Rio Tinto Alcan Weipa - 2014 Sustainable development report

Rio Tinto Alcan Weipa2014 Sustainable Development Report

From the general managerI am pleased to present Rio Tinto Alcan Weipa’s Sustainable Development Report for 2014. We celebrated another successful year in Weipa with a number of achievements and records set.

It is very pleasing to be able to report a significant improvement in our safety performance in 2014. Recordable injuries have reduced by 50 per cent, Significant Potential Incidents have reduced by 73 per cent and injury severity has also declined. The year ended with an All Injury Frequency Rate (AIFR1) of 0.47, comparable to the Weipa business record of 0.46 set in 2008.

While AIFR and these other incident measures are important indicators, we know that our safety culture runs much deeper. It is the proactive planning and effort that makes the difference–properly preparing for tasks, pacing ourselves during a job, being willing to offer or ask for help, and seeking out solutions to improve existing conditions, are the things which have contributed to an improved performance.

How well we continue to identify risks and hazards that can be responded to with effective controls is the thing that saves lives. I appreciate that it is our people’s hard work and commitment that has delivered a step-change in our safety performance.

Throughout the year, there has been very deliberate focus on steady tonnes, and prioritising the work that we take on. This approach has led to improved safety performance, improved outcomes for our stakeholders, great production results and improved our cost position.

In 2014, a record 26.46 million dry product tonnes of bauxite was shipped as a direct result of improved productivity at the port through concurrent loading–the practice of loading two ships at the same time. Our focus on productivity is being applied across our operations. At Andoom, we completed further debottlenecking of the plant, streamlined the interface with the mine, and implemented rail improvements. Work by the East Weipa team to optimise unloading and stacking operations at the port also contributed to another record year of production.

During 2014, several of our employees were recognised locally, nationally and globally as being amongst the most innovative and capable in the industry. You can read more about their achievements in the Our People section.

Indigenous employment remained a key focus area for the business with participation rates stabilising at 22 per cent. Possibly more important though has been the approximately 30 per cent reduction in Indigenous turnover. Improved retention has allowed us to focus more on developing our Indigenous employees into professional and leadership roles across the business.

Engagement with Traditional Owners on the South of the Embley Project continued in 2014. We opened an office in Aurukun, undertook cultural heritage works to support mine development and implemented the South of the Embley Communities, Heritage and Environment Management Plan (CHEMP). It is an exciting and privileged opportunity to work with Traditional Owners to ensure that we achieve our common goals.

Cost-wise, our position has improved despite the headwinds of increasing haul distances and increased input. I am confident we can continue this work to ensure our business remains globally competitive and sustainable for all our stakeholders.

Weipa truly is a world class operation as a result of our great people and stakeholders. I am excited about the future and the strong contribution we can make locally and to the broader Rio Tinto Group.

As always, we welcome your feedback on this report or our activities generally. Please contact us via our community hotline 1800 707 633 or email [email protected]

Gareth Manderson General manager, Operations

1 We use the AIFR to convert the number of All Injurys into a frequency rate per 200,000 hours worked. This is equivalent to the number of All Injurys per 100 employees per year.

Front cover: Anna Kepper (fitter and turner) was recognised as one of Queensland's top tradespeople. See page 13 for more.

Rio Tinto Alcan Weipa 2014 Sustainable Development Report 1

ContentsGOVERNANCE 2

The way we work 2

Sustainable development 2

Our operations 2

Our Agreements 5

East Weipa mine 8

Andoom mine 10

SOCIAL 12

Our people 12

Health and safety 20

Our communities 26

ENVIRONMENT 32

Environmental operations 32

Land and rehabilitation 36

ECONOMIC 40

Regional economic development 40

The Regional Partnership Agreement 41

Alex Purcell (superintendent, East Weipa Plant Operations) and Geoff Pedemont (manager, East Weipa Operations) oversee the shipping operations on the wharf.

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Our reputation for acting responsibly plays a critical role in our success as a business and our ability to generate shareholder value. That reputation stems from our four core values: accountability, respect, teamwork and integrity. The way we work, our global code of business conduct, supported by our global policies, standards and guidance notes—in conjunction with the requirements of local law and our voluntary commitments—forms the basis of our governance systems.

Governance

Governance

issues were important and of concern in our communities. Our sustainable development wheel reflects this feedback.

This report provides our neighbouring communities, employees and other stakeholders with a more detailed understanding of our activities, and is structured to address the sustainable development wheel key focus areas: governance, social, environment and economic.

Our operationsRio Tinto Alcan owns and operates the Weipa bauxite mine located on Western Cape York Peninsula. Our mining operations occur on mining leases ML 7024 and ML 7031, spanning 3,860 square kilometres.

Our operation consists of two continuous mining operations at East Weipa and Andoom, two Beneficiation Plants, 19 kilometres of railway to transport bauxite to the port area and two ship loaders.

Rio Tinto Alcan also operates two diesel power stations (26 and ten megawatts at Lorim

The way we workRio Tinto Alcan Weipa, as with all Rio Tinto businesses globally, adheres to a statement of business practice known as The way we work. This document summarises Rio Tinto's principles and policies for all employees to ensure our actions and operations reflect standards and values of accountability, respect, teamwork and integrity. The way we work includes policies covering human rights, communities and environment; business integrity; group assets and information management; the workplace; and government, media and investor relations.

Sustainable developmentOur approach to sustainable development has evolved over time, and in 2011 Rio Tinto reviewed its approach globally in consultation with stakeholders. This process ensured we could better understand which

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Alex Purcell (superintendent, East Weipa Plant Operations) and Geoff Pedemont (manager, East Weipa Operations) oversee the shipping operations on the wharf.

Rio Tinto Alcan Weipa 2014 Sustainable Development Report

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Point and Andoom) supplying the mine, the Weipa town and neighbouring community of Napranum. The main administration, warehouse, laboratory, ship loading and port facilities are also located at Lorim Point, on the Embley River in Weipa.

Our port services post-Panamax vessels up to a capacity of 88,000 tonne cargoes, and last year 26.46 million tonnes of metal grade bauxite was shipped on 440 vessels to both domestic and international alumina refineries, including Rio Tinto Alcan Yarwun and Queensland Alumina Limited, both in Gladstone.

The practice of concurrent loading (i.e. loading two ships at the same time) has improved the productivity of loading at the port and led to a new shipping record in 2014. Of the 440 vessels loaded last year, 45 were in December, surpassing the previous record of 43 ships in a month.

Rio Tinto Alcan Weipa is a major contributor to the regional economy and continuously invests in local infrastructure to support the Weipa township.

4 Governance

We recognise that we operate on Aboriginal land, and work with Traditional Owners to achieve our common goals.

5Rio Tinto Alcan Weipa 2014 Sustainable Development Report

Our AgreementsRio Tinto Alcan Weipa recognises mining occurs on Aboriginal land, and acknowledges the unique and special connection Traditional Owners have to their country. Three Aboriginal Agreements underpin all operations and activities for Rio Tinto Alcan Weipa—the Western Cape Communities Co-existence Agreement, the Ely Bauxite Mining Project Agreement and the Weipa Township Agreement.

These Agreements capture the aspirations of the business and Traditional Owners to work together towards mutual values. They lay the foundation for intergenerational benefits and sustainable economic, cultural, social and environmental outcomes, such as education, employment, training opportunities for local Aboriginal people and cultural heritage management.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson said “While the land brought us together and land rights are paramount, the main driver of our Indigenous engagement strategy is greater socioeconomic stability.”

HistoryOn 3 September 1997, the Ely Bauxite Mining Project Agreement was signed by six Traditional Owner groups, Mapoon, Napranum and New Mapoon communities, Cape York Land Council and Alcan South Pacific Pty Ltd. Rio Tinto Alcan committed to upholding this Agreement after acquiring Alcan in 2007.

On 14 March 2001, 11 Traditional Owner groups, (Alngith, Anathangayth, Ankamuthi, Peppan, Taepadhighi, Thanikwithi, Tjungundji, Warranggu, Wathayn, Wik & Wik-Way and Yupungathi) of the Western Cape area, Rio Tinto Alcan (formally Comalco) and the Queensland Government, the Cape York Land Council and four indigenous community councils (Aurukun, Napranum, Mapoon and New Mapoon) signed the Western Cape Communities Co- existence Agreement.

The third Agreement is the Weipa Township Agreement, which was signed with Alngith Traditional Owners and covers land within the Weipa town boundaries. It also appoints a Traditional Owner representative onto the Weipa Town Authority.

The CHEMPOne of the highlights from 2014 was the Traditional Owner endorsement of the Communities, Heritage and Environment Management Plan (CHEMP) for South of the Embley lease area. The framework of the CHEMP has been developed in partnership with Traditional Owners, ensuring key cultural and environmental values are protected for future generations.

Several on-Country workshops were held with Traditional Owners prior to endorsement of the CHEMP to finalise the process of identifying and recording cultural heritage and environmental sites, and their management process when the Project comes to fruition. Holding these meetings on the land gave senior Traditional Owners the opportunity to pass on knowledge to younger Traditional Owners.

The CHEMP is the culmination of the dedicated work of the Traditional Owners of the South of Embley area (Wik-Waya Traditional Owners), Western Cape Communities Co-existence Agreement members, Rio Tinto Alcan employees (past and present) and the South of Embley Project team. The document provides a pathway and an exciting opportunity for Traditional Owners and Rio Tinto Alcan to work together to achieve common goals.

REVIEW: 2014

› Improved Local Aboriginal employee participation in the workforce.

› Twenty-one bursaries allocated to support local Aboriginal people studying tertiary and secondary courses through the Ely Education Assistance Bursary Scheme.

› Engagement with Traditional Owners through the Weipa Township Agreement to consider cultural values near a proposed housing development.

› Mines tours held with Traditional Owners and Agreement committee members with focus on rehabilitated land and process.

› Traditional Owner endorsement of Communities, Heritage and Environment Management Plan for South of the Embley lease area.

The Western Cape Communities Co- existence Agreement was signed in 2001.

A mine tour was held for Traditional Owners and Agreement committee members, with a focus on visiting rehabilitated areas on the mine site.

Case study:

Our business has been working with Traditional Owners for a number of years to help manage and protect areas of cultural significance on the mining lease. This has allowed the business and Wik-Waya Traditional Owners to make decisions together regarding areas of cultural significance on the southern parts of the lease.

We were able to work with Traditional Owners to make respectful decisions together about the impact on this area with the middens being relocated in August 2014. The area that has been earmarked for a ferry terminal on the Hey River as a part of the South of Embley Project was identified as significant to Wik-Waya Traditional Owners, due to shell middens being found in the area.

Shell middens are important as they are physical reminder of how Indigenous people lived and also demonstrate a longstanding and continuing tradition of cultural interaction with country. Through archaeological excavation and survey, some of the shell middens in the Western Cape region have even been dated back to over 5,000 years ago.

Leading the work with our Cultural Heritage team was Scott Goodson (former specialist, Community Relations South of Embley).

Mr Goodson said “the relocation of these shell middens outside of the operational footprint is a great outcome as it has helped to move the South of Embley Project forward, and the successful relocation of the middens meets both business and Traditional Owner aspirations.”

“It is really important to talk through any issues, especially the hard ones. Making sure everyone understands each other helps to achieve a satisfactory outcome for all,” he said.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson said the business is fortunate to have good relationships with Traditional Owners of the Western Cape region.

“We recognise that we operate on traditional land and appreciate the Traditional Owners support for our operations,” Mr Manderson said.

“With three Aboriginal Agreements underpinning our operations and activities, Traditional Owners have a real seat at the table in decision making and the future of the Western Cape.”

Working through this process together allows the business to learn about how people interacted with this particular area. Traditional Owner elders were able to share their knowledge of the land with younger generations during the work.

Wik-Waya Traditional Owner elders are acknowledged in helping complete this work, including Richard Ornyengaia, Norman Kerindun, Garrett Kerindun, Helen Karyuka and Kathy Owokran. Also playing a significant role were the Western Cape Communities Co-existence Agreement Coordinating Committee, and members of the Rio Tinto Alcan Weipa Community Relations team—Scott Goodson, Eloise Hoffman, Stephanie Howden, Bella Savo and Jerry Wapau.

Relationships the key to relocating traditional artefacts

Governance6

Wik-Waya Traditional Owners, Helen Karyuka and Kathy Owokran, work through the sorting and sampling process for the shell middens.


Wik-Waya Traditional Owners, Helen Karyuka and Kathy Owokran, work through the sorting and sampling process for the shell middens.

“It is really important to talk through any issues, especially

the hard ones”Scott Goodson (former specialist, Community Relations).

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Wik Waya Traditional Owner, Henry Kelinda, and Rio Tinto Alcan Weipa Cultural Heritage adviser, Bella Savo.

Governance

Bauxite being processed through Rio Tinto Alcan Weipa's East Weipa Beneficiation Plant.

East Weipa mineEast Weipa is one of Weipa’s two mines and is a continuous 24/7 mine.

When mining operations began on Cape York Peninsula in 1963, bauxite was mined in areas now known as the Weipa township (the land in which town infrastructure is now developed) and the East Weipa mine, which is approximately 15 kilometres east of the township.

In addition to managing the mine, the East Weipa team also operates the Beneficiation Plant and ship loading infrastructure in Lorim Point.

In 2014, East Weipa processed over ten million dry product tonnes of bauxite. The business also shipped 26.46 million dry product tonnes (including the Andoom production delivered to the port).


SNApShOT: Mining project delivers additional tonnes for East Weipa

A project trial in Rio Tinto Alcan’s East Weipa mine has delivered almost half a million extra dry product tonnes of bauxite for the business.

A focus on streamlining the business’ operating model saw many options on the table to increase the lifespan of the East Weipa mine, and several trials were undertaken in 2014.

One project in particular called the “remnant mining” project, was one of the top rated as it delivered additional tonnage at a low cost with minimal effort.

Rio Tinto Alcan Weipa's manager, East Weipa Operations, Geoff Pedemont said that remnant mining focused on the East Weipa area, and recovering the bauxite left within previously inaccessible areas on the mine floor after being mined several years, or even decades, prior.

“During the mining process, our Development fleet prepare an area for mining by removing the topsoil, which allows the mining team to mine the bauxite not far below the surface,” Mr Pedemont said.

“However, the ironstone floor that we mine is not smooth and flat, but contains many ridges and divots, making it difficult to recover all the bauxite with our mining fleet.”

After a successful mid-year trial, the project officially kicked off with a local contractor delivering the approximately 500,000 tonnes of bauxite in the second half of 2014.

Not only does this project recover additional tonnes, it supports the mine closure process by maximising the extraction of bauxite before land rehabilitation commences. This minimises re-clearing or re-mining the area, giving the rehabilitation process the best chance of success.

Bauxite being processed through Rio Tinto Alcan Weipa's East Weipa Beneficiation Plant.

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Wik Waya Traditional Owner, Henry Kelinda, and Rio Tinto Alcan Weipa Cultural Heritage adviser, Bella Savo.

Governance

Andoom mineAndoom is approximately 15 kilometres north of the Weipa township. Andoom has its own Beneficiation Plant, which started processing bauxite in 2005. In addition to the mine and Beneficiation Plant, our Andoom team operate and maintain 19 kilometres of railway crossing two waterways, to transport bauxite to the stockpiles. In 2014, Andoom produced over 16 million dry product tonnes of bauxite.

Rio Tinto Alcan Weipa’s Andoom mine is approximately 15 kilometres north of the Weipa township.

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SNApShOT: Year on year improvements keep Andoom strong

Rio Tinto Alcan Weipa’s Andoom mine remains at the forefront of innovation, with the team continuing to exceed expectations by incrementally increasing their processing capacity each year.

Andoom’s Beneficiation Plant was originally constructed to process nine and half million tonnes of bauxite per year. Since commencing processing in 2005, the team set a new record by almost doubling this capacity to over 16 million tonnes of bauxite in 2014.

Rio Tinto Alcan Weipa manager, Andoom Operations, Mike Stone said keeping the plant running above its design specifications was a great effort by the team.

“Maintaining a processing rate of over seven million tonnes above what the plant was originally designed for is a big challenge, and would not be possible without the team behind the equipment,” Mr Stone said.

“We have a culture of continuous improvement, and this is evidenced by the way our teams pull together to ensure we are consistently delivering value for the business and our stakeholders.”

“I am proud to say that in 2014, we have delivered a ten per cent increase on our 2013 production, by focussing on stable, reliable operations.”

Improvements to the plant are just one piece of the puzzle, with the team broadening its scope to the supply chain in 2014. This includes improvement work in the mine, supplying ore to the plant, the rail team providing a stable transportation network, and the team at Lorim Point ensuring efficient delivery of ore to the stock piles.

In addition, a major piece of equipment, the “Cyclones”, which is used to separate fine bauxite, was modified to remove one of the plant’s biggest bottlenecks. Improvements were also made to the unloading process, resulting in increased efficiency.

“Since 2005, the team has ‘pushed the envelope’ by finding and implementing opportunities that required out of the box thinking. Nine years later, opportunities are still there, but are harder to come by and require further ingenuity,” Mr Stone said.

Andoom remains a world class operation, which is highlighted by the consistent year-on-year improvement from its initial design specification of nine and half million tonnes per year.

“Andoom’s plant production has exceeded expectations by sustaining increases since being commissioned, which is a credit to all the people, over more than ten years, who have designed, built and enhanced the plant,” Mr Stone said.

The focus for 2015 is to stabilise the current rate of production and ensure improvements to the supply chain are reliable.

Rio Tinto Alcan Weipa’s Andoom mine is approximately 15 kilometres north of the Weipa township.

Mike Stone (manager, Andoom Operations) and Gareth Manderson (general manager, Operations) at the Andoom Beneficiation Plant.

Matthew Kerwick (Skill360 Australia apprentice) in the Andoom heavy equipment workshop.

12 Social

We're committed to providing a safe and healthy workplace for our employees where their rights and dignity are respected. We set out to build enduring relationships with our neighbours that demonstrate mutual respect, active partnership, and long-term commitment. In the long run, the trust that is engendered by these solid relationships will reinforce our ability to gain preferential access to resources.

Our people

Apprenticeships and traineeshipsThe business’ apprenticeship programme is run in conjunction with Skill360 Australia and enables participants to gain a nationally recognised trade certificate in their field. We continue to make a significant investment in our people’s training and skill development, and recruited 11 first-year apprentices in 2014.

The 11 new apprentices brought the total number of apprentices across the operations to 36, with eight completing their apprenticeships and four offered full-time roles after completion.

Five-school based trainees were also welcomed in 2014 as part of the business’ commitment to building strong school-to-work pathways for local students. In addition to these, three school-based trainees carried over their studies to 2014.

All eight school-based trainees worked across the business for one day a week while studying at the Western Cape College (WCC), gaining practical experience and completing a Certificate II.

At the regional Skill360 Australia Employment & Training Awards in Cairns, three Rio Tinto Alcan Weipa employees were recognised for their commitment to their apprenticeships. Aaron Lobley, a third-year refrigeration and air conditioning apprentice received an encouragement award in the Mature Age Apprentice/Trainee of the Year

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First year apprentices, Madison Edward and Tristan Yamashita during their induction programme.

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Matthew Kerwick (Skill360 Australia apprentice) in the Andoom heavy equipment workshop.


SNApShOT: Anna shines at state training awards

Rio Tinto Alcan Weipa’s Anna Kepper was recognised as one of Queensland’s top up-and-coming skilled tradespeople at the 2014 state training awards.

Ms Kepper, who works as a fitter and turner at the mine’s Main Workshop, won the Aboriginal and Torres Strait Islander Student of the Year award after completing a three-and-a-half-year apprenticeship with Rio Tinto Alcan and training partner Skill360 Australia.

Anna Kepper said “I completed my apprenticeship in 2013 and was very surprised when my name was read out as one of the winners.”

“I am very proud to be a female in a non-traditional role. I love working with the big equipment in the workshop and my team at the Weipa mine have been nothing but supportive.”

“I am looking forward to continuing my service as a tradesperson and also sharing my experience with the younger generation so they can be successful in the apprentice programme.”

Weipa was also represented by electrical maintainer, James Baira, who was a finalist in the Harry Hauenschild Apprentice of the Year category. Both James and Anna secured full-time roles with the business after completing their apprenticeships in 2013.

Anna went on to compete as a finalist in the Australian Training Awards, held in November 2014.

category; Wanitta Blanco, a fourth-year electrical apprentice received an encouragement award in the Electrical Apprentice of the Year category; and James Baira was awarded runner up in the top category, Aboriginal and Torres Strait Islander Apprentice/Trainee of the Year.

Five other apprentices from the mine were nominated and recognised for their efforts, including Anukie Tamwoy (light vehicle), Bradley Bowden (fitting and turning), Heath Gilmore (fitting and turning), Jasmine Mestroni (electrical) and Jordan Viti (fitting and turning).

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(L-R) Armando Torres (chief operating officer, Bauxite & Alumina), James Baira (electrical maintainer, Rio Tinto Alcan Weipa), Anna Kepper (fitter and turner, Rio Tinto Alcan Weipa), Gareth Manderson (general manager, Operations, Rio Tinto Alcan Weipa), Bruce Peters (manager, Site Services, Rio Tinto Alcan Weipa) and Allyson Urquhart (manager, Human Resources & Training, Rio Tinto Alcan Weipa).

After securing a state accolade, Anna went on to compete at a national level in November 2014.

(L-R) Aaron Lobley (apprentice, Site Services), Alf Barrios (chief executive, Rio Tinto Alcan) and Ray Ahmat (superintendent, Mine Development).

“I am very proud to be a female in a non-traditional role” Anna Kepper (fitter and turner, Main Workshop).

14 Social

Indigenous employment and traineeshipsIndigenous employment remains a key focus area for the business, with existing local Aboriginal employees being developed into leadership roles and improved retention rates. In 2014, Indigenous turnover reduced by approximately 30 per cent across the business, with total Indigenous participation remaining steady at 22 per cent. Local Aboriginal employees make up 12 per cent of our total workforce.

Similar to previous years, there were two intakes for the traineeship programme throughout the year and the team received a record number of applications. Approximately 60 applicants were then invited to attend Assessment Centres for the two intakes, and 22 traineeships were offered across the business.

Nine trainees completed their qualifications in 2014, with four securing full-time employment with Rio Tinto Alcan, one securing employment with a contracting company and one furthering their studies by undertaking an apprenticeship. At the end of 2014, a total of 33 local Aboriginal trainees were working across the business.

One training initiative under the Western Cape Communities Co-existence Agreement was the introduction of a pilot school holiday programme, where eight local Aboriginal boarding school students spent time with the business in July 2014. The week-long programme saw the students learn about different areas of the business and potential career pathways. Another is planned in 2015.

Indigenous Employment & Training StrategyRio Tinto Alcan Weipa’s Indigenous Employment & Training Strategy defines the business’ long-term commitment to increasing the participation, retention and advancement of local Aboriginal people in our business.

The collaborative strategy was developed with members from the Western Cape Communities Co-existence Agreement and was reviewed and updated in 2013. Updates to the strategy were finalised in 2014, providing a strong platform to continue improving participation and retention rates, and the development of local Aboriginal employees. A priority area was to identify local Aboriginal leaders and potential leaders in our business, and prepare development plans to build leadership capacity and acquire additional skills.

Kinection programme focuses on Aurukun employmentAn innovative pre-employment programme was introduced during 2014. Rio Tinto Alcan Weipa’s ‘Kinection’ programme was trialled in Aurukun with local Aboriginal people and builds on the formerly known ‘Destinations’ programme.

By providing a solid platform for Aboriginal people to work within the mining sector, Kinection equips participants with a range of personal development skills, complemented by hands-on work readiness skills.

The pre-readiness programme ‘toolbox’ includes, but is not limited to, social and emotional wellbeing activities and entry level skill knowledge across road and

building construction, machinery repairs and maintenance and introductory conservation and land management.

Priorities in 2015 will include the first round of participants completing the Kinection programme with transition pathways into roles across the business.

Empowering women in miningParticipation of females in the business remained steady and consistently well above 24 per cent–close to one quarter of the workforce. In 2014, there were 65 females in professional roles across the business (including paraprofessionals, graduates and relief crew leaders), with 27 holding leadership positions (crew leaders, specialists, superintendents and managers).

Brad Welsh (manager, Community Relations) and Linda McLachlan (workplace mentor, Indigenous Employment & Training) with the first intake of local Aboriginal trainees in 2014.


Brad Welsh (manager, Community Relations) and Linda McLachlan (workplace mentor, Indigenous Employment & Training) with the first intake of local Aboriginal trainees in 2014.

Rio Tinto Alcan Weipa also supports the Weipa chapter of Women in Mining and Resources Queensland (WIMARQ), which was formed in early 2014. The committee consists of ten females from support and operational areas in the business.

Throughout the year, several networking events were held to raise awareness of the chapter and educate females in the community about several issues, including health and wellness, financial management and leadership skills. A mine tour was also held for female employees, with the opportunity to tour the East Weipa Beneficiation Plant and the ship loading wharf.

SNApShOT: Linda leads the way for women

Linda Murry (manager, Planning & Logistics)—one of Rio Tinto Alcan Weipa’s first female managers to lead two operational teams at the mine—was recognised by the industry at the 2014 Queensland Resources Council’s Resources Awards for Women.

In her role, Ms Murry leads a team of more than 250 people and oversees the activities of two operational groups, spanning the mining life cycle from pre-mining clearing to shipping, and land regeneration. In March 2014, she was recognised for her contribution to paving the way for women in the mining industry and received Highly Commended in one of the state’s top resources sector awards.

After learning she was a finalist in the QRC Awards, Ms Murry said she was proud to be a part of an initiative that empowers women to become leaders in the mining industry.

“I am fortunate that I am passionate about the work I do—it’s not just a job for me,” Ms Murry said. “I feel very honoured to have been recognised amongst such a high calibre of talented women from across Queensland’s resources industry.”

Not one to shy away from a challenge, Ms Murry believes a professional woman can really have it all—balancing family and have a fulfilling career.

“I am grateful that I have been able to work across a range of roles with Rio Tinto, and throughout I have felt very supported with my aspirations to grow professionally,” Ms Murry said.

Ms Murry’s leadership extends to the broader community too. She is President of the Weipa chapter of the very successful Women in Mining and Resources Queensland (WIMARQ) group.

“It’s not just a job for me.”Linda Murry (manager, Planning & Logistics).

Linda Murry (manager, Planning & Logistics) leads a team of over 250 people.

16 Social

As a part of Rio Tinto Alcan Weipa’s partnership with the Western Cape College, several employees attended the school’s 2014 Careers Fair to share experiences and provide guidance on potential career paths.


REVIEW: 2014

› A reduction in Indigenous employee turnover by approximately 30 per cent.

› Continued reducing turnover across entire workforce, excluding internal transfers, by approximately six per cent.

› Mining superintendent, Ray Ahmat, won the Overall Award at the Queensland Resources Council’s 2014 Indigenous Awards.

› Weipa employee, Anna Kepper, recognised for apprenticeship excellence and one of the state’s top up and coming tradespeople.

› Pilot programme implemented with eight local Aboriginal boarding school students completing work experience across the operations.

› Identified local Aboriginal leaders and potential leaders across the business for additional training and development opportunities.

› Continued to up-skill and build the capacity of frontline leaders.

2010 2011 2012 2013 2014

Employees 871 1,024 1,019 1,129 1,173

Total Indigenous participation 20.7% 23.1% 24.1% 22.1% 22.4%

Local Aboriginal participation 13.7% 14.4% 13.7% 11.8% 11.9%

Female employees 24.8% 25.7% 24.6% 24.4% 24.4%

Priorities 2015 › Continue to identify and support potential and existing local

Aboriginal leaders with additional training and development opportunities.

› Ongoing support to the Weipa Chapter of Women in Mining and Resources Queensland with networking opportunities and leadership involvement.

› Continue to streamline employee support services in alignment with other Rio Tinto operations.

Definitions1. A Local Aboriginal Person (LAP) is:

– a member of a Traditional Owner Group;

– an Indigenous person connected to a Traditional Owner Group by marriage or adoption;

– a person recognised as a Local Aboriginal Person by the majority of the Indigenous members of the Coordinating Committee who, once the decision is made, will always be a Local Aboriginal Person.

2. Indigenous employees are those who identify as of Aboriginal or Torres Strait Islander descent.

Industry and education working closely togetherThe partnership between Rio Tinto Alcan Weipa and the Western Cape College continues to thrive. Formed in 2006 following a shortage of skilled local workers, the partnership sees both parties meet quarterly to increase the employability of our local students. Involved in these discussions from Rio Tinto Alcan Weipa are the general manager, Operations, manager, Human Resources, specialist, Training and manager, Community Relations.

The Building Our Local Talent (BOLT) strategy was established by the partnership to implement structured school-to-work pathways and was expanded in 2011 to better link local school-based programmes with core industry requirements. This provides students with opportunities to learn about employment, education, career advice and training. Training has taken many forms, including work experience, school-based traineeships, traineeships and apprenticeships with Rio Tinto Alcan Weipa.

To address challenges around local employment and availability, the partnership is building a pipeline of local talent to contribute more broadly to the sustainable economic prosperity for all Western Cape communities. The partnership now also links in with the Western Cape Regional Partnership Agreement, which is an agreement between industry, three levels of government and Indigenous stakeholders of the Western Cape.

In 2014, Rio Tinto Alcan Weipa also welcomed five school-based trainees, who worked with the business for one day a week while studying at the Western Cape College, gaining practical experience and completing a Certificate II. Several year 10 students were also able to take part in a five-day work experience programme across the mine, allowing participants to experience different working environments and potential future careers in Administration, Community Relations, Diesel Fitting, Boiler making and Civil Engineering.

The Regional Partnership Agreement also placed four year 12 Western Cape College graduates into construction trade apprenticeships.

Case study:

A Yupungathi Traditional Owner and Weipa-based mining superintendent was awarded the top award at the 2014 Queensland Resources Council’s Indigenous Awards.

Ray Ahmat, the first local Aboriginal superintendent at the mine, secured the prestigious Overall Indigenous Award, for his exceptional contribution as a role model in the Queensland resources industry.

In Weipa, Mr Ahmat leads an operational team of over 170 people, managing both pre-mining and post-mining activities.

Having worked for the mine for 15 years, Mr Ahmat said Weipa provides excellent employment opportunities for local Indigenous people and encouraged others to follow in his footsteps.

“Winning the Overall Indigenous Award was very humbling, and I am proud to be representing not only the business, but the Yupungathi Traditional Owner Group,” said Mr Ahmat.

“My family and I have strong connections with the land on which the business operates, and I feel a responsibility to build upon the foundation my parents and elders created many years ago.

“The broad range of careers available with a world-class operation right on our doorstep provides a unique opportunity to develop local talent in remote Australian communities.

“I look forward to ensuring we continue to operate in mutually respectful way, now and for generations to come.”

Mr Ahmat shares a strong family history of employment at the mine, where his mother and father worked for 28 and 32 years respectively.

By taking on challenges, leading people and coordinating mine services, Mr Ahmat has progressed from driving trucks in 1999 to his current role as Mine Development superintendent in 2012.

Mr Ahmat also played a broader role in representing his people on several committees under the Western Cape Communities Co-existence Agreement (WCCCA), which is one of the three Aboriginal Agreements Rio Tinto Alcan Weipa operates under.

“As a WCCCA board member, I had to balance several perspectives as Traditional Owner, Rio Tinto Alcan employee and Weipa community member, and that was no easy feat,” Mr Ahmat said.

“Wearing these three hats gave me a unique perspective to deliver positive outcomes for the WCCCA in the areas of land management and Indigenous employment.”

Weipa’s first local Aboriginal mining superintendent wins top Indigenous Award

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Ray Ahmat (superintendent, Development) leads a shift start with his Development crew.

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(L-R) Armando Torres (chief operating officer, Bauxite & Alumina), Ray Ahmat (superintendent, Development) and Gareth Manderson (general manager, Operations) at the 2014 Queensland Resources Council’s Indigenous Awards.


Ray Ahmat (superintendent, Development) leads a shift start with his Development crew.

“I look forward to ensuring we continue

to operate in a mutually respectful way, now and for generations to come”

Ray Ahmat (superintendent, Mine Development).

Rio Tinto Alcan Weipa's Fire and Rescue team completed a rescue training course in 2014 to assist with vertical rescues.

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health and safety

20 Social

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Rio Tinto Alcan Weipa's Fire and Rescue team completed a rescue training course in 2014 to assist with vertical rescues.


performanceSafety remains Rio Tinto Alcan Weipa’s number one priority. Nothing is more important than every employee and contractor returning home safely after their shift.

In 2014, the business saw one of the fastest rates of improvement in safety performance within Rio Tinto, with the business ending the year on an All Injury Frequency Rate (AIFR) of 0.47 comparable to our previous best performance of 0.46 set in 2008. Proactive reporting also enabled minor events to be investigated and resolved before more serious incidents occurred, which has assisted in a further reduction in the overall severity of incidences and injuries.

Unfortunately, six of our colleagues did injure themselves at work in 2014, and this is six too many. Four of these six involved contractors, and half of the injuries sustained involved trauma to hands and fingers. The three hand/finger injuries were sustained while wearing gloves, and in all three cases, gloves alone were found not to be an adequate control to manage the hazards. To increase awareness around injury risks to hands and fingers, a focus on red zones was prominent throughout 2014. Since the heightened awareness campaigns, no further serious hand and finger incidents have occurred.

With so many hazards existing in the workplace, Rio Tinto Alcan Weipa employees are reminded to keep safety at the forefront of everything they do, and to not lose sight of what can cause injury.

To further increase awareness around fatality elimination and what the critical controls are for each task , the business will roll out a campaign around Life Saving Controls in 2015. As part of the roll out, ten Life Saving Controls will be highlighted relating to isolation, electrical, confined spaces and working at heights just to name a few.

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Manual handlingWe continued to focus on reducing risks posed by poor manual handling practice across our operations. Each year, the business sets a target of identifying 30 tasks that pose a moderate or high manual handling risk profile. In 2014, this target was exceeded with 31 tasks identified, and actions implemented to downgrade the risk.

Many crews are using the manual handling and hand red zone programme to help assess tasks that pose risk to hands and fingers, and identify suitable controls and alternative processes to manage the risks.

Contractor engagement The majority of injuries sustained in 2014 involved contractors, indicating that whilst Rio Tinto Alcan Weipa has improved their safety performance, our contractors remain challenged. To identify areas of improvement where the gap between contractors and employees can decrease, a survey was distributed mid-year to gather data.

Findings from the survey highlighted four areas of improvement: the safety interaction process, Business Unit representatives, shift start meetings and ongoing communication.

Our Safety team are now delving into the data further to identify specific actions, including offering the safety interaction training to contractor safety representatives and Rio Tinto

Alcan Weipa Business Unit representatives who manage contractors, a review of our monthly contractor meetings and developing tools to help improve engagement during shift start toolbox meetings.

In 2015, an inaugural safety summit will be held with invited representatives from a number of contracting companies. The summit will help better engage contractors and align with our Health, Safety & Environment priorities and values.

Leadership safety engagement In 2013, the safety interaction process was reviewed, and fundamental changes implemented.

These changes were rolled out at the end of 2013 and into 2014, with a training package delivered throughout the year to frontline leaders across the business.

This training has helped up-skill our leaders in having quality conversations around safety with their teams, with the interaction process positively recognising employees and providing constructive feedback.

Work will continue with our contracting companies, on introducing the concept of safety interactions. This will help ensure we are applying the same standard of work to all areas and fostering a consistent level of engagement with all workers.

Health monitoringAs part of the annual occupational hygiene monitoring programme, monitoring was again undertaken in 2014 for employees exposure in the workplace to dust, noise, heat, welding and diesel particulates.

Medical assessmentsPeriodic medical assessments were implemented in 2012 and have been undertaken every year since, ensuring all employees in safety critical roles are reviewed. Employees in non-safety critical roles are reviewed at a frequency determined by their role. We achieved our target of reviewing all employees in safety critical roles, with more than 640 employees undertaking periodic medical assessments in 2014.

Assessing a job in the Andoom heavy equipment workshop.

What is a safety interaction?A safety interaction is essentially a conversation. The process encourages leaders to observe their team members completing tasks, and reinforce best practice through discussion and identifying ways to work safer.


REVIEW: 2014

› A significant improvement in safety performance, with a 50 per cent reduction in recordable injuries on 2013 levels.

› 73 per cent reduction in significant potential incidents (SPI’s).

› Implemented red hand zone programme, focusing on hands and fingers.

› Delivered training to frontline leaders including Safety Interaction training and Zero Incident Process (ZIP) training.

› 31 tasks with manual handling risk identified, with controls implemented to downgrade the risk.

2010 2011 2012 2013 2014

All Injury Frequency Rate (AIFR)

0.79 0.87 0.97 0.95 0.47

Significant potential Incidents (SPI)

- 15 20 15 4

SpI Closure Rate - 92% 100% 100% 100%

Recordable Occupational Illnesses 2 0 0 0 2

Priorities 2015 › Hold inaugural safety summit to align our contractors with our

HSE priorities.

› Roll out information about Life Saving Controls to all employees and contractors, focusing on fatality elimination and what the critical controls are for each task.

› Increase awareness around mental health conditions through a campaign for employees and contractors.

› Continue to roll out Zero Incident Process (ZIP) training to leaders.

Noise exposure improvementsWorking at the Weipa mine, those who operate heavy machinery equipment are required to wear ear plugs to protect their hearing from excessive noise exposure.

In 2012, Rio Tinto Alcan Weipa reduced exposure to noise by 24 per cent through a variety of actions, including task rotation and replacement of equipment. During this time, the business also trialled the installation of insulation and double-glazed windows in heavy equipment to further reduce noise exposure for mine operators.

In 2014, both of Rio Tinto Alcan Weipa’s mines rolled out a standard that all 776D haul trucks were to be fitted with the double-glazed windows. Reducing noise exposure to the cabin has the potential for an operator to be exposed to a level below 85 decibels for their shift, significantly reducing their risk of long term hearing damage and eliminates the need to wear hearing protection as part of the task.

Majority of the haul trucks at both East Weipa and Andoom were fitted out in 2014, with the view to finalise all 776D trucks early 2015. Once all are fitted out, operators will see a further ten per cent reduction in noise exposure on top of the 24 per cent achievement in 2012.

how much noise can cause permanent damage?

DefinitionsWhat is an All Injury (AI)? All Injuries include lost time injuries and medical treatment cases.

What is an All Injury Frequency Rate (AIFR)? We use the AIFR to convert the number of AIs into a frequency rate per 200,000 hours worked. This is equivalent to the number of All Injurys per 100 employees per year.

What is a Significant potential Incident? Any incident that meets the following criteria:

1. Has a health, safety or environmental impact, and 2. A Maximum Reasonable Outcome (MRO) of critical, and 3. An actual consequence of near hit/miss, minor, medium, or serious.

Jet taking off (25m away)

Gunshot

Pneumatic hammer

ChainsawAngle Grinder

776D Haul TruckRide on mower

Busy road

Push mower

Vacuum cleanerConversation

Washing machine

Library

Leaves rustling

Sound studio

Threshold of normal hearingNoise

levels indecibels

120

110

100

90

80

70

60

50

40

30

20

10

0

Case study:

A pioneering fitter and turner at Rio Tinto Alcan Weipa helped the business win the 2014 Queensland Mining Industry Health and Safety Innovation Award.

Stephen Fairbrother identified a need for a safer and more efficient way to open spigot valves that regulate the flow of tailings in the operation’s large pipework systems.

The hydraulic valve opening tool greatly reduces the time required to do the job but importantly it eliminates potential injuries due to the force required to open the valves, coupled with their awkward positioning.

Mr Fairbrother said “We are always looking for ways to minimise risk of injury, and the opening and closing of these valves has the potential to cause muscle strains, pinching and slips and falls due to wet or uneven surfaces.

“The valves are tight and can take up to ten minutes to open with some serious muscle work.

“I wanted to develop a tool that reduced manual handling, eliminated potential impact injuries and reduced the time to conduct the job.

“The hydraulic valve opening tool allows the operator to stand in a correct position, and hold onto an appropriately positioned cross bar handle that eliminates the injury risk.

“Recognition for the tool is a great thing but the innovation is something we strive for on a daily basis at Weipa.”

Rio Tinto Alcan Weipa, general manager, Operations, Gareth Manderson said “Steve’s innovation is a great example of our people putting safety first and designing a tool that not only eliminates risks but also reduces the time taken to complete the task at hand.

“It is encouraging that the hydraulic valve opening tool has been recognised for its innovative approach to the safety of a critical everyday activity. I commend Steve and the team on this award. Our people at Weipa are continually finding innovative ways to improve safety and productivity; I am looking forward to the next local innovation Weipa will produce.”

Weipa HSE Innovation takes home industry award

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Stephen Fairbrother (fitter and turner, Plant Mechanical) receives his industry award in August 2014.

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Stephen Fairbrother (fitter and turner, Plant Mechanical) with his hydraulic valve opening tool.


Stephen Fairbrother (fitter and turner, Plant Mechanical) receives his industry award in August 2014.

“Innovation is something we strive

for on a daily basis at Weipa”

Stephen Fairbrother (fitter and turner, Civil Services).

Lucy Warren (advisor, Community Relations) oversees the t-shirt painting activities during the mine tours.

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Our communitiesperformanceFor the fourth consecutive year, Rio Tinto Alcan Weipa received no community complaints, rated medium consequence or above. Throughout the year, the business receives ongoing feedback from community members via the freecall hotline and email. Community members are also able to speak face-to-face with a member of the Community Relations team at their centralised office.

Rio Tinto’s Reconciliation Action PlanWe made good progress against our commitments in the Rio Tinto Reconciliation Action Plan (RAP), which was signed in 2011.

Rio Tinto Alcan Weipa RAp Commitment: Formally engage and consult with Traditional Owners through representation at quarterly Leader Forums and other relevant committees to facilitate the effective implementation of Rio Tinto Alcan Weipa’s Agreements with Traditional Owners.

progress: All Agreement meetings attended by appropriate Rio Tinto Alcan Weipa representatives throughout 2014.

Rio Tinto Alcan Weipa RAp Commitment: Actively participate as signatory to the Regional Partnership Agreement (RPA) to improve Indigenous employment outcomes for the region.

progress: Attended and chaired all RPA meetings and had appropriate representation on the sub-committee. Supported all local RPA initiatives.

Rio Tinto Alcan Weipa RAp Commitment: Implement cultural heritage management processes to consult with Traditional Owners and identify and manage cultural heritage sites that may be impacted by our mining activities.

progress: Undertook all cultural heritage works for areas required for the 2015 mining clearing plan, with cultural heritage management plans for these areas in consultation with Traditional Owners.

Rio Tinto Alcan Weipa RAp Commitment: Develop and deliver a cultural awareness training programme for all employees and contractors.

progress: A local Indigenous business continues to run our cultural awareness training programme for all new employees and contractors.

An improvement programme to improve the cultural awareness training package continues in consultation with Traditional Owners.

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Lucy Warren (advisor, Community Relations) oversees the t-shirt painting activities during the mine tours.


Rio Tinto Alcan Weipa RAp Commitment: Conduct annual leadership Cultural Immersion Programme at Rio Tinto Alcan Weipa on Country to increase cultural awareness and competencies of leaders to assist in fostering a work environment that is conducive to local Aboriginal employment.

progress: Members of the business’ management team participated in various opportunities on Country with Traditional Owners as part of our cultural immersion programme.

Rio Tinto Alcan Weipa RAp Commitment: Continue to increase representation of Indigenous people across the business through implementation of Indigenous employment and training strategies.

progress: In 2014, 22 per cent of Weipa’s workforce was Indigenous with 12 per cent representing local Traditional Owner groups.

Rio Tinto Alcan Weipa RAp Commitment: Proactively identify opportunities to engage local Aboriginal businesses to provide goods and/or services to the Rio Tinto Alcan Weipa operations.

progress: Supported a Weipa Indigenous Business Forum facilitated by the Regional Partnership Agreement with over 100 attendees interested in Indigenous business. Continued to engage with, and consider, local Indigenous businesses to provide goods and services.

Cultural heritage management and Traditional Owner engagementWe worked closely with Traditional Owners during 2014 to maintain cultural heritage values on land within our mining lease.

Our Cultural Heritage team surveyed approximately 4,300 hectares with Traditional Owners across the lease for mining related activities, which is almost double the amount surveyed in the previous year. The team also continued to work closely with Traditional Owners to manage and maintain cultural heritage buffer areas and scarred tree monuments across the lease and mine tours were arranged for Traditional Owner representatives to see the mining operations and process first-hand.

All operations and activities undertaken by Rio Tinto Alcan Weipa are underpinned by three Aboriginal Agreements. Several larger-scale projects were undertaken in 2014, with the Community Relations team assisting with mitigation of community and cultural impacts, including the relocation of the Weipa Motor Cross facility, various drilling activities across the lease and the West Weipa tailings storage facility.

Several workshops were convened in 2014 to work through cultural heritage management plans with Traditional Owners. These workshops fostered a significant level of engagement, which lay the platform for protecting important cultural areas identified through survey. Several of these workshops were week-long and held on the broader lease area, encouraging connection with Country and supporting cross-generational relationship building within Traditional Owner groups.

In 2014, gaps were identified in our induction and assessment process for Traditional Owners with work commencing on reviewing health and safety procedures relating to the communities, heritage and environmental work Traditional Owners complete with the business.

Community forumsFour community forums were held in 2014 to update interested community members about Rio Tinto Alcan Weipa’s performance and activities. The last community forum of the year included free mine tours for residents and employees. These forums were attended by more than 200 residents and included an opportunity for residents to speak first-hand to members of the business’ leadership team.

Over 200 residents attended Rio Tinto Alcan Weipa’s four community forums in 2014.

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Donation and Partnership programmeWe continued to support many organisations that deliver important services and events to the communities of the Western Cape region.

Some of the programme recipients in 2014 included the Weipa Fishing Classic, Weipa Wildlife Care, the Queensland Dirt Kart titles, the opening of the New Mapoon Aboriginal Corporation Historical Centre, the National Remote Indigenous Media Festival and several local fundraising events.

Gareth Manderson (general manager, Operations) hands over a $10,000 sponsorship cheque to Weipa Fishing Classic committee member, Tom Murray.

A march was held on the streets of Weipa to mark the 2014 Western Cape NAIDOC celebrations.

SNApShOT: Mine tours prove popular with residents

More than 120 local residents participated in the free mine tours hosted by Rio Tinto Alcan in November 2014.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson said it was fantastic to see so many families getting an insight into how the business operates.

“The annual mine tours are a great way to show our local community what it is we do, and how we do it,” Mr Manderson said.

“The tours gave our employees the opportunity to show their families where they work, and also Weipa residents who had never been on the mine before the chance to see the operations,” he said.

During the one-and-a-half hour tour, participants visited the East Weipa mine, travelled alongside haul trucks, saw the beneficiation process and learnt about the final processing stages from the train to the ship loader.

Between the morning and afternoon tours, everyone was treated to lunch and t-shirt painting activities.

T-shirt painting was the highlight of the day for many younger mine tour participants.

More than 120 local residents were able to gain insight into the mining operation.


Western Cape NAIDOC celebrationsNAIDOC Week celebrations are held annually across the nation to celebrate the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. The Western Cape region celebrates NAIDOC Week with events in Weipa, Mapoon and Napranum. Rio Tinto Alcan Weipa is an active member of the Western Cape NAIDOC Planning Committee and participated in local celebrations, including a march through the Weipa town and providing a BBQ and t-shirt painting activities for participants.

Gareth Manderson (general manager, Operations) hands over a $10,000 sponsorship cheque to Weipa Fishing Classic committee member, Tom Murray.

A march was held on the streets of Weipa to mark the 2014 Western Cape NAIDOC celebrations.

REVIEW: 2014

› Cultural heritage team surveyed approximately 4,300 hectares with Traditional Owners for mining related activities—almost doubling the amount surveyed in 2013.

› Opened Rio Tinto Alcan office in Aurukun community.

› More than $125,000 in direct community investments across the Western Cape region.

› Continued to subsidise the cost of electricity for the Weipa community.

› Over 120 residents participated in free mine tours.

2010 2011 2012 2013 2014

Community complaints (medium consequence and above)

1 0 0 0 0

Community forums 1 4 4 4 4

Priorities 2015 › Continue to work with Traditional Owners to meet all

commitments and obligations under our Agreements.

› Deliver improved induction package for Traditional Owners undertaking communities, heritage and environmental work on lease areas.

› Undertake review of community investment programme, including sponsorships, donations and employee volunteering opportunities.

› Undertake review of business’ Communities, Heritage and Environment strategy, with involvement from Aboriginal Agreement stakeholders.

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Case study:

The Rio Tinto Alcan Aurukun office is now open for business, and provides a location for the coordination of the mine’s activities in Aurukun related to the South of Embley Project and its Weipa operations.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson said having an office in the Sam Kerindun Snr Business Precinct is an important milestone, not only for the company, but the Aurukun community too.

“The Aurukun office is a part of our ongoing partnership with Traditional Owners and the Aurukun community, and our commitment to building strong and sustainable relationships,” Mr Manderson said.

The office was officially opened in early May 2014 and celebrated by Traditional Owners, members of the Western Cape Communities Co-existence Agreement South of Embley sub-committee, and Rio Tinto representatives, including the general manager, South of Embley Project, David Yeoman.

At the event, speeches were given by senior Wik-Waya Traditional Owner, Tony Kerindun, and Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson. Wik-Waya dancers, who danced the Sara dance of their traditional lands, concluded the event.

“Opening this office and having Rio Tinto Alcan employees working from here, signifies our commitment to continuing to work together, strengthening our relationships and achieving common goals, as we look to mine south of our current operations,” Mr Manderson said.

“We are committed to working with Traditional Owners and communities by continuing to drive significant economic activity on the Western Cape and building a stronger future for region, for generations to come.”

Rio Tinto Alcan opens Aurukun office

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(L-R) David Yeoman (general manager, South of Embley Project), Helen Karyuka, (Wik-Waya Traditional Owner), Scott Goodson (former specialist, Community Relations), Tony Kerindun (senior Wik-Waya Traditional Owner), Angus Kerindun (Wik-Waya Traditional Owner), Ainsley Kerindun (Wik-Waya Traditional Owner), Gareth Manderson (general manager, Operations) and Garrett Kerindun (Wik-Waya Traditional Owner) celebrate the opening of the Aurukun office.

31Rio Tinto Alcan Weipa 2014 Sustainable Development Report 31Rio Tinto Alcan Weipa 2014 Sustainable Development Report

(L-R) David Yeoman (general manager, South of Embley Project), Helen Karyuka, (Wik-Waya Traditional Owner), Scott Goodson (former specialist, Community Relations), Tony Kerindun (senior Wik-Waya Traditional Owner), Angus Kerindun (Wik-Waya Traditional Owner), Ainsley Kerindun (Wik-Waya Traditional Owner), Gareth Manderson (general manager, Operations) and Garrett Kerindun (Wik-Waya Traditional Owner) celebrate the opening of the Aurukun office.

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Environmental operations

Environment

Eddie Fox (technician, Environmental) and Jacinta Smith (crew leader, Civil) conduct a Take 5 before completing their task.

Respect for the environment is central to our approach to sustainable development. Wherever possible, we prevent, or otherwise minimise, mitigate and remediate, harmful effects of the Group's operations on the environment. We have developed a number of practical programmes for environmental management, which includes input from our local communities, as well as from experts in these fields.

performanceThere were seven environmental incidents (rated of medium consequence or above) reported in 2014. This is an increase of five from the previous year. Five of the incidents occurred at the Awonga and Lorim Point sewerage treatment plants, resulting in non-compliances with our environmental licences.

Our Environment team continued to increase employee awareness around environmental management processes, including waste and water.

The team also improved accountability for environmental performance by working with teams across the operations to develop environmental improvement programmes, implementing actions specific to teams and their working environments.


Eddie Fox (technician, Environmental) and Jacinta Smith (crew leader, Civil) conduct a Take 5 before completing their task.

Environmental AuthoritiesRio Tinto Alcan Weipa operates under four, state government-granted, Environmental Authorities which govern our activities on the lease. These Authorities are specific to our operations and focus environmental management programmes on those things that are most relevant. Internal and external audits are routinely conducted to ensure that the business achieves and sustains compliance with the conditions within the Environmental Authorities.

SNApShOT: Solar farm brings a ray of light to Weipa

In 2014, Rio Tinto Alcan, First Solar and the Australian Government agency ARENA reached a joint agreement to develop a 1.7 megawatt demonstration solar farm in Weipa.

First Solar will construct and operate the facility with 18,000 solar panels that use thin-film technology, with Rio Tinto Alcan Weipa purchasing the electricity under a 15-year Power Purchase Agreement.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson said the energy from the solar farm will help the Lorim Point Power Station reduce its diesel usage by about 2.5 per cent.

“The nature of this demonstration plant is to examine the opportunities and challenges that exist with introducing alternative power sources into an existing electrical network,” Mr Manderson said.

Construction commenced in November 2014, with completion expected mid-2015.

Construction on the solar farm commenced in October 2014.

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SNApShOT: Eyes to the skies with Weipa’s bird watching event

Experienced local twitchers and beginner bird watchers tried their luck at spotting a variety of bird species at Rio Tinto Alcan Weipa’s annual bird watch event.

Locals flocked to Lake Patricia to spot species such as the Greater Frigate Bird and Palm Cockatoo.

Rio Tinto Alcan Weipa’s specialist, Land & Rehabilitation, Brad Warner said the bird watch event began in Weipa in 2008 and has since identified more than 60 species of birds in the region.

“This type of event is a great opportunity to educate locals and our younger generation about natural bird life and see the Cape’s natural beauty,” Mr Warner said.

The event included a guided tour and a free sausage sizzle breakfast. There was also a colouring-in competition on the day, with children under 12 winning great prizes.

More than 60 species of birds have been recorded through previous bird watch events in Weipa.

A young Cadell Ryan with his colouring-in competition prize.

Improvements to the Lorim Point landfill has improved access for residents segregating and disposing their waste.

Environment

Greenhouse gas and energy efficiencyGreenhouse gas emissions from our operations are largely generated from three sources–power generation at the business’ two diesel-fired power stations, the mining fleet’s diesel use, and land clearing for mining.

In 2014, our greenhouse gas emissions—measured as carbon dioxide equivalents—from our operations continued to increase, with a rise on 2013 levels. Contributing factors include land clearing and fuel usage both exceeding plan.


Improvements to the Lorim Point landfill has improved access for residents segregating and disposing their waste.

Water useThe amount of recycled water used in our mining operations decreased by one per cent in 2014. Work will continue to focus on reducing our use of water withdrawn from aquifers. In 2014, there were also no new bores created, despite the increased tonnes produced over the past few years by the business.

In our mining operations, a large volume of water is used for rinsing and sorting the bauxite in the beneficiation process.

Three major controls to reduce water usage include the recirculation of water through the beneficiation process, equipment

capturing and recycling overspray during the beneficiation process and decant structures being installed in the tailings storage facilities to help return water to the Beneficiation Plants.

Waste management The public landfill continued to be operated by an external provider on behalf of Rio Tinto Alcan Weipa, with operating hours changed in 2014 to help make waste disposal facilities more accessible for residents. Rio Tinto Alcan absorbs the costs associated with operating the facility, and as a result, has one of the lowest costs for users in the state.

Over the past four years, $2.5 million worth of upgrades have been made to the 30-year-old facility, including a new drop-off station with a number of different drop off points for paper and cardboard, aluminium cans, white goods, batteries and waste oil. The landfill’s overall environmental performance has improved since the upgrades were implemented, with an increase in the amount of material being segregated and recycled.

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Fuel reduction burns were administered aerially in 2014 to areas on the broader mining lease.

Land and rehabilitation

performanceOur Land & Rehabilitation team had a successful year in 2014, with the team taking steps to continuously improving the process used to revegetate the land after mining. In addition to surveying all areas marked for disturbance in 2014 for mining-related activities, work was undertaken to further understand the Northern Quoll population identified in 2013 and test a new way to administer burns aerially to areas on the broader lease.

In 2014, land rehabilitation targets set by the business were revised. Previously the business had worked to revegetate land on a 1:1 ratio to land disturbed for mining purposes. The Land & Rehabilitation team identified an opportunity to review and revise this target with a longer term view, as it didn’t take into consideration the areas cleared for mining infrastructure (ie haul roads) that won’t be available in the short-term for rehabilitation efforts. We now determine the annual land rehabilitation target based on areas that will become available due to completed mining and other related activities.

Annual monitoring for the quality and success rate of young rehabilitation is

undertaken each year, with around 85 per cent of rehab planted in 2013 meeting internal success indicators. Just some contributing factors to determine quality rehab include appropriate landform design (little to no erosion), soil preparation and absence of weed species.

Pre-clearing survey activities With increased clearing figures for the business, the Land & Rehabilitation team undertook a significant amount of pre-clearing survey activities. Prior to land being disturbed for mining, our Environmental team is required by legislation to survey the area in front of the clearing activities. These surveys help the business understand the presence of flora and fauna in those areas, and specifically look for threatened species.

In addition to surveying approximately 1,500 hectares of mining lease, the team also verified several environmental buffers on the lease. Environmental buffers are in place to help protect areas of environmental significance (including creeks and waterways).

Originally, many environmental buffers were determined from satellite imagery and in 2014, the team validated this data

by walking sensitive vegetation boundaries, ultimately eliminating inaccuracies in our buffer data.

Broader lease fire managementTo help reduce the size, intensity and frequency of wildfires later in the dry season in the Western Cape region, Rio Tinto Alcan Weipa ran a successful and safe campaign to undertake large scale fuel reduction burns of the broader mining lease area.

The burns were administered from the air using a device mounted in a helicopter, and targeted several areas north of our Andoom operations over three days in August 2014. The dry season has the highest risk of uncontrolled wildfire across Cape York and administering the burns aerially has assisted in burning off areas most at risk in the northern parts of the mining lease.

Controlled burns were also undertaken around the town and mine infrastructure to reduce the potential for property loss during the wildfire season.

Aerial seedingFive years ago, Rio Tinto Alcan Weipa trialled a new way to spread seed for the land

Environment


rehabilitation process. Each year since, mine haul roads have been turned into runways to allow the light aircraft to land and be loaded with almost two tonne of seed and fertiliser, to be distributed from the air.

Using this method allows seed and fertiliser to be spread over a larger area in a short amount of time. To do the same job using tractors would take months given the sheer scale of the operations.

Following successful trials on a small scale to reduce the time between ploughing the soil and the sowing of seed, two new tractors were contracted to help boost ploughing capacity. Trials have been undertaken in the past to see what could increase the success of quality rehabilitation. Preparation of the land prior to seeding was determined as the most important. Extra tractor capacity will help the team shorten the window between ploughing and seeding, reducing the risk of seed germinating too early if any early rains occur.

Weed managementWe continued to treat invasive weed species, gamba grass and leucaena, which threaten our rehabilitation efforts and local biodiversity.

In addition to ongoing weed treatment activities, we continued to work closely with government agencies, including BioSecurity Queensland, around treating priority weed species.

Three new local Aboriginal trainees joined the Mine Services team, responsible for administering and monitoring land and rehabilitation activities across the lease.

The Northern QuollIn 2013, Rio Tinto Alcan Weipa identified the presence of Northern Quolls in an area of our lease north of the Embley River, which has been under threat from the spread of cane toads. The species is listed as ‘endangered’ by the Commonwealth Government and of ‘least concern’ by the Queensland Government.

In 2014, work has continued to further understand the Northern Quoll population present in this area and their behaviours. To build on the information gathered in 2013 and better understand the distribution of the species, more camera trapping exercises were undertaken. The same number of cameras were deployed in strategic areas to ascertain the population extent across the area in which they were identified. Expert ecologists have been engaged since the discovery in 2013 and were yet again instrumental in 2014 in growing our knowledge of the Northern Quoll population on our lease.

REVIEW: 2014

› Updated Environmental Authorities and Plans of Operations, with negotiation and agreement with state regulators.

› Progressed with water quality limits, established under the Receiving Environment Monitoring Programme.

› Revised targets for land rehabilitation, ensuring longer-term sustainability.

› Successfully administered aerial fuel reduction burns to broader lease areas.

› Continued to develop the regeneration nursery model and integrate into annual rehabilitation process.

2010 2011 2012 2013 2014

Environmental incidents (medium consequence and above)

6 1 6 2 7

Freshwater withdrawn (kilolitres per tonne of bauxite produced)

1.02 0.86 0.81 0.65 0.73

Total water recycled (percentage)

19 25 27 32 31

Diesel efficiency – power generation (gigajoules/KWCH1)

- - 9.64 9.65 9.26

Diesel efficiency – mining (gigajoules/KWCT.km2)

- - 2.96 3.10 2.78

C02 equivalent (t C02) 238,415 278,922 317,154 359,215 427,153

Diesel efficiency is a new indicator for Rio Tinto Alcan Weipa.1 expanded Kilowatt hours2 meaning 1,000 wet crude tonnes per kilometre

2010 2011 2012 2013 2014

Total new land disturbed (hectares)

768 1,069 1,147 1,362 1,499

Total new land rehabilitated (hectares)

465 1,092 1,104 1,361 987

Priorities 2015 › Continue to research endangered, vulnerable and near

threatened fauna species found on lease.

› Review surface water management, including how we manage accumulated water on the mine.

› Continue to work closely with operational teams to complete surveys prior to clearing activities.

› Focus on supporting other departments around compliance against key legal and environmental performance requirements.

› Review and transition to new Rio Tinto Environmental Performance standards.

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Case study:

Rio Tinto Alcan Weipa has developed a new model to help provide a stable and quality supply of overstorey seedlings for the business, while supporting local Aboriginal trainees grow their skills in land management.

A regeneration nursery was constructed and developed in 2013, with approximately 5,000 seedlings nurtured as a part of the pilot project. The project more than tripled in 2014, with approximately 16,000 seedlings planted in the nursery.

Rio Tinto Alcan Weipa’s land rehabilitation process relies on seed collected two ways–commercial overstorey seed and understorey seed collected by local Aboriginal people from the communities of Aurukun, Mapoon, and Napranum. Seedlings grown in the nursery will add a new dynamic to the process, helping the team improve their success rate of quality rehabilitation.

Helping to foster the land management skills of our local Aboriginal employees who have connection to the land on which we operate, several trainees have been placed in Mine Services crews who look after the daily land rehabilitation activities.

Local Aboriginal trainee, Eileen Ludwick said “As a young local Aboriginal woman, I was interested to pursue a traineeship that allowed me to work within the land management space, and I have enjoyed working with the Mine Services team on site for over six months now.”

“My colleagues and I are responsible for the on-the-ground implementation of land rehabilitation, ranging from weed spraying to monitoring the growth of the nursery, and also prepping and spreading seed with heavy equipment in areas ready for rehabilitation across the mine."

The amount of seedlings nurtured in 2014 will help rehabilitate approximately 50 hectares of land, with the team primarily focused on growing Darwin Stringybark, which is a native tree dominant in the Western Cape region.

Regeneration nursery fosters connection to country

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Members of the Land & Rehabilitation crew in front of the regeneration nursery (L-R): Eileen Ludwick, Anton Binjuda, Leroy Ginn, Shaun Hall, Walter Savo, Dennis Hall and Sherie Hinschen.

Environment

Local Aboriginal land management trainees, Dennis Hall and Eileen Ludwick tend to the regeneration nursery.

The regeneration nursery more than tripled capacity in 2014, increasing the existing 5,000 seedlings to 16,000.

39Rio Tinto Alcan Weipa 2014 Sustainable Development Report 39Rio Tinto Alcan Weipa 2014 Sustainable Development Report

Members of the Land & Rehabilitation crew in front of the regeneration nursery (L-R): Eileen Ludwick, Anton Binjuda, Leroy Ginn, Shaun Hall, Walter Savo, Dennis Hall and Sherie Hinschen.

Community seed collection continues to growEach year, Rio Tinto Alcan Weipa engages local Indigenous business, Northern Haulage and Diesel Services, to facilitate community engagement with Weipa and its surrounding communities to collect seed for rehabilitation activities. Local Aboriginal people from the Napranum, Mapoon and Aurukun communities are encouraged to become registered seed pickers, supporting a consistent supply of appropriate and high quality seed.

In 2014, more than 760 kilograms of seed were collected and the amount of registered pickers grew to almost 100. This programme sources more than 42 species that will enable seed native to the Cape York area dispersed to help revegetate the land.

Image (inset): More than 760 kilograms of seed were collected through the community seed collection programme in 2014.

Sustainable development is underpinned by sustainable economies. Our continuing financial success is based on our ability to secure access to land, people and capital. We use our economic, social, environmental and technical expertise to harness these resources and create prosperity for our shareholders, employees, communities, governments and business partners.

performanceProduction levels remained steady in 2014, with 26.46 million tonnes of bauxite mined and shipped internationally and domestically via 440 ships loaded at Lorim Point.

As a major employer and with responsibility for the administration and maintenance of the town, Rio Tinto Alcan Weipa makes a very significant, annual contribution to regional economic development.

We continued to invest in our regional infrastructure and services in Weipa, and the Western Cape, during 2014. Developing and investing in this infrastructure assists with maintaining the liveability of the region and secures a strong future for Cape York. Rio Tinto Alcan Weipa has invested over $73 million into the Weipa community since 2006, and continues today.

The Weipa Town Authority The Weipa Town Authority manages the township with the support of local Traditional Owners under the Weipa Township Agreement. The Weipa Town Authority is made up of four elected community representatives, a Traditional Owner representative and two appointed Rio Tinto Alcan Weipa employees. Sharing a mutual aspiration around the governance of Weipa, Rio Tinto Alcan continued to support the Weipa Town Authority in 2014 to continue building a strong community.

Accommodation developmentsSeveral initiatives to alleviate the accommodation pressures in Weipa continued in 2014. To assist with employee accommodation and reduce waitlist times for new starters, construction continued on approximately 80 dwellings in 2013, with a mix of local and Cairns-based developers securing contracts for the

The second stage of the Golf Links Estate went to ballot in 2014, with remaining lots sold through the local real estate agent into the local market.

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Regional economic development

Economic

41

$35 million project. Work on these continued throughout 2014, with only a handful left to finish and hand over in 2015. The business is aiming to clear the employee waitlist in early 2015 after the completion of the remaining dwellings.

Residential lots available in the second stage of the Golf Links Estate were balloted to Rio Tinto Alcan Weipa employees in early 2014, and then offered to the broader community through the local real estate agent. The development of the second stage of the Golf Links Estate was part of a $12 million land release project, undertaken by Rio Tinto Alcan Weipa with support from the Weipa Town Authority.

In Weipa, approximately 80 per cent of housing is privately owned with the balance owned by Rio Tinto Alcan. In 2015, the business will work with an external provider to manage the housing portfolio, whilst maintaining the same high level of customer service to employees in company-managed accommodation.

The second stage of the Golf Links Estate went to ballot in 2014, with remaining lots sold through the local real estate agent into the local market.


SNApShOT: Regional Partnership Agreement

The Western Cape Regional Partnership Agreement (RPA) is an agreement between industry, three levels of government and Indigenous stakeholders of the Western Cape.

The agreement sits under a national Memorandum of Understanding, which aims for all parties involved to work together to overcome Indigenous challenges, grow the Western Cape region’s economy and create a sustainable increase in Indigenous participation in the broader workforce and enterprise development.

The RPA’s key objectives are to:

– implement initiatives to address barriers to Indigenous employment;

– maximise local industry’s capacity and willingness to engage with and employ local Indigenous people, and diversify Indigenous employment in a wider range of sectors;

– link Indigenous businesses to major project opportunities while influencing governments’ service delivery to support the RPA’s objectives.

In 2014, Rio Tinto Alcan Weipa continued to be a strong partner to the agreement with the general manager, Operations, chairing the steering committee throughout the year.

Two successful outcomes from 2014 included the RPA holding its second driver licence ‘One Stop Shop’ open day, and implementing a literacy and numeracy programme, which has helped 57 adult participants improve their skills. Together with My Pathway, Rio Tinto Alcan Weipa and the Western Cape College, the RPA also placed four year 12 graduates and a Youth Corp participant into construction trade apprenticeships, with an additional two participants accepting apprenticeships as a chef and a fitter and turner.

In November, the RPA held the highly successful Western Cape Indigenous Enterprise Development Forum in Weipa, which focused on supporting local Indigenous business ideas and capabilities. The event attracted around 100 participants from across the Western Cape, and included workshops and presentations from Indigenous businesses, Indigenous Business Australia, Westpac and the Australian Government Department of Industry. Rio Tinto Alcan Weipa’s Procurement team presented to the participants, explaining the process involved for on boarding contractors to the business and mining industry.

The agreement will be reviewed and revised in 2015. The intention is to continue delivering strategic outcomes for the Western Cape region for at least the next three years, with longer term prospects.

Indigenous Tradies Program participants, Bowdu Jacko (left) and Barry Giblet (right) learn from Mat Leighton, a former site manager for Remote Building Solutions.

SNApShOT: The importance of engaging local Indigenous businesses

According to the Minerals Council of Australia, over 60 per cent of Australia’s mining operations neighbour Indigenous communities. Nationally, Indigenous employees make up approximately six per cent of the mining industry’s workforce.

In Weipa, 23 per cent of our employees are Indigenous but we also recognise that not all local Indigenous Australians want to work within the mining industry. It is also important to broaden the economy and encourage participation in the provision of services to the region. That’s why Rio Tinto Alcan Weipa is committed to fostering long-term and sustainable development of the Western Cape region beyond mining, including engaging local Indigenous businesses.

All procurement activities for Rio Tinto Alcan Weipa are coordinated through Rio Tinto Procurement, helping to ensure a fair evaluation and selection process is applied to all suppliers. This is underpinned by a set of standards, policies and practices. Leading the Weipa team is Service Delivery manager, Shane Hunter, who explains that the business has a moral and ethical obligation to support Indigenous businesses in the region.

“This is the community we operate in, and we are here for the long-term. That’s why having Indigenous suppliers and employing Indigenous people makes sense–it’s their land and they understand the geography, climate and they have an investment in the long-term viability of the community,” Mr Hunter said.

“We must remember that the key focus for any business, including Indigenous businesses, is to be safe and competitive as these are the foundations of a sustainable business that will secure work beyond Rio Tinto Alcan Weipa.”

Supporting this, Shane’s team has taken steps to develop a local supplier, development and procurement strategy to provide a framework for Rio Tinto Alcan Weipa to develop local supplier baselines and assess business development prospects.

The primary considerations for engaging an Indigenous (or any business for that matter) is safety and competitiveness. In 2014, we saw an increase in Indigenous owned businesses and enterprises engaging with Rio Tinto Alcan Weipa seeking to prequalify and contract to the mine. This was also highlighted with over 100 people attending an Indigenous Enterprise Forum in Weipa which was run by the Regional Partnership Agreement and sponsored by Rio Tinto Alcan Weipa.

(L-R) Leon Yeatman (chief executive officer, Mapoon Aboriginal Council), Warren Seen (specialist, Contractor Management), Peter Guivarra (mayor, Mapoon Aboriginal Council) and Brad Welsh (manager, Community Relations) at the Regional Partnership Agreement’s Indigenous Enterprise Forum. The Mission River Bridge connects the Andoom mine with the Weipa township.

42 Economic

Bridge infrastructure The Mission River and Andoom Creek bridges are critical infrastructure for mining operations and the community as they are the transport link to the Andoom mine and the Mapoon community. The bridges are approximately 40 years old and ongoing maintenance work is required to ensure their continued structural integrity. In 2014, this maintenance work includes localised concrete road deck repair, full length road deck reseal, structural fatigue analysis, concrete and structural corrosion analysis, guardrail repairs and kerb edge repairs.

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The Mission River Bridge connects the Andoom mine with the Weipa township.


Electrical infrastructureMaintenance work continued in 2014 to upgrade the electrical infrastructure network around the town.

In 2014, as part of a five-year project worth over $8 million to replace outdated power infrastructure in Weipa was successfully completed focusing on the Rocky Point area.

Power infrastructure that was installed more than three decades ago was replaced, improving reliability of power supply to the Rocky Point area. During this time, members of the project and Community Relations teams worked closely to mitigate impacts to residents. Our investment in the electrical distribution network will continue in 2015.

REVIEW: 2014

› Continued to provide support to the Western Cape Regional Partnership Agreement, including chairing all steering committee meetings.

› Continued to support the Weipa Town Authority.

› Engagement with Traditional Owners to consider the cultural values near a proposed housing development through Weipa Township Agreement.

2010 2011 2012 2013 2014

production (million dry product tonnes shipped)1 18.6 20.7 23.1 26.4 26.46

Employee contributions ($m)2 101 127 146 154 162

Taxes and royalties ($m)3 50 57 71 90 106

1 Figures are for tonnes shipped.2 Includes salaries, wages, benefits and superannuation contributions. Does not

include training and recruitment costs.3 Includes payroll tax, fringe benefit tax, royalties paid to the Queensland

Government and payments for indigenous agreements. Excludes income tax.

Priorities 2015 › Continue to support the Weipa Town Authority’s vision of a

diversified, vibrant and sustainable Weipa beyond mining.

› Continue to have two Rio Tinto Alcan Weipa representatives on the Weipa Town Authority board.

› Placement of new starters into housing, clearing employee waitlist for accommodation.

› Work with an external provider, outsourcing the management of the business’ housing portfolio.

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Rio Tinto Alcan Weipa 2014 Sustainable Development Report 45

Do you want to ask a question or give us feedback?Email us at [email protected] or call our freecall community hotline 1800 707 633.

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Rio Tinto Alcan Weipa - 2014 Sustainable development report

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