Reconciliation Action Plan 2017–2021
Reconciliation Action Plan 2017–2021
Contents
Introduction 2
Our vision for reconciliation 4
A message from BHP CEO, Andrew Mackenzie 6
A message from Reconciliation Australia CEO, Justin Mohamed 8
Outcomes from our 2013–2015 Reconciliation Action Plan 10
Developing our 2017–2021 Reconciliation Action Plan 12
BHP Indigenous Peoples Policy Statement 13
Our commitment 14 • Governance 16 • Economic Empowerment 18 • Social and Cultural Support 20 • Public Engagement 22
Our FY2017–2021 Targets 24
Our way of working 28
Our 2013–2015 Reconciliation Action Plan performance 32
Front and inside cover: The Martumili Artists Group is an unincorporated organisation established by the Shire of East Pilbara in 2006 to provide art centre services to Martu people living in Parnpajinya (Newman), Jigalong, Parngurr, Punmu, Kunawarritji, Irrungadji (Nullagine) and Warralong Communities.
Since its inception in 2006, Martumili Artists have catalogued the work of approximately 300 artists. Of these, there are approximately 75 active artists with around 35-45 of these being of high prominence and in some cases internationally regarded.
BHP has proudly partnered with the Martumili Artists, via the Shire of East Pilbara, since 2007, providing over A$4 million dollars in supporting program and operational costs. Introduction
We are BHP, 22,490 a leading global directly employed people in Australia resources company. 907 identify as Aboriginal and Torres Strait Islander peoples
Our purpose is to create long-term We are committed to the health and safety Our operations in Australia are managed shareholder value through the discovery, of our people, the environment and the through our Minerals Australia business and acquisition, development and marketing communities in which we operate. Our includes our Western Australian iron ore of natural resources. ability to grow our organisation safely operations, our Olympic Dam copper mine and in a socially and environmentally in South Australia and our coal operations Across our global operations, we are responsible way is essential. The long- in New South Wales and Queensland. committed to working in ways that are true term nature of our operations allows us to Our BHP Charter values of Sustainability, to establish long lasting relationships with Within the context of this Reconciliation Integrity, Respect, Performance, Simplicity our host communities, where we can work Action Plan, our operated assets and and Accountability. When we do, we together to make a positive contribution projects are: continue to build on our success today and to the lives of people who live near our • BHP Mitsubishi Alliance (BMA) for tomorrow. operations and to society more broadly. – Queensland Promoting the principles of reconciliation We are among the world’s largest is therefore important to us. We are producers of major commodities • BHP Mitsui Coal – Queensland committed to engaging Aboriginal and including iron ore, metallurgical coal, Torres Strait Islander people and building • Energy Coal – New South Wales copper, oil and gas, and energy coal. relationships based on openness and trust. Our portfolio of high quality assets • Olympic Dam – South Australia This accords with Our Charter value enables us to meet the changing needs of Respect. of our customers and the resources • Petroleum Australia Production Unit – Western Australia demand of emerging economies To deliver our strategy, we also need at every stage of their growth. a diverse and inclusive team. Only by • Western Australia Iron Ore recognising each individual’s unique – Western Australia skills, experiences, perspectives and backgrounds, and celebrating diversity • Nickel West – Western Australia in the broadest sense, will we unlock the full potential of our people and achieve • and office locations in Adelaide, meaningful, sustainable change within Brisbane, Melbourne and Perth our business and communities. In Australia, we directly employ 22,490 people, of which 907 identify as Aboriginal and Torres Strait Islander peoples.1
Image: 1 As of 1 December 2016 Students at Newman Primary School 2 BHP Reconciliation Action Plan 2017–2021
Our operated assets and projects
Petroleum Australian Production Unit
BHP Mitsui Coal
Western Australia Iron Ore BHP Mitsubishi Alliance (BMA)
Brisbane
Nickel West Olympic Dam Energy Coal
Perth
Melbourne Adelaide
BHP 3 Our vision for reconciliation.
The diverse resources The majority of our operations around the world are located on or near the traditional we produce are the lands of Indigenous peoples and we have fundamental building a profound responsibility to recognise and respect their status as First Peoples. blocks of modern life, This also gives us opportunity to build helping to improve the and establish long lasting relationships.
quality of life for people This Reconciliation Action Plan reflects our around the world. global approach to working with Indigenous peoples in Australia which is consistent with our global commitments and values. Through our commitment to this Plan, we acknowledge and respect the rights of Aboriginal and Torres Strait Islander peoples and will contribute to their sustainable, long-term economic empowerment and social and cultural well-being. This Plan will also enable us to engage on issues which advance the rights and interests of Aboriginal and Torres Strait Islander peoples.
Image: Monty Alison is an important stakeholder to Nickel West's operations in the Goldfields of Western Australia. 4 BHP Reconciliation Action Plan 2017–2021
BHP 5 Images: Tarnanthi celebrations in South Australia A message from BHP CEO, Andrew Mackenzie.
Reconciliation is about recognition. Recognition of past wrongs, recognition of current challenges, recognition of future opportunities.
That reality is underlined by Reconciliation An important part of our shared Australia’s State of Reconciliation in reconciliation journey is recognition. Australia Report, which challenges That is why—over the next three years— governments and corporate organisations we will enhance our public engagement to address outstanding issues including on issues that advance the rights and race relations, equality and the ways in interests of Aboriginal and Torres which governments and the corporate Strait Islander peoples, including sector engage with Aboriginal and Constitutional Recognition. Torres Strait Islander peoples. Corporate Australia has much to gain That’s why BHP recognises we can from partnership with Aboriginal and do more. Torres Strait Islander peoples. I can say that because I know the men and women In 2015, we reviewed our approach to how of BHP have learned a great deal about we work with Indigenous peoples around history and connection and culture through the world—and developed our first global their work in—and with—Indigenous Indigenous Peoples Policy Statement peoples around the world. Since 2007 BHP has worked and global Indigenous Peoples Strategy. to turn the wrongs and the challenges That Statement and Strategy set out how In this our fifth RAP, our commitment of yesterday and today into the BHP can work in and with Indigenous remains resolute and we will continue opportunities of tomorrow. peoples. to maximise the contribution we believe we can make to the lives of Aboriginal That’s why, in 2007, we were proud The BHP way can be summarised and Torres Strait Islander peoples. to be one of the first organisations to as follows: commit to a Reconciliation Action Plan. I will provide regular updates Wherever we operate around the world, on our progress. And that’s why, in this fifth evolution of BHP will respect the rights of Indigenous our Reconciliation Action Plan, we back peoples; and contribute to their sustainable the campaign for the Constitutional long-term economic empowerment, Recognition of Australia’s Aboriginal social development priorities and cultural and Torres Strait Islander peoples. wellbeing. Andrew Mackenzie Australia has achieved significant This Reconciliation Action Plan reflects CEO, BHP progress on Reconciliation. For instance, our global approach to how we work with back in 2007 our company was one Indigenous peoples in Australia which is of eight organisations that committed consistent with our global commitments to a Reconciliation Action Plan (RAP). and values.
Now, less than a decade later, more than Through our commitments in this Plan, 650 RAPs are in place across the corporate, we will acknowledge and respect the government and community sectors. rights of Aboriginal and Torres Strait Islander peoples and contribute to However, we still have a long way to go. their sustainable long-term economic empowerment, social priorities and cultural well-being.
6 BHP Reconciliation Action Plan 2017–2021
Our commitment remains resolute and we will continue to maximise the contribution we believe we can make to the lives of Aboriginal and Torres Strait Islander peoples.
Andrew Mackenzie
BHP 7 A message from Reconciliation Australia CEO, Justin Mohamed.
This Elevate RAP is at the forefront of the The employment of 274 Aboriginal next generation of RAPs and is a great and Torres Strait Islander trainees and opportunity to advance the RAP concept apprentices over the duration of its last internationally through collaboration RAP demonstrates BHP commitment between Reconciliation Australia, to generating career pathways and BHP and Indigenous peoples ongoing opportunities for Aboriginal and organisations. and Torres Strait Islander peoples. These achievements provide a solid foundation BHP has been on their reconciliation for BHP to realise the more ambitious goals journey since 2007, when it was one of of its Elevate the first organisations to adopt a RAP. In RAP, which are based on the four the years since, it has maintained a strong focus areas of governance, economic track record of following through with its empowerment, social and cultural RAP commitments and building meaningful support and public engagement. partnerships with Aboriginal and Torres Strait Islander peoples and communities. Reconciliation Australia’s RAP program BHP have made significant progress inspires social change in workplaces across Reconciliation Australia congratulates across the key pillars of reconciliation— Australia, and economic and behavioural BHP on its ongoing commitment to relationships, respect and opportunities. transformation with far-reaching positive reconciliation as it implements its fifth impacts. Organisations such as BHP Reconciliation Action Plan (RAP). BHP's work to ensure enhanced cultural understand that by providing sustainable understanding in the workplace has seen In adopting an Elevate RAP, BHP joins an opportunities in education, employment 22,340 Australia-based employees attend and business for Aboriginal and Torres elite group of organisations that have taken and complete cultural competency training reconciliation above and beyond ‘business Strait Islander peoples, the benefits between 2013-2015. This initiative has no flow both ways. as usual’ by embedding reconciliation doubt enhanced respect between non- action in their core business practices at Indigenous Australians and Aboriginal BHP's Elevate RAP signifies its continued the highest level. BHP's latest RAP has been and Torres Strait Islander employees, and and accelerated commitment to developed in alignment with two other strengthened shared pride in the histories meaningful engagement with Aboriginal landmark documents—the BHP Indigenous and cultures of First Peoples. and Torres Strait Islander peoples and Peoples Policy Statement and BHP their communities. Raising the bar of its Indigenous Peoples Strategy. By doing this In demonstrating its support for Aboriginal reconciliation ambitions sets a fine example BHP demonstrates they have ‘hardwired’ and Torres Strait Islander businesses, in a to others within its sphere of influence. their Global Indigenous Peoples Strategy mere three-year period, contracts totalling into their business systems and mandatory more than $354 million have been awarded On behalf of Reconciliation Australia, minimum standards for all operations by BHP's Australian operations to Aboriginal I commend BHP on its Elevate around the world. and Torres Strait Islander businesses. These RAP and look forward to following its efforts, coupled with more than $52 million impressive reconciliation journey. The BHP 2017-2021 Elevate RAP is towards improved education, social and reflective of, and consistent with, their life outcomes for Aboriginal and Torres global Indigenous Peoples Strategy. Strait Islander peoples, are demonstrative The four focus areas, governance, of an exemplary commitment to advancing economic empowerment, social and reconciliation within BHP's sphere of cultural support, and public engagement influence. seek to maximise the contribution they Justin Mohamed can make to advancing the rights and CEO, Reconciliation Australia self-determination of Indigenous peoples in Australia and around the world.
8 BHP Reconciliation Action Plan 2017–2021
Andrew Mackenzie
BHP 9 Outcomes from our 2013–2015 Reconciliation Action Plan.
Our 2013–2015 Reconciliation Action Plan was based on three pillars: relationships, respect and opportunities. A full breakdown of our achievements against these actions can be found on page 32.
Key highlights Lessons learned
Cultural competency training: 22,340 Career pathways: advances in technology Flexibility for context: our Australian Australian-based employees attended and and productivity will require an increasingly business operates in very different contexts completed cultural competency training skilled workforce, particularly in the areas for which a ‘one size fits all’ approach may between 2013 and 2015. of Science, Technology, Engineering and be ineffective. We need to be clear on our Mathematics (STEM). Providing educational outcomes and retain the flexibility for each Supporting Aboriginal business: Contracts and vocational pathways for Aboriginal and operation to work with Aboriginal and worth $354,915,508 were awarded by our Torres Strait Islander peoples to harness Torres Strait Islander peoples to determine Australian operations to Aboriginal and these opportunities will be increasingly the best way to achieve our outcomes. Torres Strait Islander businesses between important for our business and the nation. 2013 and 2015. Internal governance: effective governance Sustainability: the resources sector of our RAP enhances our capacity to learn Projects supporting socio-economic is cyclical by nature and investments and ensure accountability. We will continue and cultural wellbeing: $26,588,830 was supporting Aboriginal and Torres Strait to further enhance the internal governance invested by our Australian operations in Islander peoples in areas including of our 2017-2021 RAP. programs supporting the socio-economic employment and contracting should be as and cultural wellbeing of Aboriginal sustainable as possible through the cycle. and Torres Strait Islander peoples over the course of the 2013–2015 RAP, Relationships: successful partnerships are complemented by $25,794,644 in the built upon cross-cultural understanding, areas of education and training. mutual trust, respect and accountability. Recruiting and retaining staff with the Employment: Our Australian businesses capabilities to develop and sustain these employed 809 people identifying as relationships is critical to success. Aboriginal and Torres Strait Islander peoples as of 30 June 2015. This number Embedded commitments: change is most has grown every year since 2013. effective when initiatives are incorporated into our core business. Ensuring the Career pathways: Our Australian commitments we make to Aboriginal businesses employed 173 Aboriginal and and Torres Strait Islander peoples are Torres Strait Islander trainees and 101 embedded in company policies, systems apprentices over the duration of this RAP. and processes enhances our performance.
10 BHP Reconciliation Action Plan 2017–2021
22,340 274 809 Australian-based employees Aboriginal and Torres Strait Islander people identifying as Aboriginal completed cultural competency apprentices and trainees were and Torres Strait Islander peoples training programs employed by our Australian businesses were employed as of June 2015 over the duration of this RAP $25M $26M $354M invested by Australian operations invested in socio-economic and contracts awarded to Aboriginal and in the areas of education and cultural wellbeing programs to Torres Strait Islander businesses training to support Aboriginal support Aboriginal and Torres Strait between 2013-2015 and Torres Strait Islander peoples Islander peoples
Case study: An education to employment pipeline 107 Indigenous Tertiary Scholarships – Krystal’s story. awarded since 2009
Our education and training social Krystal’s journey from education to investments seek to provide Indigenous employment is an empowering one. students with outstanding education Starting in Leonora, Western Australia pathways and career opportunities. We where Krystal grew up and attended work with a range of partners on programs primary school, she moved to Perth spanning the full spectrum of learning, to attend Presbyterian Ladies College. from early childhood development After completing school, Krystal was to tertiary studies. By building the offered a BHP Tertiary Scholarship at Curtin learning capacity of students in our host University where she graduated with a communities, we aim to create a range of Bachelor of Science (Physiotherapy). future career pathways for Aboriginal and Krystal joined the 2013 BHP Graduate Torres Strait Islander students. In the last Program and has since moved into a five years, BHP has contributed over A$82 Supervisor Maintenance role at million towards education programs and Iron Ore Mining Area C. assisted over 1,700 young people across the Pilbara and Perth metro area. Krystal is proof of what can be achieved with a goal, education opportunities and the right support system.
BHP 11 Developing our 2017–2021 Reconciliation Action Plan
In 2015 we initiated a comprehensive review of our approach to working with Indigenous peoples around the world based on the findings of independent research we commissioned.
This research identified the key global Governance - Central to achieving lasting Public engagement – In addition to trends and issues of importance to positive change and sustainable benefits programs working directly with Indigenous Indigenous peoples as including: formal for Indigenous peoples. Governance peoples and our employees, we will engage recognition of rights to traditional lands; focuses on land access, agreement in appropriate public policy discussions in retaining cultural heritage and knowledge; making and implementation, cultural relevant jurisdictions that seek to advance securing sustainable economic benefits heritage management and benefit the interests of Indigenous peoples. from resource developments; and distribution processes. enhancing the governance of These documents provide the foundation Indigenous organisations. Economic empowerment – Indigenous for how we aim to be a partner of choice peoples in many regions of the world have for Indigenous peoples, contributing We established a working group comprising been historically disadvantaged and still to their economic, social and cultural representatives from our coal, iron ore, experience lower rates of educational empowerment. copper, petroleum and potash businesses, attainment, employment and economic and our human resources, legal and benefit. We seek to address this imbalance This RAP fully aligns with Reconciliation supply functions. The outcome of this by focusing on education and vocational Australia’s Relationships, Respect and was the development of two landmark training, employment pathways and Opportunities framework. Our RAP documents in 2015; business development opportunities. commitments in the Governance priority area reflect our respect for Aboriginal 1. The BHP Indigenous Peoples Social and cultural support – Our Charter and Torres Strait Islander peoples and Policy Statement which outlines a value of Respect, embracing openness, in particular their relationships to land. series of globally consistent public trust, teamwork, diversity and relationships Our commitments in the Economic commitments to working with that are mutually beneficial, underpins Empowerment priority area will provide Indigenous peoples around the world. this area. By better understanding and significant opportunities for Aboriginal and This underpins our approach. preserving Indigenous culture and Torres Strait Islander peoples while our traditions, we can achieve a more Social and Cultural support commitments 2. The BHP Indigenous Peoples Strategy culturally aware workforce and improve will enhance relationships. Finally, our which documents in greater detail the quality of life for Indigenous peoples. Public Engagement commitments will how the BHP Indigenous Peoples contribute to all three elements of the Policy Statement will be implemented. Reconciliation Australia framework. The Strategy focuses our engagement with Indigenous peoples on four priority areas:
12 BHP Reconciliation Action Plan 2017–2021
BHP Indigenous Peoples Policy Statement
Indigenous peoples are critical Our approach partners and stakeholders in many of BHP's operations both within Australia and around the world. We respect the rights of Indigenous Where the consent of Indigenous peoples peoples and acknowledge their right is not forthcoming despite the best efforts Many of our operations are located to maintain their culture, identity, of all parties, in balancing the rights and on or near lands traditionally owned traditions and customs. interests of Indigenous peoples with the by or under the customary use of wider population, governments might Indigenous peoples and the long- We commit to the 2013 International determine that a project should proceed term nature of our operations Council on Mining and Metals (ICMM) and specify the conditions that should allows us to establish long lasting Position Statement on Indigenous apply. In such circumstances, BHP will relationships with these Indigenous Peoples and Mining. This frames our determine whether it will remain involved communities. These relationships approach to engaging with Indigenous with a project. are based upon Our Charter value peoples with respect to new operations of Respect, through which we seek or major capital projects that are located Consistent with the ICMM Position meaningful engagement, trust and on lands traditionally owned by or under Statement, this BHP policy: mutual benefit. customary use of Indigenous peoples and which are likely to have significant Applies to new operations or major capital Through this experience we adverse impacts on Indigenous peoples. projects for which approvals and permitting understand that Indigenous peoples This commitment includes: process have not commenced prior to often have profound and special May 2015; connections to, and identification • Undertaking participatory and inclusive with, lands and waters and that these social and environmental impact Seeks consent processes which are based are tied to their physical, spiritual, assessments on good faith negotiation and which do cultural and economic well-being. not confer veto rights to individuals or • Seeking to agree on and document sub-groups, nor require unanimous support We also understand Indigenous engagement and consultation plans with from potentially impacted Indigenous peoples in many regions of the world potentially impacted Indigenous peoples peoples unless legally mandated. have been historically disadvantaged and often still experience poverty • Working to obtain the consent of Through successful implementation and other forms of social exclusion. Indigenous peoples to BHP activities of this policy BHP aims to be Through our engagement with consistent with the ICMM Position a partner of choice for Indigenous Indigenous peoples we seek to Statement peoples through which our relationships contribute to their sustainable contribute to their economic, social long-term economic empowerment, This commitment will be satisfied and cultural empowerment. social development needs and through compliance with domestic laws cultural well-being. or completion of host government regulatory processes where they are consistent with the objectives of the ICMM Position Statement as determined by the BHP Chief Legal Counsel.
BHP 13 Our RAP, a global approach delivering local outcomes.
Reconciliation Action Plan structure
The structure of our 2017-2021 RAP is reflective of, and consistent with, our BHP Indigenous Peoples Policy Statement global Indigenous Peoples Strategy. BHP aims to be a partner of choice for Indigenous Peoples through It seeks to maximise the contribution which our relationships contribute to their economic empowerment, we believe we can make to the lives of social development needs and cultural wellbeing. Aboriginal and Torres Strait Islander peoples. Our focus areas are governance, economic empowerment, social and cultural support, and public engagement.
Within each focus area the RAP incorporates: BHP Indigenous Peoples Strategy
An outcome statement: the positive changes in the lives of Aboriginal and Torres Strait Islander peoples to which Governance Economic we will seek to contribute. Indigenous peoples will derive empowerment Core commitments: these are mandatory signiicant and sustainable beneit BHP will contribute to actions consistent with our Indigenous from BHP operations through the the economic empowerment Peoples Policy Statement and the 2013 eective governance and of Indigenous peoples through ICMM Indigenous Peoples and Mining management of land access, cultural providing opportunities for heritage, agreement making and Position Statement that our business will employment, training, procurement beneit distribution processes. and Indigenous enterprise support. undertake in contributing to the Outcome Statement. The actions are reflected in Our Requirements (or Group Level Documents).
Good practice guidance: this outlines the benchmarks for our performance in relation to specific elements of each priority area. Outcomes While each element of the Good Practice Guidance may not be appropriate to the operating context of every part of our Social and Public business, we expect each operation will seek to incorporate relevant elements cultural support engagement of the Good Practice Guidance into BHP will contribute to improved BHP will contribute to speciic operational practice. quality of life for Indigenous peoples initiatives, programs and public through voluntary social investment, policy processes which advance Our RAP is aligned with our global promotion of Indigenous culture the interests of Indigenous approach. and building the Indigenous cultural peoples consistent with the BHP awareness of our workforce. Indigenous Peoples Policy We have divided this document into three Statement. sections for the themes of our RAP in Governance, Economic Empowerment, Social and Cultural Support and Public Engagement:
1. Our commitment
2. Our FY2017–2021 targets BHP good practice guidance 3. Our way of working
14 BHP Reconciliation Action Plan 2017–2021
We recognise and understand that Indigenous peoples around the world, often have profound and special connections to, and identification with, lands and waters and that these are tied to their physical, spiritual, cultural and economic well-being.
Accountability for performance
Accountability for meeting the Core The AIPWG will have responsibility for: • Internal aggregate reporting of progress Commitments and agreed Targets in this against all RAP targets to the Minerals RAP rests with Asset Presidents within • Review and calibration of individual Asset Australia Leadership Team, Chief our Minerals Australia business and a plans and targets under the RAP External Affairs Officer and Board range of functional teams supporting • Development of public aggregate Sustainability Committee Minerals Australia. We will establish an national targets for relevant aspects • Engagement with the BHP Diversity Australian Indigenous Peoples Working of the RAP, including aggregate targets Group (AIPWG)1 which will include and Inclusion Council and Forum on for Aboriginal and Torres Strait Islander Corporate Responsibility in relation to representatives from each of our Australian employment and procurement Assets and relevant corporate functions. RAP performance and targets At commencement the AIPWG includes • Monitoring overall performance against • Annual public reporting of progress Aboriginal and Torres Strait Islander staff RAP Core Commitments and Targets against all RAP targets, including with functional expertise, with membership aggregate national targets for Aboriginal reviewed annually to enhance and Torres Strait Islander employment Indigenous representation. and procurement
Approvals The SUSCO provides advice and oversight to the BHP Board Sustainability BHPB Board on HSEC matters, risk control, compliance, Committee (SUSCO) legal and regulatory requirements and performance of the Group.
Endorsement/Accountability The Chief External Aairs O icer’s portfolio includes Legal, Risk Assessment & Assurance, Health, Safety and Environment (HSE), Sustainability, Community & Public Policy and Communications. This diverse mix enables Minerals Australia the Company to deliver more integrated outcomes. Chief External Leadership Aairs Oicer The MALT includes representatives from across the Team (MALT) Australian Assets including Iron Ore, Coal and Copper businesses. Members include Regional President, Asset Presidents and Heads of Operational Functions.
Strategy The AIPWG includes representatives from each of the Australian Assets and relevant corporate functions and is Global Indigenous Peoples Working Group responsible for engaging and collaborating with stakeholders, (GIPWG) identifying targets and monitoring performance. This is replicated at an international level by the Global Australian Indigenous Peoples Working Group Indigenous Peoples Working Group (GIPWG). (AIPWG)
Input/Collaboration The Diversity and Inclusion Council is a cross-functional work team, developing strategies that support the Company in becoming an ‘Employer of Choice’ known for a positive diversity and inclusion culture. Diversity Forum on The FCR, a nine member committee of external civil and Inclusion Corporate Responsibility society leaders is pivotal in providing advice and insight Council (FCR) to the BHP Board into current and emerging priorities and sustainability issues. The FCR includes an Aboriginal and Torres Strait Islander representative.
BHP's performance will be independently verified through annual reporting at the end of each financial year. To do this we will work with Reconciliation Australia and an independent provider to develop a reporting framework. It is envisaged that each year the targets and deliverables will be reviewed in consultation with Reconciliation Australia to assess performance, existing targets and deliverables and modify targets where mutually agreed.
1 Current titles of AIPWG members include: Manager Indigenous Affairs, Australia; Manager Indigenous Employment, Australia; Senior Advisor Indigenous Employment, Australia; Specialist Indigenous Affairs, Australia; Principal Indigenous Affairs, Australia; Principal Government Relations, Australia; Principal Indigenous Engagement, Australia; Head of Community and Indigenous Affairs, Australia; Asset President, BMA; General Manager Port, WAIO; Manager Maintenance, Olympic Dam. BHP 15 Our commitment: Governance
Outcome statement
Aboriginal and Torres Strait Islander peoples will derive significant and sustainable benefit from our operations through the effective governance and management of land access, cultural heritage management, agreement making and benefit distribution processes.
Core commitments
We will:
• Undertake social and environmental • Seek through good faith negotiation impact assessments for projects to reach agreements with Aboriginal affecting Aboriginal and Torres Strait and Torres Strait Islander peoples which Islander peoples deliver sustainable improvements in their economic, social and cultural wellbeing • Seek to agree on and document engagement and consultation plans • Seek to minimise impacts on aspects with potentially impacted Aboriginal of significant heritage value and support and Torres Strait Islander peoples the preservation of cultural heritage through implementing a framework for • Work to obtain the consent of Aboriginal identifying, documenting and managing and Torres Strait Islander peoples for new aspects of cultural significance operations or major capital projects that are located on lands traditionally owned • Put in place grievance and complaints by or under customary use of Aboriginal mechanisms which are culturally and Torres Strait Islander peoples and appropriate and accessible for Aboriginal which are likely to have significant adverse and Torres Strait Islander peoples. impacts on Aboriginal and Torres Strait Islander peoples1
Logo:
1 Consistent with the ICMM Indigenous Peoples and Mining Respect for Aboriginal and Torres Strait Islander peoples, Position Statement and the BHP Indigenous Peoples Policy cultures, lands, histories and rights are important to BHP Statement. and our core business activities 16 BHP Reconciliation Action Plan 2017–2021
Case study: Governance New native title agreement with the Banjima People in Western Australia.
In November 2015, BHP signed The terms of this agreement provide real a new native title agreement with the and lasting benefits to both parties and An ongoing Banjima People in Western Australia. reflects our approach of developing true The BHP Banjima Comprehensive partnerships with Indigenous communities. and open Agreement covers an area of 8,263 square It moves us away from transaction-based kilometres and includes a number of our engagement to an ongoing and open Pilbara-based iron ore operations and most relationship that will span generations relationship of the Banjima Native Title determination to come. With a life of more than 100 area. The agreement is believed to be years, the agreement provides long-term that will span one of the most significant agreements certainty, in terms of our current operations of its kind in Australia and highlights and potential future developments, and the for generations our transparent and unique approach Banjima People, with regards to how we will to engaging Indigenous communities. respect and treat their land. to come.
The agreement shows that mining and Traditional Owners can co-exist if all parties are willing to listen and work co-operatively.
BHP 17 Our commitment: Economic Empowerment
Outcome statement
We will contribute to the economic empowerment of Aboriginal and Torres Strait Islander peoples through investment which provides opportunities for employment, training, procurement and Indigenous enterprise support.
Core commitments
We will develop and implement Aboriginal and Torres Strait Islander Economic Empowerment Plans for each of our Australian Assets which include 6.5% milestones and targets for one or more Our target is to achieve total of the following as appropriate: Aboriginal and Torres Strait • Pre-employment training, employment, Islander employment of 6.5% career development and retention by December 2021 of our total of Aboriginal and Torres Strait managed workforce including Islander employees direct, contracting and labour hire employees. • Business procurement from Aboriginal and Torres Strait Islander enterprises
• Aboriginal and Torres Strait Islander peoples vocational training and livelihood support through voluntary Social Investment Plans.
Logo: Opportunities for Aboriginal and Torres Strait Islander peoples, organisations and communities are important to BHP and our core business activities 18 BHP Reconciliation Action Plan 2017–2021
Case study: Economic empowerment Supporting the growth and expansion of Pilbara Traditional Owner businesses in WA.
In 2011, we launched the BHP Iron Ore • Business plans Advisors travel to the Pilbara each month Indigenous Business Support Program to • Strategic advice for growth for the free one-on-one advice and aid the start-up, growth and expansion and development counselling sessions. Meetings can also be of Pilbara Traditional Owner businesses arranged in the Perth office with ongoing • Assistance with business finance issues in Western Australia. The program is support also available by email and phone. available to Indigenous business owners • Identifying key business risks More than 120 local businesses/individual who are registered Pilbara native title and advising appropriate businesses have used the program and, claimants from the areas in which Iron mitigation strategies by the end of FY2016, there were 69 Ore operates and provides access to free • Reviewing financial management businesses continuing to use the service. expert confidential financial, commercial, systems and processes mentoring and strategic advice. • Financial modelling, costing, A third party of highly experienced budgeting and planning advice chartered accountants and business • Assistance on corporate governance advisors administer the program. issues and procedures The objective was to assist the start-up, • Reviewing management accounts growth and expansion of these local and financial statements businesses by providing services and • Business structure advice advice that includes: • Review of marketing plans
Case study: Economic empowerment Supporting change through employment.
As a long-term operator in the Pilbara of As a result, since 2001 the number of Western Australia, our Minerals Australia Indigenous employees in our Iron Ore Iron Ore team are very aware that operations has increased four-fold. Indigenous people in the region experience The numbers continue to grow as a on average, higher rates of developmental result of the team’s comprehensive 654 vulnerability, lower school attendance approach and the design and delivery Indigenous employees and high school completion rates and of innovative programs. in Iron Ore substantially lower annual incomes than non-Indigenous people. Our long-term As at the end of July 2015, there were 654 commitment to contribute to addressing Indigenous employees in Iron Ore or 7.6 these issues has centred around three key per cent of the total workforce. The team areas: education-to-employment pipeline; aspires towards a target of at least 13 per training for employment; and building cent by 2020, creating sustainable, positive 7.6% change in the lives of Indigenous people. organisational capacity. of the total workforce
BHP 19 Our commitment: Social and Cultural Support
Outcome statement
We will contribute to improved quality of life for Aboriginal and Torres Strait Islander peoples through voluntary social investment, support for reinforcement and promotion of Aboriginal and Torres Strait Islander cultures, and building the cultural awareness of our workforce.
Core commitments
We will: • Develop an Aboriginal and Torres Strait Islander Social Investment Plan which • Develop and deliver Aboriginal and incorporates relevant investments from Torres Strait Islander cultural awareness our Businesses. and competency training in consultation with Aboriginal and Torres Strait This will be complemented by relevant Islander peoples investments by the BHP Foundation, a charity funded by BHP, which will include • Maintain grievance and complaints mechanisms which are culturally − Narragunnawali: Reconciliation appropriate for and accessible to in Schools and Early Learning Aboriginal and Torres Strait Islander peoples, and which result in the − Indigenous Governance Awards collection, recording, reporting and − CSIRO Indigenous STEM timely resolution of issues raised Education Project by Aboriginal and Torres Strait Islander peoples • Evaluate Aboriginal and Torres Strait Islander social investment projects • Consult with Aboriginal and Torres against appropriate data gathered Strait Islander peoples in determining and measured through Social Baseline appropriate social, economic and studies applicable to Indigenous peoples cultural baseline data within social baseline studies and the development of investment priorities within Community Development Management Plans
• Consult with Aboriginal and Torres Strait Islander peoples as part of Social Impact and Opportunity Assessment processes to determine social impacts, gaps and opportunities
Logo: Building strong relationships between Aboriginal and Torres Strait Islander peoples and other Australians is important to BHP and our core business activities 20 BHP Reconciliation Action Plan 2017–2021
Case study: Social and cultural support Celebrating culture, inclusion and collaboration.
In October 2015, more than 1,000 More than 311,000 people visited events After such success at the inaugural event, Aboriginal and Torres Strait Islander at the Gallery and partner venues. in November 2016 BHP committed to artists from around Australia came The Festival also recorded a record supporting the event for a further five years together to share their stories and culture number of school visits from 9,824 to 2021. Through TARNATHI’s showcasing at the TARNANTHI Festival of Aboriginal students, teachers and accompanying of contemporary art and culture, the and Torres Strait Islander Art. This was adults. A two-day Art Fair attracted 5,500 community can look forward to greater the largest Aboriginal and Torres Strait visitors and generated over $450,000 in long term, economic development Islander contemporary art festival direct sales, generating revenue in the opportunities for Aboriginal and Torres to exhibit in South Australia. mid-range Aboriginal and Torres Strait art Strait Islander artists and communities market that is critical for the economies across Australia. The TARNANTHI Festival is a partnership of remote communities. between BHP and the Art Gallery of South Australia. Our support of this In April 2016, the Festival received the event is consistent with the values we Award for Excellence in Supporting seek to demonstrate in our relationships Communities at the South Australian with Indigenous Australians – those of Premier’s Community Excellence respect and acknowledgement of the Awards in Mining and Energy. rights of Aboriginal and Torres Strait Islander peoples to maintain their culture, identity, tradition and customs.
BHP 21 Our commitment: Public Engagement
Outcome statement
We will contribute to specific initiatives, programs and public policy processes which advance the interests of Aboriginal and Torres Strait Islander peoples consistent with our Indigenous Peoples Policy Statement.
Core commitments
We will:
• Engage in public policy processes which are relevant to us and to Aboriginal and Torres Strait Islander peoples in a manner consistent with our Indigenous Peoples Policy Statement and Our Charter values
• Support specific initiatives and events of significance to Aboriginal and Torres Strait Islander peoples
• Support Reconciliation Australia and Aboriginal and Torres Strait Islander leaders to dialogue on reconciliation related public policy issues
• Publish a BHP Indigenous peoples Good Practice Guidance document
Logo: Respect for Aboriginal and Torres Strait Islander peoples, cultures, lands, histories and rights are important to BHP and our core business activities 22 BHP Reconciliation Action Plan 2017–2021
Case study: Public engagement Supporting the Recognise campaign for Constitutional recognition of Australia’s Aboriginal and Torres Strait Islander peoples.
In FY2015, we announced our support for Through our engagement with Indigenous recognition that acknowledges Australia the Recognise campaign to build public peoples around the world, we seek to was first occupied by Aboriginal and Torres support for Constitutional recognition contribute to their sustainable long- Strait Islander peoples; fosters respect for of Aboriginal and Torres Strait Islander term economic empowerment, social their continuing cultures, languages and peoples. Indigenous peoples are critical development needs and cultural wellbeing. heritage; and recognises their relationships partners and stakeholders in many of BHP's The goal of formal recognition of Aboriginal to traditional lands and waters is consistent operations both within Australia and around and Torres Strait Islander peoples in the with the values underpinning the the world. Australian Constitution is consistent relationships we seek to have with them. with Our Charter values. In particular,
BHP 23 Our 2017-2021 Targets
Governance
Outcome Core Commitments
Aboriginal and Torres Strait Islander We will: peoples will derive significant and sustainable benefit from our operations • Undertake social and environmental impact assessments for projects affecting Aboriginal through the effective governance and and Torres Strait Islander peoples. management of land access, cultural • Seek to agree on and document engagement and consultation plans with potentially heritage management, agreement making impacted Aboriginal and Torres Strait Islander peoples. and benefit distribution processes. • Work to obtain the consent of Aboriginal and Torres Strait Islander peoples for new operations or major capital projects that are located on lands traditionally owned by or under customary use of Aboriginal and Torres Strait Islander peoples and which are likely to have significant adverse impacts on Aboriginal and Torres Strait Islander peoples.
• Seek through good faith negotiation to reach agreements with Aboriginal and Torres Strait Islander peoples which deliver sustainable improvements in their economic, social and cultural wellbeing.
• Seek to minimise impacts on aspects of significant heritage value and support the preservation of cultural heritage through implementing a framework for identifying, documenting and managing aspects of cultural significance.
• Put in place grievance and complaints mechanisms which are culturally appropriate and accessible for Aboriginal and Torres Strait Islander peoples.
RAP Targets Deliverables and Timeline Responsible Teams This performance will be independently verified through Annual Reporting at the conclusion of each Financial Year.
G1. BHP Australian Assets incorporate Aboriginal and Torres 100% Australian Assets who Corporate Affairs, Australia Strait Islander peoples' issues and perspectives in relevant undertake relevant social social and environmental impact assessment processes. and environmental impact assessments.
G2. BHP Australian Assets incorporate Aboriginal and Torres 100% Australian Assets that Corporate Affairs, Australia Strait Islander stakeholders in Stakeholder Engagement are included in Stakeholder Management Planning. Engagement Management Plans.
G3. Aboriginal and Torres Strait Islander peoples consent and 100% of new projects or major Corporate Affairs, Australia agreement making processes are established for new capital projects developed in projects or major capital projects in Australia consistent with Australia. Planning and Technical, our Indigenous Peoples Policy Statement. Minerals Australia
G4. BHP Australian Assets implement a framework for 100% Australian Assets Corporate Affairs, Australia identifying, documenting and managing aspects of implement cultural framework. cultural significance consistent with our internal minimum Planning and Technical, mandatory requirements in addition to legal and regulatory Minerals Australia requirements.
G5. BHP Australian Assets have grievance and complaints 100% Australian Assets with Corporate Affairs, Australia mechanisms which are culturally appropriate and accessible grievance and complaints for Aboriginal and Torres Strait Islander peoples and which mechanisms. result in the collection, recording, reporting and timely resolution of issues raised by Aboriginal and Torres Strait Islander peoples.
24 BHP Reconciliation Action Plan 2017–2021
Economic Empowerment
Outcome Core Commitments
We will contribute to the economic We will develop and implement Aboriginal and Torres Strait Islander Economic empowerment of Aboriginal and Empowerment Plans for each of our Australian Assets which include milestones Torres Strait Islander peoples through and targets for one or more of the following as appropriate: investment which provides opportunities for employment, training, procurement • Pre-employment training, employment, career development and retention and Indigenous enterprise support. of Aboriginal and Torres Strait Islander Employees • Business procurement from Aboriginal and Torres Strait Islander enterprises
• Indigenous peoples vocational training and livelihood support through voluntary Social Investment Plans.
RAP Targets Deliverables and Timeline Responsible Teams This performance will be independently verified through Annual Reporting at the conclusion of each Financial Year.
With an FY16 total managed workforce of 20,000 people and operating in five states of the country, all six Australian Assets will be included in planning that outlines:
E1. Workforce planning with targets and strategies to employ 100% of Assets are included Human Resources Aboriginal and Torres Strait Islander peoples that aggregate in Indigenous Employment to 6.5% of our total Australian managed workforce (including planning direct, contracting and labour hire employees) by December 2021. This sees year on year percentage improvement in Indigenous employment in all Assets.
E2. Social investment in community donations or projects as 100% of Assets are included Corporate Affairs, Australia outlined in Community Development Management Plans in Social Investment planning include local Aboriginal and Torres Strait Islander people’s that includes projects or perspectives, communities and priorities. donations that benefit Aboriginal and Torres Strait Islander peoples.
E3. The identification of specific opportunities for business 100% of Australian Assets are Supply, Operations Australia development and engagement for Aboriginal and Torres included in Local Procurement Strait Islander communities in Local Procurement Plans and planning that refer to Corporate Affairs, Australia associated targets. Aboriginal and Torres Strait Islander communities and identify priorities.
100% of Australian Assets will promote relevant procurement opportunities to Aboriginal and Torres Strait Islander businesses.
Consideration will be given as to how BHP may build the capacity of Aboriginal and Torres Strait Islander businesses.
BHP 25 Social and Cultural Support
Outcome Core Commitments
We will contribute to improved quality We will: of life for Aboriginal and Torres Strait Islander peoples through voluntary social • Develop and deliver Aboriginal and Torres Strait Islander cultural awareness and investment, support for reinforcement and competency training in consultation with Aboriginal and Torres Strait Islander peoples promotion of Aboriginal and Torres Strait • Maintain grievance and complaints mechanisms which are culturally appropriate for Islander culture, and building the cultural and accessible to Aboriginal and Torres Strait Islander peoples, and which result in the awareness of our workforce. collection, recording, reporting and timely resolution of issues raised by Aboriginal and Torres Strait Islander peoples • Consult with Aboriginal and Torres Strait Islander peoples in determining appropriate social, economic and cultural baseline data within social baseline studies and the development of investment priorities within Community Development Management Plans (CDMP) • Consult with Aboriginal and Torres Strait Islander peoples as part of Social Opportunity and Impact Assessment (SOIA) processes to determine social impacts, gaps and opportunities • Develop an Aboriginal and Torres Strait Islander Social Investment Plan which incorporates relevant investments from our Businesses. This will be complemented by relevant Investments by the BHP Foundation, a charity funded by BHP, which will include
- Narragunnawali: Reconciliation in Schools and Early Learning - Indigenous Governance Awards - CSIRO Indigenous STEM Education Project • Evaluate Aboriginal and Torres Strait Islander social investment projects against appropriate data gathered and measured through Social Baseline Studies applicable to Indigenous peoples.
RAP Targets Deliverables and Timeline Responsible Teams This performance will be independently verified through Annual Reporting at the conclusion of each Financial Year.
S1. Australian operations develop and deliver cultural awareness By the end of FY17 BHP will Human Resources and competency training in consultation with appropriate develop a cultural awareness Aboriginal and Torres Strait Islander peoples training strategy for employees Corporate Affairs, Australia and contractors which defines continuous cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided, including the prioritisation of certain roles that will require specific cultural competency.
S2. Australian operations engage and consult with Aboriginal 100% of Australian Assets that Corporate Affairs, Australia and Torres Strait Islander peoples in social research that conduct any form of social is conducted to understand local and regional contexts, research consult Aboriginal and that then informs social investment planning and outcomes Torres Strait Islander peoples.
100% of Australian Assets invest in social projects or donations that support Aboriginal and Torres Strait Islander peoples.
S3. BHP local and regional social investment is supported With an existing national BHP Foundation with support complimented by national investment in projects that commitment to Aboriginal and from Corporate Affairs, support Aboriginal and Torres Strait Islander peoples. Torres Strait Islander projects of Australia more than $30M, annually the BHP Foundation will increase investments in projects that support Aboriginal and Torres Strait Islander peoples.
26 BHP Reconciliation Action Plan 2017–2021
Public Engagement
Outcome Core Commitments
We will contribute to specific initiatives, We will: programs and public policy processes which advance the interests of Aboriginal • Engage in public policy processes which are relevant to us and to Aboriginal and and Torres Strait Islander peoples Torres Strait Islander peoples in a manner consistent with our Indigenous Peoples consistent with our Indigenous Peoples Policy Statement and Our Charter values Policy Statement. • Support specific initiatives and events of significance to Aboriginal and Torres Strait Islander peoples
• Support Reconciliation Australia and Aboriginal and Torres Strait Islander leaders to dialogue on reconciliation related public policy issues
• Publish a BHP Indigenous peoples Good Practice Guidance document
RAP Targets Deliverables and Timeline Responsible Teams This performance will be independently verified through Annual Reporting at the conclusion of each Financial Year.
P1. Support constitutional recognition of Aboriginal BHP will continue to support Corporate Affairs, Australia and Torres Strait Islander peoples. and promote constitutional recognition until a referendum is held and will support activities that support this work over the life of this RAP.
P2. Events are conducted to celebrate National Reconciliation Week Annually, in the states of Corporate Affairs, Australia and National Aboriginal and Torres Strait Islander Day Queensland, New South Wales, of Observance (NAIDOC) Week. Victoria, Western Australia and South Australia, BHP will hold or support events that commemorate National Reconciliation Week and NAIDOC Week.
P3. BHP will be an ongoing active participant in industry forums BHP will share strategic Corporate Affairs, Australia discussing Aboriginal and Torres Strait Islander policies Company approaches and including International Council on Mining and Metals (ICMM), strategies with all appropriate Sustainability and Public Policy Business Council of Australia (BCA), Minerals Council industry forums. of Australian (MCA), Chamber of Minerals and Energy (CME) or Queensland Resources Council (QRC) as appropriate to the Company.
P4. Publish good practice guidance attached to the BHP Indigenous BHP will publish Indigenous Sustainability and Public Policy Peoples Strategy. Peoples Strategy good practice guidance in FY18.
BHP 27 Image: Western Australia Iron Ore Indigenous trainees Our way of working
Description
This outlines the benchmarks for our performance in relation to specific elements of each priority area. While each element of the Good Practice Guidance may not be appropriate to the operating context of every part of our business, we expect each operation will seek to incorporate relevant elements of the Good Practice Guidance into operational practice.
Governance Good practice guidance
Agreement making Cultural heritage management Agreement implementation and benefit distribution Our agreement making processes should: Our cultural heritage management processes should: Our agreement implementation and • Ensure Aboriginal and Torres Strait benefit distribution processes should: Islander peoples have access to • Consider cultural heritage values adequate independent legal and early in planning stages • Provide governance mechanisms which other professional representation give day-to-day decision-making control through the negotiation phase • Recognise the fundamental responsibility to representative bodies of Aboriginal of Aboriginal and Torres Strait and Torres Strait Islander peoples • Provide support for the timely resolution Islander peoples to manage their of Native Title processes own cultural heritage • Include dispute resolution processes where the decision-making body cannot • Provide agreed governance mechanisms, • Respect that ‘non-physical’ cultural reach consensus structures, systems and processes that heritage protection is equally as deliver open, transparent and ethical important to ‘physical’ protection • Include mechanisms to build decision- decision making for the long term making capacity within groups • Support collaboration between • Contain formal processes to identify Aboriginal and Torres Strait Islander • Include an independent body to ensure and respect sites, places, structures peoples and heritage professionals to compliance with trust rules and/or and objects that are culturally or assist with intergenerational transmission governance structures traditionally significant of knowledge and cumulative impacts • Include transparent financial benefit • Provide opportunities for Aboriginal • Support third party involvement in management structures that deliver and Torres Strait Islander peoples’ heritage protection and conservation enduring and sustainable agreement economic empowerment through with the consent of Aboriginal and related benefits vocational training, employment, Torres Strait Islander peoples. procurement and support for • Contain adequate mechanisms to Indigenous enterprise development enforce governance requirements such as rights to independent audits. • Facilitate long term, mutually beneficial relationships through regular systematic dialogue and monitoring of agreement implementation.
28 BHP Reconciliation Action Plan 2017–2021
Economic empowerment Good practice guidance
Employment • Build the capability of leaders to • Proactively share information on develop an enabling environment procurement opportunities, supplier Our Aboriginal and Torres Strait for retention, progression and career qualification and performance Islander employment processes development of Aboriginal and Torres requirements with Aboriginal and and outcomes should: Strait Islander employees. Torres Strait Islander supplier networks and peer companies • Include Aboriginal and Torres Strait Islander peoples in relevant Diversity and Procurement • Seek to stimulate opportunities for Inclusion Plans with targets developed, Aboriginal and Torres Strait Islander executed and reviewed annually Subject to our compliance requirements, enterprises outside the mining Aboriginal and Torres Strait Islander industry as part of a broader regional • Use targeted and culturally appropriate procurement processes and outcomes development agenda that aims to ensure strategies for Aboriginal and Torres should: sustainability beyond the life of the mine Strait Islander peoples recruitment through outreach to community • Include Aboriginal and Torres Strait • Define opportunities to discover organisations, use of networks, and Islander suppliers and procurement and develop Aboriginal and Torres media advertising through channels targets in local procurement plans Strait Islander suppliers as per local maximising reach to Aboriginal and sourcing strategies. Torres Strait Islander audiences • Be flexible and willing to remove the barriers to improving Aboriginal and • Use of Aboriginal and Torres Strait Torres Strait Islander business outcomes. Islander peoples outreach strategies Subject to compliance requirements, as part of graduate and undergraduate this may include letting minor contracts intake recruitment processes including that can be negotiated directly without digital, print and campus campaigns tender processes; unbundling larger targeting Aboriginal and Torres Strait contracts; preferencing Aboriginal Islander Peoples and Torres Strait Islander enterprises using weightings; providing support • Adopting Aboriginal and Torres Strait to meet qualifications; providing Islander peoples employment models information regarding emerging which may include pre-vocational procurement opportunities; and training to create pathways to explaining company policies employment; and a range of capacity and processes building initiatives such as numeracy and literacy programs, basic vocational skills, mentoring and addressing foundational issues identified as barriers to employment
BHP 29 Social & Cultural Support Public Engagement Good practice guidance Good practice guidance
Our social and cultural support for • Building sustainability into social Our public engagement on matters related Aboriginal and Torres Strait Islander investment and cultural support to the rights and interests of Aboriginal peoples should include: programs by identifying opportunities and Torres Strait Islander peoples should: for alignment with existing • Employing people with an understanding Aboriginal and Torres Strait Islander • Build the capacity of, or complement, of Aboriginal and Torres Strait Islander community, government or regional Aboriginal and Torres Strait Islander cultures, organisational and decision- development plans organisations or representative bodies making structures, history, values, to engage in public policy processes concerns and social and cultural • Cross-cultural training delivered and/or • Speak in our own voice and not seek development priorities to underpin authorised by appropriate Aboriginal to speak on behalf of Aboriginal and the design of social and cultural and Torres Strait Islander traditional Torres Strait Islander peoples support programs owner groups which focuses not only on giving an historical understanding, • Play a brokering and convening role, • Ensuring the involvement of Aboriginal but on providing practical advice where appropriate, to bring together and Torres Strait Islander peoples is that can enhance cross-cultural representatives of Aboriginal and inclusive and captures the diversity of communication and understanding. Torres Strait Islander peoples and views within and between communities other actors such as government • A recognition that power imbalances to constructively address issues may exist within Aboriginal and Torres of mutual interest or concern Strait Islander communities and ensure • Provide opportunities to deepen our that the voices of excluded groups understanding of, and engagement (for example, women or small family with, Aboriginal and Torres Strait groups) are heard in engagement Islander peoples and decision-making processes • Contribute input to relevant industry association policy and advocacy with respect to Aboriginal and Torres Strait Islander peoples discussions consistent with our Indigenous Peoples Policy Statement and Our Charter values
Images: Martumili Artists Group 30 BHP Reconciliation Action Plan 2017–2021
Public Engagement
BHP 31 Our 2013–2015 Reconciliation Action Plan performance.
32 BHP Reconciliation Action Plan 2017–2021
Relationships Respect Opportunity
Action: Support a National Reconciliation Action: Conduct cultural competency Action: Support, promote and enhance Working Group, which includes cross- training: employment and training opportunities for operation membership and expert • Increase in percentage of staff Aboriginal and Torres Strait Islander peoples external advice that have participated in cultural working in and contracting to our business competency training • Policies in place and reviewed annually Core actions to be reported that support, promote and enhance the on an annual basis. • Aboriginal and Torres Strait Islander participation is documented in the recruitment and retention of Aboriginal Progress: Achieved preparation and/or delivery of cultural and Torres Strait Islander peoples competency programs • Increased number of Aboriginal and Torres Strait Islander employees in our operations Action: Build and maintain mutually Progress: Some progress beneficial relationships with Aboriginal and Progress: Some progress Torres Strait Islander peoples, organisations and communities: Action: Identify, record, manage and promote Aboriginal and Torres Strait Islander Action: Support, promote and enhance • Aboriginal and Torres Strait Islander cultural heritage: educational opportunities for Aboriginal stakeholders are identified and and Torres Strait Islander peoples engaged via Stakeholder Engagement • Cultural Heritage Management Plans exist Management Plans where required and reviewed annually • Scholarships provided for Aboriginal and Torres Strait Islander peoples • Plans are reviewed and revised annually. • Culture and language has been documented in collaboration with • Education programs designed to Progress: Achieved Aboriginal and Torres Strait Islander support better employment/career peoples for future generations outcomes for Aboriginal and Torres Strait Islander peoples Action: Recognise, participate and celebrate • Learning from cultural heritage practice has been shared with National Reconciliation Week. Progress: Achieved at least one external organisation Progress: Achieved Progress: Some progress Action: Support, promote and enhance Aboriginal and Torres Strait Islander Action: Respect cultural protocols: business opportunities • Organisation-wide Aboriginal • Aboriginal and Torres Strait Islander and Torres Strait Islander cultural businesses defined and included protocols developed in consultation within Local Procurement Plan with local Aboriginal and Torres Strait • Opportunities made available for Islander communities businesses that are Aboriginal and • Welcome to Country at Annual Torres Strait Islander owned including General Meeting via joint venture partnerships • Welcome to Country and Progress: Achieved Acknowledgement of Country delivered at other events when identified as appropriate Action: Identify and invest in projects that contribute to the socio-economic Progress: Achieved and cultural well-being of Aboriginal and Torres Strait Islander peoples
Action: Encourage, recognise, support • Where Aboriginal and Torres Strait and celebrate employee and community Islander peoples neighbour operations, participation at local and national Aboriginal Community Development Management and Torres Strait Islander events, Plans include a focus on Aboriginal for example, NAIDOC and Torres Strait Islander peoples • Participation and/or support in events • Projects supporting Aboriginal and Torres Strait Islander peoples are • Aboriginal and Torres Strait Islander funded and implemented events promoted internally and within local communities Progress: Achieved
Progress: Achieved
Image: BHP partners with the Great Barrier Reef Foundation to support critical marine research and rehabilitation works aimed at preserving the green turtle habitat at Raine Island, in close collaboration with the Traditional Owners, the Wuthathi people and the Meriam people BHP 33