Resource People Ed17 | Winter 2017

RESOURCE Issue 017 Winter 2017

WOODSIDE INNOVATION TRANSFORMING THE FUTURE

Mental health awareness a priority Supporting the next generation of female talent PLUS Workplace policy, Fiona Berkin shines at work

and how WA is ruling the exploration sector

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CONTENTS

6

EDITOR Heather Stewart heather.stewart@amma.org.au ASSOCIATE EDITOR Tom Reid tom.reid@amma.org.au DEPUTY EDITOR Brad Thompson brad.thompson@amma.org.au GRAPHIC DESIGNER Cassandra Wood cassandra.wood@amma.org.au AMMA CONTACTS 1800 627 771 membership@amma.org.au www.amma.org.au

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

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18

32

38

CONTENTS

10

3

REGULARS

04 05 46 48

From the editor Chief executive’s message Events calendar Business partner directory

COVER STORY

06 Woodside innovation transforming the future WORKFORCE

10 Resource and energy sector employers among top Aussie workplaces 12 Exploring employers' options in enterprise negotiations OHS & WELLBEING

14 Mental health awareness a priority 16 WA vision for improved safety compliance 17 Driverless truck trials set for Australia TRAINING

18 Fund aims to combat decline in apprenticeship numbers 19 Passion for safety drives Fortescue's CEO for a Day 20 WA centre to focus on mine site restoration

22

DIVERSITY

22 Mentoring in action: supporting the next wave of female resources talent 24 Leading, lagging or losing out?

MEMBER NEWS

26 In brief: People and projects POLICY

28 29 30 31

Policy at a glance Labour hire licensing - more unnecessary red tape Wanted: a better performing workplace relations system Exploration incentive drilled out of budget

LEADERSHIP

32 Fiona Berkin: Reaching her leadership prime 34 Resource and energy sector leaders ride industry change INNOVATION

38 Experts join forces to deliver operating efficiencies 40 New technology shines light on energy gaps 41 Household waste to fire up power station ECONOMY & FINANCE

44

42 43 44 45

CSIRO roadmap outlines METS sector future Country's largest magnetite mine to boost SA Rio Tinto's local focus a boost for WA Milestones for Prelude and Ichthys

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

4

REGULARS

Heather Stewart EDITOR

From the editor AT RESOURCE PEOPLE magazine, we are in a fortunate position of having the best seat in the house when it comes to observing the industry’s success.

It seems there’s a never-ending stream of positive stories emanating from the resources and energy sector.

And while we know there are many challenges in the industry, a large portion of employers are adopting innovative practices which is setting companies up for a positive future.

One of the many employers achieving greatness features on this quarter’s cover of Resource People.

In this article, Mike Utsler shows why Woodside is at the cutting edge with its world-class operations.

He talks about the need for employers to be smarter and faster learners as they adapt to the ever-changing challenges of the industry.

He also touches on offsetting some of the negativity that lingers in the industry by harnessing the positives.

This is a theme touched on by Bernard Salt AM at AMMA’s Resource Employer Insights Luncheon.

One important sentiment made at the luncheon focussed

on the need for Australia to embrace our wealth and employment generators.

Bernard’s message rings true about the need for the importance of the industry, and the businesses which operate in the resources and energy sector, to be fully understood and embraced.

Considering these businesses generate the jobs and wealth for our country, they offer an opportunity that should be celebrated.

Another innovative thinker from our industry is Fiona Berkin, who, in this edition, describes her rise to becoming an industry leader.

Starting as a casual she has just celebrated 20 years with Morris Corporation.

And we’ll also look at how some employers are exercising their options in today’s challenging economic environment when it comes to tailoring workplace agreements to suit their unique business needs.

All this and the latest human resources, leadership, training, workplace policy and OHS news is to be found within these pages. RP

REACH RESOURCE INDUSTRY LEADERS Directly mailed to more than 5,000 subscribers nationwide, Resource People is Australia’s only source of quality workforce news for professionals, managers and executives operating in Australia’s dynamic resource industry.

As the official magazine of Australia’s resource employer group AMMA, Resource People is an unrivalled opportunity to get your brand in front of the industry’s key decision makers.

Download the Resource People media kit at amma.org.au/mediakit to find out about affordable advertising options.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

Covering the latest on: • Recruitment • Training and Development • Workplace Relations • Migration • Leadership • Plus more workforce topics

Steve Knott

Chief executive’s message AUSTRALIA REMAINS AN attractive destination for investment due to our ability to build and operate world-class resource and energy infrastructure and resource assets despite recent market challenges and ‘law fare’ from disruptive activist groups.

Much of AMMA’s advocacy centres on policy reform to ensure Australia is in the best position to be globally competitive in the resources and energy industry.

Our nation’s productivity needs to be unlocked, and as your employer group, AMMA continues to be at the forefront of sharing industry feedback with the government on the impact of the changes to Australia’s skilled migration policies.

Most members will be aware AMMA will continue to assiduously advocate for the reinstatement of specific occupations that have been removed from the program, or whose classification has changed, more broadly. This is an alarming signal to the global market that we are removing ourselves as a destination for international investment.

While we are happy to have Australians work internationally to develop skills and experience, to truly operate in a global market place as a country, we need to be mature and reciprocate.

AMMA is sending a strong signal to our government that this is not how Australian businesses want to operate and indeed how multi-national businesses are able to operate, and, we appreciate your input and support in this specific, national policy area.

As a member of the Immigration Minister’s Advisory Council, I can personally attest to how, disappointingly, there was often very little consultation or warning for these industries significantly affected by these changes.

It is important our decision-makers factor in the true impact – intended or not – when rolling out substantial changes to important policy.

When it comes to policy that strikes at the heart of Australia's global competitiveness it's imperative that industry concern and recommendations are listened to.

The real opportunity for all stakeholders is in restoring global confidence in our ability to deliver complex infrastructure on time and on budget.

This comes back to the point about embracing and celebrating those who generate the jobs and wealth for our country.

New Hope had to resort to drastic moves including an ad campaign, with its Acland Stage 3 project, highlighting the jobs and economic prosperity that come with a significant resource project.

The existing jobs and economic benefits New Acland already provides are at risk if the expansion of the mine isn’t approved.

New Acland Stage 3 has been given the green light by the Federal Government and the Queensland Coordinator-General but is still waiting on the Queensland Government to approve it. Perhaps most frustrating is that New Hope proposed the $900-million New Acland expansion a decade ago.

AMMA CHIEF EXECUTIVE

The real opportunity for all stakeholders is in restoring global confidence in our ability to deliver complex infrastructure on time and on budget.

It has passed a significant number of assessment processes, including heavy scrutiny through the Federal Government’s approval earlier this year from the Independent Expert Scientific Committee.

It also received approval through the Federal Government’s protection and biodiversity conservation act (EPBC).

Given this level of scrutiny from State and Federal Governments in ensuring some of the highest environmental standards are met, the decision is not only disappointing, but very surprising.

Australia, and in particular regional Queensland, needed positive news when it comes to getting large resource projects off the ground.

In the challenging economic conditions currently facing resource operators globally, these multi-million dollar projects are a rarity and the decision by the Land Court is another hit to investor and community confidence. RP

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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COVER STORY

WOODSIDE INNOVATION TRANSFORMING THE FUTURE

Woodside Pty Ltd, is morphing into a company showcasing excellence in innovative technology, where it is not how machines replace people, it's about machines supporting and enabling people to do more.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

COVER STORY

AT A TIME when Australia is seen as a high-cost country to operate in with low productivity, Woodside reflects excellence in operations and worldleading performance in its reliability and cost efficiencies.

“It’s about being smarter, learning quicker and reducing the risks and exposures,” chief operating officer and executive vice president for Woodside Energy Limited Mike Utsler, says.

“We’re tapping a lack of awareness and understanding with machines in a fraction of the time gaining confidence and extending our abilities to get the best solutions.”

We are pretty proud of the progress we're making.

We know that it's a journey but we have made some incredible inroads.

Utsler brings a sense of optimism to a sector ravaged by declining markets.

He spoke to Resource People shortly after he had just returned from Oslo, Norway and Zurich, Switzerland where his audiences heard first-hand how the company has been overcoming challenges to achieve outcomes.

“I think what's impressive is that Woodside is an example from the Australian oil and gas perspective, offsetting some of the negativity that comes around our industry,” he says.

For Utsler, it comes down to how Woodside executes its work program from its health and safety and environment quality standpoint.

“Our innovation in technology and deploying this to solve real problems is changing the fundamentals of how Woodside does business and that is now being recognised,” he says.

captured the work and shared knowledge of hundreds of staff so often lost in the past, for future generations of its workforce.

Utsler says automation and robot work has provided countless progressions in the hydrocarbon sector including driving the oil and gas industry's efficiencies in finding, developing and producing hydrocarbons around the globe.

Woodside’s robotics program will explore how robotic technology can be used to improve safety, reliability and efficiency in hazardous operating environments.

“It has been an ongoing part of leveraging and advancing technology to try to increase the efficiency of the individual and collective teams to reduce the cost and to increase the success and reliability of those operations,” he says.

Technology has played a crucial part in informing Woodside’s efficiencies by harnessing data and converting it from information to knowledge.

Part of the company’s secret is a pioneering initiative and work with a range of companies including NASA on data analytics and artificial intelligence and its application to robotics.

NASA was looking for an environment in which it could test the robotics intended to be used in the Mars missions to build infrastructure on the planet to enable man to travel to Mars and back.

7

Mike Utsler

In doing so, NASA needed environments to test, build and challenge the robotic technologies that will be deployed into space and on planets.

It was a perfect collaboration because Woodside's vision was seeking ways to use robotics to reduce operational risks and enhance the safety, the reliability and efficiency of producing oil and gas.

“It was a match made in literally the heavens or space in this particular case.

"Being able to take NASA's need to look for an environment and a company which was open to the testing and the challenges of allowing both the success and the failures that will come in the application of trying to use robotics in support of human endeavours and efforts,” Utsler says. »

ARTIFICIAL INTELLIGENCE ENHANCES PRODUCTIVITY

Artificial Intelligence (AI) has been Woodside’s game changer leveraging more than 30 years’ of operating history in finding, developing and producing oil and gas.

Woodside’s adoption of AI has

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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COVER STORY

WATSON MAPS HAND-SAFETY RISKS

»

Woodside uses Watson to identify patterns in the risks of hand injuries across Woodside’s operations and has ROBOTS TAP INNOVATION AND significantly reduced incidents.

TECHNOLOGY POTENTIAL “We now know that the greatest “We use AI to ensure we are recognised probability of a hand injury is between for being a safe, reliable and efficient 8:00 and 10:00 in the morning and it operator and remain competitive with happens in certain areas around certain other oil and gas enterprises in a world types of activities,” Utsler says. of seeking access to develop energy “Instead of doing generic campaigns solutions,” Utsler says. to say 'Be aware of where you put your “AI gives us an opportunity to bring hands', we can now tailor very specific the best of our people with the best of activities to the types of operations that technologies and demonstrate how the have landed themselves to the highest two working together actually can create probability of an injury.” competitive advantage.”

Watson has been used to map the combined experience of individuals WATSON SUPERCOMPUTER from multiple companies' drilling wells SAVES TIME, MONEY AND LIVES including drilling surface-hole sections Woodside has reinvented its and intermediate holes. infrastructure tapping the potential of Watson has also been used to map IBM’s cognitive supercomputer Watson how Woodside deals with geo hazards, in multiple applications across its oil provide a source of where those learnings and gas safety environment and health are, review those learnings and provide operations. synthesis on the highest consequences Watson is providing Woodside staff with and opportunities to apply those learnings an overview of 30 years’ worth of data, to problem solve for the company. experiences and operations and Utsler estimates the speed of data flow from 2017 AND BEYOND Watson is saving $10-million annually in As an energy solutions provider in a management time. world where supply is exceeding the “We’ve had, as every company does, demands, Woodside anticipates a shift tremendous opportunities to learn from over supply to under supply in LNG from incidents, from near misses, from and fossil fuels in the next five years. observations and we use Watson to There’s the untapped potential of LNG move across the totality of a company's as an alternative fuel for the world's fleet 30-year learnings and easily find specific of bulk carriers following the International information on a specific question,” Maritime Organisation’s restriction on the Utsler says. sulphur content in marine fuels from 2020.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

Woodside is studying the commercial potential of LNG as a fuel for cape-sized bulk ore ships, through a joint industry project with three Pilbara iron ore miners (Rio Tinto, Fortescue Metals Group and BHP Billiton), a Japanese shipper (Mitsui OSK), a classification body (DNV GL), a transportation company (U-Ming) and Chinese engineering institute (Shanghai Merchant Design and Research Institute).

Woodside is the best-situated producer to feed the so-called "Green Corridor" trade route between China and Australia which could create a new three-milliontonnes-a-year market for LNG. “It's important for us as an industry today to be making decisions both from an investment, technological development and applications perspective, helping us be prepared to meet the growing demand that we expect to occur,” Utsler says.

“We want to position Woodside to be a leader and recognised as a partner of choice within that space because of our competency and capabilities in finding, developing, producing and delivering to the customer energy solutions that reflect that low cost, high efficiency, high value proposition for both customer and for our company.”

A decade ago, there were six LNG producers and

COVER STORY

eight customers globally but with the rapid usage expansion there are now more than 35 producers and 50 countries using LNG as an energy solution.

“We believe gas, LNG is the cleanest fossil fuel that will continue to be an important part of energy solutions for tomorrow,” Utsler says.

“I think all of us recognise that the probability of the world growing from six billion people on this planet to nine billion people over the next 30 years is a reality and as such, there will be an ever increasing need and demand for energy to improve the standard of living, to be able to feed people and to be able to provide a quality of life.

"It's how we ensure that the LNG we make today is part of the future solution.”

opportunities to explore different ways to solve the problems that we face today.”

For Utsler that excitement builds a culture where Woodside people are given the space to not only deliver dayto-day, but to continuously improve by considering disruptive technology that will completely redesign and create their jobs.

“It creates a sense of opportunity within the workplace,” he says.

“We’ve worked to create a culture of openness and we've gone out to other industries, partners, and competitors to learn from them.

UNIQUE ORGANISATIONAL CULTURE

We know while we might have the best idea today, tomorrow somebody else is going to have a better idea.

Utsler sees Woodside’s culture as being driven from its six values which employees are expected to reflect and embrace.

This includes being 'partner of choice', and that means being a service provider.

“Building this service mentality it's, 'How do I make your day?': It's not, 'What are you going to do to help me make my day?' It's, 'How do I help you make your day?'

“It’s about ensuring that we create an environment that creates flexibility in both how we work and the technologies and

“25 percent of our staff have travelled internationally in the last year to locations, to develop, promote, learn from, and expand the brand and that brings with it opportunity."

Utsler focusses on attracting good staff and keeping them by recruiting at the graduate level, even in the current downtime, where mentors support the skill development in new staff through formal and on-the-job training over four years.

“It is the Woodside way in which it

9

engages and uses its own people to foster, mentor, and support,” Utsler says.

After four years, graduates can join the Woodside Young Professionals Organisation.

At the professional level the Woodside Leadership Group helps first, second, mid, and senior-level leaders build and work on developing their skills, all the way through to the executive level.

Woodside runs six-weekly public speaking courses within the senior executive coaching, supporting and developing the workforce from within.

There is also a monthly series of ‘deepdive explorations’, called ‘60-minute sections’ across each division, where staff share learnings, best practises, and provide insights into the business.

“We tried building a culture of engagement and connectivity,” Utsler says.

“We're not perfect and I think that's at the heart of the environment that we're creating in Woodside, is that we're proud of what we do.

“We're open to sharing, but we're humble about the fact that we know we can continuously improve and get better the next day.

“We've created a mindset that is characterised by our journey from wanting to be able to describe our progress as a company and as individuals, from good to great, to outstanding, to awesome.” RP

Woodside team collaborating using Watson

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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WORKFORCE

RESOURCES AND ENERGY SECTOR

employers among top Aussie workplaces Downer, Origin Energy and BHP make LinkedIn's most sought-after resource industry places to work.

AUSTRALIA’S RESOURCES AND energy sector employers may have a way to go before rivalling PwC, but that hasn’t stopped three industry leaders being named among the top 25 favoured workplaces in the world.

The annual ranking on the world’s largest professional network’s 2017 LinkedIn Top Companies has revealed KPMG Australia is the second most favoured workplace, with resource employers Downer placing 14th, Origin Energy 20th and BHP 24th.

Highlighting the companies in top markets around the globe that are most sought-after by professionals, the annual ranking is based on exclusive LinkedIn data and billions of actions by LinkedIn’s 500+ million members.

“Australia’s Top Companies all have a strong employer brand that is central to their recruitment,” Jason Laufer, director of talent and learning solutions at LinkedIn, Australia and New Zealand, says.

“We know that a company’s culture and purpose are key drivers for attracting great talent, but also retaining employees”.

Laufer says companies that are developing and sharing content through their employees’ networks are actively demonstrating their employer brand to potential candidates.

“Many of Australian Top Companies have one thing in common - they reward their employees well,” he says.

“Offering birthday leave to wellbeing programs and an open dress code, corporate culture has become overloaded with perks and gifts in order to help their workers stay in the company and grow within it too.”

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

WORKFORCE

The most common perks include flexible working hours and parental support.

Some of the interesting things that companies are giving their employees include: • PwC has a strong focus on flexibility and offers ‘floating public holidays’ which allows employees to pick whether they take statebased public holidays off, or choose another day instead.

• REA Group has created a space in their Melbourne office built for welcoming dogs, so that employees can bring their pets to work on certain days.

• CottonOn encourages their staff to take 'Empower Hours' so they can go out and do their own thing such as surfing before work.

“It’s not just perks that differentiates these companies. They are also helping their employees transform by providing the opportunity to work on meaningful projects and creating an environment that encourages them to innovate and take intelligent risks,” Laufer adds. RP

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LINKEDIN'S TOP COMPANIES 2017 1

PwC Australia

14

Downer

2

KPMG Australia

15

Lendlease

3

Westpac Group

16

REA Group

4

Commonwealth Bank

17

AMP

5

Wesfarmers

18

Vodafone Australia

6

Qantas

19

National Australia Bank

7

CIMIC Group

20

Origin Energy

8

Deloitte Australia

21

Cotton On Group

9

Macquarie Group

22

Lion

10

Telstra

23

Woolworths Group

11

Virgin Australia

24

BHP

12

Suncorp Group

25

Bank of Queensland

13

Scentre Group

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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WORKFORCE

EXPLORING EMPLOYERS' OPTIONS

in enterprise negotiations In today’s challenging economic environment, there is an increased demand for fresh thinking when it comes to securing employment terms that reflect their operating needs. Resource People discusses employer options with workplace specialist, Peter Cooke. could be terms and conditions within the agreement that the employees are happy with and agree with in good faith, but a third party has a problem with it.”

Cooke notes a growing trend for employers electing not to simply replace expired enterprise agreements with new ones.

Data from the Federal Department of Employment in the first quarter of 2017 shows only about a third of enterprise agreements were being replaced as they reached their nominal expiry dates, Peter Cooke compared with about 50 percent in 2011.

Cooke says one of the overriding factors in this trend is the onerous process of AS EMPLOYERS LOOK to be more agile and responsive to industry fluctuations, agreement making, from initial preparation they are becoming increasingly aware of the and writing, consultation and approval processes, all the way through to the range of opportunities to tailor workplace agreements to suit their unique business potential for litigation and appeals. needs.

“There’s a big difference between an Or so is the view of one of Western employer sitting down with employees Australia’s leading workplace relations for a discussion, where there’s a business specialists to the resources and energy focussed agenda, compared with an employer, employees and a third party such sector – Peter Cooke.

Cooke, a former Rio Tinto human as a union or multiple unions,” Cooke says.

“With the latter, there’s a much different, resources manager and now principal broader agenda that can include the union’s workplace relations consultant with AMMA, preferred provider of income protection says employers are recognising there insurance or training, training obligations, are more cost-effective and productive limitations on the use of contractors and alternatives to enterprise agreements and union involvement in the bargaining process. casual employees, among other things.

“The practicality of it is that the third party, “The current system is broken – it’s not benefitting employers and they are now in most cases a union, has its own set of issues it wants to prosecute.” beginning to ask key strategic questions,” Cooke says.

Cooke says there are many successful “Such as, why make an agreement that examples of employers operating without an does not give predictability or certainty enterprise agreement in place. of outcome? If there are alternatives that A recent industry study of 131 respondents better suit an employer’s needs, why invite a – 80 percent with more than 500 employees third party to tell you what you need at your and many with more than 1000 employees business?

– found nine percent of employers had no “The system is very prescriptive – there enterprise agreement in place.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

“Most of the employers who do not have an enterprise agreement in place rely on common law contracts, sitting on top of the underlying award,” Cooke continues.

“The key is to build and maintain the engagement of your employees.

Employee engagement is like safety, it is an accountability of leaders that they need to carry out every day.

“You’ve got to build your employees’ understanding of the position of the business, the market you operate in and the economic forces your business is dealing with.

“And build strong leadership capability, among your leaders at all levels, but especially your frontline leaders. Your frontline leaders are key to building employee engagement and alignment.”

While spruiking the many reasons why employers are ‘opting out’ of enterprise bargaining, Cooke notes there are some positives of having an agreement in place, such as wage increases and employment conditions being set for a three or four year term, particularly for contractors.

The downside to certainty, however, is rigidity and an inability to respond to changing circumstances.

“In theory a business can, if economic circumstances change, negotiate with their employees covered by the agreement and have them vote to vary the agreement,” Cooke says.

“But this can be very difficult to achieve in practice, especially where there is a union or multiple unions involved.”

A 2015 Productivity Commission Report on Australia’s Workplace Relations Framework noted 60 percent of respondent employers did not expect to achieve any productivity improvement through making an enterprise agreement. RP

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OHS & WELLBEING

MENTAL HEALTH

awareness a priority Western Australia’s Department of Mines and Petroleum (DMP) is urging employers to establish mechanisms for the early detection of mental health and emotional difficulties in the workplace.

IN A SPECIAL safety bulletin issued this year, the DMP warns employers that sudden changes in work arrangements are a potential trigger for suicide among site personnel.

The safety newsletter sent to the state’s resources and energy sector employers lists 12 risk factors for workers in the industry and warns presence of these increases the likelihood of suicidal behaviour.

“Awareness of these risk factors is useful when considering the needs of a group or workforce in general,” the DMP warns.

“An absence of risk factors or the presence of only a few risk factors does not equate to no or low risk, nor does it mean that the person has never or will never have suicidal thoughts.”

RISK FACTORS 1. A history or family history of mental health problems; 2. Being male; 3. Family discord, violence or abuse; 4. A family history of suicide; 5. A chronic medical condition, or being a carer for a person with such a condition; 6. Parenthood; 7. Using alcohol and other drugs; 8. Being indigenous; 9. Identifying as gay, lesbian, bisexual, transgender or intersex; 10. Poverty or low income; 11. Social or geographical isolation; and, 12. Bereavement.

STAY ALERT According to the 2007 National Survey of Mental Health and Wellbeing, about 2.1 million adults in Australia have had serious thoughts about ending their own life and 500,000 have attempted suicide at some time in their life.

“Based on the survey, each year about 370,000 Australians think about ending their life and there are 65,000 suicide attempts,” DMP states.

“The factors surrounding suicide are complex and varied. They may arise from events happening in an individual’s home life, work life, or a combination of the two.’

“Employers should be aware of workplace hazards that may impact on mental health and take measures as far as is practicable to manage the potential for psychosocial harm.”

The Australian Bureau of Statistics (ABS) figures for 2015, indicated 3,027 lives were lost from suicide, making it the 13th leading cause of death in Australia for that year.

“Suicide was the leading cause of death among those aged 15 to 44 years, and the second leading cause of death in the 45 to 54 age group,” the DMP states.

The Education and Health Standing Committee found in 2015, males died from intentional self-injury at three times the rate of females and WA’s resources and energy sector workforce was predominantly male, mainly aged between 25 and 45.

“The aim is to support good mental health and reduce the likelihood of suicide and attempted suicide,” the DMP says.

“Within the resources sector, strategies should cover the workplace and, if provided, associated accommodation facilities.”

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

CONTRIBUTORY FACTORS According to the DMP, employees may respond differently to the various stressors experienced in a work environment.

“While people are generally able to adjust to short-term stressors and continue performing their normal work duties, any stress that develops into a long-term issue may affect a person’s psychological and physical health,” the DMP states.

“Measures taken to eliminate or reduce work stressors can help prevent work-related suicide and promote good mental health.” RP

OHS & WELLBEING

LEARN TO READ THE WARNING SIGNS

PROACTIVE MEASURES:

• • •

•

• • • • • • • •

Being withdrawn and unable to relate to co-workers; Talking about feeling isolated and lonely; Expressing fears of failure, uselessness, helplessness, hopelessness or loss of self-esteem; Impulsivity or aggression; Dramatic changes in mood; Fragmented sleep or obvious tiredness; Dwelling on problems with seemingly no solutions; Speaking about tidying up affairs’ Threatening to hurt or kill themselves; Talking or writing about death, dying or suicide; and, Expressing no reason for living or sense of purpose.

The DMP notes there is a greater risk of suicide if any of these signs are coupled with situations including the recent loss of a close relationship; sudden change in work circumstances; a serious or embarrassing workrelated event; increased use of alcohol or other drugs, including medications; having a history of suicidal behaviour; and, current depression, burnout or unexplained fatigue.

WORK STRESSORS: • • • • • • • • • •

Bullying, harassment or discrimination; Being performance-managed; Work-related interpersonal conflict or relationship breakdown; Stressful working conditions (e.g.

Excessive hours, fatigue); Business-related financial difficulties; Business restructures; Impending redundancies; Work-related compensation claims; Pain, depression or mobility limitations after workplace injury; and Involvement in work-related court proceedings.

OTHER RESOURCES: Lifeline - 13 11 14 Suicide Call Back Service 1300 659 467

•

•

•

•

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Implement workplace policies and programs promoting a mentally healthy workforce and minimise suicidal thoughts and behaviours; Promote a workplace culture that is inclusive, destigmatises mental health problems and encourages help-seeking; Prioritise psychosocial workplace safety, including identifying ways to reduce work-related stressors; Promote suicide awareness and the availability of mental health resources and wellness initiatives within the workplace; and, Provide suicide prevention training to equip employees with the skills to assist those at risk and encourage them to seek professional help.

A HEALTHY WORKPLACE PROVIDES A POSITIVE ROI Research by Pricewaterhouse Coopers has shown that for every dollar you spend creating a mentally healthy workplace can, on average, result in a positive return on investment (ROI) of 2.3.

These benefits are derived from a reduction in presenteeism (reduced productivity at work), absenteeism, and compensation claims.

STAFF WILL BE MORE ENGAGED Investing in creating a more mentally-healthy workplace is beneficial to all staff. As a result, employees will be more engaged, more motivated, morale will be higher and staff will be more willing to go above and beyond the requirements of their role.

All of this will add even more to your return on investment and makes for a happier and healthier workplace that will retain good staff.

A MENTALLY HEALTHY WORKPLACE MAKES LEGAL SENSE When it comes to workplace mental health, employers must follow certain legislative requirements.

Both employers and employees have formal rights and responsibilities under antidiscrimination, privacy, and work health and safety legislation.

Healthy workplaces promote mental health and wellbeing. They are positive and productive, and get the best out of everyone in the workplace. Businesses that care about good mental health and wellbeing attract and keep top talent because they’re great places to work. The facts are clear: as well as benefiting employees, a mentally healthy workplace is also better for your bottom line.

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

16

OHS & WELLBEING

WA VISION FOR

improved safety compliance THE DEPARTMENT OF Mines and Petroleum in Western Australia has launched its new vision for a safe and healthy resources and energy sector, known as Towards 2020.

Towards 2020 describes the goals, focus areas and measures of success for safety and health initiatives undertaken

by Resources Safety, and is the first of a series of high-level three-year rolling strategies for the WA regulator.

The live online resource is delivered in an easy-to-access format and can be updated as emerging issues and trends are identified.

By providing information on the regulator’s commitments, industry can better understand why focus areas are

targeted, and the desired outcomes, measures and achievements.

The regulatory strategy focuses on safety and covers all legislation administered by the Resources Safety Division.

“Towards 2020 will foster a shared safety and health vision, and how it can be achieved,’ Mines and Petroleum Minister Bill Johnston, says.

“It will help Resources Safety effectively engage with all of its stakeholders, and share important information on health and safety.”

Launched at the Minesafe International 2017 conference, the new strategy takes on recommendations made in the 2016 Mines Safety Branch

resourcing and funding independent assessment undertaken by Deloitte.

The new strategy comes as a new web tool has been released to analyse data to identify the likelihood of incidents and injuries occurring in a workplace.

The website aims to help businesses recognise risks and prevent dangerous incidents from happening through a free modified version of Injury Alarm.

Using the tool, companies log their accident and incident data, with Injury Alarm using statistical processes to determine the risks.

The website then gives suggestions on how companies can improve safety to help prevent injuries and fatalities. RP

Q How can you manage the impacts of workplace relations changes on your business?

AMMA. The world of industrial relations is complex and fast moving. Not only do we have a long history of influencing legislative and policy outcomes, but on AMMA membership ensures there is always someone by your side to tackle the operational impacts.

If you’ve got questions about policy, strategic or operational WR matters, the answer is AMMA. Call 1800 627 771 or visit amma.org.au

RE S O U R C E I N D U S T R Y E M P L O Y E R G R O U P

• Policy & Advocacy • Workplace Relations • Human Resources • Training • News & Events

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

OHS & WELLBEING

17

DRIVERLESS TRUCK TRIALS

set for Australia

IT’S ONLY A matter of time before an autonomous truck makes its debut on Australian roads. Trials are already being run by large transport firms and manufacturers in Europe and the US – with considerable success.

While the social and economic costs of traffic overcrowding are projected to reach around $30-billion a year by 2030 as Australia’s freight network expands, demand for road and rail freight tipped to more than double between 2010 and 2040.

Autonomous trucks are now expected to become the preferred mode of transport, particularly for single pickup and delivery runs, according to Kings Transport and Logistics CEO, Tony Mellick.

“I think the application in long-distance movement of freight by autonomous trucks is sound,” Mellick says.

“Having the ability to send out 200 tonnes of freight rather than 20-34 tonnes by platooning three or more trucks, is a cost–effective way of moving freight.

“It’s safer because it removes fatigue from the risk matrix and, given the constraints of the current labour market, would be a welcome solution for most long-distance service providers.”

Mellick says that while innovative vehicle technologies are moving in the direction of connected autonomy, it is not as clear how far away Australia is from having the necessary infrastructure to support driverless trucks on our nation’s highways.

“All this is reliant on investment by governments to build the infrastructure into the highways and roads to facilitate it,” Mellick says.

“My understanding is that for autonomous trucks to be viable, there need to be sensors, monitors and technology embedded along the road to keep the truck from straying out of the lanes, for instance.

“Apart from Eastlink in Melbourne, I’m not aware of any infrastructure enabling the commercialisation of autonomous trucks in Australia.”

But for Felix Ohle, General Manager Logistics at Viva Energy, he believes Australia will start to see semi-autonomous trucks within 15 years – and the resources and energy sector is leading the charge.

“Over the past decade we have seen an increasing number of applications of autonomous technology especially in the mining sector,” he says.

“While this takes place in a controlled environment it demonstrates the viability of the technology.

“In North America and Europe autonomous trucks are being tested in uncontrolled environments and I think it’s just a matter of time before other commercial applications become a viable reality.

“Autonomous trucks may not be suitable everywhere around the country and we will have to work out where this technology

can add the greatest benefit to a growing transport industry.”

However, there is testing under way in Australia.

In November 2015, South Australia hosted the first driverless vehicle trial on an Australian public road.

And in Victoria, the state’s 30-year infrastructure plan includes testing of freight vehicle platooning, where technology links trucks travelling in close proximity, requiring fewer drivers.

What is the future for autonomous trucks at Viva Energy?

Over the past few years, Viva Energy has introduced many innovative technologies to improve the efficiency and reliability of its vehicles.

All its transport partners’ vehicles within the organisation are to be equipped with In-Vehicle Monitoring Systems (IVMS), fatigue management systems and driver cameras.

State-of-the-art systems that help harness available data to drive efficiency in the distribution of products have also been invested in.

The team introduced Performance Based Standards (PBS) vehicles to reduce the number of heavy trucks moving dangerous goods and improve payloads – the amount vehicles can carry.

Viva Energy’s move into autonomous vehicles is still a while off, due to the human element still needed in its delivery processes, but Ohle says the organisation is following the development of autonomous vehicles with excitement.

“Ultimately these developments are based around data becoming more accessible, so the future challenge will be based around harnessing and using all that data to our advantage,” he says.

"Safety, reliability and efficiency are core to Viva Energy's supply chain and logistics businesses, so autonomous vehicles offer us the opportunity to revisit how we best serve our customers in the future." RP

18

TRAINING

FUND AIMS TO COMBAT DECLINE

in apprenticeship numbers

A sustained downward trend of people taking up apprenticeship or traineeship opportunities is in the firing line as the Federal Government’s new Skilling Australians Fund aims to generate an additional 300,000 apprentices over four years.

THE NUMBER OF people starting an apprenticeship or traineeship has continued to decline, according to the latest quarterly figures by the National Centre for Vocational Education Research (NCVER).

A total of 33,800 (trade and nontrade) apprenticeship or traineeship commencements were recorded in the December 2016 quarter, down 6.5% compared with the December 2015 quarter.

Despite a decline in trade commencements, dropping by 9.1% (1400) to 14,300, starters in occupations such as plumbers, bricklayers, and carpenters and joiners remained steady.

Non-trade commencements also weakened, down 4.6% (900) to 19, 500, with the largest declines seen in sales assistants and salespersons, factory process workers and other clerical and

administrative workers.

The number of apprentices and trainees in-training wilted, with 265,000 in-training as at 31 December 2016, a decrease of 4.5% from 31 December 2015.

This figure also reflects an overall slide of more than 40 percent on four years earlier.

Apprenticeship commencements last year have halved from five years earlier, from 70,000 in 2011, down to 36,200 in 2016.

As part of the 2017-18 federal budget, the $1.5-billion fund is a flagship initiative of the Turnbull government, the Skilling Australians Fund sets an ambitious target in the training sector by July 2021.

Replacing the National Partnership Agreement on Skills Reform (NPA), the new scheme has been introduced to arrest a 46 percent decline in apprenticeships in the five years of the NPA. The Federal Government will contribute $261-million towards the fund, making up NEW SKILLING AUSTRALIANS FUND the shortfall from the $1.208 billion they It is hoped that the Federal project to gain from employers using skilled Government’s new Skilling Australians migrants in their workforces.

Fund, announced in this year’s Budget, The new permanent Skilling Australians will boost apprenticeships through Fund began on 1 July, 2017. partnerships with the States.

A new $60-million Industry Specialist The fund puts the spotlight firmly on apprenticeships and traineeships, aiming to Mentoring Program was also announced generate an additional 300,000 apprentices to provide extra support for around 47,000 apprentices. over four years.

This initiative will help apprentices and trainees working in industries undergoing structural changes get access to highly skilled specialist mentors with industry expertise.

Assistant Minister for Vocational Education and Skills Karen Andrews says the biggest annual decline in apprentices in Australia occurred from June 2012 to June 2013 when the number collapsed from around 515,000 to 404,000, or 22 percent.

“Our Skilling Australians Fund will work to reverse the decline in apprenticeships and traineeships in key areas identified by industry and states and territories,” she says.

“It will focus on occupations in high demand, sectors of future growth and regional and rural areas.”

The fund also intends to provide every opportunity for Australians to gain the skills to fill Australian jobs, rather than business and employers having to rely on overseas trained workers, Minister Andrews says. RP

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

TRAINING

19

PASSION FOR SAFETY DRIVES

Fortescue's CEO for a Day Fortescue CEO Nev Power with CEO for a Day, Lilly

BEAMING WITH A positive attitude and a commitment to succeed, the Ngarluma woman better known as ‘Lilly’ has learnt of the rewards that come with possessing these qualities.

Lilly started with Fortescue in 2013 through Fortescue’s Vocational Training and Employment Centre (VTEC) in Roebourne.

Upon gaining full-time employment, she rapidly developed into her current role as a Advisor for the Health and Safety team at Fortescue’s Christmas Creek mine site.

“I feel extremely grateful to be supported by Fortescue to develop a career in a role that I am passionate about, making sure people go home safely every day,” Lilly says.

When offered the opportunity to spend time with Chief Executive Officer, Nev Power and the Executive team, Lilly was eager to snap up the opportunity of sitting in the role of CEO for a day.

“I’ve learnt at Fortescue that every door can be opened if you are motivated and seek avenues to grow,” she says.

Mr Power says Lilly was an inspiration

to her community.

“Spending time with bright, enthusiastic young women like Lilly is very inspiring,” he says.

“Lilly is proof that business can make a real, positive impact on Aboriginal communities by empowering and supporting the next generation of Aboriginal leaders.”

“At Fortescue we encourage our people to look out for their mates and it is great to see that Lilly does this in her community and at work.”

Inspired by GenerationOne’s CEO for a Day competition, Fortescue’s CEO for a Day initiative sees CEO, Nev Power host an aspiring Aboriginal leader for the day at each quarter. RP

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RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

20

TRAINING

WA CENTRE TO FOCUS

on mine site restoration A multi-million dollar hub will be aiming to ensure better outcomes in the recuperation process of former mine sites.

WORLD-CLASS SCIENCE will be applied for the rehabilitation of retired mine sites as a result of a $6.7-million research centre in Western Australia.

The ARC Centre for Mine Site Restoration (CMSR), based at Curtin University, will partner with mining companies to deliver improved financial, social and environmental outcomes.

Directed by well-known botanist Professor Kingsley Dixon of Curtin’s Department of Environment and Agriculture, CMSR is coordinating research between Curtin University, Botanic Gardens and Parks Authority and The University of Western Australia (UWA).

Professor Dixon, who was named WA Scientist of the Year last August in recognition of his efforts in conservation science, restoration ecology and plant science, says it was vital that the mining industry was supported in applying high quality science to its efforts to restore the integrity of mine sites.

“Restoration sits at the heart of Australia’s ability to sustainably and responsibly exploit its mineral wealth,” Professor Dixon says.

“The CMSR aims to connect high-

end science with on-ground practice in mining restoration, and to train the next generation of high level researchers to be industry-ready.

“Researchers both at the post-graduate and doctoral level will work within industry, so industry will get to see them and understand the value of science, and the scientists will see how their research is valued and applied in the industry setting.

“They’ll be able to understand the needs of the mining sector and enhance the sector’s capacity to deliver improved financial, social and environmental outcomes.”

Professor Dixon says the CMSR is one of the first ARC Industry Transformation Centres funded in Western Australia and was the culmination of decades of work and critical discoveries within the field of mine site restoration.

“I’ve spent 30 years working across the broad mining industry – it’s been a really exciting journey and it’s meant that WA, more than any other place in the world, leads in innovation in environmental repair following mining,” Professor Dixon says.

That success has been reflected in the three Golden Gecko Awards Professor

The ARC Centre for Mine Site Restoration (CMSR) will tap into decades of experience to improve industry outcomes.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

Dixon has received, in partnership with industry, for environmental excellence within the mining industry.

“The mining industry in WA has embraced the need for knowledgeled improvement in environmental management, however there is still much more work to be done,” Professor Dixon says.

“The industry has taken it on the chin that they need to do a lot better, because they mine on ancient, biodiverse and often important ecological landscapes, and it’s a great credit to them that they have risen to the occasion to support this centre.”

In addition, the CMSR is supported by major industry partners including Sinosteel Midwest Corporation, BHP Billiton, Hanson Construction Materials, Karara Mining, Cliffs Natural Resources, Mineral Resources, and the Society for Ecological Restoration Australasia.

The new centre was announced in May, and is based at Curtin and with satellite activities at UWA, Kings Park and a number of mine sites. It will focus on six key research areas: restoration genetics, seed technology and enablement, rare species management, restoration ecophysiology, restoration trajectory, and mining industry policy extension.

Its multi-disciplinary staff will deliver a suite of integrated and focused research projects that underpin successful mine site restoration outcomes.

“What the centre will do is consolidate and deliver a more effective package across a broad range of industries, identifying a ‘restoration trajectory’ for sensitive sites and a generic toolkit that will have application globally – from transnational companies down to mums and dads working in local community groups to restore coastal dunes, local lakes and more,” Professor Dixon says. RP

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RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

22

DIVERSITY

MENTORING IN ACTION:

supporting the next wave of female resources talent Almost five years since its inception, Australia’s most innovative and awarded mentoring program for women in male-dominated industries, the Australian Women in Resources Alliance (AWRA) e-Mentoring program, continues to break barriers for emerging female talent in the sector.

In this Diversity feature, Resource People talks with three participants – two mentors and one mentee – about their experiences with the program and gender in male-dominated industries more widely.

Jeff Fitch

HEAVY INDUSTRIES VETERAN FACILITATES FEMALE GROWTH WITH MORE THAN 25-years’ experience, there are few people more familiar with the rapid changes to gender within the heavy industries than Jeff Fitch.

The Caterpillar District Manager began work within the industry in 1992, spending time in Canada and the United States before moving to Melbourne in 2012.

During his time with Caterpillar he’s held a variety of technical and management roles, and has witnessed significant change surrounding female involvement in the heavy industries.

He reflects on a time when the majority of women in the sector’s primary purpose was to hold

secretarial and administrative positions, viewed as ‘typing aids’ to their male superiors. But this is now ‘a thing of the past. There were a few in technical or management roles, but additional barriers needed to be removed’, Jeff says.

“I’ve seen that change tremendously, and it still needs to grow even further.

I long for the day where we don't need to ‘have a day’ in order to celebrate the role of women in our industry,” he says.

“I long for the time that my daughter can be fully accepted into the industry without question, same as my sons.”

Caterpillar is dedicated to growing its female in leadership population through creating diversity within every rank in the organisation. The company’s global success is perhaps best demonstrated by the appointment of a woman – Denise Johnson – as its group president for Resource Industries, and targets growing women in leadership roles throughout the company.

At the local level, Jeff believes his capacity as a mentor with the AWRA e-Mentoring program will assist other women in achieving success, both inside and outside Caterpillar.

His pairing with information technology specialist Sherry Woodhouse has seen him both pass on knowledge and provide invaluable male insights into gender and career matters.

“Sherry wasn’t looking for me to do

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

her job,” Jeff says, praising Sherry’s work ethic.

“Being a mentor isn't about having the answers, it's about being willing to share our experiences, whether they turned out well or not.

“Literally all that I did was just unleash what was inside of her already and learn from her.”

Jeff hopes the mentoring program will allow for young women to follow the leadership journeys experienced by other females who have ‘blazed the trail’ in this industry.

Being a mentor isn't about having the answers, it's about being willing to share our experiences.

He emphasises the importance of providing support and guidance in accomplishing career goals, and providing encouragement through ‘reaching a hand out to the next female coming up’.

“And that's ultimately what it's going to take, is every single one of us reaching out to that next person and helping them take that next step in their journey,” he says.

DIVERSITY

BREAKING DOWN ‘THE RULES OF THE GAME’ OVERCOMING male saturation within the heavy industries to become a female advocate for inclusion, diversity, and leadership, appears to be all in her stride for Brisbane-based Teagan Dowler.

After a decade working within the mining, construction, and engineering industries, Teagan’s many current roles are needed to satisfy her self-proclaimed ‘restless’ nature.

As capability manager for STS Consulting Australia, Teagan draws on her experience to assist companies with Sherry Woodhouse leadership execution and overcoming workplace challenges.

HARD WORK BEST BET FOR She also acts as Treasurer for the BRIDGING GENDER GAP not-for-profit organisation Diversity SHERRY Woodhouse already had a Practitioners Association in Queensland, decade of experience in the construction linking employers to improve diversity and manufacturing sectors before she and inclusion across industries. reached out through AWRA’s e-Mentoring In 2012, Teagan founded the social program for a fresh perspective on her media movement Blue Collared career development.

Woman in a bid to provide support to organisations on diversity and inclusion in Newly armed with a degree in information technology, the proposals traditionally male-dominated industries. coordinator for construction firm Teagan says she owes her success to overcoming significant challenges Seymour Whyte is using the mentoring within the workplace, and embracing the experience to push toward more advantages that come with ‘being more strategic roles. visible than your male colleagues’.

“I’d been in the industry for a while “We do things differently. We think and wanted some direction as to how I might be able to grow my career further,” differently. We get judged differently,” she Sherry says. says of women in the workplace.

Teagan’s recently published book, While a female mentor may have been the obvious choice, Sherry instead opted Rules of the Game: Women in the for a male mentor – Caterpillar’s Jeff Masculine Industries, delivers an Fitch - and has since benefitted from his honest account of the realities faced guidance and feedback. on a personal and also general level by “Women will bring a certain women operating in heavy industries. perspective, but I was actually looking The publication provides insights into for a male perspective of how women are her personal experience with sexuallyperceived,” she says. laden and inappropriate comments from “Jeff was able to, from a senior male colleagues, the discrediting of her manager point of view, contribute to what ability, and overcoming self-doubt in a he thought my career would look like.” traditionally male-saturated environment.

It was only when she began research Sherry describes Jeff’s outlook as ‘incredibly upbeat’ and has had such a for her book that she discovered the rewarding experience, hopes to continue majority of women she spoke to had in the program as a mentee and one day, experienced similar experiences. as a mentor herself.

“Hearing the challenges that they were “Mentoring is vitally important to going through made me realise that it’s actually an industry thing, a cultural everyone at any stages of their careers.

It’s about more than merely seeking help thing that needed to shift and change,” and resolving issues,” she says. she explains.

23

With three years of informal mentoring under her belt, Teagan describes the AWRA e-Mentoring process as ‘invaluable in encouraging selfreflection’, and encourages other women to consider mentoring.

She describes women as ‘the minority’ within the mining and construction industries, yet encourages them to take advantage of this through learning to adapt and be resilient in the workplace.

“Currently, in all workplaces we aren't completely accepted yet… it’s a matter of ‘fake it until you make it’,” she says.

“I’ve managed to be somewhat successful in the industry, and I’m now in a position to be able to influence.

“I feel it’s my obligation to do this, and to be accessible, and to help others that are coming into the industry.”

Teagan comments on the progressiveness towards female inclusivity already being seen within the heavy industries, and described women as a ‘rare commodity’.

“Sometimes in an environment that’s challenging us, we can forget the value that we each have,” she says. RP Teagan Dowler with her book 'Rules of the Game'

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

24

DIVERSITY

LEADING

Lagging or Losing out?

A NEW REPORT by the Australian Women in Resources Alliance (AWRA), a national workforce gender diversity initiative, facilitated by Australia’s resources and energy sector employer group, highlights the sector still has issues with workforce diversity.

Leading, Lagging, Losing provides resource and energy industry employers an update on where the sector is compared to other industries.

The report collates current data and research regarding the sector’s issues with female workforce participation, flexibility, pay equity, women in leadership and cultural change.

The report shows the resources and energy sector is lagging behind other Australian industries in the number of women participating in the workforce.

Currently only 13 percent of the industry workforce is female, the lowest rate in any Australian sector.

While it is difficult to measure cultural change with statistics, project leader Elspeth Jeffery says the indications are the resources and energy sector again lags in this category, the same with women in leadership.

“The sector needs to improve the ways in which women are promoted and provide better opportunities for women in leadership roles because it is clear we are still lagging behind other industries here,” she says.

“There are currently very few female CEOs, and this extends down to executive leadership and senior management.”

Despite a pay gap still existing, the

Leading, Lagging or Losing out, due out this August

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

resources and energy sector leads in wages earned for women in the Australian workforce and there is evidence companies are working to address the pay gap.

Ms Jeffery says the report findings are a powerful reminder that while the sector is progressing there is still work to be done.

“Companies need to look at their cultures and the reasons why they are not attracting women to their workforce,” she says.

“They also need to consider why they are not retaining women when they employ them.”

The report also makes a series of recommendations companies can use as a resource to improve their gender equity. RP

26

MEMBER NEWS

IN BRIEF: People and projects A snapshot of news and milestones across the Australian mining, oil and gas sectors.

REFORM FOR MINE REHAB & BONDS Key reforms to mine rehabilitation and financial bonds for mines has been announced by the Queensland Government.

The proposed reforms centre on financial assurance and rehabilitation framework, and have been lauded as measures to better protect the environment and taxpayers, encourage jobs, investment and growth in the resources and energy sector.

Among the planned changes are a redesigned financial assurance framework tailored to operators based on their size and level of risk, pooling financial assurance from mining companies into an interest-earning multi-million dollar rehabilitation fund.

There will also be more options, such as insurance bonds, for miners to provide their financial assurances, along with more funds to rehabilitate abandoned mine.. RP

RIO TINTO MOVES TO GENERATE 1000 WA JOBS

Development projects underway at Rio Tinto’s new Silvergrass mine and its West Angeles and Yandicoogina mines are expected to support more than 1000 construction jobs in WA. Construction of Rio Tinto’s 16th iron ore mine in the Pilbara, Silvergrass, has been ramping up since the beginning of the year and is forecast to provide about 500 jobs during construction.

Development of a new deposit at West Angeles mine is now nearing completion, with an estimated peak workforce of 120 people.

Mine development projects to sustain production at Yandicoogina mine are forecast to involve a further 470 jobs during construction. RP

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

RARE MINERAL DISCOVERY IN QLD Diamantina Minerals Province Hybrid vehicle batteries (cobalt) all rely on access to the minerals believe to be in the province Merlin

Mt Isa

Cadia East

Fifield

A map of the Diamantina Mineral Deposit

The Diamantina Minerals Province has been lauded as Qld’s next frontier of resource exploration and investment.

Geologists have identified rare minerals that underpin 21st century technologies are laying undiscovered in the state’s North West.

Experts from the DNRM and the University of Queensland have uncovered evidence of platinum and gold as well as Rare Earth Elements (REE) used in advanced technologies from hybrid vehicle batteries to super-conducting magnets.

The previously under-explored area covers an area from the copper, gold and platinum-rich Fifield in central NSW, through Qld’s north-west and up to the Merlin diamond mine in the NT. The region is believed to be brimming with advanced technologies such as fuel cells (scandium), mobile phones (tantalum), super-conducting magnets (niobium) and hybrid vehicle batteries (cobalt).

Forecasts show REE demand and supply outside China show that several elements are likely to be in critically short supply in the next 10–15 years. RP

ARROW ENERGY PLANS EXPANSION Arrow Energy is planning to start the front-end engineering design (FEED) phase for a major expansion of a project in Qld. The company says the investment would help double production to more than 80Tj/d at its Tipton gas project, 30 kilometres west of Dalby in the Surat Basin.

The expansion plans follow a recent investment of more than $600-million in the Surat Basin infrastructure by Arrow. RP

MEMBER NEWS

EXPLORATION BOOST

27

$6M NORTHERN MINERALS CONTRACT FOR MACA

Seven mining companies in Qld have received funding from the State Government to support their exploration activities in the North West.

The companies include Teck Australia, Ripple Resources, Yappar Resources, Footprint Resources, Sector Projects, Red Metal and Mt Dockerell, which received more than $600,000 to support drilling projects for zinc, copper, silver, lead and gold.

The funds come from the state’s collaborative drilling initiative which has supported nearly $27-million worth of exploration in remote areas in the state.

Around 40 major mineral deposits have been discovered in the state’s remote areas in previous exploration projects. RP

Contractor MACA has been awarded a $6-million mining contract on Northern Minerals’ $56-million Browns Range project in WA’s East Kimberley.

The contractor will mine 180,000 tonnes of ore and associated waste from the heavy rare earth pilot plant project’s Wolverine and Gambit West pits.

It is expected the value of the contract will be strengthened to $10-million with added bulk earthworks, with waste material cast-off to build the tailing dam and other infrastructure. RP

BOWEN BASIN MINE ON TRACK Progress continues on the $1-billion Olive Downs mine proposal near Moranbah in Qld. Pembroke Resources’ proposed coking coal mine would be located in the Bowen Basin, between Moranbah and Dysart, and includes an 18-kilometre rail spur, water pipeline, electricity transmission line and access roads.

The open cut mine is expected to maintain up to 960 operational jobs over a mine life of more than 30 years and produce up to 14m/t per year. RP

BOOST FOR REVIVED COPPER MINE A rejuvenated copper mine has gained special status from the Queensland Government, helping to reduce red tape and create hundreds of jobs in north-west Queensland.

Capricorn Copper Mine, 125-kilometres north of Mount Isa, was granted ‘prescribed project’ status in April.

It was formerly known as Mount Gordon copper mine before being mothballed in 2013 amid falling copper prices. In late 2015, the mine was sold in a joint venture to the Brisbanebased Lighthouse Minerals and Melbourne-based EMR Capital.

The $152-million project is expected to generate almost 90 construction jobs with more than 200 direct operational jobs underway and available by the third quarter of 2017.

The re-opened mine is forecast to produce 30,000 tonnes per annum of copper metal in concentrate over an initial mine life of 10 years.

Capricorn Copper has signalled its intention to invest a further $14-million in exploration over the next two years to identify more resources in its permit areas and extend the life of the mine. RP

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

28

POLICY

POLICY AT a glance A wrap-up of recent resources and energy sector and employment policy developments by AMMA Head of Policy, Sarah Cerché

COMMITTEE HANDS DOWN FIFO RECOMMENDATIONS

CHANGES TO SKILLED MIGRATION

EXTENSIVE changes to Australia’s temporary skilled migration programme were announced pre 2017-18 budget by the Coalition. The Australian Government has abolished the Subclass 457 Visa programme for foreign workers, replacing it with new temporary visa restricted to critical skills shortages across a revised number of eligible occupations. These changes have resulted in a significant Sarah Cerché reduction in the number of occupations eligible for temporary and permanent skilled migration. Occupations NERR CHANGES TO PROCEED relevant to the resource sector have Legislation has been introduced into been impacted. The Department of parliament providing the Fair Work Immigration and Border Protection has Commission (FWC) with discretion further revised the occupations eligible to overlook or correct minor errors in from 1 July 2017 and has issued fact the agreement making process. The legislation, the Fair Work Amendment sheets in relation to the changes, including the new eligibility criteria (Repeal of 4 Yearly Reviews and applying to both short and medium to Other Measures) Bill 2017, contains long term visa applicants. The changes provisions to enable members of the are part of a broader reform package FWC to approve agreements even to Australia’s visa system being where minor errors or procedural deficiencies exist, provided such errors introduced by the current Government.

The transition away from the s457 have no disadvantage on employees visa to the new proposed temporary and employees genuinely agreed. It skills shortage visa is anticipated to be comes after AMMA wrote to Minister completed by March 2018. RP for Employment Michaelia Cash in January, highlighting the high number REGISTERED ORGANISATIONS of agreements being rejected in the COMMISSIONER APPOINTED final stages of approval due to minor A former senior member of the errors specifically relating to the Australian Securities and Investment Commission (ASIC) has been appointed Notice of Employee Representation Rights (NERR). Additionally, the Bill will as the first head of its new Registered Organisations Commission. Minister for repeal the currently mandatory 4 yearly Employment Michaelia Cash announced review of modern awards. The current in April that Mark Bielecki would be review, which commenced in 2014 is Registered Organisations Commissioner yet to conclude and looks like it will go well into 2018. The Bill had passed the for a five-year term commencing on 1 May 2017. Mr Bielecki has more than House of Representatives at the time 10 years’ experience in senior legal of writing, and is expected to pass the Senate later this year. roles and was previously the South Australian Regional Commissioner for ASIC. THE Queensland Parliament Infrastructure, Planning and Natural Resources Committee inquiring into the State Government’s planned new FIFO regulations has handed down its final report with alarming recommendations.

The committee recommended the Strong and Sustainable Resource Communities Bill 2016 (SSRC Bill) be passed, highlighting increased measures for regulation and restrictions of FIFO in the state. Some of the Committee’s report recommendations included the proposed 100-kilometre radius for defining a ‘nearby regional community’ be omitted and discretion provided to the department’s Coordinator-General with the input of local government, unions and ‘other stakeholders’. It also suggested the ‘200 people or more’ threshold for defining a ‘nearby regional community’ be omitted to instead allow the department’s Coordinator-General to decide. Retrospective regulations was also recommended with all resources and energy projects, regardless of size or commencement date.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

POLICY

29

LABOUR HIRE LICENSING -

more unnecessary red tape AMMA’s Head of Policy Sarah Cerché joined AMMA in May, 2017. In this below commentary she outlines the impact of developments with labour hire licensing changes on the resources and energy sector.

UNFORTUNATELY THE TERMS ‘labour hire’ or ‘contractor’ are increasingly viewed as dirty words in Australia’s workplace relations discussion.

This is extremely disappointing, as in the resources and energy sector, labour hire providers and specialist contractors form an integral part of the workforce fabric on increasingly complex and strategically significant elements of major projects.

Three State Governments - Queensland, Victoria and South Australia - have conducted separate inquiries into the labour hire industry. On each occasion the majority of evidence suggested worker exploitation was largely evident in certain specific sectors and that the majority of employers involved in the labour hire industry did the right thing.

The Labor Party in New South Wales, currently in opposition, has also flagged its intention to introduce a labour hire licensing scheme in the event it is elected.

AMMA has consistently advocated regulatory change that causes increased and unwarranted costs - and unduly restricts business - must be avoided.

Where isolated but clearly identifiable issues arise, any government response

should address those issues and not adversely impact business more broadly.

In recent times, the Queensland Government has introduced its Labour Hire Licensing Bill 2017, despite the 2015 inquiry launched by Queensland’s Finance and Administration Committee being unable to unanimously support the introduction of a licensing regime.

The premise of this legislation, and what resources and energy sector employers may expect to see from South Australia and possibly Victoria, is that businesses or individuals who are providing workers to other host organisations (labour hire providers) will need to hold a licence, and those businesses or individuals who utilise labour hire providers will only be able to use providers that are licensed.

As is always the case, the devil is in the detail with many business groups raising concerns about who is captured by the proposed licensing scheme. The amount of information proposing to be publically available, which must be provided as part of licensee obligations, has unsurprisingly made business very suspicious of the government’s motives behind these particular provisions.

One thing that the legislation does

not, and cannot do, is create offence provisions where workers are underpaid.

This is the domain of the Fair Work Act 2009 and it is for the Fair Work Ombudsman to investigate and pursue employers who have not met their legal obligations. What the legislation does do is look at the compliance history of a person or entity in determining whether they are a fit and proper person to hold a licence.

There are already protections in place to address employers not complying with their legal requirements. If there is regular and systematic non-compliance, it stands to reason that compliance resources should be targeted towards industries demonstrating they are incapable or otherwise unwilling to comply with Australia’s workplace laws. Applying a broad brush approach that impacts an entire, but critical segment of the economy, is not the answer.

Needless to say, given the important contribution that labour hire service providers make to the resources and energy sector, AMMA will be carefully watching this space, with movement in South Australia and Victoria likely over the coming months. RP

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

30

POLICY

WANTED: A BETTER PERFORMING

workplace relations system From inflexible enterprise agreements to unresponsive regulatory approaches, Resource People catches up with experienced employee relations manager Peter Stelmach for his views on the performance of Australia’s workplace relations system.

Peter Stelmach

WHEN ASKED ABOUT the operational impact of Australia’s system skewed toward collective bargaining, Peter Stelmach recalls one resource contractor asked by their major project client in 2014, to guarantee certainty and stability of labour supply.

Seeking to offer a premium service to their client during times of skills shortages, the contractor’s strategy was to lock-in a longterm enterprise agreement at market-leading rates, to attract and retain the best talent.

Four months into the new agreement oil and gas prices fell sharply, employers began slashing labour costs, and the contracting firm found itself locked into an uncompetitive position.

“There are probably many examples like that from our industry, where market circumstances have changed quickly and the workplace relations system doesn't enable you to change in-line with that,” Stelmach says.

“It allows you to change only very slowly.”

Stelmach is currently general manager employee relations with multi-national, diversified services provider Broadspectrum, employing about 12,000 people in the Asia Pacific region.

He also spent over five years at BMA/ BHP Billiton and during his career, has formed considered views about Australia’s current employment system.

As employers seek more practical ways to manage their workforces, Stelmach believes the inability to manoeuvre wages outcomes around fluctuating industry trends is seeing contracts lost and people put out of work. But it isn’t just wage levels that are changing, because some of the inflexibilities to working arrangements and interference in operational decision-making that some agreements permit are equally as important to address.

“For example, where we've had to go out and get variations on our enterprise agreements, we've found it very difficult to do so,” he explains.

“And as those contracts turn over and we lose them, someone else picks them up, new labour rates are put in place and in the process, people lose their jobs.

“It’s often referred to as ‘turnover’ in our industry, but the reality is that inflexibility in managing wages outcomes under the current workplace relations system is putting people out of work, and creating uncertainty and dislocation.”

Stelmach is also witnessing employees being slow to temper their expectations following a period of excessive wage outcomes in the resources and energy sector.

“We found our employees have been slow to adjust to the new circumstances and that’s not surprising, because they don't want to see their wages go down,” he says.

“We are also keen to continue to work closely with the unions so that there is greater recognition for those industry changes and new operating circumstances.

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“We respect that unions want to argue for a fair position for employees, but our message is that we want that too. We want to facilitate an outcome that provides greater job stability when market conditions change so dramatically.

“Similarly, we need greater support and flexibility from Australia’s national workplace tribunal, the Fair Work Commission, to facilitating change.”

Stelmach is a member of AMMA’s Board Reference Group, a policy-focused committee guiding the resources and energy sector employer group’s advocacy for a more supportive workplace relations system.

He believes the answer partially lies in looking to international best practice for guidance, particularly from world-leading economies.

“A while ago, in one of our businesses in North America, I was talking to one of the guys over there about how he was going to approach bargaining in a new venture,” Stelmach explains.

“It seemed to me that there were big opportunities in North America for making genuine improvements through workplace bargaining - to make agreements that provided a business with a competitive advantage.

“We need to move to a similar position in Australia, where through new arrangements based on rapidly changing commercial circumstances, we can enable ourselves into a better position than our competitors.” RP Do you have an experience with enterprise bargaining and/or other aspects of Australia’s workplace relations system that you’d like to share? Email the editor Heather.Stewart@amma.org.au

POLICY

31

EXPLORATION INCENTIVE

drilled out of budget A 2015 INITIATIVE to spur new exploration in the resources and energy sector has been dumped in the Coalition’s 2017-18 budget, potentially stalling new mine exploration.

Australia’s exploration lobby group the Association of Mining and Exploration Companies says the move is shortsighted and indicates the government hasn’t understood the benefits of the EDI initiative.

“The uninformed and breathtaking policy reversal by government and the Department of Industry is both shortsighted and extremely disappointing for the Australian mineral exploration sector, and the nation as a whole,” chief executive Simon Bennison says.

“It will cost jobs and growth, particularly in regional Queensland and Western Australia.”

There was inadequate public consultation on the Coalition’s decision, Bennison adds.

“It appears that the decision is an

outcome of a non-transparent and unpublished internal review of the EDI, and based on limited measurable data over a short timeline and conducted during a severe exploration downturn,” he says.

“Investment in minerals exploration continues to weaken – highlighted by expenditure in Australia dropping by 60 percent during the past five years, and there are vast areas of Australia that have never been explored, or are under explored and still highly prospective.”

The initiative was proposed by the Abbott government and passed the senate in March the same year to restore confidence and entice capital for junior greenfields minerals exploration.

The Coalition claimed the scheme would be a “catalyst for new exploration, new investment and new opportunities in the resources and energy sector”.

The EDI allowed miners to transfer the tax value of eligible exploration expenditure to investors by issuing exploration credits.

The Australian Tax Office website indicates almost $116-million of expenditure was claimed in the first two years of the incentive scheme, with an estimated almost $35-million in credits issued to exploration companies.

“It will effectively increase the after tax cost of exploration by 30 percent for many Australian junior greenfield explorers, and undermine the nation`s exploration effort required to replace Australia`s ageing mines,” Bennison says.

While the EDI has been scrapped, the National Resources Development Strategy – Exploring for the Future program, announced in last year’s budget, remains in place for a further three years.

The remaining program helps identify new greenfield exploration sites for future development in northern Australia and South Australia.

Bennison says the economic opportunities from discovering new mines to replacing those that are coming to an end are enormous. RP

Scheme to boost exploration snubbed in budget.

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

32

LEADERSHIP

FIONA BERKIN:

Reaching her leadership prime “Be friendly, be connected, be real”. In this Leadership feature, Fiona Berkin tells Resource People why after 20 years with Morris Corporation she’s only now reaching her prime.

Fiona Berkin

FIONA BERKIN STARTED at Morris Corporation when it was a $3-million, two-contract business.

Now celebrating 20-years with the facility management provider, Berkin is at the helm of a $200-million business which has 30 contracts and 1200 employees.

“I am so proud of our people, our team, our business, our passion, the loyalty, our service,” says Berkin, Morris CEO. “It's been a very, very interesting journey. I've never sat still, because it's been a huge learning curve for me having to go from that (early) type of business into the business that we are today.”

Berkin had a humble start to her career as a 17-year-old hotel receptionist, but her natural leadership skills saw her quickly promoted, in just three months, to catering manager.

“Back then, I didn't know a thing about catering but pretty much since then, it's all been hospitality,” she says. “The hours were horrendous.”

After three hard years in the sector, Berkin decided to attend university and she soon grasped every opportunity available to her.

She continued to work part time as a

hotel duty manager while studying an Associate Diploma of Marketing and then a Bachelor of International Business with Korean language.

This led to Berkin winning a scholarship to study a Graduate Diploma in Korean in the Asian nation.

Upon completion, Berkin joined Morris Corp as a marketing assistant in 1997 and only seven years later, accepted the position as CEO in 2004. Shortly after, she gained her MBA with distinction.

“You just have to prioritise and work out what's important,” Berkin says, after being asked what drove her achievements.

“I just did two subjects a semester and during the semester, put away the Saturday for 13 weeks.”

Morris Catering was started by former owner David Morris who realised the potential of supporting larger industrial and remote sites.

Now known as Morris Corp the company continues to pride itself on providing high quality hotel-style hospitality.

Under Berkin’s leadership, Morris Corp has increasingly integrated all hospitality services under its umbrella, including catering, cleaning, accommodation and facilities management.

TOUGH TIMES But it hasn’t been an easy road. Berkin resigned eight years into her role as CEO to take a break, just as Morris secured private equity buy-ins to the business.

“The banks weren't supporting us at all and so we grew that business on a million-dollar overdraft and that was extremely difficult,” she explains.

“We had to rely on retained profits. So by eight years in, I was struggling. I was working on strategies to overcome what I

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

now know was probably burnout.”

An executive marketing role with the company gave her the nine-day fortnight she felt was needed to give her a muchneeded rest.

“The key point, I think, is that I had time to rejuvenate,” Berkin says.

“It was over that 18-month period where I didn't realise the amount of reflection I was doing sub-consciously.

“When the new CEO left the business and they asked me to come back to that role, I was a different person. The best thing I ever did in my career, was to take that break.”

It's been a very, very interesting journey. I've never sat still.

3B THE KEY The recent downturn in the commodities sector has seen Morris face more challenging times.

Its premium service strategy proved difficult as contracts demanded a lowcost option. Berkin responded not by slashing costs, but by focusing on what Morris did best.

“We had to work on our pricing strategy and we continued to do that. But then we thought ‘well, how are we going to differentiate ourselves?’”, she explains.

Morris looked inward to its customer service approach. That was two years ago.

“We knew we did customer service very well, so we developed a model around customer service and it was ‘be friendly,

LEADERSHIP

33

Fiona Berkin speaking at the Morris Annual Leaders'Conference

be connected, be real’. The 3Bs,” she continues.

“When you've got an engaged team, the service side of our product which is so important to our business, just becomes easier. I think we're a real leader in customer service and that part for us isn't hard anymore.”

The new strategy was embraced by employees who recognised that Morris Corporation’s model was about its ‘human approach’.

“While some people over-focus on technology, ask any global leader in the world about having a ‘human approach’ and they'll say you need that to survive in the future,” Berkin says.

“We're a service organisation and we provide a service. We have to get the service side of it right and that is all about our people. So if our people are not engaged, we're never going to be exceptional at it.”

Berkin ensured the new mantra was embedded in the Morris culture. She describes visiting sites and seeing the results in loyal, passionate and engaged employees.

“They've got some of the hardest roles I could ever imagine,” she says.

“You can imagine a cleaner going into coal mine facilities at night, getting it all sparkling, and coming back the next night and having to do it all again.

I've just got absolutely nothing but admiration for our people.”

INTERNATIONAL AMBITION Berkin wants to see Morris increase its market share in the Australian remote sector and further develop its facilities, maintenance and asset management products, but the

REFLECTIONS ON LEADERSHIP In her 20-year milestone year with Morris Corp, Berkin is finding herself reflecting more on what it means to be a leader and a role model for aspiring executive women.

Berkin realises mentoring is important for leaders but admits it can be difficult to put her finger on what’s made her successful, a trait she believes is common for women in leadership roles who ‘just get on and I believe I’m in the prime do it’.

“I'm just starting to ramp up in this of my career and I have space, to understand that I do have a a vision of becoming a lot to give back,” she says. world leader in customer “If you're a leader, a lot of the time, service. you just get on and get results without thinking about can you actually do That not only means being innovative it? And it's really hard to sit back and with technology – Morris now has a then work through the thought process number of smart device apps and of ‘well, how did I actually get to this touchscreens in play – but also place and how can I share that; what focusing on one of the more difficult do I need to share with anyone wanting areas to manage with remote working to advance in this space’.” life – health and well-being.

Among her leadership roles, Berkin is Berkin has implemented a healthy a member of AMMA’s Board of Directors lifestyle program called “Strong”, where she is guiding the direction of focused around nutritious food, Australia’s national resources and exercise, well-being and mental health. energy sector employer group.

“It has a huge focus on exercise but As she gives back to the Australian also on the spiritual side or the wellindustry, she’s also set her sights on being side of it,” she says. sharing her expertise globally.

“Yoga has become really, really “I believe I’m in the prime of my popular with the guys at the moment, career and I have a vision of becoming which is amazing. We've had as many a world leader in customer service. as 70 men attend our yoga class in That's my honest vision,” she says. one of our sessions.”

“I don't believe any company has Morris conducts road shows with nailed this persistently and constantly, focus groups giving employees an anywhere in the world. I think we're opportunity to discuss key issues, ‘just making huge inroads in this space and to make sure that we're still on the I want to make a world-wide name for right track’. the three Bs.” RP company also has a global vision.

Already established in PNG, Morris is also exploring opportunities in Africa.

It’s also about keeping up with the unique needs of the fly-in-fly-out workforce which Berkin has seen evolve over the past two decades.

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

34

LEADERSHIP

RESOURCE AND ENERGY SECTOR

leaders ride industry change A disconnect between how Australia functions and is globally perceived needs to be addressed, according to leading demographer Bernard Salt.

Bernard Salt in action

ADDRESSING INDUSTRY LEADERS of the resources and energy sector at AMMA’s annual resource employer industry lunch in Melbourne, Salt called for ongoing innovation and determination to improve national productivity.

“Australia continues to be an extraordinary business opportunity but resource and energy sector employers will continue to face a changing landscape in resources, infrastructure, growth and development over the next two decades,” Salt says.

This is underpinned by strong population growth triggered by the ‘Big Australia’ policy but also due to Australia’s unique trade position with China and nearby regions which required food and energy.”

While all augers well for Australia’s future, Salt says industry leaders need to build the businesses, deliver the infrastructure and maintain social cohesion in order to capitalise on the opportunities going forward.

“We are a vast continent with extraordinary resources capabilities and possibilities but we need the support of big business on a large scale to optimise this,” he says.

Salt also calls on the Australian community to unite and support big business to deliver the prosperity that Australians would ultimately

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

share in the future.

“My mission is to change the way Australians view big business from suspicion to support,” he says.

“A typical Australian response is, ‘What is the government going to do about it?’ but I want to turn that around and say, ‘What are you as an individual Australian going to do and what contribution are you going to make?’.”

We are a vast continent with extraordinary resources capabilities and possibilities but we need the support of big business on a large scale to optimise this.

“The answer is for Australians as individuals and businesses to unite to work hard, pay taxes to make a contribution, volunteer to a common wealth, which we all share in.

“No-one should escape this responsibility.”

Salt says the important skills of the future lie in the sciences, technology, engineering and mathematical domains, but there is also a need to develop soft skills.

“If you are a mining engineer, the entities that you work for, the sort of work that you do will be changed or evolved several times throughout your career.

The real skill faced by employers in the workforce is flexibility, Salt says.

He says employers needed to consider if they are threatened by a restructure or they see it as an opportunity to reinvent, create new relationships, and build new skills.

“The mindset we need to adopt in

LEADERSHIP

35

Melbourne luncheon

Australia is one where you see change as an opportunity for growth and development as opposed to a threat to the status quo,” he says.

“There is a tsunami of change coming and are you swamped by it or can you think, ‘How can I surf this to my advantage of wealth and prosperity for the Australian people?’”

“Regardless of what you are trained in, the demand for that skill or job will change and you need to be able to cope with that and almost ‘surf’ the change.

Salt says the great challenges going forward is the impact of robotics and automation on the workforce.

“Unskilled people could well be unemployed, underemployed, disaffected, disconnected and even in some circumstances radicalised,” he says.

“The great challenge for Australia and any western community is to engage, upskill, reskill to actually bring everyone along in the journey.

“We do not want people who are disconnected or disaffected in the community and what that might mean is that we have stronger volunteering, social engagement programs.

“This is something every Australian and

every Australian business can get behind.”

Salt says businesses can play a crucial role in building stronger communities, whether it be by supporting sporting, religious and service clubs that can help withstand significant change within work and society.

“The life cycle of technologies seems to be a 10-year time frame and businesses can support society to manage this,” he says.

“Do you think, ‘I can keep up with this change,’ or, ‘This is so exciting’?

“Are you intimidated by change or embrace it and make it work for you?

“It only takes a minute to learn new technology and behaviours which creates a better more fluent society.” RP

SALT'S INSIGHTS •

Work is a moving feast. Jobs rise and fall although the pace of change is now quickening.

•

More jobs and lower unemployment now than in 2000, but more knowledge work and less skilled blue-collar work which is perhaps setting up a loss of social cohesion Skills required in the future include STEM but also entrepreneurship and soft skills which are learned at home.

There is a tsunami of change coming and are you swamped by it or can you think, ‘How can I surf this to my advantage of wealth and prosperity for the Australian people?’

•

•

L-R: David Parker, Quadrant Energy Director Government & Public Affairs; AMMA CEO Steve Knott; Lesley Adams, Quadrant Energy Director Human Resources; Bernard Salt

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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38

INNOVATION

EXPERTS JOIN FORCES

to deliver operating efficiencies In a bid to stay ahead of the game when it comes to continually improve on cost-saving efficiencies, two leaders in their respective fields are combining to deliver specialist maintenance solutions.

CUTTING EDGE SOLUTIONS to improve maintenance engineering and asset management are expected to be created in a Clough and Charles Darwin University (CDU) partnership.

The university and engineering specialist are pooling expertise to research and deliver step change improvements in maintenance production and asset management solutions.

The Clough-Charles Darwin University Maintenance Engineering Collaboration (CCMEC) will combine the university’s specialist research capabilities with Clough’s established maintenance engineering expertise.

As technology continually evolves and maintenance efficiencies are identified, employers can enjoy savings on operating costs, Clough CEO and managing director Peter Bennett says.

“This collaboration will bring us new opportunities to develop specialist maintenance expertise,” he says.

“We are already seeing our client’s maintenance needs changing and we need to change with them.”

The partnership has already developed CAMS modules to further automate maintenance planning interfacing with predictive analytics.

Clough is using these to deliver step change improvements in operating costs and in asset availability and performance for clients, Bennett says.

“What is now good enough will soon be obsolete, and our development of the Clough Automated Maintenance System (CAMS) is an example of how we are anticipating our client’s future needs.”

CDU’s deputy vice-chancellor research professor Lawrence Cram believes teaming up with the oil and gas contractor will result in vital productivity

What is now good enough will soon be obsolete. improvements.

“The collaboration will help steer training and research towards commercially-viable outcomes and support the undergraduate, postgraduate and training requirements of northern Australia,” he says.

“There are mutual benefits to be derived from a working relationship where CDU staff not only provide professional and research support to Clough, but also gain valuable practical experience while working with Clough.”

The agreement includes the appointment of Professor of

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

Clough CEO, Peter Bennett

Maintenance Engineering Sureshkumar Perinpanayagam based at CDU’s North Australian Centre for Oil and Gas. Dr Perinpanayagam expects the collaboration to help develop new technologies, by linking to predictive analytics and working with industry and academic partners. RP

40

INNOVATION

NEW TECHNOLOGY

shines light on energy gaps The developers of a new technology say poor investment, ill-informed policy making and deteriorating reliability in Australia’s energy sector could be a thing of the past.

ADELAIDE-BASED ENERGY research and advisory firm Core Energy Group has created a tool that it claims gives a transparent, real-time overview of Australia’s energy industry.

By informing decision makers faster and more accurately than ever before, developers are touting ‘Energyview’ as set to revitalise the country’s energy market.

Using predictive analytics, GIS mapping, and advanced database, dashboards and charting tools, Energyview is a webbased platform providing Australian and international energy intelligence.

The research and advisory firm undertook extensive research, before engaging and leveraging the best global ideas and technologies to bring the platform to market.

Developers claim it is the first technology of its kind to be utilised in Australia, with Energview already licensed to several large energy companies and is informing critical decisions across the energy chain.

Core Energy Group chief executive Paul Taliangis says Energyview will equip Australia with the technology to face complex issues within the next five years and ‘position itself for a sustainable future’.

“Energyview is the only system to give energy industry stakeholders the foresight to make smarter decisions in line with the rapidly evolving energy needs of our country,” Taliangis says.

Described as having an easy-tounderstand visual nature, the tool works by having data updated in ‘real-time’ via the internet, allowing users to rapidly identify opportunities to add value and manage risk in the market.

“To put it simply, it tells its users what they need to know, exactly when and where they need to know it.” Taliangis says.

Identifying a gap in the market, Taliangis says Core Energy Group capitalised on the inability to analyse and design change within the sector due to lacking technology with an emphasis on future direction.

With more than 20 years’ experience in the industry, Taliangis describes the energy market as having four primary objectives - sustainability, reliability, cost competitiveness, and national security.

“Energyview has the ability to efficiently consider all options to optimise against these objectives, resulting in a more valuable and lower risk energy supply chain,” he says.

‘Energyview’ provides real-time data on Australia’s energy industry

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

WHAT IS ENERGYVIEW? • Software that creates real-time data intelligence for energy users.

• A web-based platform allowing users to quickly identify energy opportunities.

• A provider of energy intelligence across the entire energy value chain.

Taliangis hopes these benefits will assist clients in managing risk and confidently navigating the market.

“Australia’s energy market is lagging and there is mounting pressure for improvements to be made across the entire energy chain in terms of cost efficiency and productivity,” Taliangis says.

A wide range of energy stakeholders - from producers, regulators and government, to consumer groups, financiers and media – could benefit from Energyview’s intelligence, says Taliangis.

Taliangis says the technology also has the potential to transform other major industries, including mining, water, and other renewable resources as it provides a cutting edge value and risk assessment, allowing any stakeholder access to decision-making intelligence within minutes.

“Universal data sourcing, rapid processing of big data, quality predictive analysis and timely reporting via the web are vital in the modern decision making process – no matter the industry,” he says.

Related products for the mining, water and other resource-based industries are under development, through collaboration with industry specialists, for release in 2018. RP

INNOVATION

41

HOUSEHOLD WASTE

to fire up power station A coal-fired power station will experiment running part of its operation on household waste material destined for the scrap heap.

HOUSEHOLD WASTE NORMALLY destined for landfill will be trialled to run a power station in New South Wales.

EnergyAustralia has announced it will study the viability of using non-recyclable household materials to light up part of its coal-fired power station at Lithgow.

The energy retailer says a purpose-built boiler, fuelled by every-day household materials such as discarded plastics, linen and non-recyclable paper, will be installed at its Mt Piper power station.

Commonly referred to as ‘refusederived fuel’ or RDF, the trial will consider the feasibility of adapting part its power station to run on the non-recyclable household materials.

EnergyAustralia has teamed up with recovery and recycling management company Re. Group for the joint initiative RDF energy recovery project.

The proposed $60-million project will

have capacity to generate around 13 megawatts of cleaner and reliable, baseload energy, enough to power around 22,000 average Australian homes.

While RDF technology is used to generate electricity for homes in the United States and Europe, the Mt Piper project would be the first of its kind in Australia.

“This kind of energy recovery project has the potential to generate more electricity at the Mount Piper power station while using the same amount of coal,” Energy Australia Executive Energy, Mark Collette says.

“Owning big power plants comes with the responsibility of leading the development of cleaner forms of energy.”

The project involves transporting about 100,000 tonnes of RDF per year from recycling facilities in Sydney.

A portion of the six-million tonnes of discarded household materials sent

to landfill in NSW each year is suitable for converting into energy, Re.Group managing director, David Singh says.

“Using non-recyclable materials to generate energy avoids adding to landfill, saving the equivalent of around 60,000 tonnes of greenhouse gas per year,” he says.

The feasibility study will investigate the potential for staged development and adding additional units.

EnergyAustralia expects the feasibility study, design work and planning applications to be undertaken into early 2018, where the company will decide on whether to proceed with the project and subsequently produce first power in 2019.

With a loading dock to be constructed and boiler to be installed, EnergyAustralia also expects about 120 local jobs and 15 ongoing operational roles to be generated as part of the development. RP

A study will explore the viability of using household waste to fire up a power station.

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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ECONOMY & FINANCE

CSIRO ROADMAP

outlines METS sector future AUSTRALIA’S $90-billion mining equipment, technology and services (METS) sector has been delivered a CSIRO roadmap for the future.

THE TECHNOLOGY ROADMAP calls on companies to take action in the five areas of data driven mining decisions, social and environmental sustainability, exploration under cover, advanced extraction and mining automation and robotics.

Developed in partnership with the METS Ignited Industry Growth Centre, as well as government, industry and researchers, the roadmap outlines the important role the sector has to play in Australia’s future.

The forecast global challenges in the resources and energy sector, along with future demand for metal supplies, are two key areas the roadmap points to the METS sector being integral to shaping Australia’s innovation ecosystem.

"This roadmap is a great example of Strategy 2020's Customer First work, which aligns our science to Australia's needs," CSIRO Chief Executive Dr Larry Marshall says.

"In a sense we use science to

anticipate the future and help us navigate to a better outcome.

"METS is an important Australian sector and a global leader, but it can't rely on past successes in a rapidly changing global landscape.

Dr Marshall says the sector must continue to innovate and take advantage of enabling technologies and new business models which are causing disruption across industries."

Underpinning the success of each of these opportunities is a raft of new technology developments, as well as critical changes to people, skills, culture, collaboration, processes and business models, Dr Marshall says.

In addition to the roadmap, CSIRO has joined forces with METS Ignited on the METS Sector Competitiveness Plan – a complementary piece of work outlining the strategic foundations for success over the next decade.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

"Mining productivity is increasingly dependent on integrating specialist technologies such as real-time sensors, mineral analysers and complex data, and the METS sector is vital in shaping mining’s future," CSIRO Mineral Resources Director Jonathan Law says.

"Collaboration will be key to success, which is why we're working with METS and mining companies, as well as organisation such as METS Ignited and Austmine to develop and accelerate the commercialisation of new advanced technologies.

"Innovation is providing METS companies with competitive export opportunities, while delivering benefits to Australia's mining industry and the nation's economy."

The Mining Equipment Technology and Services Roadmap is the third in a series of Roadmaps being produced by CSIRO Futures, each aligned to the Federal Government's Industry Growth Centres. RP

ECONOMY & FINANCE

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COUNTRY'S LARGEST

magnetite mine to boost SA Artists render of Iron Road's Central Eyre Iron Project

IRON ROAD’S $4.5-billion Central Eyre Iron Project is seen as a major boost for employment in the state, with nearly 2000 jobs predicted during construction and 700 permanent operational roles during its 25-year-mine-life.

The exploration and mining-focused company’s managing director Andrew Stocks, says the approvals are recognition of the detailed exploration work, feasibility studies and impact assessments undertaken by Iron Road over the past nine years.

“Iron Road will continue its engagement work with all stakeholders, prepare its secondary approval applications and continue working with strategic partner China Railway Group towards reaching a Final Investment Decision and achieving financial close,” Stocks says.

Cai Zemin is Iron Road’s senior representative responsible for the Central Eyre Iron Project, and praised the collaboration between Iron and the South Australian Government to get the project off the ground.

“It demonstrates the strong joint commitment of China Railway Group Limited, Iron Road and the

South Australian Government to the construction and operation of Australia’s next major mining and infrastructure project; one that will have a significant impact on the strength of the mining sector in the state,” Zemin says.

With two primary approvals now secure, Iron Road now awaits the Commonwealth environmental legislation approval.

The project is expected to underpin the growth of a local industry with the capacity to supply an enormous global market.

“There are 14-billion tonnes of magnetite underground in South Australia and the State Government is committed to developing this resource in order to boost exports, create jobs and drive economic activity in regional areas,” mineral resources and energy minister Tom Koutsantonis says.

A 145-kilometre rail link and deepwater port at Cape Hardy, near Tumby Bay on the state’s Eyre Peninsula, will be constructed as part of the project.

Magnetite - a higher-grade, valueadded iron ore - sought by international steelmakers due to its low impurities

and greater energy efficiency, will be mined at the project.

By 2030, the South Australian Government aims to export 50-milliontonnes a year as part of its magnetite strategy, with Iron Road’s project set to play a substantial part in achieving the figure.

“We are lucky enough in this state to have vast reserves of magnetite, which is a cleaner form of iron that produces lower CO2 emissions when used to produce steel,” SA Premier Jay Weatherill says.

The state currently mines about only two-million tonnes-a-year, for export and to support production at the Whyalla Steelworks.

The Iron Road project is forecast to produce 21.5-million tonne of high grade, low impurity iron concentrate each year.

The benefit to surrounding communities will also reach to farmers, who will have a more competitive market for the export of grain, with Iron Road committed to an ongoing partnership between Iron Road and Emerald Grain, a subsidiary of Sumitomo Corporation. RP

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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ECONOMY & FINANCE

RIO TINTO'S LOCAL FOCUS

a boost for WA

Rio Tinto is pursuing a new local procurement program as it celebrates a historic milestone for its iron ore exports out of the Pilbara.

RIO TINTO HAS developed a new local procurement initiative to streamline processes for Western Australian (WA) businesses bidding for contracts with the mining giant.

Rio Tinto Iron Ore wants to expand on the $57-billion investment it has already spent with WA businesses over the past seven years, Chief executive Chris Salisbury says “Rio Tinto’s Pilbara iron ore business has more than 1200 WA suppliers and we make a large contribution to the state economy through local procurement, taxes and royalties,” he says.

“Providing more opportunities for WA businesses to secure contracts will further boost the Pilbara and state economy.”

A dedicated team will link the company’s procurement opportunities and spending with WA suppliers.

The team will also host a series of local procurement workshops and a web

portal to support businesses in lodging their interest in future work.

PILBARA IRON ORE MILESTONE The renewed local procurement push comes after the company notched a historic export milestone after it reached the five-billion tonne figure for its iron ore shipments from Western Australia’s Pilbara region.

It comes after the company’s first shipment of iron ore - 52,000 tonnes from Mount Tom Price, on 22 August 1966 – was loaded and set sail on the MV Houn Maru from Dampier, bound for Yawata Iron and Steel (now part of Nippon Steel & Sumitomo Metal Corporation).

Back then, the development of Mount Tom Price mine and the necessary infrastructure to transport the ore had been underwritten by the Japanese steel mills in the 1960s through long-term offtake contracts that were revolutionary at the time.

A new program designed to boost local procurement has been announced by Rio Tinto in Western Australia.

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

That was more than half a century ago, Salisbury, says.

“When we began shipping Pilbara iron ore more than 50 years ago we had no idea how important this commodity would become to the Australian economy,” he says.

Fast forward almost 51 years to April 2017, and the record-breaking shipment which surpassed the five billion tonne mark for the company was also sent to Nippon Steel & Sumitomo Metal Corporation in Japan on the bulk carrier MV Onozuru Maru.

It’s fitting the milestone-setting shipment went to Japan, Rio Tinto’s first and valued long-term partner, Salisbury says.

“The five-billion-tonne milestone would not have been achieved without the pioneers who developed the Pilbara more than 50 years ago and the hard work and dedication of the 11,000 Rio Tinto Iron Ore employees running the business today.” RP Rio Tinto has pushed past the five-billion tonne mark for its iron ore exports out of the Pilbara.

ECONOMY & FINANCE

45

MILESTONES

for Prelude and Ichthys PRELUDE AND CENTRAL PROCESSING FACILITIES ARRIVE SAFELY The news of Prelude’s arrival in Australian waters comes after the INPEX-led Ichthys LNG Project celebrated the safe arrival of the central processing facility (CPF), the world’s largest semi-submersible platform, in the Browse Basin on 28 May, 2017.

Named the Ichthys Explorer, weighing 120,000 tonnes and with topsides measuring 130 metres by 120 metres, the CPF reached her final destination, 220 kilometres off the north coast of Western Australia, where she will be located for 40 years.

“The safe completion of the 5,600kilometre tow of the Ichthys Explorer from South Korea to the Ichthys Field, located 450 kilometres north of Broome, is another significant milestone for the Ichthys LNG Project,” Louis Bon, Managing Director, Ichthys Project, says.

In June, the safe and efficient mooring of the Ichthys Explorer in the 250-metre deep waters of the Ichthys Field was confirmed.

The operation required contractors and sub-contractors from around globe to connect 28 pre-installed mooring chains, weighing more than 25,000 tonnes, from the seabed to the CPF. The CPF is the central hub for initial offshore processing of all hydrocarbon fluids delivered from an extensive, 130-kilometre network of subsea infrastructure.

Gas from the CPF will be sent through an 890-kilometre subsea pipeline to the onshore LNG facility, at Bladin Point, near Darwin for processing.

Condensate arriving to the CPF will be transferred to a nearby floating production, storage and offloading facility (FPSO), the Ichthys Venturer. The FPSO recently left South Korea on its voyage to Australia. RP

The gigantic Prelude FLNG facility in all her glory

CENTRAL PROCESSING FACILITY ARRIVES SAFELY Measuring the lengths of four football fields, Shell's super-impressive Prelude FLNG Project’s Floating LNG (FLNG) facility has arrived in Australian waters.

Marking a significant milestone for the project, the massive vessel left where it was constructed at the Samsung Heavy Industries shipyard in Geoje, South Korea, on 29 June, bound for Western Australia.

Prelude is the world’s largest offshore floating facility and has completed its month-long journey to Australia.

Construction of the Prelude began in 2012.

The imposing facility, owned and operated by Royal Dutch Shell, measures approximately 488 metres in length and 74 metres in width.

The Prelude FLNG facility will be towed to the Prelude Gas Field, approximately 475 kilometres north-northeast of Broome, Western Australia. Production from the Prelude Gas Field is expected to start once the facility is hooked up and commissioned, following it being secured by mooring chains.

Commissioning could take up between nine and 12 months, with the first cargo

earmarked for the second quarter of 2018. Seen as the backbone to the Prelude Gas Field, the FLNG facility is expected to stay on location to develop gas fields for 20 to 25 years.

It will have the capacity to produce, liquefy, store and offload approximately 3.6-million tonnes-per-year of liquefied natural gas (LNG), approximately 400,000 tonnes-per-year of liquefied petroleum gas (LPG) and approximately 36,000 barrels per day of condensate during its peak.

The Prelude FLNG Project is the first in Shell’s portfolio of projects to deploy FLNG as a natural gas liquefaction facility.

“The development of gas fields using FLNG facilities has numerous advantages including a lesser environmental impact compared to onshore-based LNG development, and the option of developing small- and medium-sized gas fields that would be uneconomical through an onshore LNG development scheme,” according to Shell. “For such reasons, FLNG facilities are expected to be deployed on a large number of projects in the future.” RP

RESOURCEPEOPLE | WINTER 2017 | www.amma.org.au

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EVENTS CALENDAR

AUGUST 2017 RESOURCE INDUSTRY EMPLOYER FORUM TUESDAY 22 AUGUST Join AMMA, your resources and energy sector peers and special guests from Australia’s human resources, employee relations and workplace relations communities, for this full-day forum tackling all your pressing ‘people’ needs.

With speakers including globally-renowned HR guru Dave Ulrich, international expert in labour relations Clark Herman, resource industry practitioners and government ministers, the 2017 Resource Industry Employer Forum is not to be missed AMMA’s annual Gala Dinner is the resources and energy sector's “Night of Nights”, attracting hundreds of executives, people practitioners and industry friends and guests for networking, entertainment and industry celebration.

Taking place on the evening of August 22, the 2017 AMMA Gala Dinner will once again include the presentation of the 2017 AMMA Industry Awards – now in its 10th year - celebrating success and innovation across all people areas, from HR and training to workforce diversity and young achievers.

Get involved to recognise and celebrate ‘people’ excellence in Australia’s resources and energy sector.

Covering everything from HR excellence and recruitment innovation to gender diversity, Indigenous employment and training initiatives, the AMMA Industry Awards recognise the expertise of individuals and organisations across ‘people’ related professions in our sector.

Contact Gail Gifford on 1800 627 771 or conference@amma.org. au or visit our website www.amma.org.au for more information.

Wed 23 - Thurs 24 FUTURE MINING FORUM PERTH

The Future Mining Forums are the Global Mining Standards and Guidelines (GMSG) Group’s key initiative to maintain its global reach in the mining industry. The interactive forums are filled with presentations on GMSG’s guideline work and open discussions focusing on regional industry values and priorities.

Held at Novotel Langley, Perth More info at: www.austmine.com.au

Tues 29 - Thurs 31 AIMEX 2017 Held once every two years, Asia-Pacific’s International Mining Exhibition (AIMEX) is the largest mining exhibition in the AsiaPacific region. This event is well-established on the international mining industry calendar as the largest mining exhibition in the region. AIMEX attracts Australian and international suppliers of mining technology, equipment and services come together with mining industry buyers and specifiers from throughout the Asia-Pacific region to explore mutually beneficial business opportunities.

Held at Sydney Showgrounds More info at: www.aimex.com.au

www.amma.org.au | WINTER 2017 | RESOURCEPEOPLE

Tues 29 - Wed 30 THE MINING RESOURCES CONVENTION

Jam-packed with presentations from key resource industry experts and participants, this two day event has previously secured delegations in excess of 1,500. The event now incorporates the Australian Copper Conference, with more than 80 booths and plenty of networking opportunities.

Held at the Brisbane Hilton, Queensland More info at: http://www.verticalevents.com.au/mining2017/

SEPTEMBER Wed 20 - Fri 22 INTERNATIONAL MINING GEOLOGY CONFERENCE 2017

A joint initiative of the Australasian Institute of Mining and Metallurgy and the Australian Institute of Geoscientists, this conference features a three-day technical program of peer reviewed papers presented in multiple formats such as standard conference presentations, snap shot presentations and poster presentations. The program will include Q&A sessions plus an extensive program of networking events to continue the exchange of technical knowledge.

Held at the Hotel Grand Chancellor – Hobart More info at: www.aig.org.au/events/

OCTOBER Wed 4 AUSTMINE MINING INNOVATION ROADSHOW

Featuring miners who represent the nation’s best in innovation, this event showcases exciting new technologies alongside case study presentations, panel sessions and interactive think tank discussions. The major themes include: The Future of Innovation in Mining, Digital Mining, Innovative Processes and People and Modern Mine.

Held at Hotel grand Chancellor, Brisbane More info at: austmine.com.au/events

BUSINESS PARTNER DIRECTORY

Only dedicated corporate health provider for the resource sector www.guhealth.com.au

Tailored insurance solutions www.coverforce.com.au

The Australian Women in Resources Alliance www.amma.org.au/awra

Employee Rewards & Recognition Programs www.hwholdsworth.com.au

National initiative to raise awareness of anxiety and depression www.beyondblue.org.au

Work Passport for workforce management www.mypass.com.au

Resources specialists and recruitment specialists www.dfp.com.au

Leading vocational education and training assessment provider www.vetassess.com.au

47

Resource Industry Featuring international HR & WR speakers Dave Ulrich & Clark Herman

Join AMMA, your resource industry peers and special guests from Australia’s human resources, employee relations and workplace relations communities, for this full-day forum tackling all your pressing ‘people’ needs. Featuring, in-person, international guest speakers Dave Ulrich & Clark Herman.

Direct from the US, they will deliver dynamic HR and IR workshops and lead industry panels to explore contemporary issues and workforce capability functions. AMMA’s 2017 Resource Industry Employer Forum is not to be missed.

Dave Ulrich

Clark Herman

Making the journey to the West Coast exclusively for the first time to workshop on the future of work and the impact and challenges for HR.

Explore global activism - the next wave to impact workforce. Learn about social license to operate and how it intersects with workplace relations.

CORPORATE PARTNERS PLATINUM www.amma.org.au | AUTUMN 2017| RESOURCEPEOPLE

Employer Forum Perth, Australia | 22 August, 2017

BROUGHT TO YOU BY RESOURCE INDUSTRY EMPLOYER GROUP

AMMA’s annual Gala Dinner is now in its 10th year and is Australia’s resource and energy industry’s “Night of Nights”, attracting hundreds of executives, people practitioners and industry friends and guests for networking, entertainment and industry celebration.

Celebrating success and innovation across all people areas, from HR and training to workforce diversity and young achievers, the AMMA Industry Awards recognise the excellence of individuals and organisations across ‘people’ related professions in our sector.

Sponsored by Morris Corporation

For further information, please contact Gail Gifford on 1800 627 771 or via conference@amma.org.au

Together, we are better equipped to face the challenges and opportunities that lay ahead for Australia’s evolving resources and energy industries.

ENGAGEMENT

INFLUENCE

ADVOCACY United industry voice

EMPLOYEE RELATIONS Supporting you to develop & execute strategies

SUPPORT

WORKFORCE ADVICE There when you need us

WORKFORCE DEVELOPMENT

EXPERTISE

Experts in people & skill development

AMMA membership.

When you need expert support for your business challenges, the answer is AMMA.

Visit amma.org.au/AMMA-membership to find out more or contact us on 1800 627 771 or membership@amma.org.au