and energy projects benefit the nation? The peak employer group certainty believes so.

THE PEAK employer group for the resources and energy industry has made a compelling case to the Australian Government for changes to the national industrial relations system that it said are “critical and urgent” to attract the next wave of global investment into new major resources and energy projects.

The comprehensive submission from Australian Resources and Energy Group AMMA was in response to a discussion paper released by the AttorneyGeneral's Department for the proposal to allow “greenfield agreements” – which set the employment terms and conditions for new projects – to extend beyond the current maximum four-year duration and cover the “life of project” construction.

With the average major project in the resources and energy industry taking

seven years to complete, AMMA said the reform would support investment to “grow the Australian economy, create tens of thousands of highly-paid jobs, encourage real wage rises and lift national revenues and living standards”.

“Resources and energy investment is overwhelmingly good for the nation,” AMMA’s submission reads.

“The recent Australian resources and energy investment boom saw almost $400 billion of major project capital injected into the nation between 2003 and 2012.

“This directly created 161,000 new resources jobs, saw the sector support about 1.1 million jobs throughout the economy, increased real wages by 6 per cent and raised household disposable income by 13 per cent.

“Australia has a significant opportunity to secure the next wave

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of major resources and energy project investment.

“There is $250 billion of new project capital in the national investment pipeline. If all was to be committed, this would directly create an estimated 101,000 new jobs.”

Despite the exciting opportunities in the resources and energy investment pipeline, AMMA warns that Australia’s industrial relations system is holding Australia back.

Citing employer feedback from various surveys and research reports, AMMA argues that an especially uncompetitive aspect of Australia’s current industrial relations system is the inability to secure employment terms and conditions beyond a four year timeframe.

“The most damaging aspect of the current agreement making framework

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HOW DO PROJECT LIFE AGREEMENTS SUPPORT INVESTMENT? 1. Provide certainty over total expected labour costs for major capital projects.

THE AUSTRALIAN RESOURCES INVESTMENT PIPELINE: WHAT’S AT STAKE? The mining industry has 57 projects, worth $41 billion, committed or considered likely to proceed by 2024. These projects could create about 21,000 new jobs.

The oil and gas industry has 23 projects, worth up to $36 billion, committed or considered likely to proceed by 2027. These projects could create 6,500 new jobs.

An additional 167 major resources and energy projects, worth more than $172 billion, are considered possible to proceed. These projects would create an estimated 42,000 construction phase jobs, and 32,000 long-term operating phase jobs.

During the previous investment wave it was found that each direct job supported another two-to-three indirectly through flowon effects. Thus, the investment pipeline conceivably presents 300,000 new job opportunities. is that it exposes major greenfields projects to mid-project industrial action,” AMMA said.

“That multibillion-dollar capital investment projects can effectively be held to ransom midway through their construction, and be subject to significant industrial disruption, cost blow-outs and delays, is a massive area of failure for Australia’s approach to industrial relations.”

AMMA argues that Project Life Agreements would provide much needed stability and certainty to major project investors.

It says it is a “prudent and appropriate” reform for the Morrison

Government to pursue, and one that should have bipartisan support based on recent statements from the Federal Opposition.

“Project Life Agreements would also be of huge benefit to Australian workers through the creation of thousands of new highly-paid jobs,” the submission says.

“With major resources and energy projects providing Australian construction workers with earnings more than double the industry average and the award pay rates, there is no risk that Project Life Agreements could ever result in people being paid below the FW Act’s safety net.

2. Provide protection for multi-billion dollar investments from the threat of mid-project industrial action.

3. Provide international commodity customers with greater certainty on first cargo of resources delivery.

4. Provide greater flexibility for employers to negotiate greenfields agreements early in the feasibility and approvals stages, assisting with final investment approvals.

5. Encourage greater cooperation between employers, employees and employee representatives on long-term, high-paid employment arrangements.

“The biggest risk to workers is in Australia failing to secure the potential new major resources and energy projects in its investment pipeline, and thus foregoing the opportunity to provide construction employees with the highest paid job opportunities in the country.”

The Australian Government has not set a timeline for responding to submissions, however given the investment opportunities at Australia’s fingertips, Project Life Agreements is expected to be a policy priority leading into 2020.

AMMA’s submission can be read via amma.org.au. RP

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POLICY

at a glance A wrap-up of recent resource industry and employment policy developments by The Australian Resources and Energy Group’s Head of Policy and Public Affairs, Tom Reid.

WHISTLEBLOWER LAWS COMMENCE IN 2020 Public and large private companies have until 1 January 2020 to ensure they have a compliant whistleblower policy in place. The requirements come after the Treasury Laws Amendment (Enhancing Whistleblower Protections) Act 2019 took effect on 1 July 2019, providing greater protections for whistleblowers who report misconduct about companies and company officers. The new legislation significantly expands the whistleblower protections in the Corporations Act 2001, effectively encouraging whistleblowers to speak out.

ANZSCO CHANGES TO SKILLS LEVELS The Australian Bureau of Statistics (ABS) has released, for the first time in six years, changes to the Australian and New Zealand Standard Classification of Occupations (ANZSCO). ANZSCO skills levels are an important factor in how the Australian Government determines eligibility for its various skilled migration programs, including the short and medium-term streams within the Temporary Skill Shortage Visa (subclass 482).

Under the proposed new laws, employers who negligently cause a workplace death will face fines of up to $16.5 million and individuals will face up to 20 years in jail

Tom Reid

GLOBAL TALENT PROGRAM OPEN FOR BUSINESS Minister for Immigration, Citizenship, Migrant Services and Multicultural Affairs David Coleman has launched the Global Talent – Independent Program as part of the Federal Government’s Global Talent Scheme. The new Global Talent – Independent Program allows highly skilled migrants to receive a fast-tracked process to permanent residency in Australia which focuses on seven key sectors including Energy and Mining industry.

FEDERAL COURT RULES ON RIGHT OF ENTRY A landmark Federal Court decision on right of entry has reconfirmed that union officials entering work sites under State or Territory OHS laws must hold a valid Federal right of entry permit and must show that permit when asked to do so.

The late October decision followed the ABCC bringing court proceedings against the CFMMEU and seven officials alleging they had unlawfully entered the Bruce Highway, Caloundra project site in early 2018, causing delays and prompting the attendance of Queensland Police.

INDUSTRIAL MANSLAUGHTER The Victorian Government has introduced tough new legislation making workplace manslaughter a criminal offence. The penalties under the new laws are higher than the current maximum for the industrial manslaughter offence in Queensland. Under the proposed new laws, employers who negligently cause a workplace death will face fines of up to $16.5 million and individuals will face up to 20 years in jail. Meanwhile in Queensland, the Work Health and Safety Prosecutor has commenced the state’s first prosecution for industrial manslaughter. Under Queensland law, the charge carries fines of up to $10 million and up to 20 years jail.

PRODUCTIVITY COMMISSION RELEASES MENTAL HEALTH REPORT A draft report from the Productivity Commission estimates that mental ill-health and suicide are costing Australia up to $180 billion per year and treatment and services are not meeting community expectations.

The report on mental health emphasises the need for better support for young people.

The report says that change is needed not only in the health system itself but in schools, workplaces, housing and the justice system. It includes a comprehensive set of reforms to reorient the mental health system to close service gaps, better target services to meet needs and focus on early intervention and prevention.

LABOUR HIRE LICENSING The Federal Government has announced it will create a National Labour Hire Registration Scheme as part of adopting recommendations from the Migrant Workers’ Taskforce. The Morrison Government has allocated almost $26.8 million over four years to create a National Labour Hire Registration Scheme.

Victoria also commenced its labour hire licensing scheme in October, meaning only licensed operators can provide onhire labour to businesses in the state.

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

ENVIRONMENT REVIEW WELCOMED The Federal Government has commenced a once-in-a-decade review of Australia’s environmental law to tackle green tape. The review into the Environment Protection and Biodiversity Conservation Act 1999 (EPBC) will examine the environmental regulatory framework and promote sustainable use of natural resources, ensuring it remains fit for purpose and fit for the future within the context of Australia’s changing environment. As a first step to the review, it is understood a discussion paper will soon be released prior to initial stakeholder meetings shortly thereafter. RP

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25

HIGH COURT TO HAVE

final say on personal leave IN A RARE intervention, the Australian Government is seeking to appeal to the High Court a controversial ruling that effectively overturned the longstanding and widespread practice on calculating personal leave for employees.

In its August decision in Mondelez v AMWU and Ors, the Full Federal Court found a group of employees at a Tasmanian chocolate factory were entitled to 10 days of personal leave calculated at their 12 hour standard shifts.

This decision overturned the widely accepted practice of taking “10 days” to mean 10 x 7.6 hour working days, or 76 hours in total, which would apply to all employees regardless of the shifts or rosters worked.

In effect, this decision would provide employees working long shifts and/or industry-specific rosters with far greater

leave entitlements than those who work a standard 38-hour week.

At this particularly manufacturing site, employees working fewer shifts of 12 hours in duration would be entitled to 120 hours of personal leave each year, while their colleagues rostered onto a standard 7.6 hour working day would only be entitled to 76 hours of personal leave each year.

This outcome would disregard the fact both groups of employees work almost an identical number of total hours over an annual cycle.

Mondelez International has also lodged its own application for leave to appeal the decision, with the company's president for Australia, New Zealand and Japan, Amanda Banfield, noting that the ruling "creates inequality and uncertainty for businesses and workers and potentially impacts the competitiveness of local

manufacturing".

Australian Resources and Energy Group AMMA joined the business community in welcoming the subsequent appeal of the decision.

“The Mondelez decision is inconsistent with not only current and longstanding industry practice, but also Parliament's intended purpose of the provisions and previous case law,” said AMMA Head of Policy and Public Affairs, Tom Reid.

The High Court is the highest court in the Australian judicial system with its rulings subject to no further appeals. Should special leave to appeal be granted, it is expected the matter will be heard in early 2020.

The final decision will resolve how employers calculate leave accruals for employees under the National Employment Standards. RP

EMPLOYERS FACE ‘REGULATORY

burden time bomb’ IN WHAT has been described as “bureaucracy out of control” and a “regulatory burden time bomb”, employers using annualised wage arrangements under a number of Modern Awards are facing onerous and costly new timekeeping and payroll processes.

From 1 March 2020, changes to the annualised wage provisions in 19 awards will require employers to closely monitor and record employees’ start and finish times for each shift, as well as paid and unpaid breaks, and reconcile the hours worked against individual employees’ contracts.

The requirements also require employee acknowledgement in writing for each pay period that their recorded start and finish times are correct.

“These new time-keeping requirements are absurd for modern 21st century businesses, particularly in the resources

sector where the average pay is over 2.5 times the award requirements,” Tom Reid, AMMA Head of Policy and Public Affairs, said.

“It’s understandable that the Fair Work Commission might look at measures to prevent underpayments in low-paying sectors like hospitality or retail.

“However there seems no logic to require a resources employer paying the average industry wage of $2670 per week, to undertake daily time keeping and onerous reconciliation processes when the award rate is $1100.

“This is record keeping for the sake of record keeping – bureaucracy gone mad.

“The administrative burden and compliance costs are a huge concern, but so too is the cultural impact of suddenly introducing strict time monitoring procedures.”

The impending changes, which capture the Hydrocarbons Industry (Upstream), Mining Industry, and Clerks Awards, are the result of a decision made by the FWC as part of its 4-yearly review of Modern Awards.

AMMA is assisting employers in preparing for the change in payroll administration requirements, including by reviewing current annualised wage arrangements in their businesses, implementing new time-keeping systems and redrafting employment contracts.

The group has also joined with other business representative organisations to urge the Australian Government Attorney-General and Minister for Industrial Relations to amend the Fair Work Act to provide employers, especially those in high-paying sectors, relief from administrative red tape. RP

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

OHS & WELLBEING

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stigma-busting campaign

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COMPASS EMPLOYEES FRONT

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Compass Group has experienced how social media can be an even more powerful communication tool when “corporate speak” is cut out of a campaign.

THE GLOBAL food services company has delivered a successful mental health campaign which highlights the effectiveness of messaging when it is raw and real.

When a handful of brave Compass Group employees chose to be the faces of a stigma-busting video to combat mental health issues, it couldn’t have been more authentic or relatable.

The grassroots campaign featured a video encouraging employees to talk about mental health and feel comfortable in seeking assistance if facing personal challenges, resulting in immense traction among the workforce and fanfare from industry.

The initiative involved a video message with four employees talking candidly about their personal battles and led to being tagged the #GotYourBack campaign.

It was in response to two state government reports providing an authoritative account of the mental health impacts from fly-in, fly-out (FIFO) work practices on workers and their families.

They acknowledged many of these workers are male and under the age of 44 years, which is known to be a high-risk group for self-harm and suicide.

With the company’s offshore and remote business, ESS, consisting of more than 4,000 FIFO workers, the warning struck a chord.

“Care and respect for our people is a cornerstone of the culture we seek to create in Compass Group,” Compass Group, National Manager – Health & Recreation Services, Hamish Johnston, said.

“In a little over the past year, we have lost three of our employees or former employees to suicide.

“Whilst these weren’t work related, we feel that there is opportunity to provide greater support and prevent these deaths

Compass leaders supporting the #GotYourBack campaign: Hamish Johnston – National Manager – Health, Lifestyle and Innovation, Michael Flanders – HSEQ Advisor, Nadia Johns – HSEQ Manager and Russell Finlay – HSEQ Advisor

through the relationships we build at work.”

Compass Group heeded the alarming figures about FIFO employees being prone to mental health challenges and initially zeroed in on assisting its offshore and remote workforce.

“Mental health affects us all, but the offshore and remote business is susceptible to stressors due to the remote work practices such as FIFO, and unique challenges of long days, disrupted sleep, and being away from support networks such as family,” Mr Johnston said.

The campaign encouraged people to talk about, and reduce the stigma often associated around those affected by poor mental health.

It also aimed at encouraging employees to look inwards and feel confident to seek help if they have their own personal concerns, and simultaneously, provided a supportive workforce recognising

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colleagues may be living with mental health challenges.

The campaign was so well-engaged in Compass Group’s offshore and remote business that #GotYourBack has now morphed into a whole-of-business strategy.

“Although its original intent was our remote workforce when we conceptualised the idea, the business acknowledged that mental health challenges us all,” Mr Johnston said.

“No matter the gender, age or where you live, work and contribute to the community, mental health and poor mental health is insidious.

“That is why we had balance with gender, and type of work they did, but more importantly there was someone who suffers depression, and was exposed to suicide from her father taking his life.

“There was also a person with a workplace head injury which led to

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Compass Group has developed a suite of workplace health and wellbeing training packages.

Compass Group’s #GotYourBack has now morphed into a wholeof-business strategy.

associated problems, someone with anxiety and lastly someone with posttraumatic stress disorder.”

In the early stages of the campaign, the company undertook a six-month process to recruit four volunteers to be the faces of the message.

“We were very sympathetic to their situation, and put faith in them, and likewise they put significant trust in us,” Mr Johnston said.

“We worked with them on final editing to ensure they were comfortable with the final product due to the public nature of a video such as this.

“We also did welfare checks on them immediately after and the months following.”

Mr Johnston said the authenticity of highlighting real people from the business speaking up played a leading role in encouraging others to speak up themselves and seek help.

“The authenticity cut the ‘corporate’ speak from the message we were really trying to impart,” he said.

At the same time the campaign was rolled out and spread across the workforce, a peer support program was developed within the organisation.

In addition, changes complementary to boosting workplace health and wellbeing and the mental health of employees were put in place.

“We have continued to develop our suite of training packages to ensure broad reach across our geographically broad workforce,” Mr Johnston said.

“Training includes Psychological Health Awareness Online Training, Psychological

Health Awareness Workshop training for leaders, Grief Training, De-escalation Training, Resilience Training.

“We have also continued to expand our Tastelife (Health & Wellbeing) Program providing nutritional, physical and mental wellbeing initiatives for individuals and workforces.”

Targeted at delivering a fully encompassing health and wellbeing offer to remote mining villages across Australia, Tastelife includes a website helping to ensure all guests leave the company’s villages in the same or better condition than when they arrived.

Empowering employees to get healthy and not be afraid to seek help for mental health challenges was only part one of the company’s mission, with the accompanying peer support program even more crucial.

“Through our Forward Thinking strategy, we know that research indicates the most successful form on intervention in improving mental health outcomes for workforces is peer support,” Mr Johnston said.

“We had to establish a means through which staff are able to provide maximum support to their fellow peers or staff members by listening and supporting those who may be experiencing difficulties or need advice and support whilst on-site.

“Staff Peer Support Officers (PSO) are empathetic and compassionate individuals within the organisation and are the ‘go-to’ resource if employees have a problem to discuss or require emotional support.

“PSOs are developed and trained to identify issues before they become crises

and provide initial support and emotional help.

“They do not counsel, but are active listeners, treating team members with respect and guidance to seek help from appropriate avenues.”

Mr Johnston said there was a clear difference between the role of PSOs and mental health advocates.

“The PSO’s role is to listen to concerns and suggest possible avenues for the employee to address their issues,” he said.

“The role is not to try to fix the problem for the employee.

“Advocates promote positive messages about good mental health practices and the initiatives we are behind - I believe they are two very separate roles.

“Anybody can be an advocate, and if we all were, the world would be a better place, but being a PSO requires empathy and discretion, plus clear understanding of role responsibility and its limits.”

The benefits have been far-reaching throughout the business, with a noticeable change in culture and a more connected workplace, Mr Johnston said.

“I believe there has been a positive change, however fundamental change happens in increments,” he said.

“If we can move the needle in a positive direction each time, then we can be happy we are contributing to a solution.

“A workplace is only a small part of a larger societal effort to address poor mental health and its effects.”

If you or anyone you know needs help contact: Lifeline 13 11 14; Suicide Call Back Service 1300 659 467 or beyondblue 1300 22 46 36. RP

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GOLD MINER REACHES FOR

the stars on mental health An Australian gold producer’s fresh commitment to mental health will see 20 per cent of its global workforce accredited in Mental Health First Aid early in the new year.

THIS achievement is all part of Northern Star Resources’ newly-launched commitment to the mental health of its people, their families and the communities of which they are a part.

The initiative, labelled Mindsight, is a comprehensive mental health strategy from psychological fitness and early intervention, through to support and recovery.

Along with first aid accreditation, the global-scale miner’s strategy includes customised mental health tips and strategies delivered to inboxes, and tele-health support to increase access to mental health GPs in regional areas.

Not only will the company prepare 350 of its 1800 employees around the world to identify the early signs of mental health struggles, hundreds of community members in the remote areas the company operates will be armed with the skills to help those in need.

“We found that the partners of our employees wanted to know how they and other family members could undertake the course - usually because they are the first to pick mental health difficulties in our employees,” Peta Slocombe, Executive

Manager – Capability & Culture, Northern Star (pictured).

“When we also train those people, we play a part that’s beneficial for our workforce in terms of reducing the broader stigma associated with mental health.”

Ms Slocombe sums up the training’s positive impact by recalling a comment from a 40-year mining veteran who believed he could’ve kept four or five people alive on his shifts if he had done the course earlier.

Ms Slocombe has been a clinician and high-performance psychologist for 25 years, and was surprised by how the business displayed passion and team work around the initiative.

From site admin through to senior leaders, Goldfields to Alaska, they put their hands up to be involved instantly, Ms Slocombe said.

She said it was crucial for workplaces to ‘own’ the challenges posed by mental health.

“In mining, mental health is the biggest safest issue for our industry,” Ms Slocombe said.

“We screen for melanomas, sleep apnoea, mammograms, you name it,

Employees at Northern Star’s Jundee Mine after completing the Mental Health First Aid Course

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Peta Slocombe, Executive Manager – Capability & Culture, Northern Star Resources

but we don’t screen for mental health conditions and yet the mining industry has some of the highest risk demographics in the country in terms of social isolation, shift work, lack of light, percentage of male and the age groups in which it is most prevalent. “ The company is gauging the success of its mental health focus by indicators such as use of a chat site for accredited employees, requests for referrals, but most importantly, reduced stigma.

“We now have a lot more conversations and people raising things at pre-starts, safety meetings and took box talks,” Ms Slocombe said.

“We also have more people who used to presumably just take sick leave or just disappear, who now come forward and say they have depression.”

Ms Slocombe said the response to the initiative has been “brilliant and seamless”, despite some initial concerns around if people reported use of certain medications, or the operational challenge of employees needing time off work or light duties.

To ensure its success, the company made some operational refinements and implemented a smoothly articulated decision tree to deal with situations when an employee disclosed that they were struggling mentally.

“It’s actually brought people closer together and started a lot of conversations, which has enabled people to recognise a lot of the times they’ve been suffering in silence for a very long time,” Ms Slocombe said.

“Our vision for our people is that mental health is treated no differently than physical health.

“The toughest part of having a knee or back injury isn’t simply having a conversation about it, and mental health should be no different.

“Northern Star will continue to focus on leaving its workforce, and it’s communities, stronger being part of this program.” RP

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SAFETY FOCUS AS FUTURESMART

drives Anglo’s expansion

The mining industry’s thrust to a new era of digitisation has taken another giant leap, with a global company installing the first electronic tablet device certified for use in underground coal mines.

IN AN Australian first, Anglo American has launched the device certified for use in underground coal mines at its Moranbah North metallurgical coal mine.

Digitisation forms a key part of the company’s FutureSmart Mining approach, which applies innovative thinking and technological advances to address mining’s major challenges.

The tablets capture and share real time production, safety and environmental monitoring information with operators, ensuring critical information is readily available to key personnel and removing the need for paper records.

Direct access is also delivered to the miner’s Safety Health Management System which can be used as a portable video communication device (via Skype) to instantly access personnel working at the surface level.

The technology fast-tracks the ability to trouble-shoot and can also be used as a live video link in case of emergencies.

“Any delays or challenges can be reported and addressed on-the-spot to reduce lost production time, instead of relying on traditional communication methods such as phone calls, underground travel or hard copy reports being submitted and reviewed at the end of a 12-hour shift,” Chief Executive Officer of Anglo American’s Australian business, Tyler Mitchelson, said.

“Our innovative new tablets are already enabling improved communication and information sharing underground, which will ultimately lead to safer, more productive mining.

As the largest underground coal miner in Australia, Anglo American is leveraging the pioneering work already under way at existing mine sites and scaling the development of new technologies in its operations.

Mr Mitchelson said the introduction of

underground tablets followed significant work towards automating longwall operations and digitising the company’s mines. Anglo American recently completed its first pilot longwall shear from an above-ground remote operating centre at Grosvenor Mine.

The device was developed in collaboration with product manufacturer, Bartec, and tested to achieve certification with the Queensland Government’s Safety in Mines Testing and Research Station (SIMTARS).

TICK OF APPROVAL CONFIRMS PATH FORWARD Implementation of the tablets followed a successful pilot earlier this year at Moranbah North Mine and was already receiving positive feedback from operators.

“Early feedback from operators has been encouraging, as they have found the tablets easy to use and can already see improvements to productivity and safety,” Executive Head of Underground Operations in Australia, Glen Britton, said.

“Each week at Moranbah North Mine, around 400 statutory reports and 2,500 maintenance work orders are generated.

The team there aims to be paperless within two years, and the introduction of these tablets will enable us to remove underground paperwork and transition to electronic storage of statutory and production reports.

Over the last five years, the company has invested considerable resources in the development of this technology, to ensure the product was fit-for-purpose.

Anglo American has significant investments within Australia and particularly in Queensland, operating five metallurgical coal mines in Queensland’s Bowen Basin, along with additional joint

venture interests.

The company is now moving towards rapid deployment of the devices across all of its underground sites.

It is now moving to expand its metallurgical coal operations in Central Queensland’s Bowen Basin with one of the most technologically advanced underground mines in the world, following the approval of its Aquila project.

The mine will also continue to adopt Anglo American’s FutureSmart Mining program, applying innovative thinking and technological advances to address mining’s major operational and sustainability challenges.

Aquila is an underground hard coking coal mine near Middlemount, which will extend the life of Anglo American’s existing Capcoal underground operations by six years, to 2028, and continue to optimise the Capcoal complex.

The complex is a joint venture between Anglo American (70%) and Mitsui & Co. Ltd (30%).

Anglo American’s expected capital cost for the project is US$226 million with first longwall production of premium quality hard coking coal in early 2022. RP

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DIVERSITY

PRG DELIVERS REAL RESULTS ON INDIGENOUS EMPLOYMENT www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

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A INDU ST

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RY

CONTR WORK ACTOR EXCELFORCE LENCE A

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D W I N NER

The rapid growth of a start-up Pilbara contracting firm has had a significant positive impact on local communities, with the company especially successful in bringing Indigenous Australians along on their journey.

Scott Dryland with Troy Eaton and Denise Smith from Bithari - a bus company established under Pilbara Resource Group’s innovative NPJV business program.

LEAVING BEHIND the security of a stable job in the resource and energy industry, Scott Dryland decided to go into business for himself and challenge the status quo of the contracting industry.

Born out of this vision was Pilbara Resource Group (PRG) – a construction and civil contractor offering a range of solutions to the mining, industrial and commercial sectors.

Sharing Mr Dryland’s ambition was PRG co-founder Scott Thompson. Together the budding business partners locked horns with the established players of the sector.

There were no illusions about the challenges of winning clients, but with minimal capital they entered the market three years ago with a promise to benchmark their performance against leading global standards and take an uncompromising stand on safety.

“When we established PRG in 2016 we could see the industry was gearing up for another upturn,” said Mr Dryland, Managing Director of Pilbara Resource Group (PRG).

“Knowing that there were significant projects on the horizon that would suck up a large portion of the Tier 1 and Tier 2 service providers, we spotted a gap in the market.

“We could see that the junior miners would be left with no one with the necessary understanding – or the systems and processes in place – to fill the void.

From there, Mr Dryland adopted leadership guru Simon Sinek’s purpose-driven approach to the business, turning its ‘Why’ into the vision to provide sustainable opportunities for future generations, both Indigenous and non-Indigenous.

“To have a company of our size, with minimal overheads, an Indigenous focus and the experience needed to provide a broad range of construction and civil contracting services, we saw that as a real niche in the market,” he said.

“Our first year was successful, then in our second year we tripled our results and we’re on target to do the same again this year.”

One of the cornerstones of the company’s success has been delivering on a promise to work with Traditional

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DIVERSITY

Owners to create a new, sustainable model of Indigenous contracting.

"After starting with three employees and an ambitious plan to introduce a new approach to Native Title contracting, we have grown to a team of more than 80 and a turnover of $35million,” Mr Dryland said.

“Our work with Traditional Owners to create a new, sustainable model of Indigenous contracting also set us apart from the beginning.

“We were always confident that we could deliver a legacy for Aboriginal people, even though many others have tried and failed.”

Working in some of Australia’s harshest and most remote project sites, PRG’s strategy is driving important results and changing the lives of Indigenous people through meaningful employment.

“Our Indigenous engagement will also continue to evolve and develop as we continue to think outside of the box when it comes to communication, upskilling and training,” Mr Dryland said.

Although targeting the big players of the industry wasn’t necessarily a key focus of the company’s initial strategy, they have stood up and taken notice of the value in what PRG is doing in the market.

“Not only are we a contractor of choice for Tier 3 and 4 clients, but we’re now contracting direct to FMG, Rio Tinto, and Mineral Resources, as well as to BHP on the South Flank project,” Mr Dryland said.

Mr Dryland said PRG’s next phase of growth will focus on building on its already trusted reputation to partner with leading remote mining and energy projects by delivering an empowered workforce, with strong employee retention.

To have a company of our size, with minimal overheads, an Indigenous focus and the experience needed to provide a broad range of construction and civil contracting services, we saw that as a real niche in the market.

SPECIALISED APPROACH TO INDIGENOUS ENGAGEMENT PRG’s workforce spans more than 80 people, delivers projects in the Pilbara, Goldfields and Queensland, but it’s the

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Scott Dryland with fellow Pilbara Resource Group Director, Scott Thompson.

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Njamal People Traditional Owners planning with Scott Dryland and Scott Thompson

specialised approach to each and every community which is setting a benchmark - and a point of difference from many competitors.

“We are proud of the fact that we work with some 14 Traditional families to bring new employment, financial, education and social service opportunities. About a third of our workforce is now Indigenous,” Mr Dryland said.

“When we’re working with Indigenous communities our focus is on engagement, employment, training and development. We employ people in a variety of roles, such as administration, cleaning, labouring, bus driving and catering.

“Our workforce includes an Indigenous mother and daughter team providing a catering service. As another example, we arranged for an Indigenous woman to undertake a driver training course and she has now been driving trucks on a BHP site for the past six months.”

Before setting up PRG Mr Dryland managed 20 Indigenous recruits who were some of the first to complete the resource industry’s Vocational Training and Education Centre (VTEC) program.

Our Indigenous engagement will also continue to evolve and develop as we continue to think outside of the box when it comes to communication, upskilling and training.

“It was great to be able to put the graduates to work and watch them grow and develop outside of the program and into the workforce; that’s maybe where the ‘Why’ behind PRG started,” he said.

“We began with a plan, have executed the plan and are doing what we said we would do.

“We’re having a positive impact on communities, and our continued success and growth is attributable to our commitment to the people.”

He pointed to gaining the respect of Indigenous communities as crucial to success.

“Along with honesty and trust, this is one of the pillars of our business,” he said.

“It’s a case of us wanting to do what

we do. Sometimes the momentum

doesn’t really start until that message has been taken on board.

“Our vision is to develop sustainable

opportunities for future generations, based on shared values such as

integrity, resilience, excellence and leadership.

“Creating sustainable opportunities

for Traditional families supports the management of their country, their people and their heritage.

“But that’s just one half of the story.

“Ultimately, we are also working

to engender greater understanding

and awareness of Aboriginal culture

throughout our business dealings.” RP

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MINING GENDER BALANCE

upturn in Hunter Valley

Gender diversity in the Hunter Valley mining industry is taking big leaps in the right direction, with a sustained lift in female interest in the sector.

THE FEMALE to male ratio in the TAFE NSW Muswellbrook Mining Skills Program is an indicator of positive progress in the region, with the number of female participants rising from 0 to 9 over its 14year history.

This year females make up 29% of the class - almost double the industry average.

According to the latest Workplace Gender Equality Agency data, only 16.7% of employees and 16.4% of key

Second-year electrical apprentice Jennifer Chalk putting her skills to use

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management personnel in the Australian mining industry were female at the end of last financial year.

While it was an increase on 16.1% and 14.8% in 2017, it shows there is still much work to do to achieve gender balance.

TAFE NSW regional general manager Susie George said resource companies were making considerable efforts to attract and retain women with results starting to reflect the investment.

"TAFE NSW fully supports this and takes pride in our role of teaching, mentoring and encouraging our female students to become well-qualified and confident industry participants," she said.

"In developing the next generation of industry leaders, regardless of gender, a critical component is ensuring access to high quality education and training.

"We work closely with some of the Hunter's biggest employers to ensure we give all apprentices the abilities, knowledge and ‘seam to sea' exposure they need to be job-ready.”

TAFE NSW Muswellbrook Mining Skills Program student Antonia Moncrieff is a 22-year-old first-year electrical apprentice from Stockton.

She is hosted by Port Waratah Coal Services and employed by Programmed Training Services.

"My experience has been absolutely positive," Ms Moncrieff said.

"I haven't observed any ‘men versus women’ dynamic, in every interaction we're just all working together to achieve a goal that benefits the company.

"All the tradesmen I come into contact with have enjoyed sharing their knowledge with me and just want to see me succeed."

Ms Moncrieff said diversity brought different perspectives and problem-solving skills.

"Women are excellent at resolving conflict and mentoring others, whether female or male," she said.

DIVERSITY

"I believe that's one of our strengths.”

Jennifer Chalker, a BHP Mt Arthur Coal second-year electrical apprentice who was part of the 2018 TAFE NSW Muswellbrook Mining Skills Program, agrees.

“I have found that it is much the same as any workplace. Having previously been a service manager in the automotive industry, I've always worked in typically male dominated industries.

If you are willing to learn and put in the effort you will gain the respect of your co-workers regardless of your gender or theirs,” the 28-year-old said.

“I think more females being given the opportunity to complete trades they may not have been able to access in the past is great. If you are looking for a career within the industry, don't let what others think hold you back. Research ways

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I haven't observed any 'men versus women' dynamic, in every interaction we're just all working together to achieve a goal that benefits the company. you can obtain your goal and don't be disheartened if you don't succeed the first time.

"Women bring lots of positive qualities and with an increase in our participation comes an increase in highly skilled people in the workplace." RP

Antonia Moncrieff is bringing different perspectives and problem-solving skills to the mining industry

INDIGENOUS STUDENTS EXPLORE

a career in engineering YOUNG INDIGENOUS students from across Australia will be immersed in the world of engineering in an interactive camp in Adelaide through a partnership between Santos and the University of Adelaide.

This year, 29 students attended the Santos Karnkanthi Indigenous Engineering School from Perth, Numbulwar, Alice Springs, Darwin, Gladstone, Melbourne, Mackay, Cairns, Roxby Downs, Ceduna, Rockhampton and metropolitan and regional Adelaide.

After a successful launch in 2018, Santos Managing Director and CEO Kevin Gallagher said the school will continue for another three years.

“It’s about creating an opportunity to see what’s possible, planting a seed of curiosity in how things work, especially in the crucial energy sector,” he said.

Mr Gallagher said the students discovered more about all the fantastic opportunities that studying engineering will open up.

He was extra delighted that half of the students are female, building confidence in women and girls that a rewarding career in engineering is for them.

"Hopefully some of these bright young students will one day work at Santos,” Mr Gallagher said.

After attending last year’s camp Rebecca Haynes returned in 2019 as she is seriously considering a career in the engineering industry, particularly environmental engineering or architectural and structural engineering.

“The camp provides the opportunity to see what a career in engineering is like from engineers, which is invaluable as it allows us to hear about what these people studied, what they do day-to-day and the pathway that they have gone through to get to where they are today,” she said.

“This camp gives me the confidence and reassurance that as long as you have determination and commitment in the field, there are no real limitations and the things that you can achieve are infinite.” RP

Students are getting a taste of all aspects of engineering, including structural, through a roof climb of the Adelaide Oval, as part of Santos partnering with the University of Adelaide to create the Santos Karnkanthi Indigenous Engineering School

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TRAINING

Students across the country learn more about a career in resources and energy

The program’s interactive, hands-on activities engaged students about the many opportunities in the industry

STEM PROGRAM BRIGHTENS students’ resource career outlook Thousands of primary school students have been inspired to forge a resources and energy career through a new industry-led program.

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TRAINING

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Students were engaged on the exciting new career opportunities available in the sector.

THE BRIGHT Future STEM Primary Schools Program, proudly launched by AMMA in 2019, has nurtured and raised awareness of the wide range of skills critical to the industry’s future.

Based around the Science, Technology, Engineering and Maths (STEM) curriculum, the initiative has given students around the nation a taste of the industry pathways and opportunities from studying STEM subjects.

Engaging 9-12 year old girls and boys, the program involves both hands-on interactive experiences as well as role model presentations from a number of AMMA member companies across the resources and energy industry.

Students are inspired by leading STEM professionals, encouraging an interest in STEM careers and giving an insight into the diverse and rewarding career opportunities in the industry.

“The program highlights the wide range of opportunities available through pursuing a STEM career in our industry,” AMMA Director Operations Tara Diamond, said.

“Feedback from schools has been overwhelmingly positive and indicates a

... the initiative has given students around the nation a taste of the industry pathways and opportunities from studying STEM subjects. strong level of engagement and positive response amongst primary school students.

“The program has been particularly effective in piquing an interest in the wide range of careers offered in the sector and the importance of the STEM fields.

“It has engaged young Australians in the benefits and contribution of our industry, whilst raising awareness of the exciting and sustainable career opportunities.”

With support from a number of participating AMMA members, the Bright Future STEM Primary Schools program visited schools all across Australia in 2019, everywhere from Middlemount to Cobar and Kalgoorlie – reaching over 3000 students.

Following this year’s success, the program will be significantly expanded in 2020 to reach at least 10,000 students. RP

AMMA thanks the following member companies for their assistance, contribution and enthusiasm in participating in this invaluable program.

• Sodexo • Gold Fields • Broadspectrum • CSA Mine (Glencore) • Peak Gold Mine (Aurelia Metals) • St Barbara • Thiess • McDermott • KCGM • Newmont • Newcrest Mining • ExxonMobil Australia • MMG • Anglo American • New Hope Group

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TRAINING

STAR GRADUATE RETURNS TO MINING

school as first female Director SUCCESSFUL MINING executive Sabina Shugg has become the first woman to lead the Western Australian School of Mines in Kalgoorlie.

Freshly-appointed as director of the renowned mining college, Ms Shugg aims to drive a new curriculum which enables students to transition from the classroom to a rewarding job in the mining industry.

The Goldfields-born WA School of Mines graduate has forged a successful career as a mining executive and has served in senior roles at some of Australia’s largest resource and consulting organisations.

Ms Shugg said a major focus of the role would be ensuring the school’s new curriculum prepared the next-generation of workers to cater for the skills needs of

the resources sector.

“In developing the new curriculum, I look forward to ensuring students are properly equipped to embrace the technological advances currently transforming the sector,” she said.

Curtin University Vice-Chancellor Professor Deborah Terry said Ms Shugg’s return to the school marked the start of an exciting new era as it adapts the curriculum to facilitate emerging areas such as robotics, data analytics and additive manufacturing in order to meet the future needs of industry and students.

She will also support the university’s continued efforts to promote the profile of the mining industry to the next generation of mining workers, with a particular focus on female school students to encourage

Mining executive Sabina Shugg is the new Director of Kalgoorlie’s Western Australian School of Mines

greater gender equality across the industry.

“Ms Shugg’s commitment to this cause included her role as Founder and Chair of Women in Mining and Resources WA, for which she was awarded a Member of the Order of Australia in 2015,” Professor Terry said.

Most recently in the role of director of the newly formed Kalgoorlie-Boulder Mining Innovation Hub, Ms Shugg replaced well-respected director, Professor Sam Spearing in July. RP

ONLINE PROGRAM EMPOWERS

managers to drive mentally healthier workplaces AS WORKPLACE mental health continues its elevation as a priority for employers across the globe, a new program is being offered to help managers who may be uncertain on how to start wellbeing conversations with their employees.

Online training program HeadCoach has shown promising trial results, revealing it can significantly boost managers’ confidence to effectively support the mental health needs of their staff.

HeadCoach was developed by notfor-profit organisation, the Black Dog Institute, in collaboration with UNSW Sydney and the Brain and Mind Centre at University of Sydney.

The program has been created through the Well@Work project and is delivered entirely online, integrating both preventive

and responsive strategies to help managers create a more mentally healthy workplace.

Findings from a randomised controlled trial (RCT) evaluating the online program, published in the latest Journal of Occupational and Environmental Medicine, suggest it not only improved managers’ capacity to respond to staff wellbeing, it also encouraged preventive behaviours to reduce known mental health risk factors present in the workplace.

“Managers hold a unique position in influencing team wellbeing – from modelling accepting attitudes towards mental health, to addressing issues that could contribute towards job strain,” said lead author Aimee Gayed, a Postdoctoral Research Fellow based at the Black

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

Dog Institute’s Workplace Mental Health Research Program.

“These results are exciting because they show for the first time that a simple and tailored online mental health program is both effective and scalable in the workplace setting.”

The trial recruited 210 managers working across three organisations, including two state-based ambulance services and a building equipment hire company, with managers who completed the training reporting significantly higher confidence levels.

Greater responsiveness to mental health issues and greater implementation of preventive behaviours to create a more mentally healthy work environment were also reported by the managers, which continued four months after the trial. RP

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ALCOA HIGHLIGHTS VIRTUAL

reality of safety VIRTUAL REALITY technology is now training employees on how to perform high-risk tasks safely at Alcoa’s alumina refineries in Western Australia.

The move follows the likes of the army, navy and air force in using virtual reality (VR) to undertake training on how to recognise and mitigate high-risk hazards around the workplace.

In a first for the global leader in bauxite, alumina and aluminium products, Alcoa has developed a training module to simulate how to safely and correctly isolate electrical switches to avoid arc flash incidents while in a safe environment.

The training occurs in a virtual replica of one of Alcoa’s refinery sub-stations where the trainee is surrounded by equipment, Personal Protective Equipment (PPE) and sounds found in the workplace.

The guided training and free-play environments include a variety of scenarios with events and risks to mitigate, replicating what could occur in real life.

Alcoa’s Pinjarra Refinery Manager, Mark Hodgson said this was a step-change for Alcoa in the way training is delivered and a key enabler in increasing safety.

“With safety being our top priority, this training allows our employees to experience high-risk hazards and the steps to mitigate them in a safe environment, so they can take what they have learned back to their workplace,” he said.

Alcoa pointed out VR training is believed to provide a learning retention rate of 75 per cent, compared to 20 per

Alcoa Operator Ben Curtis tests out the arc flash isolation simulation at Pinjarra Refinery

cent with standard computer-based pointand-click training.

The team is now working on deploying similar training modules for several highrisk tasks, including working on or near energised equipment and high-voltage isolation.

Personnel at Alcoa’s global refining operations will also benefit from training starting in late 2019. RP

The guided training and free-play environments include a variety of scenarios with events and risks to mitigate...

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

40

INNOVATION

REPORT OUTLINES WHY FUTURE

of work should be embraced As the changing nature of work is better understood and fearmongering is cast aside through comprehensive analysis, the myriad of possibilities are being revealed for workplaces.

FOSTERING CREATIVITY and innovation in the workplace presents enormous ‘people’ opportunities that should be embraced and not viewed as a threat to jobs, a Deloitte Insights report has found.

Titled The path to prosperity: Why the future of work is human, the report is part of the firm’s Building the Lucky Country series, and highlights the changing nature of work will have a significantly positive impact on productivity that should not be feared.

“There is clearly some anxiety about the future of work,” Deloitte Australia Chief Executive Officer Richard Deutsch said.

“Will robots send unemployment soaring? Will the advance of automation mean we lurch from one insecure job to

another? Will new technologies keep our wage growth fixed to the floor?

“We say there’s no need to be scared, and that businesses need to be brave, not afraid. These myths aren’t just wrong, they’re potentially damaging if we allow them to take hold and lead to our making the wrong choices.

“People, and their unique interpersonal and creative skills, will be central to the future of work, and how we structure this future, and prepare our workers, will say a lot about us as a society. Our decisions now will be a key driver of our economic success. After all, for every problem there’s a job, and the world isn’t running out of problems.”

Deloitte Access Economics partner, and lead report author, David Rumbens

A Deloitte report highlights why the future of work poses huge opportunities

www.amma.org.au | AUTUMN 2019 | RESOURCEPEOPLE

said there is no dystopian future of rising unemployment, aimless career paths and empty offices.

“Yes, technology is driving change in the way we work, and the work we do, but it’s ultimately not a substitute for people,” he said.

“Technology is much more about augmentation than automation, and many more jobs will change in nature because of automation, rather than disappear altogether.

“We can use technology to our advantage to create more meaningful and productive jobs involving more meaningful and well-paid work. And making better choices to facilitate this, could boost national income in terms of GDP by $36 billion a year.” RP

INNOVATION

41

EMBRACING TECHNOLOGY KEEPS

industry ahead of the game A NEW REPORT has found more than 80,000 new local jobs will be created and a further $74 billion will be delivered to the nation’s economy by 2030 if Australia’s mining, oil and gas industries harness new technologies.

The ‘Staying Ahead of the Game Report’ highlights the opportunities presented by widespread adoption of Industry 4.0 technology and the already available opportunity automation is providing to the mining industry.

METS Ignited CEO Adrian Beer says Australia has the right foundation and experience to create a highly competitive resources technology ecosystem, contributing more jobs and growth to the economy.

“As an industry, we must focus on having

the right framework in place to realise this vision: actively upskilling our workforce for their future roles; strengthening collaboration among industry, government and education providers; investing more in commercially-orientated research and development,” he said.

“The growing use of digital technology creates additional social and economic benefits for the broader community as well. We will see significant environmental advantages, improvements in workplace health and safety outcomes, and further investment in regional centres and local technology providers if our industry acts now”.

Digital automation technologies in the mining and oil and gas industries continue to present a tremendous opportunity for

Australia, with METS Ignited recognising Australia’s mining equipment, technology and services companies are well positioned to tap into the benefits.

Australia’s $90 billion mining equipment, technology and services (METS) sector is considered a world leader, with Minister for Industry, Science and Technology Karen Andrews urging further embracement of technology.

“The use of analytics and robotics not only provides significant safety and environmental benefits, it is also rapidly increasing job opportunities,” she said.

“This kind of technology opens up new, unexplored opportunities for the resources sector and what this report shows is the huge economic opportunity if new technology is embraced.” RP

NEWCREST INSTALLS PAPUA NEW

Guinea’s first private 4G network IMPROVED safety and connectivity has been realised with the implementation of Papua New Guinea’s first private 4G longterm evolution (LTE) mobile network at Newcrest Mining’s Lihir gold mine.

Every kind of production vehicle asset, including trucks, drills, excavators, dozers, shovels and barges is now connected and operationally-proven over the wireless communications platform.

The move brings safety, remote operation and automation benefits.

Performance improvements include reliability, speed and latency, with the network able to resolve challenges with existing Wi-Fi connectivity, making Newcrest’s safety and productivity systems more effective.

Fleet efficiency and real-time visibility have benefited from an 80 percent improvement in communications reliability on LTE-enabled assets.

Newcrest’s pragmatic approach, combined with flexibilities in the solution from Telstra Mining Services, led to the

delivery of the network within a relatively short timeframe, despite the remoteness of the Lihir operation.

Future phases of the project will further enhance coverage in-line with Lihir’s 20 year mine plan, and provide for expansion of coverage and capacity across the mine, processing plant, port and camp.

Chris Jordaan, General Manager, Newcrest Lihir said connectivity was crucial with the Lihir mine extending 300m into a volcanic crater and workers often exposed to elevated temperatures.

“Tele-remote and autonomous mining technologies are fundamental to working

the hot work areas that will become more dominant features of our operation in the future,” he said.

“The Private LTE network will be a great enabler for these technologies and coupled with the existing in-pit Wi-Fi network, we have been able to create a heterogeneous network that covers the whole mining lease.”

Gavin Wood, Chief Information and Digital Officer at Newcrest, said safety is the miner’s number-one priority and the network Telstra Mining Services has built at Lihir will enable safer and more efficient mining using new technologies. RP

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

42

INNOVATION

WA HOME TO INNOVATIVE

renewable projects

As increasing numbers of mining companies turn to renewable energies in their operations, several Western Australian-based projects are laying a template for other businesses to follow.

NOW MORE than ever, all available options are explored to deliver reliable and sustainable energy supplies to projects, with many joining forces with a Commonwealth Government initiative stimulating the competitiveness of renewable energy technologies and increasing its supply around Australia.

Gold Fields’ Agnew Gold Mine is the latest to turn to renewables, following a similar path to Sandfire Resources’ success at its DeGrussa Solar Project, while Fortescue Metals Group is another to recently join the action.

Agnew will soon be home to a wind, solar, battery and gas microgrid to power the Western Australian gold mine – the first of its exact kind in Australia.

The $112 million Agnew hybrid microgrid is forecast to deliver up to 60 percent renewable energy to the mine and reduce its carbon emissions by some 40,000 tCO2e/year, the equivalent of removing 8700 cars off the road.

It means the northern Goldfields site will become one of Australia’s first mining operations to be predominantly powered by renewable and low-carbon energy.

The project is already under construction and has the backing of the government’s

Australian Renewable Energy Agency (ARENA), contributing a recoupable A$13.5m.

It is the first time wind generation will be delivered as part of a large hybrid microgrid in the mining sector in Australia, and is expected to provide 55 to 60 per cent of the mine's energy requirements with the potential to meet almost all energy requirement at certain times.

All major mining and processing

Gold Fields is reducing its carbon footprint through innovation and the adoption of new technologies at its Agnew gold mine

Aerial view of the solar and gas plants at Gold Fields’ Agnew mine in WA.

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

operations, the office complex and the new Agnew village are now connected and receiving a share of renewable, solar energy, with construction of the wind farm and battery project now well under way.

The first stage of the project – a 23MW power station that integrates photovoltaic solar with gas and diesel generation - was switched on in November. Stage two is due for completion mid-2020.

“The Agnew hybrid microgrid project

INNOVATION

43

An increasing number of resource companies are zeroing in on renewable options to power up mines

Sandfire Resources’ DeGrussa Solar Project is an industry leader for environmental performance

reflects the company’s strategic objective to strengthen energy security, optimise energy costs and reduce its carbon footprint through innovation and the adoption of new technologies,” Stuart Mathews, Executive Vice-President Gold Fields Australasia, said.

“We are making staged investments across our mines in Western Australia to significantly ramp up the innovative use of renewables to meet our dynamic and growing load requirements.”

Gold Fields is embracing innovation and technology across all levels of its mining operations and Mr Mathews said this also extended to its approach to power supply and demand management.

“At Agnew we will be using instrumentation to detect approaching cloud cover for solar and, potentially in the future, detect changes in wind velocity,” he added.

“Based on this data, the gas power station will have forward-looking systems in place to schedule gas generators in response to forecast changes in the renewable energy supply.”

The hybrid microgrid at Agnew follows the announcement of a microgrid at Gold Fields’ Granny Smith mine, featuring 20,000 solar panels and a 2MW /1MWh battery system planned for completion in the final quarter of 2019.

Mr Mathews said the company was fast sharing lessons from this project with its other regions, relaying the innovation and technology to improve efficiencies and lower costs as part of its global strategic initiatives to improve our security of supply and reduce carbon emissions.

Gold Fields is the third largest gold

producer in Australia and currently owns and operates three mines in Western Australia and is completing the construction of a fourth, Gruyere, in joint venture with Gold Road Resources.

ARENA CEO Darren Miller said the project marks a growing shift in thinking around powering mine sites and was excited to see more mining companies taking up renewable options.

“The project Gold Fields is undertaking will provide a blueprint for other companies to deploy similar off-grid energy solutions and demonstrate a pathway for commercialisation, helping to decarbonise the mining and resources sector,” Mr Miller said.

Further north in WA, Sandfire Resources’ award-winning DeGrussa Solar Project has been lauded for its environmental performance.

It is the largest integrated off-grid solar and battery storage facility in Australia.

The mid-tier miner wholly owns the high-grade DeGrussa copper-gold mine,

and installed in excess of 34,000 solar photovoltaic panels in 2016, offsetting the use of more than 11 million litres of diesel.

“The DeGrussa Solar Project has provided a blueprint for the adoption of renewable energy at other mine sites around the world,” judges said in determining the project worthy of this year’s Golden Gecko Award for Environmental Excellence.

“The project has been visited by mining companies, government representatives, universities and schools, and has been showcased around the world to educate the global mining industry about how to transition to renewable energy.”

The project, which commenced in 2016, generates 17 to 20 per cent of power required at the mine and has helped Sandfire Resources reduce carbon emissions by more than 30,000 tonnes at DeGrussa.

Covering a total area of 20 hectares, the project comprises of 34,080 solar panels. RP

SUNNY DAYS FUEL FORTESCUE’S IRON ORE HUB Western Australia’s Pilbara region is now also set to be home to the first major iron ore mining operation in Australia to be run entirely off renewable energy during the day.

Fortescue Metals Group inked a landmark agreement with Alinta Energy that will see up to 100 per cent of daytime stationary energy requirements at its Chichester Hub iron ore operations powered by renewable energy.

The Chichester Solar Gas Hybrid project will see the construction of a 60MW solar photovoltaic generation facility at the Chichester Hub, comprising Fortescue’s Christmas Creek and Cloudbreak mining operations.

Construction is expected to commence before the end of the year and be completed by mid-2021.

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

44

COMMUNITY

BRIGHT SPARKS fuel greater industry appreciation

The people behind one of the country’s most important resources have been revealed in a new campaign launched by Australia’s peak industry body for the oil and gas sector.

AIMED AT dispelling some of the myths around the gas industry, an initiative of the Australian Petroleum Production & Exploration Association (APPEA) has introduced the Bright Sparks program.

The initiative is part of Brighter – an awareness campaign launched last year

by APPEA as a new way of talking to Australians about the role natural gas plays in their everyday lives.

It highlights that the gas industry underpins 80,000 jobs around Australia and gives the broader public an opportunity to meet the people behind the gas industry.

The inspirational group of Bright Sparks all work in various parts of the

country, in a wide range of roles within the natural gas industry showing that the gas industry is more than just hard hats and fly-in, fly-out jobs.

The campaign aims to put a face to the energy used in Australian communities and spark a greater appreciation of natural gas and how it naturally plays a significant part in people’s everyday lives.

From marine biologists to baristas, drone operators to electrical engineers, it shows that the faces of Bright Sparks are truly extraordinary people both at work and at home.

It focuses on spreading some home truths about Australia’s gas industry,

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

in particular the misconceptions about the industry, with half of the Australian population believing jobs in the gas

industry are predominantly fly in, fly out.

In addition, most Australians also

aren’t aware the gas industry partners with diverse businesses around the country, despite 78% of surveyed Australians believing that the gas

industry plays an important role in the country’s economic future.

You can get to know some of the

Bright Sparks ambassadors at

bright-r.com.au/brightsparks to learn more about those who power homes and cities every single day. RP

COMMUNITY

The inspirational group of Bright Sparks all work in various parts of the country, in a wide range of roles within the natural gas industry showing that the gas industry is more than just hard hats and fly-in, fly-out jobs.

“Since my employment in 2018, it’s been uplifting to see the focus the company has on diversity and getting different people into careers in the gas industry. Being the only female in my work crew, it’s important to me that women know that they have a place in these industries and that they are welcome. I love my job and it’s important to me that somebody who has the same interests has the same opportunity as myself and others.”

Lucy McParland: Electrical and Instrumentation Apprentice, WPC Group, Exxon Mobil

45

“We are fortunate in Gladstone to have one of the world’s newest LNG facilities. Cutting edge technology, together with our skilled local team, means we can safely make the most of what is a precious resource. In Gladstone, the industry is starting to really settle into the fabric of the community. The benefits of diversifying the local economy with the addition of a new industry that is employing and procuring locally; delivering cleaner energy and doing so safely; has increased community comfort levels.”

Marilyn Steel: Social Performance Advisor, Shell – QGC – Gladstone

“As a child growing in Mexico City from a low-income family, I never imagined being able to travel all around the world, living in four different continents, and settling in Australia. It’s a much more exciting journey than I imagined growing up.

Working in the oil and gas industry has given me that opportunity.”

“My advice to young, aspiring engineers is to just keep saying ‘yes’ when opportunities present themselves. Whenever an opportunity comes your way, even if you are doubting yourself, just say ‘yes’, jump off that cliff and trust yourself that you will learn to fly on the way down."

Ishtar Barranco Mendoza: Senior Geologist, Barrow Island & North West Shelf, Chevron Australia

Kimberly Walpot: Development Manager Scarborough, Woodside

“In the three years that I have been in the industry, I have seen more confidence in the market. More companies are investing more of their interest in exploration, appraisal and development of gas fields, ensuring the longevity of gas supply. Last year I was fortunate enough to witness first-hand the successful drilling of Dorado-1 in the North-West of Australia, which resulted in a significant oil and gas discovery.”

Mia Savic: Graduate Petroleum Engineer, Santos

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

46

ECONOMY

ICHTHYS SHIPS

milestone LNG cargo Only 13 months after shipping its maiden LNG cargo from the Ichthys project, INPEX has notched up another significant milestone.

IN MID-NOVEMBER, the company sent its 100th LNG shipment on the Pacific Arcadia LNG carrier from the Ichthys LNG onshore processing facilities located near Darwin in the Northern Territory.

It came a little over a year after the first LNG cargo being shipped, with INPEX President Director Australia, Hitoshi Okawa describing it as a a proud moment for the company.

“Reaching the 100th LNG cargo milestone is a credit to our workforce and reinforces our position as a safe, reliable and efficient energy supplier,” Mr Okawa said.

“INPEX-operated Ichthys LNG facilities are safely ramping up to full production, exporting 100 LNG, 24 liquefied petroleum gas and 46 condensate cargoes since October 2018.

“Ichthys LNG creates jobs and

business opportunities and is projected to generate further economic and community benefits in Australia for decades to come.”

Ichthys LNG is one of the largest and most complex energy developments in the world and represents the single largest overseas investment by a Japanese company.

Mr Okawa also said Ichthys LNG is central to INPEX’s operations in Australia and forms a cornerstone of the Company’s global energy business.

“Our priority is to ensure our LNG facilities in Australia are fully utilised over their expected 40-year lifespan," he said.

For the next 40 years, the project will provide multi-generational employment, local business opportunities and tax revenues.

It is easily one of the largest and most

The 100th LNG cargo from the INPEX-operated Ichthys project on its way to customers aboard the Pacific Arcadia LNG carrier

www.amma.org.au | SUMMER 2019/20 | RESOURCEPEOPLE

complex developments in the world, with offshore facilities located about 220 kilometres off the northwest coast of Western Australia.

Last year was the giant project’s breakthrough year, celebrating first production, the commencement of operations and the first cargoes of LNG, LPG and condensate being safely transported from its Darwin base to customers overseas.

Over the next four decades, Ichthys is expected to produce 8.9 million tonnes of LNG and 1.6 million tonnes of LPG per annum, along with more than 100,000 barrels of condensate per day at peak.

The project is driving an overall surge in Australia’s surging LNG exports, which rose to $50 billion in 2018–19, up from $31 billion in 2017–18. RP

ECONOMY

47

AUSTRALIA’S RARE OPPORTUNITY

AUSTRALIA IS set to become a global supplier of rare earths used in developing everything from the latest smart phones to electric vehicles, defence products, solar panels and energy storage.

Growing industrial and technology needs has increased the potential of Australia’s critical minerals products, with Minister for Resources and Northern Australia, Matt Canavan highlighting that surging global demand provided scope for Australian miners to enter stable and secure supply chains in key economies such as the United States.

The Federal Government’s Critical Minerals Supply Chain in the United States report also highlighted the country’s need to continue attracting investment in highvalue activities such as processing and manufacturing to become a major exporter of critical minerals products.

Technology innovation around the world is heavily reliant on many critical minerals, including rare earths such as lithium, rare earths, copper and cobalt.

In November, Mr Canavan held talks with US Commerce Secretary, Wilbur Ross and other officials in Washington DC to strengthen US-Australia ties on critical minerals and rare earths.

It resulted in Australia and US formalising their partnership on developing both nations’ critical mineral assets, with a project agreement signed by Geoscience

Australia and the United States Geological Survey (USGS).

Mr Canavan said the US-Australia Critical Minerals Dialogue talks agreed that each country’s respective export finance agencies would also work together at financing potential critical minerals and rare earths projects.

“Critical minerals and rare earths are crucial to the high-technology industries of the future and are essential components of batteries, wind turbines, LCD screens, solar panels, microchips and even mobile phones,” Minister Canavan said.

“The US has a need for critical minerals and Australia’s abundant supplies makes us a reliable and secure international supplier of a wide range of those including rare earth elements.

“Mining and resources have underpinned Australia’s economic growth and prosperity for more than 100 years, and the critical minerals sector provides an exciting opportunity to build on that foundation as a safe and reliable supplier to the world.”

Australia is one of the top five producers of critical minerals such as antimony, manganese, rare earths, and ilmenite and rutile – two titanium minerals – and is the second largest producer of rare earths, with 13 per cent of global production.

An aerial view of Baiyun Ebo mine in Inner Mongolia, China, the site of almost half the world's rare earths production

United States Geological Survey director Jim Reilly and Minister for Resources and Northern Australia Matt Canavan.

Image: Geoscience Australia

to ramp up critical minerals sector

Australia is also the world's largest producer of lithium, accounting for 47 per cent of global production, and has the world’s largest nickel reserves and second largest cobalt reserves, as well as abundant reserves of graphite.

In March, Minister Canavan and Trade, Tourism and Investment Minister Simon Birmingham launched Australia’s Critical Minerals Strategy 2019, which focuses on investment, innovation and infrastructure and identifies 24 critical minerals that Australia could potentially supply to key trading partners.

Recent forecasting by Australian Resources and Energy Group AMMA estimates that by 2024, about 6,000 jobs nationally will come from new critical minerals projects, representing 30% of all estimated new mining production jobs. RP

The Federal Government is focussing on lifting Australia’s export potential for critical minerals

RESOURCEPEOPLE | SUMMER 2019/20 | www.amma.org.au

AMMA CALENDAR COURSES AUSTRALIAN RESOURCES AND ENERgy gROUP AMMA OffERS A COMPREHENSIvE SUITE Of PROfESSIONAL DEvELOPMENT OPPORTUNITIES TO yOU AND yOUR TEAM. AMMA’s Training helps resource and energy employers with complex workplace challenges and equips your staff with the skills, knowledge and capability to excel in their specific roles.

Calendar courses are also available to be delivered in your locations and on-site, customised for your company.

PERTH VENUE: AMMA Office, L15 191 St Georges Terrace | TIME: 9am – 4pm

WORKPLACE RELATIONS 101 Gain an understanding of why workplace relations is such a critical business pillar, and learn the skills to effectively handle the common situations they are likely to be presented with.

APPROPRIATE WORKPLACE BEHAvIOURS Ensures your key people are educated on appropriate workplace behaviour, to mitigate the risks associated with inappropriate conduct, and to encourage a positive workplace culture.

PERfORMANCE, DISCIPLINE AND TERMINATION Covers all the bases to ensure line managers and human resource professionals have the knowledge and confidence to deal with poor performance and misconduct.

MANAgINg WORKPLACE INvESTIgATIONS Covering theoretical and practical aspects in order to equip managers and HR professionals with the knowledge and skills required to conduct an effective and fair workplace investigation.

BARgAININg BASICS Explores Australia’s complex bargaining processes and the legal frameworks that govern it, and develops the communication and negotiation skills required to obtain the best outcomes.

RIgHT Of ENTRy Provides an awareness of the rights and responsibilities of employers in regards to right of entry and provides the skills and knowledge to prepare for and manage a right of entry effectively.

SUPERvISOR SKILLS Develop key leadership skills to ensure supervisors’ embed your organisational values within their teams and have the skills and capability required to succeed and manage people effectively.

Contact gail gifford at gail.gifford@amma.org.au for more information.

Jan 22

Workplace Relations 101

Jan 29

Supervisor Skills

Feb 12

Workplace Relations 101

Feb 19

Appropriate Workplace Behaviours

Mar 18

Workplace Relations 101

Mar 25

Managing Workplace Investigations

Apr 22

Workplace Relations 101

Apr 29

Performance Management, Discipline & Termination

May 13

Workplace Relations 101

May 27

Performance Management, Discipline & Termination

Jun 10

Workplace Relations 101

Jun 17

Appropriate Workplace Behaviours

Jul 22

Workplace Relations 101

Jul 29

Right of Entry

Aug 19

Workplace Relations 101

Aug 26

Managing Workplace Investigations

Sep 9

Workplace Relations 101

Sep 23

Performance Management, Discipline & Termination

Oct 7

Workplace Relations 101

Oct 28

Appropriate Workplace Behaviours

Nov 11

Workplace Relations 101

Nov 25

Right of Entry

BRISBANE VENUE: AMMA Office, L3, 22 Cordelia Street, South Brisbane | TIME: 9am – 4pm Jan 22

Workplace Relations 101

Jan 29

Supervisor Skills

Feb 12

Workplace Relations 101

Feb 19

Appropriate Workplace Behaviours

Mar 18

Workplace Relations 101

Mar 25

Managing Workplace Investigations

Apr 29

Workplace Relations 101

May 13

Workplace Relations 101

May 27

Performance Management, Discipline & Termination

Jun 10

Workplace Relations 101

Jun 24

Appropriate Workplace Behaviours

Jul 22

Workplace Relations 101

Jul 29

Right of Entry

Aug 19

Workplace Relations 101

Aug 26

Managing Workplace Investigations

Sep 9

Workplace Relations 101

Sep 23

Workplace Relations 101

Oct 7

Performance Management, Discipline & Termination

Oct 28

Appropriate Workplace Behaviours

Nov 11

Workplace Relations 101

Nov 25

Right of Entry

MELBOURNE VENUE: AMMA Office, L14, 55 Collins Street | TIME: 9am – 4pm Mar 11

Workplace Relations 101

May 20

Workplace Relations 101

Jun 24

Appropriate Workplace Behaviours

Aug 12

Workplace Relations 101

Oct 21

Managing Workplace Investigations

Nov 4

Workplace Relations 101

NATIONAL VENUE: As detailed below | TIME: 9am – 4pm Feb 26

WA – Bunbury

Workplace Relations 101

TBC

WA – Kalgoorlie

Workplace Relations 101

Mar 19

TAS – Burnie

Workplace Relations 101

Mar 26

QLD – Emerald

Workplace Relations 101

May 20

NSW – Newcastle

Workplace Relations 101

May 22

SA – Adelaide

Workplace Relations 101

Jul 21

NT – Darwin

Workplace Relations 101

Aug 31

NSW – Dubbo

Workplace Relations 101

Oct 22

VIC – Bendigo

Workplace Relations 101