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Communities work in Rio Tinto Coal Mozambique
Social / Community Development
Our Approach
05 August 2011
Proposed Role of Social / Community Development Manager
• Effective delivery of social development /
community programme by managing the
development of the programme content and
monitoring implementation in the field
• To ensure self reliance of Communities we
work with and sustainability of programs we
implement.
• Overall responsibility for the delivery of Rio
Tinto Coal Mozambique projects within time,
cost, quality, safety and environmental criteria
and in terms of the Rio Tinto Business
Conduct and Ethics Policy
• Overall decision making about Communities
relationships, programs and work activities to
the needs of the business
What we need to do
1. Adherance to Rio Tintos community standards
Ensuring Rio Tinto´s coherent set of architectural elements for social competency in Mozambique operations
Adhering to business unit community polices that are consistent with each other
and with local circumstance;
What needs to be done - Step 1
Develop Baseline Community AssessmentWith different sampling methods covering core areas as well as
The wider context to understand the impact , i.e. migration
Ensure that we embrace values-based principles called 'The Way We Work’ that
guide operations interface with their workforces, their neighbors' and the wider
world;
What need to be done - Step 2
Conclude Social Risk Analysis based on BS
Develop and annually update a 5-year business unit community plan that
encompass defined local objectives and timeframes
What needs to be done Step - 3
Prepare a Multi Year (5 years with annually review) Plan
Wider country context
Provincial context
Mining districts context
Why Baseline
Community
Assessment
rebutting allegations that the business has caused harm
Identifying economic and cultural
dynamics that pre-existed
In order to make claims to be improving
communities livelihoods
Identifying social changes that are
imminent or underway
to help avoiding situations where the
business is blamed for something that would
have happened regardless of its
presence or
absence
Building PartnershipWe promote active, gender sensitive partnerships at international, national, regional and local levels. These are based on mutual commitment, trust and openness.
• We need to assess the presence of and proactively engage with other
organizations, universities, UN organizations, WB/IFC, non government
organizations (NGOs) or other community groups; regional
organizations, such as environmental, wildlife, flora & fauna groups, civil
society groups, welfare groups and the like; promoting their capacity for
partnerships.
• We need to setup a gender sensitive community skills base with regard
to trades; economic opportunities, capacity of local people to take up
employment at the operation; the extent and need for training to assist
maximizing regional and local employment.
• We need to gather information on the quality and capacity of regional
and local suppliers and contractors. We need to support small business
development, e.g. training programs, business incubators, and advisory
services.
September 2011 to March 2012 PlanMy aim - goals Milestones Aug
2011Sept 2011
Oct 2011
Nov 2011
Dec2 011
Jan 2012
Feb 2012
Mar 2012
Baseline Communities Assessment
ToRs, Tender , Award, Survey, Community consultation, Data processing, draft Report, Final Report
Community Risk Assessment
Community consultation, Data interpretation, participatory Risk assessment, prioritisation
Multi Year Communities Plan
Participatory / consultative planning process,Budgeting
Development of new Strategy
Participatory / consultative process, community and stakeholder consultation
Team setup Competency assessment of current staff, identification of gaps, hiring of qualified staff
Office setup Identifying location, purchase of necessery items
Capacity building
Roll out
Current Situation Gaps Proposed way forward
Strategy:
What is our strategy?
Current strategy not broadly disseminated
How do we intend to achieve our objectives?
KPMG was engaged to draft a SDP (5/2001) and came up with objectives/strategic areas we should focus on, this document was produced for Benga, a broader document embracing all operations doesn't exist.
How do we deal with competitive pressure?
No collaboration with other Mining houses like Vale or others.
A existing Corporate Social Responsibility Policy (version 1.0 from 01.03.2010), mainly designed for Benga, was not disseminated throughout programs
No objectives set for broader business units, ad hoc decisions and
No Informal and formal meetings apart of GoM joint meetings
Develop and align Strategy, policy and practice with global Rio Tinto standards and international acknowledged best practises
Once approved dissemination of strategy to all internal and external stakeholders
Multi year planning with set aims contributing to Mozambican poverty reduction strategy and the MDGs
development of business objectives and local applicable social performance indicators
Setting up of a regular meeting with other Mining houses and large companies like MLT in the Region
Structure:
How is the company/team divided?
Separate teams with no or very little interaction
What is the hierarchy?
Benga team reports to the Benga General Manager,other teams reporting directly to Australia
How do the various departments coordinate activities?
A Steering committee was leading Benga but not other teams
How do the team members organize and align themselves?
Poor long term organization
Is decision making and controlling centralized or decentralized? Is this as it should be, given what we're doing? Where are the lines of communication? Explicit and implicit?
As per Benga it is centralized for others since reporting to Australia not clear
Currently no overarching structure, each Department has different structures in place
Lack of communication and common standards between teams
Lack of guidance and feeling of left alone
Define organisational Structure
Define reporting structure
In order to ensure peak performance in our SD team we need to increasing team unity by clear set goals and progress together.
Current Situation Gaps Proposed way forward
Current Situation Gaps How to fill
Systems: the daily activities and procedures that staff members engage in to get the job done.
Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
Style: the style of leadership adopted.
Current Situation Gaps Proposed way forward
Systems:
Where are the controls and how are they monitored and evaluated?
What internal rules and processes does the team use to keep on track?
Through SDC Committee
No monitoring team in place
Dissolved, vacuum in decision making
Develop Standard Operating Procedures for SD in accordance with Rio Tinto´s policies and Adherence with Mozambican laws
Replace the current not functional Sustainable Development Committee or restructure decision making Process
Shared Values:
What are the core values?
Riversdale due to different structures core values were not clear like in Rio Tinto
What is the corporate/team culture?
How strong are the values?
What are the fundamental values that the company/team was built on?
Lack of understanding how our organization frames strategies and short to long term plans for growing and sustaining the business.
Awareness raising and broad dissemination of Rio Tinto’s core values “the way we work”
Skills:
What are the strongest skills represented within the team?
Are there any skills gaps?
What is the team known for doing well?
Do the current employees/team members have the ability to do the job?
How are skills monitored and assessed?
All sites will use the Rio Tinto Communities competencies to build and develop fit-for purpose Communities capability.
Training will be provided to Communities professionals and other employees according to individual and business needs, aligned with routine career development processes.
Style:
How participative is the management/leadership style?
How effective is that leadership?
Do employees/team members tend to be competitive or cooperative?
Are there real teams functioning within the organization or are they just nominal groups?
Development and effective management of business-driven Communities work
Current Situation Gaps Proposed way forward
Current Situation Gaps Proposed way forward
Staff:
What positions or specializations are represented within the team?
RAP AdvisorLVH AdvisorPP partnerships
What positions need to be filled?
M&E staffDatabase Manager
Are there gaps in required competencies?
Skills gap
No M&E staffDatabase not well managed
some lack knowledge, skills, experience required to effectively perform the role
Training staff
Hiring of M&E staff and all sites will develop local Communities targets and performance indicators that meet the requirements of the Rio Tinto global Communities target.
Putting sociology before geology
• The need of Specific Professional Competencies
As Communities work continues to grow in complexity the
competencies required to deliver on our Communities objectives
evolve accordingly. We need to be confident that we have the
requisite capabilities to design and deliver multi-year
Communities plans that are integrated with operational planning
and address strategic business needs.
As a business driver, Communities capability needs to reside ‘in-
house’! (B.E. Harvey)
Draft Proposal (may be revised after competency assessment and Strategy
development) for a overarching Social Development / Community Development
Team Structure within Rio Tinto Mozambique
Key to Develop new Strategy in Rio Tinto Coal Mozambique: Understanding How Change Happens
1.What is the change we want to see?
2.How is the change most likely to happen?
3.What can we learn from other Rio Tinto
operations in other parts of the World?
4.What can Rio Tinto contribute to it happening
& what will be the key relationships required?
Millennium Development GoalsRio Tinto is committed to playing our part in the achievement of the Millennium Development Goals (MDGs)
• Since 2009 our communities global target has been pegged explicitly off
the MDGs. The target states - all operations to have locally appropriate,
publicly reported social performance indicators that demonstrate a
positive contribution to the economic development of the communities
and regions where we work, consistent with the Millennium Development
Goals, by 2013.
Need to aligned Rio Tinto´s Mozambican SD/CD strategies and
focus areas to contribute to the MDGs
• Natural Resources
• Institutions
• Infrastructure
• History• Economi
c,Cultural andPolitical Environment• Demogr
aphy
Security of:
• Food
• Nutrition
• Health
• Water
• Shelter
• Education
• Community Participation
• Personal Safety
Natural Capital
(resources)
Human Capital
(Livelihood Capabilities)
Social Capital(Claims & Access)
Economic Capital
(Stores & Resources)
ASSETS
HOUSEHOLD
Production &
Income Activities
Consumption Activities
Processing, Exchange, Marketing Activities
CONTEXT LIVELIHOOD STRATEGY
LIVELIHOOD OUTCOMES
LIVELIHOOD SECURITY MODEL
After Swift, 1989; Drinkwater, 1994; Carney, 1998; Frankenberger and Drinkwater, 1999
SHOCKS &
STRESSES
An Approach - The Gender oriented Entrepreneurship Promotion, Swiss SDC
Job Description - Contract Peter Pichler
Develop the overall social development component and manage all participatory steps of its development
Enlist the cooperation of government bodies, community based organizations and sponsors
Act as a link between communities, local government, other statutory bodies and Riversdale
Mediate between opposing parties
Challenge inappropriate behavior and political structures where decisions are not in the best interests of all stakeholders
Co-ordinate capacity building and joint working initiatives with communities and other relevant stakeholders
Help to raise public awareness on issues relevant to the community
Provide leadership and coordination of projects
Assist with the recruiting of staff to work on community projects
Plan, attend and coordinate community meetings and events
Oversee the practical arrangements for ensuring that people from all sections of the community are actively involved and participating and contributing to Community development
Network to build contacts and fundraising
Assist community to conduct research to find other external funding opportunities to upgrade/expand existing social development projects
Help communities to become self-sustaining by assisting them to find markets/clients for product and services resulting from the social development projects implemented
Undertake research where applicable to develop innovative solutions to community issues/problems
Manage and report on projects against agreed project schedule
Serve as a member of the Riversdale Sustainable Development committee
Develop and implement community and government relations strategies and programs that support and further the business goals of Riversdale.
Systematic identification and documentation of community issues and matters
Supervise and ensure the coordination and integration of the social development activities carried out at the project level
Coordinate the social development activities carried out as part of (1) resettlement plans; (2) obligations imposed by the mineral titles, applicable legislation and the mining contract(s) and corporate social responsibility
Oversee the financial management of projects as per the approved budget
Develop annual and five-year implementation plans and budgets for social development initiatives
Evaluate, prioritize and monitor implemented social development projects through the study phase to construction and ultimately mining operations.
Develop implementation plans and budget for social development initiatives in coordination with the people in the field
Promote the participation of local communities in the design, implementation and management of project activities
Evaluate and monitor existing implemented social development projects
Actively liaise with local government agencies, NGO’s and community based organisations in order to ensure their involvement in social development initiatives
Provide guidance or mentorship to and facilitate the professional development of the social development team in the field
Coordinate the process to find external training providers to train community members working on social development projects
Establish and maintain accurate and timely reporting standards throughout the project
Ensure that an achievable programme is set and maintained for social development projects
Prepare a Project Execution Plan
Ensure that quality assurance, safety, HR/IR environmental programs are established and maintained by all parties
Undertake field visits to follow up the implementation of social development activities
Branding
Review policies
Align policy and practice with global standards
Fund raising
Develop partnerships that are of strategic value
List of Documents and Bibliography:• RT HSEC Standard B11 - HIV/AIDS December 2008
• RT Baseline communities assessments guidance, Vers. 1.2, 5 September 2007
• Sociology Before Geology, the Development of Social Competencies in Rio Tinto, Bruce E Harvey
• RT User guide, 2010 v1.3, Communities Competencies
• RT Communities FLP Module 2 – Africa
• RIO TINTO_genderguide
• RIO TINTO Livelihoods
• RT The_way_we_work_2009
• Final Riversdale SDP Document, Benga Coal Mine Project, Moatize District, Tete Province KPMG 2009
• Conference paper MINING, GENDER AND SUSTAINABLE LIVELIHOODS, Nov2008 J. Parmenter
• Mining Community_Investment_Indicators_Table, CommDev & CES, IFC, Sept 2007
• Pathways out of Poverty in Rural Mozambique, 2008, Benedito Cunguara e.a.
• Riversdale Concept Paper Sustainable Livelihoods Program for Benga Mining Community, P.Pichler 2011
• Riversdale Corporate Social Responsibility Policy, Version 1, 01.03.2010
• Gendering the Field: Towards Sustainable Livelihoods for Mining Communities, Sara Bice e.a.
• Creating Empowered Communities: Gender and Sustainable Livelihoods in a Coal Mining Indonesia, Petra
Mahy
• In search for sustainability and improved livelihoods in mining areas, Ghana 2011, Yeboah, Stephen
• Care International, PHLS Unit, The Sustainable Household Livelihood Approach, various documents
Thanks!
Be that Change!