Ensham Life of Mine Extension Project – SIA
Ensham Life of Mine Extension Project
Social Impact Assessment Technical Report Ensham Life of Mine Extension Project – SIA
TABLE OF CONTENTS
Executive Summary ...... i
1 INTRODUCTION ...... 6
1.1 Project background ...... 6
1.2 Purpose of SIA ...... 8
1.3 Requirements for SIA...... 8
1.4 Methodology ...... 13
2 SCOPE ...... 16
2.1 Nature and scale of the Project ...... 16
2.2 Social context...... 19
2.3 Literature review ...... 24
2.4 Stakeholder inputs to SIA scope ...... 26
2.5 SIA study area ...... 26
2.6 Scope of assessment...... 31
2.7 Focus of assessment ...... 35
3 STAKEHOLDER ENGAGEMENT ...... 36
3.1 Principles and objectives ...... 36
3.2 Stakeholder profile ...... 36
3.3 Stakeholder engagement process ...... 39
3.4 Stakeholder engagement outcomes ...... 44
3.5 Key issues identified in SIA engagement ...... 55
4 SOCIAL BASELINE ...... 56
4.1 Settlement pattern...... 56
4.2 Community values ...... 60
4.3 Population and housing...... 67
4.4 Social Infrastructure ...... 78 Ensham Life of Mine Extension Project – SIA
4.5 Labour force, business and industry ...... 86
4.6 Summary of baseline indicators...... 97
5 SOCIAL IMPACTS AND OPPORTUNITIES ...... 102
5.1 Indigenous interests ...... 102
5.2 Landowner interests ...... 104
5.3 Workforce ...... 110
5.4 Community health and well-being ...... 120
5.5 Business and industry ...... 129
5.6 Cumulative impacts ...... 132
5.7 Impacts of Project closure ...... 133
5.8 Significance ...... 134
6 SOCIAL IMPACT MANAGEMENT PLAN ...... 140
6.1 Introduction ...... 140
6.2 Community and Stakeholder Engagement Plan ...... 146
6.3 Workforce management plan ...... 156
6.4 Workforce housing and accommodation plan ...... 169
6.5 Health and community well-being plan ...... 172
6.6 Local business and industry procurement plan ...... 179
6.7 Monitoring and reporting ...... 185
7 CONCLUSION ...... 186
REFERENCES ...... 188 Ensham Life of Mine Extension Project – SIA
Figures Figure 1-1: Project location ...... 7 Figure 2-1: Ensham Mine workforce 2019-2043 ...... 18 Figure 2-2: Project context ...... 20 Figure 4-1: Survey responses on community values (percentage) ...... 66 Figure 4-2: Population change, Central Highlands LGA – 2011 to 2041 ...... 68 Figure 4-3: Survey participants views on community well-being (percentage) ...... 72 Figure 4-4: House Sales Asking Price, 2015 – 2019 – Postcode 4720 (Emerald) ...... 75 Figure 4-5: Employed and Unemployed persons, Central Highlands LGA Mar 2012 – Mar 2019 .. 89 Figure 4-6: Unemployment percentage, SA2s and LGA ...... 90 Figure 4-7: Selected Businesses, Central Highlands LGA – June 2018 (Number) ...... 96 Figure 5-1: Survey participants’ views on social impacts and benefits (percentage) ...... 121
Tables Table 1-1: SIA Terms of Reference ...... 9 Table 1-2: Compliance with SIA Guideline ...... 13 Table 1-3: Data sources ...... 15 Table 1-4: Integration of EIS findings ...... 15 Table 2-1: Nearby regional communities ...... 27 Table 2-2: Project SIA Statistical Geography ...... 30 Table 2-3: Potential social impacts and benefits...... 32 Table 3-1: SIA engagement program ...... 41 Table 3-2: Stakeholders’ key issues regarding the Project ...... 55 Table 4-1 Native Title Claims within the Project Site ...... 57 Table 4-2: Private landholdings in and near Project Site...... 58 Table 4-3: Population of potentially affected communities and Central Highlands LGA ...... 67 Table 4-4: Socio-economic characteristics, SIA study area ...... 69 Table 4-5: Reported Offences – Last reporting year and yearly change (2014/15 to 2018/19) – LGA and State (rate/100,000 people) ...... 73 Table 4-6: Housing features summary ...... 74 Table 4-7: Median House Sales Price, 2015-2019 – Suburb and LGA ...... 75 Table 4-8: Short-term accommodation, SIA local study area ...... 77 Table 4-9: Workforce accommodation in Central Highlands LGA (June 2018) ...... 78 Table 4-10: Summary of facilities by location ...... 79 Table 4-11: Study area employment, income and post-school qualifications ...... 86 Ensham Life of Mine Extension Project – SIA
Table 4-12 Labour force trends – Central Queensland Region (SA4)...... 91 Table 4-13: Industry of employment, Central Highlands LGA, CQ SA4 and Queensland ...... 92 Table 4-14: Summary of baseline conditions in the study area ...... 98 Table 5-1: Estimated Local, DIDO and FIFO employment in Project ...... 113 Table 5-2: Local and regional planning outcomes and Project alignment ...... 125 Table 5-3: Proposed Projects within Central Highlands and Isaac LGAs ...... 133 Table 5-4: Risk assessment ratings ...... 135 Table 5-5: Significance evalution ...... 136 Table 6-1: Stakeholder inputs to mitigations ...... 141 Table 6-2 Community and stakeholder engagement objectives and KPIs ...... 146 Table 6-3: Community and stakeholder engagement actions ...... 150 Table 6-4: Workforce management objectives and KPIs ...... 156 Table 6-5: Workforce management measures ...... 164 Table 6-6 Housing and accommodation management objectives and KPIs ...... 169 Table 6-7: Housing and accommodation management actions ...... 171 Table 6-8 Health and community well-being objectives and KPIs ...... 172 Table 6-9: Health and community well-being actions ...... 176 Table 6-10: Local Business and Industry objectives and KPIs ...... 179 Table 6-11: Local business and industry procurement actions ...... 182 Ensham Life of Mine Extension Project – SIA
Acronyms and abbreviations
Abbreviation Term ABS Australian Bureau of Statistics AECOM AECOM Australia Pty Ltd ASGS Australian Statistical Geography Standard ASR Age-standardised rate CHDC Central Highlands Development Corporation CHDC Central Highlands Community Services CHEMP Central Highlands Economic Master Plan CHP Coal Handling Plant CHQHC Central Highlands (Qld) Housing Company Limited CHRC Central Highlands Regional Council CQ Central Queensland CQ HHS Central Queensland Health and Hospital Service CQU Central Queensland University Cr. Councillor CSRM Centre for Social Responsibility in Mining (University of Queensland) DAF Department of Agriculture and Fisheries (Queensland) DATSIP Department of Aboriginal and Torres Strait Islander Partnerships (Queensland) DSDSATSIP Department of Seniors, Disability Services and Aboriginal and Torres Strait Islander Partnerships DCDSS Department of Communities Disability Services and Seniors DCHDE Department of Communities Housing and Digital Economy DES Department of Environment and Science (Queensland) DESBT Department of Employment, Small Business and Training DIDO Drive-in, Drive-out DNRME Department of Natural Resources, Mines and Energy (Queensland) DSDILGP Department of State Development Infrastructure Local Government and Planning
DSDMIP Department of State Development Manufacturing Infrastructure and Planning (Queensland)
DSDTI Department of State Development, Tourism and Innovation
DTMR Department of Transport and Main Roads (Queensland) EA Environmental Authority EAP Employee Assistance Program EIS Environmental Impact Statement Ensham Ensham Resources Pty Ltd EP Act Environmental Protection Act 1994 (Qld) EPBC Act Environment Protection and Biodiversity Conservation Act 1999 (Cth) ERP Estimated Resident Population FIFO Fly-in, Fly-out FTE Full Time Equivalent GP General Practitioner ha Hectares Ensham Life of Mine Extension Project – SIA
Abbreviation Term HHS Hospital and Health Service hr Hour IAIA International Association for Impact Assessment IRSD Index of Relative Socio-economic Advantage and Disadvantage km Kilometres LGA Local Government Area LOM Life of Mine MDL Mineral Development License NNTT National Native Title Tribunal ML Mining Lease Mtpa Million tonnes per annum OCG Office of the Coordinator-General
P&C Parents and Citizens’ Association
PCYC Police Citizens Youth Club
PHIDU Public Health Information Development Unit PLA Priority Living Area QAS Queensland Ambulance Service QFES Queensland Fire and Emergency Service QGSO Queensland Government Statistician's Office QPS Queensland Police Service QRC Queensland Resources Council REIQ Real Estate Institute of Queensland RSIS Regional Skills Investment Strategy SA 2 - 4 Statistical Area Level 2 and Statistical Area Level 4 (ABS ASGS) SCA Strategic Cropping Area SDPWO Act State Development and Public Works Organisation Act 1971 (Qld)
SEA Strategic Environmental Area
SEIFA Socio-economic Index for Areas SEIFA (IRSAD) Socio-economic Index for Areas, Index of Relative Socio-economic Advantage and Disadvantage SIA Social Impact Assessment SIMP Social Impact Management Plan SSC State Suburb (ABS ASGS) SSRC Act Strong and Sustainable Resource Communities Act 2017 (Qld) The Code Queensland Resources and Energy Sector Code of Practice for Local Content 2013 ToR Terms of Reference VET Vocational Education and Training WAV Workforce Accommodation Village $/million Million dollars Ensham Life of Mine Extension Project – SIA
Executive Summary Ensham Mine is an open-cut and underground bord and pillar coal mine located approximately 35 kilometres (km) east of Emerald in Central Queensland. The Ensham Life of Mine Extension Project (the proposed project, hereafter referred to as ‘the Project’) proposes to increase the life of the existing underground operations by extending the underground bord and pillar mine into an area identified as the Project Site (zones 1, 2 and 3) commencing from within Mining Lease (ML) 7459, ML 70326, ML70365, and ML 70366 to an area west of ML 70365 within part of Mineral Development Licence (MDL) 217. Zone 1 is within an area of agricultural land use while Zones 2 and 3 contain existing infrastructure that services the current mining operations. If approved, the Project will produce up to approximately 4.5 million tonnes per annum (mpta) and will extend the Ensham Life of Mine (LOM) by up to nine years, from 2028 to approximately 2037. The extension of the underground operation will use existing infrastructure. Zone 2 may have a need for some minor support infrastructure which would not be located on strategic cropping areas. There will be a need for minor temporary disturbance associated with exploration activities in all three zones (i.e. drilling and 3D seismic activities). Baseline The SIA study area includes: · the Project Site, with respect to directly affected properties (those with land underlying the Project Site) and properties adjacent to the Project Site; · potentially affected communities, being Emerald, Blackwater and Comet; and · the Central Highlands Local Government Area (LGA) which represents the Project region and is considered as the ‘local’ area for the purpose of defining local employment and supply arrangements. The Western Kangoulu People are the registered native title claimants of the land which encompasses the Project Site. The Garingbal and Kara Kara People have an identified connection to areas within Ensham’s existing mining leases. Two freehold properties underlie Zone 1 of the Project Site, and Zone 2 and Zone 3 are located on land owned by Ensham Joint Venture (Ensham JV). Four freehold properties are adjacent to the Project Site (Zone 1 and Zone 3). Land within Zone 1 and adjacent to Zones 2 and 3 is used predominately for agriculture (including irrigated cropping, dry land cropping and grazing). Emerald is the largest and most populous town (at 14,356 people in 2016) and is the LGA’s main service centre, offering regionally significant health care facilities, business services, manufacturing and retail activities, education facilities, government services, entertainment and sporting facilities. Blackwater is the second largest town (4,749 people in 2016) and functions as a service hub for resource and agricultural activity in the surrounding district. Comet is a small rural town (498 people in 2016) with limited services, functioning as a focal point of activity for its surrounding rural community. At June 2019, the Central Highlands LGA had an estimated resident population (ERP) of 28,701 people, demonstrating a stabilisation of the population since 2016, after population decreases between 2011 and 2016. Modest population growth is forecast between 2016 and 2041 at an average annual increase of 0.2 percent. The LGA’s estimated full time equivalent (FTE) non-resident
i Ensham Life of Mine Extension Project – SIA population was approximately 3,600 in June 2020, which was down from 4,050 people in June 2018 (a decrease of 11 percent). The SIA study area exhibits qualities of strength, resilience and self-reliance. When compared with Queensland, the Central Highlands LGA enjoys lower rates of disadvantage and vulnerability against the indicators assessed, reflecting its relative prosperity and generally younger population, and scores well across most indicators of community health and wellbeing. The Central Highlands LGA’s economy is founded primarily on the resource and agricultural sectors, with a growing tourism sector. Mining is the Central Highland LGA’s largest employment sector (24.3 percent of the labour force), followed by the agriculture, forestry and fishing sector (12.8 percent of the labour force). The size of the LGA’s labour force has fluctuated in response to mining industry fluctuations, with a decline of 700 people in the five years to 2018/19. At June 2019, the Central Highlands LGA had an unemployment rate of 3.6 percent, representing a decrease of 0.9 percentage points on the previous year and a decrease of 1.1 percentage points over the five year period. Data which would show a change in unemployment during March – June 2020 as a result of COVID-19 restrictions and responses were not available at the time of writing. Following the downturn associated with the mining contraction from 2012, the housing market appears to be stabilising and recovering, with average rents rising over the past three years. Emerald showed the highest one year change (35.9 percent) and three year change (32.1 percent). Rental vacancies at June 2020 were at very low rates of 1.2 percent in Blackwater (down from 4.3 percent in June 2019) and 0.9 percent in Emerald (down from 2.2 percent in June 2019), similar to the low vacancy rate in Rockhampton LGA (0.6 percent). The LGA’s strengths include its strong community, its qualified and skilled labour force, natural resources (coal reserves, productive agricultural land and areas of natural significance), potential for renewable energy, significant water storage, transport network connectivity, access to a range of vocational and tertiary education, regionally significant services and facilities in Emerald, and a dynamic local business community. Nature of Project The Project proposes to increase the life of the existing Ensham Mine underground operations and is anticipated to support employment of up to approximately 603 full time equivalent (FTE) personnel, maintaining the continued employment of the existing workforce at the Ensham Mine until 2035, with personnel numbers reducing from 2036.
Of relevance to the SIA scope, the Project, if approved: · will not involve construction activities or a construction workforce; · will extend Ensham Mine’s underground mining area into an area of agricultural land use; · will utilise Ensham Mine’s existing infrastructure, including the existing underground conveyor system, with minor temporary surface disturbance for exploration activities in zones 1, 2 and 3, and potentially minor surface construction for the installation of four gas flares on land owned by Ensham within Zone 2 and Zone 3; · will result in minor temporary surface disturbance for exploration activities within the Strategic Cropping Area (SCA); · as identified by the site-specific subsidence assessment undertaken for the Project, could result in land subsidence, typically of less than 40 mm, in the Project Site; · is not expected to result in impacts on surface water;
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· will extend the LOM, and consequently the availability of local and commuting employment options; · will maintain approximately 600 direct jobs and continue to support the communities and small businesses where these personnel spend; · will not result in an increase in Ensham Mine’s operational employment, or changes to the operational workforce profile; · will maintain existing workforce accommodation arrangements; · will not result in population changes which may increase demand for social or physical infrastructure; · is located within an established coal mining region where the workforce and business profiles are well oriented to mining industry requirements; · will continue supply arrangements between Ensham Mine and local and regional businesses; and · will enable continuation of Ensham Mine’s Community Donations and Sponsorship program, which has supported a wide range of local community groups and services. Stakeholder engagement outcomes Key themes identified in stakeholder engagement included: · support for continuation of employment opportunities, including local and Indigenous access to employment; · support for continuation of local supply opportunities; · concerns about any potential for increased flood risk, environmental impacts or access to land or water; · concerns about any potential for impacts on the use or productivity of agricultural land; · avoidance of impacts on housing access or cost; and · the need for consideration of impacts as the result of Project closure. Potential impacts The Project is an underground extension to an existing mine with some minor temporary surface disturbance for exploration purposes in zones 1, 2 and 3, and for some minor support infrastructure of two gas flares in Zone 2 (which would not be located on strategic cropping areas) and two gas flares in Zone 3 on mapped PAA/SCA which is already highly disturbed from approved surface mining activities. Flaring is already authorised under Section 318CO of the Minerals Resource Act. No change to personnel or housing arrangements are proposed, and with minimal changes to environmental qualities, the Project is unlikely to have negative impacts on social conditions such as residential amenity, housing affordability, social infrastructure capacity or labour availability. There is potential for impacts on the Western Kangoulu People’s native title interests, which will be addressed as required under the Native Title Act 1993 (Cth). Ensham has engaged with the Western Kangoulu People towards an agreement which encompasses Native Title, cultural heritage, employment, training and business development. Ensham has also engaged with the Garingbal and Kara Kara People to provide a Project update and confirm that their existing agreement with Ensham Mine remains in place. Beyond those issues dealt with as part of the confidential agreements between Traditional Owners and Ensham, impacts on access to cultural and natural resources were not identified as part of the SIA.
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The land within the Project Site is currently held by either Ensham or private landholders and lessees, with little current opportunity for Traditional Owners to access the Project Site for cultural purposes. There will be minor temporary (exploration) surface disturbance in zones 1, 2 and 3 which have already been assessed and authorised under separate environmental authorities. As stated earlier, there may also be a need for construction of gas flares in Zone 2 and Zone 3 on land owned by Ensham and currently authorised for disturbance. Disturbed areas would be rehabilitated (as part of progressive rehabilitation) to an approved post mining land use in accordance with the Project’s existing Environmental Authority (EA), so land disturbance and is not expected to affect the Traditional Owners’ access to or use of the land in the future. Stakeholders, and in particular the owner of the Braylands property which supports a significant cotton farming operation, were concerned that if land subsidence occurred above the bord and pillar underground mining areas, it could impact on the use and management of agricultural land. A peer- reviewed assessment of the potential for land subsidence as a result of the Project (Gordon Geotechniques, 2020) concluded that low levels of subsidence, typically less than 40 mm, are predicted within the Project Site and that this magnitude of subsidence is less than the natural ground movements of up to 50 mm or more that can occur, as stated by the Department of Agriculture, Water and the Environment (IESC, 2015). As Cowal Agriculture Holdings levels Braylands’ land surface where cotton is grown to within 2 mm – 5 mm, the potential for even minor subsidence was a significant concern to the owners. Mining is expected to occur under the Braylands property from approximately 2028 to 2037. Ensham is working with the owner of Braylands to understand the potential for any impacts on the operation which will be addressed as part of mitigation and compensation agreements with Braylands’ owners. The other private property within the Project Site is Chelbrook which is used for grazing and beef production. As Gordon Geotechniques’ 2020 report notes any subsidence is predicted to be within annual climatic variations, impacts on the use of Chelbrook for grazing do not appear likely. Mining under agricultural land may change market perceptions of the land’s value, which would be addressed as part of compensation agreements between Ensham and the affected landowners. Consultation indicated that the owner of two properties which are adjacent to the Project Site was concerned about any potential for subsidence within the Project Site or groundwater drawdown to affect the availability of irrigation water, which will be channelled to these properties to support planned development for macadamia farming and potentially other horticultural uses. Assessment of subsidence, surface water and groundwater impacts undertaken as part of the EIS did not identify this as an impact. The Project’s ramp-down of production would see a decline in workforce numbers during 2035-36, and the Project’s closure would see the remaining jobs cease. Ensham will provide updates on closure and rehabilitation plans to key stakeholders including Ensham personnel and suppliers, Central Highlands Regional Council (CHRC), Central Highlands Development Corporation (CHDC) and the Department of Education ahead of the closure of the open cut and underground operations. Potential Benefits The Project will provide jobs for up to approximately 603 direct personnel, supporting continuation of employment and income security for existing personnel, and the provision of opportunities for others to obtain employment as personnel retire or move to other jobs. Additional indirect employment is likely, , including the owners and employees of Ensham suppliers. Further information about employment and economic benefits is provided in EIS Appendix J-1. In maintaining the availability of mining jobs and business supply opportunities, the Project would support the livelihoods and economic well-being of Project personnel, business owners and their business employees. The Project also provides the opportunity for farmers and graziers in the Central
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Highlands LGA to obtain off-farm employment, thereby supporting the sustainability of their livelihoods and lifestyles. An estimated 207 Project personnel are expected to live locally (within the Central Highlands LGA,) and based on the average number of people per household in the Central Highlands LGA in 2016 (2.7 people), the Project would support a population of at least 559 people (or 1.95 percent of the LGA’s estimated population in 2021), primarily based in Emerald. In contributing to the maintenance of the Central Highlands LGA’s population, the Project will support existing social networks within local communities, and within the Ensham Mine workplace, so a positive effect on the maintenance of community cohesion is likely. The Project will continue Ensham Mine’s Community Donations and Sponsorship program, which has supported a wide range of community groups and services to maintain and enhance their service, program and event offerings to local communities. Local and regional businesses would derive substantial benefits from both Project supply opportunities and expenditure by Project personnel and their households. The Project will also seek to increase Indigenous businesses’ participation in its supply chain. The Project is not expected to contribute to the cumulative impacts of existing operations in the Central Highlands LGA or of proposed projects in the Central Highlands and Isaac LGAs, but would make a substantial contribution to the ongoing availability of jobs in the coal mining industry in the Central Highlands LGA. In summary, the Project is expected to make positive contributions to the sustainability of the Emerald and Central Highlands LGA communities. Mitigation and monitoring The SIA includes a Social Impact Management Plan (SIMP) comprising management sub-plans for: · Community and Stakeholder Engagement; · Workforce Management; · Housing and Accommodation; · Health and Community Wellbeing; and · Local Business and Industry Content. A monitoring strategy which will enable the Project to report on the delivery and effectiveness of the SIMP is also provided.
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1 Introduction
Elliott Whiteing Pty Ltd was commissioned by AECOM Australia Pty Ltd (AECOM), on behalf of Ensham Resources Pty Ltd (Ensham), to undertake a Social Impact Assessment (SIA) of the proposed Ensham Life of Mine Extension Project (the Project) in support of the Environmental Impact Statement (EIS) for the Project. Ensham is part of the Idemitsu Australia Resources Pty Ltd (Idemitsu) group of companies. This report provides the results of the draft SIA. The SIA is part of the voluntary EIS prepared under the Environmental Protection Act (Queensland) 1994 (EP Act). The voluntary EIS is prepared in support of an application to the Queensland Government Department of Environment and Science (DES) to amend the Ensham Mine Environmental Authority (EA) EPML00732813.
1.1 Project background Ensham Mine is an existing open-cut and underground bord and pillar coal mine located approximately 35 km east of Emerald in Queensland. The Project proposes to increase the life of the existing underground operations by extending the underground bord and pillar mine into an area identified as the Project Site (Zones 1, 2 and 3) commencing from within Mining Lease (ML) 7459, ML70326, ML70365, and ML70366 to an area west of ML70365 within part of MDL 217. The Project has a surface footprint of approximately 2,737 hectares (ha) being: · Zone 1: a new mining lease (MLA 700061 lodged 25 March 2020) contained within the existing MDL 217 (approximately 2,134 ha); · Zone 2: an area within the approved mining leases ML 70326, ML 70365 and ML 7459 (approximately 394 ha); and · Zone 3: an area within the approved mining leases ML 7459 and ML 70366 (approximately 209 ha). Zones 1, 2 and 3 comprise the Project Site. If approved, the Project will produce up to approximately 4.5 million tonnes per annum (mtpa) and extend the Ensham Life of Mine (LOM) by up to nine years to approximately 2037. The Project will use existing infrastructure with minor temporary surface disturbance from exploration activities required in zones 1, 2 and 3. Minor construction for four flares will be required. These flares will be located on land owned by Ensham Mine. The intent is that two flares will be located in Zone 2 (on existing mining leases ML 70326, ML 70365 and ML 7459) and two flares in Zone 3 (on existing mining leases ML 7459 and ML 70366). Flaring in Zone 2 will be located outside of mapped SCA/PAA and in locations which are already authorised and disturbed from mining activities. Flaring in Zone 3, which is largely mapped as PAA/SCA, would occur on land which is also authorised and highly disturbed from surface mining activities. The exact locations of the flares may change however the flares will always be located on land owned by Ensham. Establishment of this flaring infrastructure is authorised under Section 318CO of the Mineral Resources Act and would not involve any disturbance of MNES or MSES vegetation.
Figure 1-1 shows the Project in context with the existing Ensham Mine and private land holdings.
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Ensham Life of Mine Extension Project – SIA
1.2 Purpose of SIA The International Association for Impact Assessment’s (IAIA) principles for SIA define it as ‘the processes of analysing, monitoring and managing the intended and unintended social consequences, both positive and negative, of planned interventions (policies, programs, plans, projects) and any social change processes invoked by those interventions’ (IAIA, 2013). The purpose of this SIA is to: · define the SIA’s study area and the scope of assessment; · document the results of engagement with local communities and stakeholders regarding social conditions, the Project’s potential social impacts and benefits, impact management and enhancement of Project benefits; · ensure the baseline, assessment and management measures are focused on the impacts and benefits that are likely and could affect social conditions; · provide a baseline of the social environment in potentially affected communities, against which changes related to the Project can be assessed; · provide a detailed assessment of the Project’s positive and negative impacts on the social environment, for each Project stage; · evaluate the significance of impacts and benefits for social conditions; · provide sufficient information to enable local and State agencies to determine effects on their operations or planning; · develop management measures which avoid or mitigate social impacts, and optimise the Project’s opportunities and benefits for local communities; and · provide a monitoring and reporting strategy to support adaptive management of social impacts.
1.3 Requirements for SIA The Project has been determined as a ‘controlled action’ under the Environment Protection and Biodiversity Conservation Act 1999 (Cth) (EPBC Act). In considering potential impacts on matters of national environmental significance, the Minister for the Environment is required to consider the social and economic impact of the Project, however there are no specific EPBC requirements for SIA. State legislation of relevance to the SIA scope is outlined below.
1.3.1 Environmental Protection Act 1994 The Project will be assessed under the EP Act which is administered by DES. On 24 April 2020, Ensham submitted a voluntary EIS application, which was approved by DES on 4 June 2020. The EP Act’s objective is to ‘protect Queensland’s environment while allowing for development that improves the total quality of life, both now and in the future, in a way that maintains ecological processes (ecologically sustainable development)’. The EP Act and its associated regulations and policies (Air, Noise and Water) provide a regulatory framework for integrated management of activities with the potential to affect the environment, which includes:
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‘(a) ecosystems and their constituent parts, including people and communities; and (b) all natural and physical resources; and e.g. the qualities and characteristics of locations, places and areas, however large or small, that contribute to their biological diversity and integrity, intrinsic or attributed scientific value or interest, amenity, harmony and sense of community; and (d) the social, economic, aesthetic and cultural conditions that affect, or are affected by, things mentioned in paragraphs (a) to (c)’. Draft Terms of Reference (ToR) for the EIS were made available for public and agency review from 4 August to 15 September 2020. Following consideration of submissions to the draft ToR, DES finalised and issued final ToR for the Project on 3 November 2020. The ToR’s environmental objective and outcomes for SIA require that the construction, operation and closure of the proposed project should ensure that: · adverse social impacts arising from the proposed project are avoided or mitigated · benefits for local and regional communities are enhanced. Information requirements and corresponding sections in the SIA are shown in Table 1-1. Table 1-1: SIA Terms of Reference
Requirement SIA Section
Section 9.12 – Information Requirements
Impact assessment
Prepare a social impact assessment (SIA) for the proposed project that is consistent 1.3.2., 1.3.3 with the requirements of the Strong and Sustainable Resource Communities Act 2018 (Qld) (SSRC Act) and the Coordinator-General’s SIA Guideline (DSDMIP 2018).
Develop the SIA in consultation with the Office of the Coordinator-General, Department 3.3 of State Development, Tourism and Innovation.
Include in the SIA detailed assessment of the following key matters in accordance with the SIA guideline (DSDMIP 2018)
a) community and stakeholder engagement 3, 6.2
(b) workforce management 5.3,6.3
c) housing and accommodation 5.4.3, 6.4
(d) local business and industry procurement 5.6, 6.6
e) health and community well-being. 5.5. 6.5
Section 9.12.1 – Key SIA outcomes
Describe in the SIA:
· the existing social environment of communities that are potentially impacted by the project 4, 5, 5.4.9
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Requirement SIA Section · the potential social impacts (both positive and negative) of the project, as well as how they will be managed and monitored · how the project will contribute to enhancing the sustainability of these communities.
Consultation for the SIA
The SIA is to be informed by an inclusive and collaborative community and stakeholder 3.1 – 3.3 engagement process, consistent with the SIA guideline. Community and stakeholder engagement is to be iterative throughout preparation of the SIA. Engagement with local government must commence at an early stage.
Demonstrate evidence in the SIA of consultation outcomes from key stakeholder groups 3.4, 3.5, 6.1 (refer to Appendix 1 in the SIA guideline). The SIA must be informed by the results of community and stakeholder engagement.
Workforce arrangements
Include in the SIA a workforce profile summary for the construction and operational 5.3.1 phases of the project, including the estimated proportion of local and fly-in, fly-out (FIFO) workers. This is to be informed by an analysis of the capacity of the SIA study area’s capacity to:towns within 125 km radius of the project to:
· provide workers for the construction and operational phases of the project, and 5.3.2, 5.4.3, 5.5.3 · receive workers and their families who move to the towns · address barriers that may impact choice for workers to live local.
The SIA will need to include a target for obtaining a local workforce and set the maximum 5.3.2 proportion of FIFO workers for the project. This is to be supported by a rationale to ensure local benefit.
Identify in the SIA measures for prioritising the recruitment of workers from local and 5.3.3 regional communities. This includes describing how the recruitment hierarchy for workers in section 9(3A) of the SSRC Act will be implemented.
The SIA is to consider the impact of new technologies on the operation of the project 5.3.2 including possible impacts on the proposed workforce composition, potential new labour requirements and opportunities for local training and development (where relevant).
Where a FIFO workforce is proposed, identify measures for managing this workforce in 5.4.2 accordance with the SIA guideline, as well as sections 6 and 8 of the SSRC Act and the relevant provisions in the Anti-Discrimination Act 1991.
The information provided in the EIS (including the SIA) will inform the Coordinator- N/A General’s decision under section 12 of the SSRC Act on whether personnel employed during the construction phase of the project should be protected by the SSRC Act’s anti- discrimination and 100 per cent FIFO prohibition provisions.
Social impact management plan
Include in the SIA a social impact management plan (SIMP) with management measures 6 to mitigate the impacts identified as significant and enhance the potential benefits
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Requirement SIA Section identified in the assessment of the five key matters. The SIMP must describe a practical basis for the implementation of management measures.
The SIMP is to include timeframes for implementation of management measures, roles 6.1 – 6.6 and responsibilities stakeholders and potential partnerships. Potential partnerships include opportunities for linkages with other projects planned or operating in the area and possible alignment with existing strategies or proposed new initiatives that would benefit the management of any cumulative social impacts.
The SIMP must include a process of review throughout the project lifecycle to ensure 6.7 management measures continue to be effective and, where the stated outcomes are not achieved, are amended to appropriately mitigate impacts.
1.3.2 Strong and Sustainable Resource Communities Act The Strong and Sustainable Resource Communities Act 2018 (Qld) (SSRC Act) commenced on 30 March 2018. The SSRC Act sets out consistent mandatory requirements for SIA under the EP Act and the State Development and Public Works Organisation Act 1971 (Qld) (SDPWO Act), to be regulated by the Queensland Coordinator-General. The SSRC Act’s object is to ensure that residents of communities in the vicinity of large resource projects benefit from the construction and operation of those projects. This is supported by three key elements which are: · prohibition of 100 percent fly-in, fly-out (FIFO) workforce arrangements on operational large resource projects; · prevention of discrimination against locals in the future recruitment of workers; and · the requirement for an SIA during the assessment process (where projects are required to provide an EIS). The SSRC Act applies to ‘large resource projects’ that have a ‘nearby regional community’. A ‘large resource project’ is a resource project for which an EIS is required or that holds a site-specific EA under the EP Act, and has a workforce of 100 or more workers, or a smaller workforce as decided by the Coordinator-General (Queensland Government Office of Queensland Parliamentary Counsel, 2017a). A ‘nearby regional community’ is a town, any part of which is within a 125 km radius of the main access to a project, or a greater or lesser radius decided by the Coordinator-General, and has a population of more than 200 people, or a smaller population decided by the Coordinator-General (Ibid.). Section 13 of the SSRC Act provides that the Coordinator-General must publish the name of each nearby regional community for each large resource project. The SSRC Act requires that large resource projects provide an SIA that includes the matters provided for in the SIA Guideline as published on the Coordinator-General’s website (see Section 1.3.3). Sections 9, 10 and 11 of the SSRC Act provide the regulatory framework for SIA, including: · the matters SIA must provide for, with core matters including community and stakeholder engagement, workforce management, housing and accommodation, local business and industry procurement; and health and community well-being; · the requirement to prioritise recruitment from local and regional communities, and then
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recruitment of workers who will live in the regional community; · the requirement for the owner or proponent to consult with the local government for the LGA in which the resource project is situated in preparing the SIA; and · enforcement provisions for conditions stated by the Coordinator-General to manage the social impacts of a project.
1.3.3 SIA Guideline The Coordinator-General published the SIA Guideline in March 2018 (DSDMIP) pursuant to the SSRC Act. The SIA Guideline requires that the SIA: · address the core matters outlined and consider the full life cycle of the Project; · be commensurate with the nature and scope of the Project, the sensitivity of the social environment and the likely scope and significance of the Project’s social impacts; · provide a meaningful engagement process including: o a profile of key stakeholders and a description of how the potentially impacted communities and stakeholders were consulted during the development of the SIA; and o inclusive and transparent engagement with stakeholder and communities, including a thorough process of engagement with local government; · be based on comprehensive social impact analysis, including the most current information on the affected communities and the Project; · integrate with the EIS process, and include consideration of the social consequences of technical matters assessed in other parts of the EIS; · include management measures that address potential negative impacts and capitalise on positive opportunities; and · provide a Social Impact Management Plan (SIMP) which documents the management measures and provides a practical basis for their implementation. The SIA Guideline requires that the type, level and significance of the Project’s social impacts (both negative and positive) must be analysed and described, based on the outcomes of community engagement, social baseline studies and impact analysis processes, and considering the potential changes to key aspects included in the social baseline study as a result of the Project. This should include assessment of the potential scope and significance of impacts at the local and regional level including cumulative impacts. Key factors for consideration include: · population and demographic changes; · impacts on how people live, work, play and interact on a day-to-day basis, including impacts on lifestyles and amenity, and access to housing; · community values and/or the way communities function; · culture, history, and ability to access cultural resources; · impacts on communities’ access to, and quality of, infrastructure, services and facilities; · impacts on communities’ quality of life including liveability and aesthetics, as well as the
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condition of their environment (for example, air quality, noise levels, and access to water); · impacts on communities’ physical safety, exposure to hazards or risks, and access to and control over resources; · changes to livelihoods, for example, whether peoples’ jobs, properties or businesses are affected, or whether they experience advantage/disadvantage; and · communities’ physical and mental health and well-being, as well as their social, cultural and economic well-being. Table 1-2 summarises the SIA’s compliance with SIA Guideline requirements. Table 1-2: Compliance with SIA Guideline
Guideline Requirement SIA Section
Analysis of the nature and scope of the Project. Section 2 Consideration of the Guideline’s key matters, for the full life cycle of the Project. Sections 2.6 and 5.1-5.8 Description of a meaningful, inclusive and transparent engagement process with Sections 3.1 – 3.5 potentially impacted communities and stakeholders during the development of the SIA. Analysis of potentially impacted communities and the sensitivity of the social Section 2.2 and 2.5 environment. Development of a social baseline that includes demographic indicators, community Section 4.1 - 4.6 values and history, community health and well-being, key industries, the local and regional workforce, access to social facilities and services, and housing and accommodation. Assessment of social impacts and opportunities across all relevant issue categories, Sections 5.1 – 5.8 for each stage of the Project lifecycle, including cumulative impacts. Integration with the EIS process, including consideration of the social consequences Sections 1.4.5, 5.2 of technical matters assessed in other parts of the EIS. and 5.4 Provision of a SIMP which documents the management measures that address Sections 6.1 – 6.7 potential negative impacts and capitalise on positive opportunities and includes a monitoring and reporting framework.
1.4 Methodology The key steps in the SIA methodology for the Project are outlined below.
1.4.1 Literature review A review of recent relevant research with a focus on the SIA study area (see Section 2.3) and local, regional and State plans and policies (see Section 4.2.3) was undertaken. Other specific research findings were incorporated in relevant sections as referenced.
1.4.2 Stakeholder engagement The stakeholder engagement process for the SIA sought to ensure that all interested stakeholders had the opportunity to participate. Key stakeholders included: · landholders in and adjacent to the Project Site; · Central Highlands Regional Council (CHRC);
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· Traditional Owners; · Central Highlands Development Corporation CHDC; · community members, businesses and community and economic organisations in the Central Highlands LGA; and · State agencies. The stakeholder engagement process and outcomes are detailed in Section 3.
1.4.3 Scoping The SIA scoping process addressed the requirements outlined in the SIA Guideline and included: · analysing the relevant regulatory requirements (Section 1.3); · describing the nature and scale of the proposed project, including associated infrastructure (Section 2.1); · engaging with the Office of the Coordinator-General (OCG), DES, CHRC and CHDC to discuss the SIA scope (see Section 3.3.2); · identifying ‘nearby regional communities’ and ‘potentially affected communities’ as defined in the SSRC Act and the SIA Guideline respectively (Section 2.5); · profiling potentially affected communities (Section 2.2) including: o their location and characteristics; o nearby infrastructure; o land use patterns and urban and rural centres; o native title rights and other interests held by Aboriginal and Torres Strait Islander peoples; o relevant social indicators; and o stakeholders who may be affected by or interested in the Project; and · a preliminary review of potential social impacts and benefits (see Sections 2.6 and 2.7).
1.4.4 Social baseline Investigations undertaken to develop the social baseline (Section 4) included research and analysis of: · the SIA study area’s history, settlement pattern and community values; · population size, characteristics and growth; · housing and accommodation availability and affordability; · community health and safety indicators; · employment, labour force and skills; · business and industry in the region; and · social infrastructure provision.
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Key data and information sources and the rationale for their use in this SIA are summarised in Table 1-3. Table 1-3: Data sources
Source Inclusions Reliability Rationale
Literature review and Reports as referenced Good Recent relevant research document analysis and SIAs were reviewed to identify findings of relevance to the scope, baseline, assessment and SIMP. Demography Australian Bureau of Statistics Good, but Use of established public (ABS) Census of Population and census data and commercial data Housing 2016 data is now sources as part of baseline Queensland Government outdated by and modelling assumptions Statisticians’ Office (QGSO) 4 years to support the SIA’s rigor population projections and non- Use of established public resident personnel estimates and commercial data Population Health Information sources as part of baseline Data SIA (PHIDU) and modelling assumptions to support the SIA’s rigor. Data sources as referenced Use of established public Housing data Real Estate Institute Queensland Good data sources as part of (REIQ) data baseline and modelling SQM Research data assumptions to support the SIA’s rigor. ABS 2016 Census data Employment data Department of Employment, Good Skills, Small and Family Business. 2019 Small Area Labour forecasts QGSO, 2019b
1.4.5 Assessment All potential social impacts and benefits were considered in terms of whether they were likely to make positive or negative changes to social indicators or community values. This involved considering the Project’s potential to impact on core matters, stakeholders, communities or the region. Stakeholder engagement informed the assessment of social impacts and benefits as outlined in Section 3. The results of other relevant technical studies were also integrated to the SIA as shown in Table 1-4. Table 1-4: Integration of EIS findings
EIS content EIS Section SIA Section
Public consultation Chapter 2 3
Land resources Appendix B-1 5.2
Cultural heritage Chapter 14 5.1
Land resources Chapter 8 4.1.2
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EIS content EIS Section SIA Section
Economics Appendix J-1 5.3.2
Air quality Appendix G-1 5.2.2
Noise and vibration Appendix H-1 5.2.2
Hydrology and flooding Appendix E-3 5.4.8
Surface water quality Appendix E-1 5.5.6
Hazards and safety Chapter 19 5.5.7
Subsidence Appendix B-2 5.2.1
The SIA includes cumulative impact assessment, with a focus on population impacts, housing, social infrastructure, community values and employment opportunities. At the conclusion of the impact assessment stage, an assessment of the significance of social impacts and benefits was undertaken. Potential residual impacts were identified and rated, and mitigation and monitoring strategies developed for all social impacts with potential to negatively affect social indicators or community values.
1.4.6 Social Impact Management Plan The SIA includes a SIMP which incorporates five sub-plans to mitigate negative social impacts and enhance Project benefits. The sub-plans include: · Community and Stakeholder Engagement; · Workforce Management; · Housing and Accommodation; · Health and Community Wellbeing; and · Local Business and Industry Content. A monitoring program is provided, including outcomes sought, how management of the impact will be monitored and reported, and the timing and frequency of monitoring.
2 Scope
The SIA Guideline requires that the SIA be commensurate with the nature and scope of the Project, the sensitivity of the social environment and the likely scope and significance of the Project’s social impacts. This section describes scoping considerations and the scope for the SIA.
2.1 Nature and scale of the Project
2.1.1 Project life The Project is an extension to the existing underground operations at Ensham Mine.
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The open-cut operation is scheduled to continue to approximately 2024, followed by further rehabilitation of the open-cut mine. Current approved underground operations are due to cease in 2028. The Project is proposed to commence in 2021 and will extend the current LOM of the underground operation from 2028 to approximately 2037. Progressive rehabilitation for the existing Ensham Mine is currently being undertaken and will continue for existing approved operations in accordance with the EA and Rehabilitation Management Plan. Rehabilitation and closure of the underground workings associated with the Project would commence on cessation of underground production.
2.1.2 Project activities Of relevance to the SIA scope, the Project as an extension to an existing mine, if approved: · will not involve construction activities or a construction workforce; · will extend Ensham Mine’s underground mining area into an area of agricultural land use; · will utilise Ensham Mine’s existing infrastructure, including the existing underground conveyor system, with minor temporary surface disturbance for exploration activities in zones 1, 2 and 3, and potentially minor surface construction (flaring infrastructure) on land owned by Ensham within Zone 2 and Zone 3;, noting that both the flaring and disturbance are already authorised; · would result in minor temporary surface disturbance for exploration activities within the Strategic Cropping Area (SCA) which has already been assessed and authorised as part of the Mineral Development Lease for this area (MDL217); · as identified by the site-specific subsidence assessment undertaken for the Project, land subsidence is predicted to be typically less than 40 mm in the Project Site; · is not expected to result in impacts on surface water; · will extend the LOM by 9 years, and consequently the availability of local and commuting employment options; · will maintain the existing 600 jobs which will continue to support the communities and small businesses where these personnel spend; · will not result in an increase in Ensham Mine’s operational employment, or changes to the operational workforce profile; · will maintain existing workforce accommodation arrangements; · will not result in population changes which may increase demand for social or physical infrastructure; · is located within an established coal mining region where the workforce and business profiles are well oriented to mining industry requirements; · will continue supply arrangements between Ensham Mine and local and regional businesses; and · will enable continuation of Ensham Mine’s Community Donations and Sponsorship
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program, which has supported a wide range of local community groups and services.
2.1.3 Workforce and accommodation The current underground mine workings will be extended as part of the normal operation and development of the mine with no additional infrastructure required and accordingly, a construction workforce is not required. It is expected that the only potential requirement is for approximately two or three contractor personnel for up to approximately two weeks to assemble flaring infrastructure within Zones 2 and 3. Social impacts as the result of this possible and negligible requirement for construction workers are not anticipated and have not been discussed further in the SIA. A summary of Ensham Mine’s workforce including the Project workforce is shown in Figure 2-1. Figure 2-1: Ensham Mine workforce 2019-2043
The existing operational (2020) workforce of approximately 687 FTE personnel (open cut and underground mining) will be maintained between 2019 and 2024, with a reduction in the workforce numbers to approximately 598 FTE personnel in 2025 after the open cut operation is phased out in 2024. The workforce will be maintained at up to approximately 603 FTE personnel from 2025 to 2035, with a reduction to 417 FTE personnel in 2036, before the underground mining operations cease in 2037. A small crew is required beyond 2037 as part of rehabilitation operations, with less than 100 personnel for the ensuing years (2037-2043). Locally-based employees (defined as those who live within the Central Highlands LGA) predominantly live in Emerald in their own housing (rental or owned). Ensham Mine includes a non-resident workforce accommodation village which has 625 beds and associated facilities for the health, safety, comfort and recreation of personnel. Further information about the workforce, housing and accommodation is provided in Sections 5.3 and 5.4.
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2.2 Social context
2.2.1 Location and land uses Ensham Mine is located approximately 35 km east of Emerald and 14 km north of Comet, along the Nogoa River in Central Queensland. The Project will extend the life of the existing underground bord and pillar operations by extending into an area identified as the Project Site commencing from within ML 7459, ML 70326, and ML 70366 to an area west of ML 70365 within part of Mineral Development Licence (MDL) 217 (see Figure 1-1). The Project Site is adjacent to the currently operated mining leases. Access into the existing Ensham Mine is via Duckponds Road, directly off the Capricorn Highway. Ensham Mine is located is within an existing coal mining precinct which includes the Kestrel Mine and Gregory Crinum Mine northeast of Emerald, Curragh Mine north of Blackwater, Blackwater Mine southwest of Blackwater, and Jellinbah Mine northwest of Bluff. The Project Site is located within areas mapped as Priority Agricultural Area (PAA) and Strategic Cropping Land (SCA) as designated by the Central Queensland Regional Plan, and within Class A agricultural land as mapped by the Queensland Agricultural Land Audit. Land uses in the Project Site include dry land cropping, cattle grazing and irrigated cotton growing. The Nogoa River and its minor tributaries traverse through the Project Site and provide water supply from Fairbairn Dam to downstream users. The Project’s location in relation to nearby communities and key land uses is shown in Figure 2-2. There are two freehold properties within Zone 1 of the Project Site: Braylands (producing cotton and crops), and Chelbrook (primarily producing cattle). Braylands also extends to the west of Zone 1. To the west of Zone 1, the Wyuna and Colorado properties (used primarily for cattle and both dryland and flood-irrigated cropping) adjoin the Project Site and The Bauhinias property (used for grazing) is separated from Zone 1 to the south by an unmade road reserve. To the west of Zone 3 lies the Cypress property which is currently used for grazing and where a macadamia farm and potentially irrigated crops operation is being developed. The Ensham Joint Venture (Ensham JV), consisting of Bligh Coal Limited, Idemitsu Australia Resources and Bowen Investment (Australia) Pty Ltd, owns the land within Zone 2 and Zone 3. Two nearby landholders are lessees of Reserve land designated as a stock route within Zone 1. The Nogoa River and its minor tributaries traverse the Project Site and are the major water supply for users downstream of the Fairbairn Dam.
19 Figure 2-2 Ensham Life of Mine Extension Project – SIA
2.2.2 Traditional Owners The Western Kangoulu People are the registered native title claimants of the land which encompasses Ensham Mine’s existing operations and the Project Site. There are existing cultural heritage management agreements between the Western Kangoulu People and Ensham Mine that relates to exploration activities on MDL 217, MDL 218 (CHMA) and separately to the existing operations (CHMP). Ensham commenced engagement with the Western Kangoulu People with regard to native title and cultural heritage within the Project Site in October 2019, and intends to enter into a native title agreement (with an embedded cultural heritage management system) for the Project. Ensham’s engagement with Western Kangoulu People has identified a desire for Ensham to understand aspects of Western Kangoulu culture and a demonstrated willingness to share cultural knowledge. The Garingbal and Kara Kara People have a connection to land within the existing mining leases to the south of the Nogoa River (taking in part of Zone 2 and all of Zone 3) but do not have a currently registered native title claim. Ensham has an existing agreement with the Garingbal and Kara Kara People (known as the GKK Group) in respect to operations within Ensham Mine’s existing mining leases. Other Indigenous community interests include education, employment and training opportunities, housing security and Indigenous business development.
2.2.3 Settlement pattern near the Project Site As described in the CHRC Planning Scheme (CHRC, 2017) the settlement pattern of the Central Highlands includes ‘a diversity of towns and townships within a landscape of productive agricultural land and rural areas and interspersed by areas rich in natural resources’. The nearest township is Comet, approximately 14 km to the south-east of the Ensham Mine and approximately 18 km south-east of the Project Site. As described in the CHRC Planning Scheme, Central Highlands townships are ‘small population-based settlements that function as the focal point of activity and services to the surrounding rural community’. The Planning Scheme does not anticipate an expansion of the Comet township (CHRC, 2017). The nearest regional centre to Ensham Mine is Emerald, approximately 35 km to the east. Emerald is the largest town in the Central Highlands region and is described as a safe and positive place to raise a family, with equitable access to well-equipped and modern facilities (CHRC Community Plan 2022). The CHRC Planning Scheme designates Emerald as the Principal Activity Centre for the region, accommodating the greatest concentration of population and broadest range of services. As noted in the CHRC Planning Scheme, Blackwater functions as a regional service hub and industrial centre to service resource activity in the surrounding district. Blackwater is located approximately 40 km southeast of Ensham Mine and is described in the CHRC Community Plan 2022 as a vibrant, resourceful family-oriented community, mainly comprised of young families. The Central Highlands LGA is adjoined by the Isaac, Livingstone, Rockhampton, Banana, Maranoa, Murweh, Blackall-Tambo and Barcaldine LGAs. Rockhampton is the nearest regional city to the Central Highlands LGA, and is a key centre for higher order education, health and retail services for Central Highlands LGA residents. Infrastructure near the Project Site includes:
21 Ensham Life of Mine Extension Project – SIA
· the existing Ensham Mine, including the existing coal handling plant (CHP) and rail spur; · the Rockhampton to Longreach Queensland Rail network system; · the Capricorn Highway, running east–west through Emerald, Comet, Bluff and Blackwater; · the Gregory Highway, running north–south through Emerald; · Fairburn Dam which supplies Central Highlands towns and irrigators with water; and · Emerald Airport located approximately 5 km south of Emerald on the Gregory Highway.
2.2.4 Socio-economic characteristics Key socio-economic characteristics of the Central Highlands LGA and potentially affected communities are provided in Table 4-4. Key features of the Central Highlands LGA identified in the 2016 ABS Census of Population and Housing, compared to the Queensland medians and averages, include: · a younger population with a median age of 33.0 years compared with Queensland’s median of 37.0 years; · a slightly higher percentage of Indigenous people (4.3 percent) compared with Queensland (4.0 percent); · a substantially higher percentage of people who undertook voluntary work (25.1 percent), as an indicator of community strength and cohesion, compared with Queensland at 18.8 percent; · lower rates for indicators of disadvantage and vulnerability, including rates of disability, percentage of households within the most disadvantaged Socio-economic Indexes for Areas (SEIFA) quintile, and percentage of families with no parent employed (see Table 4-4); and · higher median household incomes at a median of $1,823/week in the Central Highlands LGA compared with $1,402/week for Queensland. At June 2019, the Central Highlands LGA had an unemployment rate of 3.6 percent, representing a decrease of 0.9 percentage points on the previous year and a decrease of 1.1 percentage points over the five year period (Department of Employment, Skills, Small and Family Business. 2019). For the 12 months ending December 2019, the Central Highlands LGA had lower median rents (at $260/week for houses and $220/week for units) compared with Queensland at $365/week. (QGSO, 2019).
2.2.5 Agriculture The Central Highlands region has significant strengths in grazing and cropping production, supported by large areas of high quality agricultural soils, a sub-tropical climate and access to water from the Nogoa, Comet, Mackenzie and Dawson Rivers. The construction of the Fairburn Dam (Queensland’s second largest water storage) was completed in 1972 and with the Nogoa Mackenzie Water Supply Scheme provides the region with the key advantage of a reliable, quality water supply to support agricultural development and diversification (CHDC, 2018). Research conducted for CHDC in 2019 indicates that the Central Highlands delivered approximately $1 billion in agricultural value during 2017-18, with cattle grazing the largest
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agricultural activity (generating $576 million) followed by cotton ($194 million). Wheat, sorghum, chickpea and mungbean crops are also strong contributors to regional agricultural value, with fruit, barley, corn, nut, sunflowers and forage crops also grown (ACIL Allen, 2019). The Central Highlands region serves State and national beef, grain and fruit markets and is also an important primary exporter. The Emerald Saleyards are integral to the region’s state, national and international markets for beef. Cotton is the principal irrigated crop grown in the Central Highlands, and was expected to increase its production and value to $100 million in 2016-17. Cotton production in the region is supported by the local industry’s adoption of precision agriculture using digital and wireless technology to manage yield and quality (ibid.) There are two cotton gins in the Central Highlands, at Emerald (Queensland Cotton) and Yamala (Louis Dreyfus Commodities). Construction of the CQ Inland Port Yamala (an intermodal rail freight hub connecting rail and the Capricorn Highway) was expected to be complete in 2020 (CHDC, 2018) providing more efficient connections to export markets for the region’s agricultural commodities.
2.2.6 Location of other mining projects in the Central Highlands LGA In addition to Ensham Mine, the following coal mines operate within the Central Highlands LGA: · Kestrel Mine, 51 km north-east of Emerald; · Gregory Crinum Mine, 60 km north-east of Emerald; · Yarrabee Mine, located 40 km north-east of Blackwater; · Curragh Mine, located 30 km north of Blackwater; · Jellinbah Mine, approximately 30 kms north-west of Bluff; and · Blackwater Mine, approximately 15 km south-west of Blackwater. These operations are well established and generally include residential and commuting workforce arrangements, which are maintaining the availability of mining industry employment in the Central Highlands LGA and the Central Queensland region more broadly. The Olive Downs Coking Coal Project (which would be located in the Isaac LGA between Moranbah and Dysart and could employ up to 1,300 people at full operation) has been approved by the Coordinator-General and the project’s Mining Leases were approved by the Queensland Government in September 2020. . Currently proposed mining projects in Central Queensland include: · Walton Coal Project which would be located approximately 100 km east of Emerald and approximately 10 km east of Bluff in the Central Highlands LGA, requiring a peak construction workforce of 100 personnel and an operational workforce of 223 personnel; · Winchester Downs Coal Mine, approximately 30 km south-east of Moranbah in the Isaac LGA, which is planned to start construction in 2021 with a construction workforce of approximately 500 personnel and an operational workforce of approximately 450 personnel; · Central Queensland Coal Project located approximately 130 km north-west of Rockhampton and approximately 25 km north-west of Marlborough within the Livingstone LGA, requiring up to 275 construction employees and up to 500 operational employees who
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expected to be sourced as Drive-in, Drive-out (DIDO) workers from Marlborough, St Lawrence, Sarina, Mackay and Rockhampton; · Isaac Downs Project located approximately 10 km south-east of Moranbah in the Isaac LGA, requiring a peak construction workforce of 250 personnel, continuing the employment of the Isaac Plains Mine’s current core workforce of 220 people and creating up to 80 additional operational jobs; · Lake Vermont Meadowbrook Project located approximately 30 km north-east of Dysart in the Isaac LGA, which would require approximately 200 personnel during construction and approximately 350-400 people during the underground mine operational phase; and · Saraji East Mining Lease project which would be located approximately 30 km north of Dysart within the Isaac LGA and would employ up to 1,000 construction personnel and approximately 500 operational personnel. Should Olive Downs and all proposed projects proceed, up to 3,673 additional mining jobs could be created.
2.3 Literature review A selection of relevant reports was reviewed to identify findings of relevance to the SIA.
2.3.1 Ensham Residual Void Project (Ensham RVP) With the cessation of Ensham Mine’s open cut operation planned in 2024, Ensham is planning for the rehabilitation of areas used for open cut mining, including residual voids. During 2018-2019, a SIA was conducted to identify the social impacts and benefits of three options for rehabilitation of the voids (Umwelt Australia Pty Limited, 2019). Option 1: ‘Landform Levee’ proposed the development of permanent landforms along the existing levee alignment to enhance flood immunity, Option 2: ‘Flood Mitigation and Beneficial Use’ proposed the utilisation of the residual voids on the Nogoa River floodplain to capture a proportion of high flow flood waters and store this water for beneficial use, and Option 3 ‘Backfill to Probable Maximum Flood’ proposed the backfilling of the residual voids on the Nogoa River floodplain up to the elevation of the original floodplain. Stakeholders’ key concerns related to the potential for RVP options to change flooding risks (either increasing or decreasing risk) and potential for salinity to increase or water contamination to occur as the result of water seepage from the voids. Significant social impacts were not identified, except that: Option 2 was identified as likely to positively impact on water security for the Central Highlands region due the ability to store water, and Option 3 was identified as likely to the impact on the livelihood and mental health of downstream landholders due to increased flooding risk and flood sediment load, with Option 3 also likely to have a positive impact on visual amenity for landholders not on the floodplain due to partial backfilling. A landform design was agreed with DES, and subsequently approved by DES in July 2020.
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The Ensham RVP is a separate project that is relevant to the existing approved open cut operation, rather than the proposed underground mining extension. Due to the RVP’s focus on the future use of voids, the SIA’s findings with respect to the three options have little relevance to the Project, except for the relevance of landholders’ concerns regarding increased flooding risks and salinity or contamination of water supplies, which are considered in Sections 5.4.8 and 5.4.6 respectively.
2.3.2 Recent EIS for a proposed coal mine in Central Queensland The most recently displayed draft EIS for a proposed coal mine in Central Queensland was for the proposed Isaac Downs Mine located near Moranbah in the Isaac LGA. Similarly to the Project, the proposed mine would continue the employment of some of the operational personnel currently employed by the nearby Isaac Plains Mine. Social benefits identified in the Isaac Downs Mine’s draft EIS (Stanmore IP South Pty. Ltd, 2019) which was prepared under EP Act include: · increased employment opportunities for residents of local and regional communities; · enhanced skills and capacity in local communities due to targeted training and development initiatives; · economic benefits to local businesses due to incidental expenditure by project workforce; · economic benefits for local businesses due to opportunities to provide goods and services to the project; · enhanced community cohesion and resilience due to influx of long-term residents; and · increased economic well-being in local communities through contributing to community development. No significant negative social impacts were identified. Social benefits identified in the Isaac Downs Mine EIS are likely to be relevant to the scope of this SIA.
2.3.3 Housing and labour market impacts A research report on assessing housing and labour market impacts of mining developments in Bowen Basin communities (Rolfe et al, 2010) noted that impacts on communities can be generated from new mining developments, including impacts relating to a new workforce, increased demand on housing markets, development of work camp accommodation facilities, increased demand on labour markets and local businesses, and additional pressure on social infrastructure and services. These factors do not appear relevant to the proposed Project, which would not introduce a new or larger workforce and associated housing demands.
2.3.4 Cumulative impacts of mining in the Central Queensland region An assessment of the cumulative impacts of mining in the Central Queensland region (Franks et al, 2012) found that expansion of coal mining in the Bowen Basin had contributed to increased pressure on social and economic infrastructure, with shortages in affordable accommodation and housing, trade skills shortages, difficulties in retaining staff in the non-mining sectors, and pressure on community services. Positive economic cumulative impacts included greater employment availability, a larger population base to support services and facilities, and the result of community development activities and funds, local supply opportunities, the development of skills, employment and training, and the provision of water and transport infrastructure.
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With no increases or changes in the workforce anticipated as a result of the Project, contributions to cumulative impacts on labour force availability, housing, social infrastructure, amenity or skills shortages are not anticipated.
2.4 Stakeholder inputs to SIA scope The SIA team consulted with representatives of OCG, DES, CHRC and Central Highlands Development Corporation (CHDC) to discuss the draft SIA scope. A briefing paper on the Project and the draft SIA scope was provided prior to online meetings. CHRC agreed with the proposed SIA scope and the identification of potentially impacted communities. CHRC enquired as to any relationship between the Ensham RVP and the Project. As noted in Section 2.3.1, the RVP is separate to the Project with no relationship between the proposed underground extension and open cut residual voids identified as relevant to social conditions. Issues raised by stakeholders as part of the RVP SIA (Umwelt, 2019) related to changes to flooding risks, potential for salinity to increase or water contamination, which were not identified as part of technical studies conducted for the Project’s EIS. CHRC representatives were also interested in the potential for increased traffic or changes to traffic distribution, e.g. for Duck Ponds Road or Foleys Road which are used to access Ensham Mine, and were advised that traffic impact assessment undertaken for the Project (Access Traffic Consulting, 2020) had found that there would be no material change in traffic associated with the Project. CHRC representatives did not identify the potential for negative impacts in local communities, and confirmed that Ensham contributes positively to employment opportunities and business supply arrangements, and also invests in community programs. They noted that the SIA could support a ‘refresh’ of community development funding priorities and community initiatives in which Ensham is involved, as informed by the SIA findings. CHDC also agreed with the proposed SIA scope, highlighting: · the importance of properties adjoining the Project Site to regional production, and in particular the sensitivity of cotton farms to subsidence; and · the need for consideration of the impacts of Project closure and a progressive approach in the lead up to closure.
2.5 SIA study area The geographic reach of social impacts can vary depending on the particular project element being assessed. For example, impacts on amenity may occur for people living closest to a project, whilst impacts such as housing demands may be experienced in nearby communities, and impacts on health and emergency services may be experienced at the local government and/or broader regional level. For this reason, social impacts are discussed at the following three levels which, together, comprise the SIA study area: · the Project Site, primarily with respect to directly affected and adjacent landowners; · potentially affected communities, identified as Emerald, Blackwater and Comet; and
26 Ensham Life of Mine Extension Project – SIA
· the Central Highlands LGA, which represents the Project region.
2.5.1 Project Site The Project Site comprises three areas: an area on MDL 217 (Zone 1), and two areas across current MLs, Zone 2 partially includes ML 70326, ML 70365 and ML 7459 and Zone 3 partially includes ML 7459 and ML 70366. The Project Site is located within the rural localities of Wyuna and Comet. As noted in Section 2.2.1, there are two freehold properties (Braylands and Chelbrook) within Zone 1, two landholders are registered lessees of Reserve land designated as a minor stock route within Zone 1, and four properties are adjacent to the Project Site. The Braylands property also extends to the west of Zone 1. Social impacts such as changes to the amenity of adjacent and nearby properties are precluded by the nature of the Project as an underground mining extension with no effects on e.g. visual amenity, air quality, noise exposure, surface water flows, flooding risks, land use or access, or traffic conditions identified in the Project’s draft EIS. Ensham invited landowners within the Wyuna and Comet rural localities to participate in the EIS process, by writing to each landowner at the commencement and end of the draft EIS process and encouraging their involvement. The EIS engagement process and outcomes are reported in EIS Chapter 2: Public consultation.
2.5.2 Potentially affected communities ‘Nearby regional communities’ within 125 km of the Project entrance were identified via a review of the regional settlement pattern and community characteristics, which included analysis of: · population sizes; · the approximate direct distance between each community and the Ensham Mine access point; · the travel distance and travel time by road between nearby regional communities and the Ensham Mine; · key industries of employment (based on The Australian and New Zealand Standard Industrial Classification (ANZSIC) which provides more granular detail than industry-wide data provided by community profiles), with respect to workforce capacity; and · where relevant, communities’ relationships to other coal mines. This assisted in identifying the potential for material impacts for nearby regional communities, as shown in Table 2-1. Table 2-1: Nearby regional communities
SSC Pop. Km Km by Travel Employing Likelihood of material impact 2016^ Direct* road* time* industries – /benefit top response
Comet 498 14 26.3 24 Beef cattle Comet is the nearest township and minutes farming – rural community, where any 35.3% environmental impacts may be experienced.
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SSC Pop. Km Km by Travel Employing Likelihood of material impact 2016^ Direct* road* time* industries – /benefit top response Comet residents would have ready access to Project employment, and Comet businesses may experience business trade related to commuting personnel.
Emerald 14,356 37 48 38 Coal mining Emerald is a key residential base minutes – 17.1% for Project personnel. As the Central Highlands LGA’s regional centre, Emerald may experience any Project impacts relating to employment, business participation, or changes to the population or housing market. Emerald is also the Central Highlands LGA’s key business centre.
Blackwater 4,749 40 62 49 Coal mining At approximately 40 kms (direct minutes – 47.2% distance) from the Project, there is no potential for impacts on e.g. amenity or local character in Blackwater. The Blackwater, Curragh, Jellinbah and Yarabee mines are within approximately 30 km of Blackwater which primarily services these mines. Blackwater is not a significant residential base or supplier base for Ensham. There is potential for Blackwater residents to benefit from the availability of Project employment, but impacts on the Blackwater community are unlikely.
Bluff 373 58 81.3 1 hour Coal mining At more than 50 kms distant and (hr) 8 – 29.2% more than one hour’s travel by road minutes from the Project, impacts on amenity, services or community values in Bluff, Capella, Tieri, Capella 1,010 67 102 1 hr 8 Coal mining Springsure, Willows Gemfields, minutes – 19.2% The Gemfields (including Rubyvale and Sapphire), Duaringa and Dingo Tieri 1,129 54 137 1 hr 39 Coal mining are unlikely. Each community minutes – 62.5% services the coal mines located closest to them and surrounding Springsure 1,103 84 113 1 hr 19 Coal mining rural properties. minutes – 15.0% These towns and townships are not The 1,449 80 109 km 1 hr 23 Coal mining residential or supplier bases for the Gemfields# minutes – 10.2% Project, so there is no potential to affect population size or housing Willows 114 100 km 130 km 1 hr 30 Beef Cattle access. Gemfields mins Farming and Whilst employment or business coal mining opportunities for residents in these – both 23.5^ towns are possible, material social
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SSC Pop. Km Km by Travel Employing Likelihood of material impact 2016^ Direct* road* time* industries – /benefit top response
Duaringa 278 120 145 1 hr 43 Beef cattle impacts on these communities are minutes farming – not anticipated. 35.3%
Dingo 340 85 109 1 hr 19 Beef cattle minutes farming – 8.1%
Woorabinda 962 120 km 191 2 hrs 5 Local Woorabinda is an Aboriginal min Government community located at a direct Admin - distance of approximately 120 km (19.8%) from the Project Site, with no potential for impacts on amenity, cultural values or social infrastructure. Woorabinda is located between the Blackwater and Moura Mines (approximately equidistant at 100 kms) however there were no local residents employed in mining in 2016. Whilst the Project’s employment or business opportunities would be open to Woorabinda residents, material social impacts in the community are not anticipated.
Middlemount 1,841 76 181 2 hrs 6 Coal mining With an approximate drive time of minutes – 55.2% two hours, there is no potential for impacts on the communities, Dysart 2,991 100 178 2 hr 11 Coal mining environments or services of these minutes – 48.6% towns. These towns are not a residential base for the Project, or a Rolleston 309 110 149 1 hr 54 Beef cattle significant source of Project minutes farming – suppliers. 50.0% There are several nearer mines Clermont 3,031 115 159 1 hr 57 Coal mining which would be more attractive to minutes – 24.6% workers in Middlemount, Dysart, Rolleston and Clermont. Whilst employment in the Ensham Mine is available to residents in these communities, it is unlikely that significant numbers of residents in these communities would be attracted to Ensham Mine.
Notes: * Approximate, estimated using Google Maps, 2019 #The Gemfields includes Sapphire and Rubyvale, which had populations of 572 people and 640 people respectively. ^ ABS 2016 Quickstats On the basis of the assessment outlined in Table 2-1, Comet, Emerald and Blackwater were identified as potentially affected communities, as: · Comet, with a population of 498 people in 2016 (ABS, 2016) is the nearest township and may have concerns regarding land use conflicts between the agricultural and mining industries. Comet residents may benefit from access to Project employment, and Comet businesses may experience business trade related to commuting personnel; · Emerald with a population of 14,356 people in 2016 is the primary residential base for
29 Ensham Life of Mine Extension Project – SIA
Project personnel and is the Central Highlands LGA’s regional centre. Emerald may experience any Project impacts relating to e.g. housing or social infrastructure requirements. Emerald is also home to most of the Project’s local suppliers; and · Blackwater with a population of 4,749 people in 2016 is a local centre within a one-hour drive of the Project. Blackwater has an established mining workforce and businesses that may benefit from Project opportunities or personnel expenditure, however specific social impacts or benefits were not foreseen at the scoping stage.
2.5.3 Project region The Project is located within the Central Highlands LGA in Central Queensland, west of the boundary between the Central Highlands and Isaac Regional Council LGAs. The Project would extend Ensham Mine to the west with no potential for impacts on land use or infrastructure in the Isaac LGA, and extension of the Ensham Mine’s existing operational workforce arrangements would not result in impacts on communities within the Isaac LGA. Rockhampton is the nearest regional centre for Central Highlands LGA residents. The Rockhampton LGA had a population of 79,726 people in 2016, including the 61,214 people within the urban locality of Rockhampton. As the Project has no potential for significant impacts on Rockhampton LGA, it has not been included in the SIA study area. The Central Highlands LGA has therefore been considered as the Project region where there is potential for social impacts and/or benefits. The Central Highlands LGA is characterised by ‘strong communities, a diverse economy, pristine landscapes, expanding infrastructure and a climate that offers a great lifestyle’ (CHRC Community Plan 2022). The key employing industries in the LGA in 2016 were mining, which employed 24.3 percent of employed workers, and agriculture, forestry and fishing, which employed 12.8 percent of employed workers. Project personnel are likely to be drawn from within the Central Queensland region, represented by the Central Queensland (SA4). Workforce data have therefore been provided for this region. Personnel will also be drawn from other Queensland regions including the Mackay-Isaac- Whitsunday Region, however material impacts of the Project’s operation on other regions are unlikely. The ABS Statistical Areas which correspond with local and regional communities are shown in Table 2-2, and include State Suburbs (SSCs), the Central Highlands LGAs, and the Central Queensland SA4. Some data (such as for unemployment) are available at SA2 level rather than suburb level so representative SA2s are also included in Table 2-2. Table 2-2: Project SIA Statistical Geography
Study Area Community Statistical Area
Potentially Comet State Suburbs affected (SSC) communities Emerald
Blackwater
Reference to Emerald SA2, Central Highlands-East SA2 Statistical Area 2 and Central Highlands-West SA2 where state suburb data is not (SA2) available Project region Central Highlands LGA LGA
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Study Area Community Statistical Area
Workforce Central Queensland SA4 SA4 region Comparator Queensland State (STE)
Source: ABS. 2011 and 2016 Australian Statistical Geography Standard (ASGS) Statistical Geographies
2.6 Scope of assessment Table 2-3 summarises the results a preliminary review of potential Project impacts and benefits, referencing the SIA Guideline’s impact categories, and considering: · social baseline characteristics of potentially affected communities and stakeholders; · potential for the Project to change aspects of the social baseline; · CHRC and CHDC inputs; and · potential social impacts and benefits.
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Table 2-3: Potential social impacts and benefits
Impact Type Characteristics of Potentially Affected Potential Changes as a Result of the Project Potential Impact / Communities Benefit
Changes to community · Low projected population growth rate in · The Project would maintain the employment of up to · Impacts on values and/or the way the the Central Highlands LGA. approximately 603 personnel beyond the current LOM Indigenous’ people community functions · Local business vitality is supported by (2024) to 2035, then employing 417 personnel in 2036 use of, or access to, agricultural and mining industry supply and less than 100 personnel prior to Project closure, land within the opportunities and workforce expenditure. contributing to population stability until at least 2035. Project Site · The Project is located within a PAA · The Project would contribute to maintaining business · Support for supply and trading levels in the Central Highlands maintenance of the · Potentially affected communities are LGA. LGA’s population size located near a number of coal mining operations and the workforce and · Support for current business profile is well oriented to mining employment and industry requirements. business trading levels Impacts on how people live, · Agriculture is integral to the Central · As an extension to underground mining, with no · Potential for work, play and interact with Highlands LGA’s economic profile and potential for noise, dust, additional traffic or impacts subsidence to impact one another on a day-to-day community lifestyles. on visual amenity, impacts on the amenity of directly on the use of basis · Properties adjacent to the Project Site affected and adjacent landowners or local agricultural land comprise high quality agricultural land and communities are not anticipated. · Support for ongoing support agribusinesses. · Predicted subsidence above the bord and pillar availability of · Mining is the strongest industry of mining areas is minimal, but directly affected employment employment in the Central Highlands properties may be particularly sensitive to subsidence. · Potential impacts of LGA. · The Project would have access to Ensham Mine’s Project closure on · The LGA has higher rates of separate existing workforce accommodation village, with no employment dwellings and rental dwellings. additional access to housing stock or workforce availability and accommodation required. housing demands · Average rents are lower than the Queensland average. · The Project would not significantly change the nature of supply arrangements between Ensham Mine and · Unemployment is lower than the local and regional businesses. Queensland average. · The Project would not affect recreational or natural resources. · Project closure would result in the loss of employment and supply opportunities.
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Impact Type Characteristics of Potentially Affected Potential Changes as a Result of the Project Potential Impact / Communities Benefit
Impacts on culture, history, · The Project is within Western Kangoulu · The Project is not expected to result in impacts on the · Cultural heritage and and ability to access cultural country, with cultural heritage values to be landscape, land use or surface water. native title issues resources identified as part of the cultural heritage · Land under which mining would occur is held as managed in management system development freehold with the exception of Reserve Land within the accordance with process. proposed Zone 1 mining area. Native title issues are legislative process · No registered non-Indigenous cultural being addressed as part of a Right to Negotiate · Potential to impact on heritage sites are located within the process between the Western Kangoulu People and access to or use of Project Site. Idemitsu. cultural resources or · Garingbal and Kara Kara People’s interests within land or waters within Ensham Mine’s existing mining lease are addressed the Project Site as part of an existing agreement between them and Idemitsu. · Cultural heritage assessment for the Project found no areas of historical archaeological sensitivity within the Project Site. Impacts on communities’ · Indicators of health status and potential · The Project would utilise Ensham Mine’s existing · No impacts physical safety, exposure to disadvantage do not indicate any infrastructure and operational management anticipated, pending hazards or risks, and access particular vulnerability to Project-related procedures. review of EIS Hazard to and control over resources impacts. · Minor temporary surface disturbance (exploration) in and Risk assessment zones 1, 2 and 3, with the possible need for minor results surface construction of gas flaring in Zones 2 and 3. All of the exploration activities for Zone 1 and surface construction in Zones 2 and 3 are already approved under existing EAs. · Hazards and risks were assessed as part of the EIS with no new risks identified. · Changes to access to land and water are not anticipated. Impacts on communities’ · The Project Site is located within and near · No construction activities are proposed, therefore, no · Due to the nature of quality of life including agricultural land, with two homesteads environmental qualities or aesthetics would be the project liveability and aesthetics, as located within Zone 1. impacted prior to the operation of the Project. (underground well as the condition of their · As an extension to underground mining, with no extension with no environment (for example, air potential for noise, dust, additional traffic or impacts additional personnel) there is low potential
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Impact Type Characteristics of Potentially Affected Potential Changes as a Result of the Project Potential Impact / Communities Benefit quality, noise levels, and · Comet as the nearest community to the on visual amenity, impacts on the amenity of directly for impacts on access to water) Project is approximately 18 km to the affected and adjacent landowners or local liveability south-east. communities are not anticipated. · Potential for · Emerald as the next nearest community is · Groundwater drawdown may result in minor impacts groundwater 30 km to the west on groundwater bores. drawdown to affect water access Impacts on communities’ · Central Highlands communities have · No construction workforce or increases in operational · Project would not access to, and quality of, access to a local and regional social personnel anticipated with no impacts on social result in population infrastructure, services and infrastructure network including early infrastructure demands or access. changes or other facilities learning centres, schools, health and · Continuation of mining will support population levels changes which would hospital services, community and cultural which in turn support social infrastructure capacity. increase demand for services. social or physical · Access to tertiary education and hospital infrastructure services is limited as is typical in regional communities. Impacts on communities’ · Selected health indicators do not identify · Maintenance of the existing workforce will ensure · Potential impacts of physical and mental health significantly higher rates of poor self- employment security and supply opportunities which Project closure on and well-being, as well as assed health, psychological distress or sport livelihoods. employment their social, cultural and avoidable mortality. · No Project-related changes identified which are likely availability economic well-being · SEIFA scores do not indicate significant to affect mental or physical health of local · Effects on the well- potential for disadvantage which could communities. being of landowners affect health. · Concern about current or future land use may affect due to concern about the well-being of directly affected or adjacent impacts on landowners or other community members. agricultural or environmental values Changes to livelihoods, for · High level social indicators show that the · The Project would maintain the employment and · Potential for any example, whether peoples’ LGA has low levels of potential livelihoods of approximately 600 personnel and impacts on properties jobs, properties or disadvantage. maintain business opportunities for local suppliers to affect livelihoods businesses are affected, or beyond the current LOM. · Potential impacts of whether they experience · Any impacts on the use of agricultural properties may Project closure on advantage/disadvantage affect access to employment in the agricultural employment industry. availability
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2.7 Focus of assessment The Project is unlikely to result in changes to the major drivers which determine social impacts i.e.: · social factors such as the population size or composition, housing or accommodation requirements, access to social infrastructure, the availability of employment, income levels, or the amenity of local communities; · economic factors such as employment diversity or local supply opportunities; · aesthetic factors such as changes to the physical landscape or vistas; and · environmental impacts such as changes to water flows or quality, impacts on biodiversity, unacceptable noise, changes to air quality, or increased traffic. Being located in an area of agricultural land use, there is potential for impacts on landowners including: · the possibility that if subsidence occurred, it could disturb the current or planned future use of land within the Project Site; · potential for groundwater drawdown to affect access to groundwater sourced through bores; · effects on the wellbeing of directly affected or adjacent landowners due to concern about impacts on agricultural land use or environmental changes; · any unexpected impacts on amenity i.e. noise, dust or vibration; and · the potential for any adverse impacts on agricultural operations to affect livelihoods or the region’s economic diversity. The Project’s closure may result on impacts on employment availability, population or housing demands. Project benefits to be considered in the SIA include: · the ongoing availability of skilled mining employment and training opportunities, including access to employment for Indigenous people and jobseekers; · support for maintenance of the LGA’s population; · any impacts on Traditional Owners’ interests within the Project Site; and · support for current employment and business trading levels. Investigations undertaken as part of the SIA indicated that there was no likelihood of negative social impacts occurring in Blackwater, as: · no Project-related changes to environmental conditions that would affect Blackwater were identified; · consultation indicated that the Blackwater community is closely affiliated with nearby mines such as Blackwater, Curragh, Jellinbah and Yarabee mines and at more than 40 kms from the Project (direct distance), has no relationship with Ensham Mine; · consultation with CHRC confirmed that there was no likelihood of negative social impacts within Blackwater; · there are very few Ensham personnel and no Ensham suppliers based in Blackwater; and
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· the Project would continue rather than increase employment opportunities with no potential to draw labour from Blackwater or change the population or housing profile. For completeness and for comparison with Emerald as a centre within the Central Highlands LGA, social baseline characteristics in Blackwater were assessed, but the SIA considers only Emerald and Comet as potentially impacted communities.
3 Stakeholder engagement
This section describes the SIA stakeholder engagement process and the results of engagement.
3.1 Principles and objectives Communities in the SIA study area have extensive experience with the mining industry, having witnessed its cyclical trends and social impacts, and understanding how to optimise a project’s benefits. The SIA sought to utilise this knowledge and experience. Principles which guided SIA stakeholder engagement included: · ensuring community members and stakeholders understood the Project details, timing, and workforce arrangements so that discussions about impacts and benefits were meaningful; · providing a range of opportunities to encourage community members and key stakeholders to participate; and · providing inclusive engagement as part of the SIA process. The objectives of SIA engagement were to: · involve key stakeholders in reviewing and defining the scope of assessment; · provide opportunities for stakeholder input to the baseline, assessment and mitigation strategies; and · ensure that the assessment and evaluation of impacts was informed by the knowledge and experience of local stakeholders. Stakeholders’ input has informed the SIA by: · providing updated and additional information on recent social baseline conditions e.g. social infrastructure capacity, business sentiment and COVID-19 response-related conditions; · refining the scope of assessment, e.g. identifying the potential for impacts on agricultural land and precluding other negative social impacts on local communities; and · supporting the development of mitigation measures (as shown in Section 6.1.2).
3.2 Stakeholder profile Stakeholders who were invited to participate in the SIA process included CHRC, Queensland Government agencies, local and regional employment and training providers, housing providers, business and community development groups, social and public service providers, emergency services, public health providers and local communities.
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The following subsections describe the SIA stakeholders for the Project. The SIA engagement process is described in Section 3.3, and the results of SIA engagement are summarised in Section 3.4 and 3.5.
3.2.1 Landholders There are two private freehold properties (Braylands and Chelbrook) within the Project Site. The owners of these properties are identified in the SIA as directly affected landowners. The Braylands property extends to the west of Zone 1. To the west of Zone 1, the Wyuna and Colorado properties also adjoin the Project Site, and to the west of Zone 3, the Cypress property adjoins the Project Site. The Bauhinias property (owned by the same company as Cypress) is south of Zone 1, separated by a road reserve. Two landholders are registered lessees of Reserve land which is designated as a stock route within Zone 1. Landowners’ key interests include the use and amenity of their properties, environmental values, water access and the productivity and value of agricultural land.
3.2.2 Local government The Central Highlands LGA was created on 15 March 2008 following amalgamation of the former Shires of Bauhinia, Duaringa, Emerald and Peak Downs. CHRC is the local planning authority and provides a wide range of health, water and waste management, road management, community, cultural and environmental management services.
3.2.3 Traditional Owners The Western Kangoulu People are the registered native title claimants of the land which includes the Project Site. The Garingbal and Kara Kara People (known as the GKK Group) have a connection to the land within which the existing Ensham Mine is located, but do not have a currently registered native title claim or determination. The SIA considers the potential for impacts on Indigenous peoples’ values.
3.2.4 Central Highlands Development Corporation CHDC is the lead economic and business development agency for the Central Highlands LGA. CHDC’s key interests include driving investment, attracting businesses and the sustainability of farms and agribusiness, and tourism.
3.2.5 Community and not for profit organisations Community and government agencies in the Central Highlands LGA provide a range of services which support residents’ community wellbeing, and many also represent the views of community members to governments, companies and the media. Organisations who were invited to participate in the SIA are outlined in Section 4.4.2.
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3.2.6 Health services Queensland Heath provides Emerald Hospital (with 37 beds), Emerald Community and Allied Health Services, Central Highlands District Mental Health Services (based in Emerald), and the Blackwater Multipurpose Health Service including the Blackwater Hospital (with 10 beds).
3.2.7 Training and employment service providers Central Queensland University (CQU) has a campus in Emerald which provides access to a wide range of courses, either on campus or with support for online courses, in health, business, the arts and communications, education, childcare, community welfare, engineering, and information technology CQU includes a TAFE campus (TAFE) which offers a wide range of certificates, trade qualifications and diploma courses. Private and community training providers include Busy at Work, Emerald Employment Services, WorkPac Group, Max Employment Emerald and Lennon Training.
3.2.8 Community members Community members and groups in the potentially affected communities of Emerald, Comet, and Blackwater are stakeholders for the SIA. The Project’s potential for impacts on social or environmental conditions within these communities is anticipated to be negligible, however, social impacts and benefits relating to changes in access to training, employment, housing or business opportunities may be experienced in potentially affected communities.
3.2.9 Government agencies Government agencies in the Central Highlands LGA provide a range of services which support residents’ community wellbeing. Agencies who were invited to participate in SIA engagement include: · Education Queensland – Emerald State High School and Comet State School; · Queensland Police Service (QPS); · Queensland Ambulance Service (QAS); · Queensland Fire and Emergency service (QFES); · Queensland Health; · Department of Communities Disability Services and Seniors (DCDSS), as then known, now restructured as part of Department of Communities Housing and Digital Economy (DCHDE) and Department of Seniors Disability Services and Aboriginal and Torres Strait Islander Partnership (DSDSATSIP); · Department of Aboriginal and Torres Strait Islander Partnerships (DATSIP), now part of DSDSATSIP; · Department of Employment, Small Business and Training (DESBT); · Department of Housing and Public Works (DHPW) with the housing function now part of DCHDE; and
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· Department of State Development, Tourism and Innovation (DSDTI) with State Development now part of the Department of State Development Infrastructure Local Government and Planning (DSDILGP).
3.2.10 Industry groups and businesses Businesses in Emerald and Comet may benefit from the Project’s continuation of employment and supply opportunities and may have other interests in relation to the Project. The SIA community workshops were promoted through the CHDC which invited their stakeholder network to participate in the workshops.
3.3 Stakeholder engagement process
3.3.1 Project and EIS engagement Ensham’s stakeholder engagement for the Project involved: · a briefing on the project to CHRC and advice on the commencement of the EIS engagement process; · a briefing to CHDC on the project and advice on the commencement of the EIS engagement process; · meetings with directly affected landowners to discuss the Project and commercial/compensation agreements with them; · meetings with the underlying and adjoining landowners to discuss the Project; and · meetings with Western Kangoulu People to discuss cultural heritage and native title arrangements. The outcomes of Ensham’s engagement with landowners and Traditional Owners to date are considered in Sections 3.4.3 and 3.4.4 respectively. EIS Chapter 2: Public consultation details the process and outcomes of Project and EIS engagement. DES advertised the draft Terms of Reference (ToR) for the EIS on 3 August 2020 with submissions to the ToR requested by 15 September 2020. Submissions on the draft ToR included one from a landholder adjoining the current Ensham Mine, expressing concern that the subsidence could affect the value of the landholder’s property. Recommendations were also made by DSDTI regarding SIA inclusions relating to e.g. the workforce profile, employment targets, recruitment strategies and measures for management of FIFO workers. These issues are addressed in Section 5.3.
3.3.2 SIA engagement program Community and stakeholder engagement was undertaken to inform the development of the SIA during June-July 2020 and October 2020. All stakeholders identified in Section 3.2 were invited to participate. The first stage of SIA engagement during June to July 2020 aimed to increase awareness of the Project, the EIS and the SIA process, encourage inputs to the SIA scope, elicit information about community values and data availability, and identify potential social impacts to be assessed.
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Engagement during this phase was constrained by COVID-19 provisions which limited the ability to travel or gather in groups, but included: · production and dissemination of a Project fact sheet to a wide range of stakeholders, outlining the Project and the EIS commencement, and encouraging them to contact the Project team; · online video meetings with CHRC (two meetings) and CHDC to discuss the SIA scope, the engagement process, and potential impacts and benefits; · writing to directly affected landowners and adjacent landowners to seek their participation in online interviews, providing a SIA briefing paper and tailored questions for their consideration; · writing to the registered Traditional Owners (Western Kangoulu People) to seek their participation in the SIA process, including a SIA briefing paper and tailored questions for their consideration; · emailing information on the Project and a SIA briefing note to 45 stakeholders including community agencies, Indigenous community organisations, government agencies and community and cultural groups to invite them to participate in phone interviews and the community survey, with follow-up calls/emails to seek interviews; · writing to approximately 25 other stakeholders providing information on the EIS and inviting them to contact the EIS team if they would like to engage further; and · an online community survey to seek inputs from community members, businesses and organisations on community values, community needs, potential Project impacts and benefits, and management measures. The community survey was promoted through emails and letters to stakeholders, CQ News (in print initially and online continually throughout mid-June to mid- July 2020), and included embedded information about the Project and the EIS process. Participation in this phase of the engagement included: · 22 community survey responses; · three on-line meetings (two with CHDC and one with CHRC); and · two phone interviews (DATSIP and Anglicare). Discussion with CHDC and CHRC indicated that potential reasons for the lack of community participation may have included: · the community’s focus on responses to and recovery from changes emanating from COVID- 19 restrictions (such as slower business activity, health service needs and restricted opportunities for community participation); · limited interest due to the nature of the Project as an underground extension with no changes to the workforce, no additional demands on housing or community services, or significant environmental impacts expected; and · a local tendency to engage only if directly affected, given multiple demands on stakeholders’ time. Directly affected landowners declined to participate in the first engagement round, being focussed on working with Ensham to understand land access, environmental impacts, and commercial/compensation arrangements.
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The second round of engagement (during October – November 2020) provided information on the Project, EIS process, preliminary SIA findings and proposed management measures, and sought stakeholder feedback. This included: · SIA community workshops in Emerald and Comet; · an online workshop with CHRC Councillors and staff; · a face to face meeting with CHDC; · provision of information to Western Kangoulu People and requests to meet; · provision of information to Garingbal and Kara Kara People and a telephone meeting; and · face to face meetings with two landholders. A flyer advertising the SIA workshops as open to all community members was distributed with all stakeholder engagement invitations which included: · all SIA stakeholders who had been invited to participate in interviews (including directly affected and adjacent landholders, community groups and agencies, Traditional Owners and government agencies, via email; · members of CHRC’s Emerald and Comet Community Reference Groups, which represent a broad cross section of their local communities, via email, coordinated by CHRC; · the Emerald Interagency Network which includes approximately 203 individuals, community organisations and government services staff via email, also coordinated by CHRC; and · CHDC’s business and community network, via inclusion of the workshop flyer in their e-news which is received by more than 1,400 individuals, businesses and community, economic and environment organisations. Follow up discussions were also held with CHRC staff (regarding affordable housing and service capacity) and Central Highlands Community Services (CHCS) to discuss social housing provision, social infrastructure capacity and social enterprises. Table 3-1 summarises the SIA engagement program. The outcomes are summarised in Section 3.4. Table 3-1: SIA engagement program
Stakeholders Purpose Method Date No. of (2020) stakeholders
OCG and DES Discuss Project and Online meeting 11 June 8 meeting participants draft SIA scope
All SIA Provide Project Email, Project factsheet, 18 June 45 information packs stakeholders (as information and a promotion of community (including 29 to per Section 3.2) briefing on the SIA survey, SIA briefing note government and and seek participation and invitation to participate community agencies) engagement in an interview to provide and SIA interview input to the SIA, with invitations issued follow-up emails and phone calls to encourage 25 additional letters participation issued inviting contact with the EIS team
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Stakeholders Purpose Method Date No. of (2020) stakeholders
CHRC Discuss draft SIA Online meeting Managers 10 July 3 participants scope and baseline – Planning Services, issues Connected Communities, Community Recreation & Seek input on Facilities impacts, benefits, and mitigation measures Online meeting with Mayor, 5 August 5 participants General Manager Communities, Councillor, and Planning Services and Connected Communities Managers
Follow-up phone meetings 21 -22 2 participants to obtain additional October information on affordable housing and social infrastructure capacity
Discuss draft SIA Presentation of preliminary 29 October 6 participants findings and seek SIA findings and online including the Mayor, feedback meeting four Councillors and the General Manager, Communities
Landholders – Invite participation in Letter, SIA briefing sheet, 21 June 5 invitations issued directly affected the SIA Project fact sheet and and adjacent invitation to participate in an interview and/or SIA workshops
Discuss potential for Face to face meetings 14 October 4 participants, impacts on properties 2020 (between 2 meetings, and seek to identify including one mitigations participant via online meeting)
Discuss social SIA community workshops 13 and 14 4 participants, impacts, benefits and October including the owners management (see below) of a directly affected measures property, an adjacent landowner representative and a landowner whose property is affected by the existing Ensham mining lease
CHDC Discuss draft SIA Online meeting 25 June 2 participants scope and baseline issues, and seek feedback on impacts, benefits, and mitigation measures
Discuss preliminary Presentation of preliminary 13 October 1 participant findings and seek SIA findings and face to feedback face meeting
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Stakeholders Purpose Method Date No. of (2020) stakeholders
Western Seek inputs on Email including SIA 23 June Information and Kangoulu People Project impacts, briefing paper and SIA invitations provided to benefits, and questions for consideration nominated contact mitigation measures ahead of an interview or of relevance to meeting Traditional Owners and Indigenous Email including SIA 18 August community members briefing paper and SIA questions, seeking agreement to consultation and preferred method of contact
Phone calls and text 19 – 26 messages seeking August (3 participation calls and texts), 29 September, 8 October
Garingbal and Seek inputs on Email including SIA 2-5 1 participant Kara Kara People Project impacts, briefing paper and SIA November benefits, and questions for consideration 2020 mitigation measures and a telephone meeting of relevance to Traditional Owners and Indigenous community members
Community Seek community and Community survey, 19 June – 22 survey participants members, business inputs on promoted via email to SIA 19 July businesses and community values, stakeholders and in the CQ organisations community wellbeing, News hard copy on 19 potential impacts and June and continually online opportunities and until 19 July 2020 mitigations
Seek community SIA community workshops 13-14 Emerald workshop – feedback on (Emerald and Comet) October 8 participants preliminary SIA promoted through CHRC’s findings CRGs (32 CRG members), Comet workshop – 7 the Emerald Interagency participants Network (203 community and government agency representatives) and CHDC’s e-news network (1.400 individuals, businesses and organisations)
Government and Seek input on Invite agencies to 25-29 June 29 invitations, 3 community capacity and participate in interviews 2020 interviews held agencies (see accessibility of Section 3.2.9) services, community SIA community workshops 13-14 29 invitations 2 issues, Project October participants impacts and benefits, and mitigation measures
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Stakeholders Purpose Method Date No. of (2020) stakeholders
Seek further Follow-up phone call to 22 October 1 participant information on service CHCS capacity
3.4 Stakeholder engagement outcomes
3.4.1 CHRC A video meeting was held with CHRC representatives to discuss the SIA scope, baseline issues and Council’s views on potential social impacts and benefits and management measures on 10 July 2020. A second meeting involving Councillors and staff was held on 5 August to again discuss the SIA scope and baseline issues, and to seek Council’s views on potential social impacts and benefits, and inputs on management measures. Council’s inputs were as follows. With respect to baseline conditions: · local towns were quiet and empty during the peak of the COVID-19 restrictions, however, community members and businesses are adapting, activity levels are increasing, and it’s now ‘business as usual’, with adaptations for restrictions; · mines which provide bus services for personnel ceased or decreased this provision during the peak of the COVID-19 restrictions and there were fewer people per car, with an increase in traffic movements at the peak of restrictions; · COVID-19 restrictions have seen fewer flights in and out of Emerald; and · with respect to strains on social infrastructure, retaining general practitioners is an issue and people may currently wait a few days for a non-urgent doctor’s appointment. Council representatives endorsed the broad SIA scope (according to the outline provided). Council representatives did not identify the potential for negative social impacts, however it was noted that any changes to floodplain hydrology or levees’ operation would be an area of high community concern given the destruction and impacts on community and economic well-being which result from major flood events. The potential for any increased traffic e.g. on Duckponds Road or Foley Road was also identified as a concern, noting a road upgrade may be required if there were increased traffic, however assessment of the Project’s potential traffic impacts (Access Traffic Consulting, 2020) did not identify the potential for increased traffic on local roads. Council representatives were also interested the relationship between Ensham Mine’s closure and rehabilitation plans and the Project’s closure plan. Council representatives acknowledged that Ensham Mine contributes positively to employment opportunities and business supply arrangements, and Ensham invests in community programs through its Community Donations and Sponsorship Program, which provides an additional community benefit. The opportunity to refresh Ensham’s community investment priorities to address local needs was also identified. Council noted that there is a strong local preference for increased local employment, and Council supports an increase in mines’ residential workforces in favour of FIFO/DIDO arrangements. Investment in community facilities e.g. sporting and park facilities would also be welcomed by
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Council. Renewal of relationships between Ensham Mine (which has had a changeover in key staff) and Council (which has newly elected Councillors) was recommended, including site tours for new Councillors. A summary of the SIA’s draft findings was provided for a meeting with CHRC Councillors and staff on 29 October 2020. This included a Project update, discussion of the baseline findings, and preliminary impact assessment findings, and seeking Council’s feedback on proposed management measures. Council inputs included: · agreement with key social baseline findings; · agreement with the assessment of social impacts and benefits; · interest in the radius within which any groundwater drawdown could occur (advised that the radius considered by the ground water assessment undertaken for the Project was 10 km); · agreement with proposed management measures, noting: o all high schools in the LGA may be interested in engagement with the Project to discuss training pathways and employment opportunity for students; o Council supports local employment as a key priority and agrees with the proposed measures to attract new local workers, noting that both direct employees and contractors could be encouraged to relocate; o the need for adequate training for staff implementing trainee and apprenticeship programs; o Council’s Emerald and Comet Community Reference Groups would be interested to receive Project updates; o engagement with Comet State School would let students and teachers know what happens at Ensham and develop a relationship between Ensham and the school; o the potential to engage with organisations including the Emerald Neighbourhood Centre, Pre-Headspace (being developed towards a Headspace program by Anglicare Emerald) and On Track (a Special Assistance school program delivered by Emerald Christian College) to encourage disadvantaged young people to consider training and employment opportunities offered by the Project; · potential to support emerging social enterprises and the proposed social enterprise hub in Emerald, including identification of opportunities for social enterprises to be part of Ensham Mine’s supply chain; and · potential for Ensham to partner with Council to develop specific initiatives e.g. a feasibility study for services which would support ageing in place and development of a more ‘seniors- friendly’ social environment.
3.4.2 CHDC A video meeting was conducted with CHDC’s Business and Investment Attraction Manager and Agribusiness Development Coordinator on 25 May 2020 to discuss the scope of the SIA, the social baseline, recent changes to social and economic conditions, and potential social impacts and benefits. CHDC endorsed the broad SIA scope (according to the outline provided), highlighting the
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importance of properties adjoining the Project Site to regional production, and in particular the sensitivity of cotton cropping fields to subsidence. CHDC also endorsed a focus on the impacts of Project closure. Key baseline values identified by CHDC included: · Braylands, under which the Project’s bord and pillar mining would occur, is a national leader in cotton production, the largest cotton producer in the Central Highlands and makes a strong contribution to local cotton gin throughput. Braylands utilises a laser-levelled land profile with automated irrigation; · Saratoga Holdings Group plans to develop Cypress (which is adjacent to Zone 3) as a macadamia farm; · locally commissioned research (which addresses short-comings in ABS’s broader approach) indicates that in the context of COVID-19 pandemic responses, the Central Highlands region could experience a 18% hit to Gross Regional Product in 2020 which will affect the region’s prosperity; · transformational land use management is a key priority, i.e. transitioning from mining to other land uses, rather than face the impacts of abrupt mine closure; and · stakeholders were at the time awaiting resolution of the Ensham RVP process regarding the long-term landform and use of open cut mining voids and may not dissociate that from the Project. With regard to potential impacts, CHDC described the potential for impacts on Braylands’ productivity as a key concern. CHDC noted that the impacts of subsidence on laser-levelled irrigated land were not well understood, with no recent research regarding bord and pillar mining’s impacts on agricultural land use, but that the exactitude required in laser-levelled operations makes them vulnerable to subsidence. Community concerns about the impacts of mining and in particular, any potential for irrevocable impacts on agricultural land or businesses, was noted. Suggestions from CHDC on potential management measures included: · working with Cowal Agriculture Holdings to understand the impacts of subsidence on their operations; · respectful and cooperative relationships with landowners regarding the prevention and minimisation of any impacts on their properties; · accessing the Queensland Local Content Leaders Network (QLCLN) emerging best practice guidance for involvement of suppliers in resource companies’ supply chains; · sharing information on the Ensham workforce e.g. employee numbers, local and DIDO/FIFO percentages and shift arrangements; · stakeholder engagement including ongoing provision of community information about the Project’s status and progress, attendance at community events and potentially the use of a community reference group structure similar to that used for Ensham’s RVP; and · co-operation with local stakeholders in economic transition work, and a progressive ongoing focus on post-mining land use in the context of regional development, environmental protection, and the potential for beneficial uses.
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A second meeting with CHDC’s Business and Investment Attraction Manager was held in October 2020 to review the preliminary findings of the SIA and proposed mitigation measures. (The Agribusiness Development Coordinator’s position is currently vacant). Feedback included: · employment and business growth remain key priorities for the community; · the visitor economy has picked up significantly through increased domestic tourism; · whilst the Project would maintain jobs, the loss of approximately 80 jobs when Ensham Mine’s open cut operation closes would impact on the community; · resourcing for the upcoming fruit picking season is a critical current challenge, but the region has difficulties in attracting and retaining skills and labour across the board in other industries; and · water scarcities due to drought are likely to raise community concerns about mining industry use of water and protection of community allocations. Transformation of the local economy from its heavy dependence on mining is a key local priority with a long-term work program required. CHDC is part of a parentship which involves mining companies, the Minerals Council of Australia, mining equipment, technology and services companies, regional development organisations, local, State and Commonwealth governments and research partners in the establishment of a Cooperative Research Centre – Transformation in Mining Economies (CRC- TiME), which is jointly led by the Universities of Queensland and Western Australia. The CRC-TIME aims to achieve coordinated investment in research that will deliver a better approach to mine closure including a focus on environmental management of closure, economic transformation and social value. There is an opportunity for Ensham Mine and the Project to learn from the CRC’s research and collaborative initiatives. Recommendations in regard to mitigation of social impacts focussed on closure and rehabilitation planning, including: · communicating the process and timing for redundancies ahead of the closure of existing open cut operations and the Project’s underground operations, ahead of closure; · providing prior advice to school principals and CHDC regarding the timing for redundancies and potential for loss of enrolments; · a commitment to ongoing communication with local stakeholders regarding mine plans and closure plans; · potential for collaboration within the mining industry to address resourcing issues i.e. build local capacity and encourage more people to move in; and · the opportunity to liaise with CHDC to identify further local suppliers.
3.4.3 Landowners Ensham is communicating with directly affected and nearby landowners to ensure they are aware of the Project and have the opportunity to communicate with Ensham about the Project and the potential for impacts on their properties. Discussion between directly affected landowners and Ensham regarding compensation for impacts on properties is occurring within the EIS timeframe.
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Phone and/or online meetings were sought with the directly affected landowners during July-August 2020 to discuss their views on the Project and how it might affect the use or amenity of their properties or their wellbeing. Landowners were provided with information including an introductory letter, SIA briefing note, Project fact sheet and an invitation to participate in an interview. At this point landowners deferred their engagement as they were engaged in commercial discussions with Ensham or preferred to wait until draft EIS findings were available. Engagement with directly affected and adjacent landowners in October 2020 included: · interviews with the owner and manager of Braylands (a directly affected property) and an owner and agent for Cypress and The Bauhinias (adjacent properties which are owned by Saratoga Holdings Group); and · the involvement of the owners of Chelbrook (a directly affected property) and the owner of a property within the existing Ensham Mine mining lease in a SIA community workshop. The owners of Wyuna and Colorado (adjacent to Zone 1) and one lessee within Zone 1 chose not to be involved. The other lessee of land within Zone 1 is Saratoga Holdings Group who did not identify issues relating to the use of the lease. The results of engagement with landowners are shown below. Cowal Agriculture Holdings owns Braylands which includes land within and to the west of Zone 1 of the Project Site. Cowal Agriculture farms eight properties in the Central Highlands (including cotton and cropping farms) and employs 12 FTE personnel on a regular basis, with small increases for peak periods (up to a total of 15-20 FTE personnel). Braylands’ owner and farm manager have had access to the subsidence report and associated peer review report prepared as part of the Project’s EIS process and have met with Ensham regarding the Project. Key issues raised by Braylands’ owner and manager included the potential for subsidence and uncertainty about its occurrence, potential effects on crop performance and farm management, and impacts on the property’s value. This included: · a large portion of the property would have bord and pillar mining beneath it. The possibility that subsidence of up to 40 mm on an annual average basis could occur is a serious concern; · the farm’s survey methods provide more detailed data than LIDAR surveying and indicate that Braylands’ land surface does not experience annual average climatic variations of up to 50 mm; · the property is laser-levelled to within 2 mm – 5 mm to enable high production levels based on optimised soil profiles, soil moisture management, drainage and irrigation infrastructure management; · subsidence and the potential for soil compaction or changes to drainage could affect the soil profile and therefore water management and crop performance, and if this occurred may take some time to become evident. Productivity and yield could be affected; · uncertainty regarding if and when subsidence could occur is an unwelcome distraction from running the business; · Braylands is experienced in risk management, but with uncertainty about if, when and where
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subsidence could occur and the potential for effects on laser-levelled fields, this risk is unmanageable; and · mining is an ‘overhang’ on agricultural assets’ value i.e., the existence of mining under or near a property can make it a less desirable and less valuable asset. There appears to be little research on the effects on bord and pillar subsidence on agricultural uses including cotton farming, and this adds to the uncertainty. Inputs regarding mitigation measures included: · no mining under the property is the preferred option; · Braylands’ owner does not want to be impacted in the first place or to think about mitigation measures or make good arrangements; · there has been insufficient time to consider the potential for impacts and how the risk of subsidence to property operations could be prevented or minimised; · greater transparency is required in Ensham’s interactions with landowners, e.g. o proactive communication to keep landholders updated is needed e.g. EIS milestones, studies or Project works which may impact the farm, and developing a more open and transparent relationship; and o provision of a tighter schedule of mining within the Project Site may assist in providing more transparency, preferably in a grid-like formation so that the timing and areas under which mining would occur can be better analysed. The owners of Chelbrook, the other directly affected property, did not identify specific impacts in the community workshop other than a concern that gas ventilation infrastructure would be required within Zone 1 (this is not proposed as part of the Project). Ensham is continuing to engage with the owners of Chelbrook regarding land access and compensation issues. Saratoga Holdings Group owns Cypress which adjoins Zone 3 and The Bauhinias which is further west of Zone 3 and separated from Zone 1 by a road reserve. Both properties are currently used primarily for grazing. Cypress is also used for cropping with a macadamia farm planned, and the owners indicate that it has potential to support intensive horticulture. Concerns raised by Saratoga Holdings Group representatives included the potential to affect gravity- fed irrigation to adjacent properties, and impacts on property values. This included: · if subsidence within the Project Site or groundwater drawdown affected gravity-fed irrigation channels, water supply for grazing and cropping could be affected; · any loss of water supply has the potential to impact on the properties’ development, production/yield and employment levels; · there is potential to affect the value of nearby properties if they were seen as less desirable because mining is occurring in close proximity; · uncertainty about Project impacts and therefore lack of clarity about the adequacy of financial compensation which may be offered to adjacent properties if impacts were to occur; and · the question of what assurances are in place that if impacts occur, they will be made good.
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Saratoga Holdings Group could not identify management measures which could prevent or mitigate any potential for impacts on their operations due to uncertainty about the nature of any impacts occur and the difficulty of understanding how any subsidence would be prevented or managed. Inputs offered by other landowners who attended community workshops focused on: · whether additional gas management/ventilation infrastructure would be required within Zone 1; · whether flood risks would change as a result of the Project; and · interest in whether Project Site rehabilitation would be integrated with closure and rehabilitation plans for the existing operation.
3.4.4 Indigenous community members The Western Kangoulu People are the traditional owners of the land which encompasses the Project Site. An invitation to participate in the SIA process and a SIA briefing paper including tailored questions for discussion was provided by email in June 2020. The SIA team sought to meet with Western Kangoulu People throughout August to October 2020 to discuss the potential for any impacts on their cultural and social values, mitigation strategies and Project opportunities, however Western Kangoulu People did not choose to participate. Western Kangoulu People are working with Ensham on arrangements which address agreed cultural heritage management and native title issues. Issues of relevance to the SIA that were identified in Ensham’s consultation included a focus on employment of Indigenous people including Western Kangoulu People, the opportunity to involve Indigenous businesses in the Ensham Mine’s supply chain and alignment on indigenous and cultural heritage/community initiatives. A confidential agreement between Ensham and Western Kangoulu People for the employment of Indigenous people currently exists. Ensham has met with Garingbal and Kara Kara People to brief them on the proposed Project and confirm that their existing confidential agreement remains in place, as relevant, with respect to activities within the existing mining leases. The SIA team met with a representative of the Garingbal and Kara Kara People in November 2020, which identified: · interest in whether land disturbance would occur, which could require cultural heritage management; and · interest in employment and training opportunities for Indigenous people. Central Queensland Indigenous Development (CQID), Uniting Care and DATSIP were also invited to participate in SIA engagement. Uniting Care’s Family Wellbeing Coordinator participated in the Emerald community workshop, and a DATSIP representative participated in an interview. This identified: · the need for supported or transitional housing for young people; · the importance of training and employment opportunities for young people; · a current need for greater access to early learning and Flexi-school options for Indigenous children and young people; and · the opportunity to involve Indigenous businesses in Ensham’s supply chain.
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3.4.5 Community members, businesses and groups The Project factsheet was widely distributed (see EIS Chapter 2: Public consultation), inviting stakeholders to contact the Project team. The Project team received one enquiry regarding the method of underground mining, in regard to the potential to affect the use of agricultural land. Community members, business and community groups were consulted via a community survey and community workshops as discussed below. Invitations to the Emerald and Comet CRGs and the Emerald Interagency Network (which includes predominantly community groups, community organisations and government agencies) included an invitation to contact the SIA team if they were unable to attend workshops but wished to participate in SIA consultation. This did not result in any contacts from stakeholders. Community survey A community survey was made available online via Survey Monkey from 19 June to 19 July 2020 and was promoted via: · print newspaper advertisement in the CQ News; · online newspaper advertisements in the CQ News over a period of four weeks; · letters and emails to SIA stakeholders; and · letters to EIS stakeholders. A total of 22 survey responses were received and of these, an average of 15 respondents provided answers to each question. This is an insufficient sample to draw conclusions about wider community views but provides insight into the perspective of interested parties. Of those who stated where they lived, 73.3 percent were Emerald residents, 13.3 percent lived in other Central Highlands communities (Springsure and Wyuna/Comet, including one resident living near Ensham Mine) and 13.3 percent lived in coastal Central Queensland communities. Males represented 53.3 percent of respondents (one of whom identified as an Aboriginal and/or Torres Strait Island person) and females represented 46.7 percent of respondents. The respondents included people who were employed full time (66.7 percent), employed part time (13.3 percent) or were business owners (20.0 percent). The industries in which respondents worked included community, health, safety or education services (60.0 percent), agriculture (20.0 percent), accommodation, tourism or hospitality (13.3 percent) and mining (6.67 percent). Only four respondents identified a connection to Ensham Mine, of which two noted having family members or friends working at Ensham Mine and two were community organisations who had had a donation or sponsorship from Ensham. The results of the community survey are integrated in the SIA at: · Section 4.2 (baseline community values) and Section 4.4 (social infrastructure); · Section 5.4 (impacts on community wellbeing); and · Section 6.1.2 (management measures). Community workshops Two community workshops were held as part of the SIA engagement process as discussed below. Ensham’s Environmental Superintendent and the Project Manager attended the workshops to
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provide information about the Project and EIS technical studies’ findings. The Comet community workshop was held on 13 October 2020 from 4.00 – 6.00 p.m. at the Comet School of Arts Hall. This was advertised (via emailed invitations, the Emerald and Comet CRGs, the Emerald Interagency Network and CHDC’s e-news) as a drop-in session where people could attend at any time, however all participants attended from 4.00 – 6.00 p.m. Participants included seven Comet community members including local landowners, graziers and a member of the School of Arts Hall management committee. Issues discussed included: · interest in proposed mining methods and potential for subsidence to affect agricultural land; · concerns regarding potential for groundwater drawdown (acknowledging it is not heavily used for stock or farming due to salinity); · interest in encouraging new families to move to town; · interest in employment opportunities at Ensham Mine; · Comet has a very limited rental market, with few houses available for rent in the area at the moment; and · Comet State School’s enrolments have been declining as the population ages and now number six students. There was general agreement with the proposed management measures discussed, including stakeholder engagement measures, Ensham’s strategies for local recruitment, and provision of accommodation for non-resident workers. Participants also noted that Ensham Mine directly supports the employment of workers and their families’ wellbeing, but indirectly supports businesses and families. It was suggested that Ensham Mine could support the sustainability of Comet by encouraging newly recruited personnel to relocate to Comet. A second community workshop was held in Emerald on 14 October 2020 from 9.30 – 11.00 am at the McIndoe Function Centre in Emerald. The Emerald workshop was advertised in the same way as the Comet workshop, but as a sit-down session. Participants included: · two directly affected landowners, one landowner whose property is adjacent to the Project, and one landowner whose property is affected by the existing Ensham Mine; · a community member who owns a business; · a community member who is an Emerald CRG member and works in a local business; and · community members who manage community services in Emerald (Uniting Care Queensland and Central Highlands Community Services). Issues discussed included: · additional surface construction in Zone 2 for ventilation/gas management infrastructure may be required on the surface; · questions regarding flood risk management and the adequacy of Ensham Mine’s flood management strategies; · capacity of Ensham Mine’s accommodation facility and whether it is adequate for any increased need;
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· recent increases in demand for rental housing, with the market now very tight and rental prices increasing, which is affecting lower socio-economic households’ access to housing; · interest in attracting new residents to move to the community, but concern this could add pressure to the housing market; · interest in the EIS display process; and · interest in closure planning e.g. would the Project’s rehabilitation plan be integrated or separate to the existing progressive rehabilitation plan (Ensham noted that this is a work in progress with DES). The Project’s capacity to sustain jobs and business supply opportunities were acknowledged as community benefits. The need to help the community to transition to a post-mining economy and the need for the mining industry to create sustainable legacies for the community were also identified. There was general agreement with the proposed management measures, with no additional or amended measures suggested.
3.4.6 Community agencies Community organisations who were invited to participate in SIA consultation are identified in Section 4.4.2. An interview was conducted with Centrecare CQ via phone during June 2020. Baseline issues identified included: · the potential for the cumulative impacts on housing affordability; · difficulties recruiting and retaining community services staff; · a false perception that jobs and opportunities in resource projects are always available, leading to young people moving to the region and becoming homeless; · a lack of local homelessness services in the area; and · local business activity was improving before COVID-19, but local businesses are used to ebbs and flows. Continuation of jobs was seen as a benefit, however, it was noted that impacts and benefits are largely dependent on the local to FIFO workforce ratio, with greater benefits from local employment. Community investment contributions were also seen as a community benefit, along with spending with local businesses, and the potential for Ensham personnel to be involved in local community boards and committees to make a positive contribution to their management resources. A discussion was also held with the Central Highlands Community Services (CHCS) CEO to discuss social infrastructure capacity and social enterprises. The opportunity to invest in social enterprises based in Emerald was also identified. CHCS operates as a social enterprise and is encouraging the development of new social enterprises such as a community transport scheme and training partnerships for young people with disability, with potential for a social enterprise hub to be developed. Whilst Central Highlands LGA residents have access to a range of health, community, education and training services locally, community workshop participants and interviewees identified a lack of current capacity in:
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· affordable housing, with supported/transitional housing for people aged 18-25 years and affordable permanent housing for Indigenous people being particular priorities; · disability housing, with CHCS planning an additional development of 4-6 units which will double the current capacity; · community transport, including within the LGA and to regional centres to access health services; · access to specialist health services, although this is improving with additional access to tele- health services; · homelessness support services; · programs to enable people to age in place, e.g. social interaction and transport services · more neighbourhood centre-type services to provide access to services and opportunities for informal interaction; · continuity of local access to mental health services; and · support for education for young people e.g. additional Flexi-school capacity.
3.4.7 Training and employment providers Training and employment service providers did not accept invitations for interviews or workshop attendance or request other options for consultation.
3.4.8 Queensland Government agencies A meeting was held with OCG and DES in July 2020 to discuss the scope of the SIA and stakeholder engagement process. There was agreement with the broad scope of assessment, noting that regulatory requirements for a Voluntary EIS are as the same as the requirements for EISs that are required by the SDPWO Act or EP Act. OCG and DES were interested to hear about stakeholder responses to the Project. DATSIP accepted the invitation for an interview, but no other government agency representatives accepted invitations for interviews, attended workshops or contacted the SIA team to discuss other means of involvement in SIA engagement. DATSIP’s inputs on the social baseline included: · access to employment is a key value for Indigenous community members as a key determinant of quality of life · local communities are generally inclusive, with some racism affecting Indigenous people’s access to private housing rental, and exacerbation of community issues by the media; · service deficiencies include the need for more involvement of Indigenous people in planning and managing services, and the need for greater engagement of Indigenous children in early learning · the results of the COVID-19 pandemic response knocked local businesses around, with business and community activity very slow from March to May 2020, but this had picked up during June. It was noted that media reporting of issues in Blackwater resulted in an extended lockdown for the Woorabinda community.
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Inputs on social impacts and benefits included: · negative social impacts were not identified; · greater involvement of local and Indigenous businesses would have an increased positive effect; and · a focus on increased local employment would also increase the Project’s benefits for community wellbeing. Inputs on management measures included: · ensure local people are employed by the Project; · there is significant Indigenous business capacity in the region e.g. electrical, carpentry, concreting, and town and camp maintenance, with an opportunity for more involvement of local Indigenous business and contractors; · apprenticeships and traineeships, including school-based traineeships and with a focus on those aged 16-24 years is a significant benefit; · the Project could access DATSIP’s ‘Deadly Directory’ database of Indigenous businesses and involve them in Project briefings and updates; and · the Project could undertake active engagement in schools, e.g. information sessions about employment and training opportunities in mining. In relation to other community investment priorities in the region, investment in Indigenous home ownership access was identified as an opportunity.
3.5 Key issues identified in SIA engagement Table 3-2 summarises the key issues raised by each stakeholder group in relation to potential Project impacts and benefits, and where they are addressed in the SIA. Suggested mitigations and enhancement strategies identified by consultation participants are summarised in Table 6-1. Table 3-2: Stakeholders’ key issues regarding the Project
Stakeholder Category Key issues identified SIA section
OCG · Scope of SIA and stakeholder engagement process 2 · Regulatory requirements 1.3 · Stakeholder engagement 3 DES · Scope of SIA and stakeholder engagement process 2, 3 · Regulatory requirements 1.3
CHRC · Continuation of employment opportunities and 5.3 strengthening local employment 5.5 · Continuation of local supply opportunities 5.4.8 · Any potential for increased flood risk 6.3.5 · Workforce training and development 6.5.8 · Community investment priorities 6.5.5 · Stakeholder awareness of the impacts of Project closure
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Stakeholder Category Key issues identified SIA section
CHDC · Continuation of employment opportunities at Ensham 5.3 Mine · Continuation of local supply opportunities 5.5 · Potential for impacts on agricultural land including a 5.2.1 cotton farm 5.7 · Economic transition and post-mining land uses Landholders (directly · Potential for subsidence to affect the operations of 5.2.1 affected and adjacent) properties within or adjacent to the Project Site · Potential to affect adjacent properties’ access to irrigation 5.2.1 water supplies · Potential to affect the value of properties within or 5.2.1 adjacent to the Project Site Traditional Owners and · Any impacts on land subject to Native Title 5.1 Indigenous community · Any land disturbance which would impact on cultural 5.1 members heritage values or connection to Country · Employment and business opportunities 5.3.1, 5.5.2 Community members, · Workforce composition i.e. priority for local employment 5.3 groups and agencies · Encouragement of new project personnel to move to 6.3.3 Emerald or Comet · Potential for groundwater drawdown 5.4.6 · Continuation of local employment and training 5.3.2 opportunities · Local supply opportunities 5.5.2, 6.6.2 · Avoidance of housing impacts 6.4 · Community investment priorities 6.5.7 · Closure planning 5.7, 6.5.5 Government agencies · Business opportunities for Indigenous people 6.6.3 · DATSIP · Training, employment and business opportunities for 5.3 Indigenous and local people · Community investment priorities 6.5.7
4 Social Baseline
This section describes existing social conditions and social indicators in the SIA study area.
4.1 Settlement pattern
4.1.1 Traditional ownership The Central Highlands LGA is the traditional homeland of many Indigenous peoples, being at the intersection of several groups who each have a claim as Traditional Custodians within the region (CHRC, Undated a). The National Native Title Tribunal (NNTT) online Native Title Vision mapping identifies the Western Kangoulu People as the registered native title claimants of the land which encompasses the Project
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Site, as shown in Table 4-1. The NNTT online Native Title Vision mapping did not identify any existing Indigenous Land Use Agreements over the Project Site.
Table 4-1 Native Title Claims within the Project Site
Name Tribunal Number Federal Court Number Status
QC2013/002 QUD17/2019 Active – Accepted for Western Kangoulu People registration.
Source: NNTT, 2019
4.1.2 Land use and ownership The Project is located within the Central Queensland region within the area covered by the Central Queensland Regional Plan. Under the Regional Plan, the Project Site is located within the Central Queensland priority agricultural area (PAA) and within strategic cropping land (SCA). The Planning Scheme for the CHRC identifies the Project Site within the rural zone which protects and provides for rural land uses, whilst allowing non-rural uses to occur when compatible with the values of the area. The existing land uses within the Project Site include agricultural uses and waterways with riparian vegetation. Part of the Project Site includes areas within the existing Ensham Mine mining leases. Predominate land uses in and near the Project Site include irrigated cropping (approximately 43 percent of the Project Site, and primarily representing cotton farming) grazing native vegetation (approximately 40 percent of the Project Site) and grazing irrigated modified pastures (approximately 3 percent of the Project Site) as is further described in the EIS at Appendix B-1: Land resources. EIS Appendix B-1 notes that coal mining within Ensham’s current mining areas represents approximately 5 percent of the Project Site, wetlands represent approximately 8 percent, and residential and farm infrastructure represent approximately 1 percent. There are no strategic environmental areas (SEA) identified as containing regionally significant environmental attributes located within or in the vicinity of the Project Site. There are no protected areas (areas protected for the conservation of natural and cultural values and production of forest resources) at a State level mapped within the Project Site. The nearest protected areas identified include Belmah Resources Reserve (approximately 15 km south-west of the Project) and Rifle Range Nature Refuge (approximately 26 km south-west of the Project). Two freehold properties underlie the Project Site and four freehold properties are adjacent to the Project Site, as shown in Table 4-2. In addition, two lessees hold leases to reserve land within the Project Site used as a stock route. Ensham engaged with the directly affected and adjacent landowners during June 2020 to explain the Project, advise that EIS studies were underway, and advise landowners that the SIA team would seek their involvement in engagement. During July and August 2020, Ensham engaged with directly affected landowners to discuss land access, commercial agreements and compensation considerations. The results of these engagements are confidential between the landowners and Ensham. SIA engagement with landholders was conducted during October 2020 as described in Section 3.3.
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Table 4-2: Private landholdings in and near Project Site
Lot Owners Property Property use Relationship to Project name
TT345 Cowal Braylands Primary use cotton, secondary Within Zone 1, and to the west of Agriculture use chickpeas, mung beans Zone 1 Holdings Pty. Ltd.
CP911010 Private Chelbrook Cattle grazing and cropping – Within Zone 1 owner dryland and irrigated cropping
TT232 Private Colorado Cattle grazing, dryland and Adjacent to Zone 1 (west) owner irrigated cropping
Wyuna Cattle grazing, dryland and Adjacent to Zone 1 (west) irrigated cropping
26SP230769 Saratoga Cypress Cropping (macadamia Adjacent to Zone 3 (west) Holdings farming) and cattle grazing Pty. Ltd. The Cropping – Cotton, chickpeas, Adjacent to Zone 1 (south) Bauhinias sorghum separated by an unmade road reserve
4.1.3 Central Highlands LGA The Central Highlands LGA in Central Queensland spans an area of almost 60,000 km2, including a portion of the Bowen Basin coal reserve. The region is characterised by a diverse and growing economy, diverse communities and strong landscape and environmental values (CHRC. Undated b) and is supported by a network of activity centres that offer a range of retail, business, government and community facilities and services. Residential areas have also developed to offer a variety of housing types, catering to the diverse accommodation needs of local communities and non-resident workers (CHRC. 2012 – Central Highlands Strategic Framework). Early European settlement in the region began in the 1850s with sheep grazing, and continued to expand into the late 1800s with a railway line west from Rockhampton and the establishment of multiple towns. The region experienced significant growth from the 1950s to 1980s, resulting from the introduction of beef cattle grazing as well as the development of the Fairbairn Dam, coal mining and irrigation. Two solar farms have been completed (Emerald Solar Farm near Emerald and Lilyvale Solar farm near Tieri), with nine further solar farms recently approved by CHRC including two near Comet and one near Bluff.
4.1.4 Potentially affected communities The Central Queensland Regional Plan (CQ Regional Plan) (DSDIP, 2013) establishes Priority Living Areas (PLAs) to preserve areas for urban expansion for those towns likely to experience growth in the next 20 years. The towns of Emerald and Blackwater are identified by the Regional Plan as PLAs.
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Emerald is the largest and most populous town in the Central Highlands LGA (14,356 people at Census 2016). Emerald is defined in the CHRC Planning Scheme (CHRC, 2016) as a ‘Principal Activity Centre’ providing a range of services, including regionally significant health care facilities, business services, manufacturing and retail activities, education facilities, government services, entertainment and sporting facilities, and civic spaces. It has a strong and committed community, valued as a safe and positive place to raise a family, offering access to well-equipped and modern facilities. (CHRC. Undated b). Blackwater is the second largest town (4,749 people at the Census 2016). Blackwater is defined as a ‘Major Activity Centre’ and functions as a regional service hub and industrial centre to service resource activity in the surrounding district. As a rural village, Comet functions as a focal point of activity for its surrounding rural community. (CHRC, 2016).
4.1.5 Transport network The Central Highlands LGA is serviced by an extensive regional road and rail network, as well as regular air services. Located at the junction of the Capricorn and Gregory Highways, each a major inland highway, Emerald serves as a transport hub for the region. The Capricorn Highway provides east-west connectivity from Rockhampton west to Barcaldine, while the Gregory Highway provides a major inland north-south freight route between Charters Towers and northern New South Wales, which also provides an inland alternative inland route between Cairns and Melbourne (REMPLAN. 2019). In addition, the roads in the region are a key link for the Northern Territory and Gulf country cattle supply chains (RDA. 2019). Comet and Blackwater are both located on the Capricorn Highway, east of Emerald. Regular bus services provide connectivity between Emerald and Mackay, Longreach and Rockhampton. Queensland Rail’s ‘Spirit of the Outback’ provides twice-weekly passenger services between Brisbane and Longreach, stopping at Emerald. Emerald Airport is located approximately 26 km west of the Project Site and is owned and operated by the Central Highlands Regional Council. The airport supports regular Qantas services to Brisbane, private charters, freight and passenger services. One ‘open’ stock route reserve is located within the Project Site (following Bauhinias Road then continuing along property boundaries in a north-east direction. This stock route is classified as ‘minor and unused’. A second stock route is located adjacent to the Project Site along its southern boundary, within an undeveloped road reserve, and runs in an east-west direction.
4.1.6 Utilities and services There are no public utilities or services (i.e. telecommunications, high voltage electricity infrastructure, water or sewer networks) within the Project Site. Existing private utilities and services within the Project Site include access tracks, fencing and water management infrastructure.
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4.2 Community values
4.2.1 Indigenous values and resource use As noted in Section 4.1.1, the Western Kangoulu People are the registered native title claimants of the land within the Project Site. Western Kangoulu People have established Lumburra Bimbi Pty. Ltd. to manage cultural heritage services that are provided on lands subject to their Native Title Claim. Lumburra Bimbi’s website notes that land within Western Kangoulu’s Native Title claim is ‘rich in history and natural resources and holds significant cultural value’, and also that ‘the land within the claim is under an extremely high degree of development and disturbance from the mining and energy sector’ (Lumburra Bimbi, 2020). This identifies the protection of cultural values, cultural heritage and natural resources as key priorities. Western Kangoulu Limited is a registered not for profit organisation whose activities also indicate some of the Western Kangoulu’s key values including: · advising, assisting and mentoring indigenous individuals of the Western Kangoulu in opportunities for enterprises; · providing Western Kangoulu People with access to employment, business, education, and other opportunities; and · strengthening the wellbeing of indigenous families and communities of the Western Kangoulu through the promotion of sustainable self-employment. As described in Section 3.4.4, engagement was sought with Western Kangoulu People to seek their inputs to the SIA, but they did not choose to be involved. The Garingbal and Kara Kara People (known as the GKK Group) are also connected to Country within the Central Highlands region, including Idemitsu-owned land within Ensham Mine’s existing mining lease. Garingbal and Kara Kara People do not have a current native title claim. Ensham has an existing confidential agreement with them in respect to operations within the existing mining lease, and has confirmed with them that their existing agreement remains in place, applicable to Project activities as relevant, within Zones 2 and 3. Garingbal and Kara Kara People’s key priorities as identified in Ensham’s agreement and in SIA consultation relate to protection of cultural heritage, employment and business opportunities. Further engagement with Garingbal and Kara Kara People is being pursued by Ensham. Collectively, Traditional Owners’ key values have been identified as: · protection of cultural values, cultural heritage and natural resources; · participation in the economy through business enterprises and employment; · strengthening the skills base in their community; and · the well-being of Indigenous community members. Other Indigenous communities who are recognised as connected to the Central Highlands region include the Barada Kabalbara and Yetimarala peoples, Gaangalu Nation (Ghungalu), Iman peoples, Kairi peoples, Wadja peoples, Wangan and Jagalingou peoples, and the Woorabinda community (CHRC, 2019).
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4.2.2 Community history The following information about Emerald’s history is derived from ‘Queensland Places’ which relies on a variety of primary historical sources (Centre for the Government of Queensland, 2018). The first pastoral run in the area was taken up by a Peter MacDonald in 1861, and the town of Emerald takes its name from Macdonald’s Emerald Downs station. The town of Emerald was surveyed in 1878 and with the extension of rail from Rockhampton, became a transport hub. Farm development (already underway) increased with the development of the Selma Weir on the Nogoa River in 1953. Many historic buildings were lost to fire or dilapidation but the Emerald Railway Station (built in 1900) is listed on the Australian heritage register. During the first days of 2011, Emerald and surrounding areas were engulfed by floodwaters, leading to a long period of recovery. The township of Comet (originally Cometville) was named after the Comet River, which was itself named by the explorer Ludwig Leichhardt whilst observing Comet Wilmot in the area in December 1844 (Central Highlands Queensland, 2020). ‘The Dig Tree’, a Coolibah tree that Ludwig Leichhardt marked to show where we had left a cask containing letters and journals in 1847, is a key reminder of that period of exploration. The Comet township developed following the growth of pastoralism (grazing and farming) from the 1860s and the Comet Post Office opened in 1877. Key historical attractions include the old Comet Railway Station (which houses memorabilia) and the Historic Comet Cemetery (Ibid.) Blackwater township was built in 1886 to provide services for rail workers and outlying farmers. The town was named for Blackwater Creek. Ludwig Leichhardt discovered coal deposits in the area in 1845, but significant mining operations did not commence until the 1960s, with the Blackwater Coal Mine opening in 1967 (Blackwater International Coal Centre, undated) followed by several other coal mines during the 1970s and 1980s.
4.2.3 Community and regional plans Central Queensland Regional Plan 2013 The Regional Planning Interest Act 2014 (RPI Act) identifies and protects areas of Queensland that are of regional interest in order to ‘manage the impact and support coexistence of resource activities and other regulated activities in areas of regional interest’. Areas of regional interest include PLAs, quality agricultural areas and SCA. The CQ Regional Plan (DSDIP, 2013) provides strategic direction for regional outcomes in alignment with the State Planning Policy, including: · supporting the long-term viability and growth of the agricultural sector; · maximising the productive use of key mining resources; and · providing for liveable communities. The CQ Regional Plan identifies the Central Queensland region’s industry strengths as the coal, coal seam gas and agricultural sectors and notes that in the Central Queensland region, some of the most productive agricultural land is in the same geographic location as coal measures, creating competition for land use in the region. The CQ Regional Plan includes as a key focus ‘protecting Priority Agricultural Land Uses while supporting co-existence opportunities for the resources sector’.
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The relevant regional outcome is ‘agriculture and resources industries within the Central Queensland region continue to grow with certainty and investor confidence’, supported by two regional policies: · Regional policy 1 Protect Priority Agricultural Land Uses within Priority Agricultural Areas; and · Regional policy 2: Maximise opportunities for co-existence of resource and agricultural land uses within Priority Agricultural Areas. Land use competition and conflict are identified as key issues for the region. Resource extraction activities are identified for their potential to conflict with urban and sensitive land uses, with subsequent impacts such as noise, light, air quality, and pressure on social infrastructure and services. Central Highlands Regional Council Planning Scheme 2017 The Planning Act 2016 (Qld) commenced implementation on 3 July 2017, establishing a new planning system which encompasses plan making, development assessment and dispute resolution. Development activities which are within Local Government’s authority include assessment of Development Applications for areas outside of Mining Leases and any planning scheme amendments required to facilitate the Project. The CHRC Planning Scheme strategic intent includes ‘a long term vision for the Central Highlands region is to be renowned for its diversity, liveability, and prosperity’. Looking towards 2031, the Planning Scheme anticipates: · the Central Highlands population will have grown to approximately 40,900 people, with some communities experiencing pronounced population increases, and other smaller centres accommodating only modest growth; · the Central Highlands is a prosperous and vibrant region with a diverse economy based on: o robust and resilient agricultural and horticulture sectors; o a globally competitive coal mining industry; o dynamic small and medium businesses; o professional and government sectors; and o a growing tourism market supported by major natural attractions such as the Carnarvon Gorge and the Gemfields; · a range of retail, business, government, and community facilities and services are available within a clearly defined hierarchy of activity centres; · natural environments in the Central Highlands are conserved as part of a well-planned, coordinated and regulated network of green space and an abundance of natural resources and landscape features; and · the LGA has an efficient network of road, rail, active transport, public transport and aviation infrastructure which ensures connectivity and transport choice. Central Highlands Economic Master Plan The Central Highlands Economic Master Plan (CHEMP) and the associated 2017-2022 Action Plan were prepared in partnership between CHDC, KPMG and CHRC in 2017, and in consultation with
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industry, government and community stakeholders. The CHEMP identifies the four key economic pillars underpinning the region’s economy as including: · industry and export drivers, which are key industries largely orientated towards the export of goods and include resources, agriculture, tourism and construction; · population services, which are key social infrastructure and services such as education and health; · workforce, being the total labour capacity and capabilities of the economy, both resident and non-resident; and · governance, being the systems and frameworks that organise, control and support the region’s other key sectors. The CHEMP notes that the resources sector underwent a transition following 2011, and the Central Highlands region subsequently had a period of negative growth, however, there were signs in 2017 that the resources sector had stabilised and resource industry investments were beginning to gain momentum. Stakeholder consultation undertaken as part of the CHEMP highlighted key themes of relevance to the LGA’s workforce development, including: · reinforcing and promoting the existing agriculture technical programs, tertiary education and vocational education; · upskilling locals in new sectors or skills like coding, agri-tech and sciences; · retraining for underemployed workers, particularly resource and construction sector workers, or older workers looking to change skillsets; and · an aspiration to be a regional hub for agricultural education, rural health and distance education. Central Highlands 2022 Community Plan The Central Highlands 2022 Community Plan (CHRC, 2012) outlines desired regional outcomes for the LGA, which include: · a resourceful vibrant community; · integrated quality infrastructure; · diverse prosperous economy; · healthy natural environment; and · proactive open governance. Identified planning priorities include: · attracting and improving community services such as medical and aged care to meet growth demands; · further diversifying the economy, building on strengths, including tourism development and investment attraction; · planning, development and expansion of facilities and infrastructure to meet current and future
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growth, especially transport systems and housing; and · continuing to engage and plan for the community’s future. Central Highlands Regional Council Liveability Strategy and Action Plan 2019-2020 The CHRC Liveability Strategy and Action Plan 2019-2020 (CHRC, 2019) sets strategic directions to guide urban and rural development and enable for sustainable and healthy liveable communities. The strategies’ goals are: · well-designed communities that support wellbeing and enhance quality of life; · attractive and accessible natural environments and public open space; · planning for active and diverse towns, centres and neighbourhoods with high amenity, visual appeal and lifestyle function; · connected communities with a mix of pedestrian, cycling, road transport and public transport systems designed for high amenity outcomes; · well-located and designed community facilities and utilities effectively and efficiently serving communities; and · new business, investments and employment flourish as the region’s prosperous identity becomes established.
4.2.4 Culture and identity This section describes the findings from a desktop assessment of the social and cultural values and identity held by communities in the study area, including values held by landholders, Indigenous people and local communities in the Central Highlands region. It draws on a number of documents prepared by the CHRC, including the Reflect Reconciliation Action Plan 2019-202 (CHRC. Undated a), Central Highlands Visions for Our Community: Our Region 2022 (CHRC. Undated b) and Liveability Strategy and Action Plan 2019-2020 (CHRC Undated c). Central Highlands communities are active and vibrant with a strong sense of belonging. They identify strongly with their agricultural and mining industries and natural environment. General community values in the study area include: · friendly people, strong family values and a robust community spirit; · a safe, rural and relaxed lifestyle; · the scenic landscapes and natural resources; · a diverse, prosperous economy; · access to quality community facilities; · proud heritage and culture, both Indigenous and non-Indigenous; · a wide range of sports and recreation activities; and · strong volunteering and participation in community events. As part of consultation for Council’s Liveability Strategy and Action Plan 2019-2020 (CHRC Undated c), local communities identified the following values for their towns:
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· Emerald – values its safe and active community with many services and community facilities. Strong value is also placed on Emerald’s rich history and the Fairbairn Dam, which provides permanent access to water and offers a quality recreational space; · Blackwater – values its people and community spirit, along with its community facilities, housing choice and sporting and recreation spaces. Of further importance is its rich Indigenous and mining heritage and economic sustainability; and · Comet – values its historical significance to the region as one of the oldest towns and home to the ‘Dig Tree’ where explorer Ludwig Leichardt buried his journals (CHRC, Undated.). Value is also placed on the community’s ability for mutual support, and its community facilities and services.
4.2.5 Community cohesion and resilience Community cohesion refers to a community’s connectedness and its capacity for sustaining social relationships, providing mutual support and holding communities together (Jenks and Jones, 2009; Cuers and Hewston, 2006). The ability to access support in times of crisis is an indicator of the strength of social connections in a community, and appears to be present in the study area. There are various accounts of how communities in the SIA study area value their community connections and the ability to help each other in times of need (CHRC, 2019; CHRC Undated; Umwelt, 2019). The estimated levels of people who are able to access general support when needed in the Central Highlands LGA was also reported at similar to levels typical for Queensland (at 92.9 percent, compared with Queensland at 93 percent) (see Section 4.3.3). Volunteering also occurred at higher levels in each of Emerald, Comet and Blackwater than in Queensland (ranging between 29.9 percent in Comet SSC and 21.1 percent in Blackwater). The 2011 floods caused widespread destruction and tested the resilience of local community members. Research findings (Australian Institute for Disaster Resilience, 2013) indicate that around two-thirds of Emerald residents indicated they were neither better nor worse off following the flood, but a third of respondents experienced negative changes with respect to their financial status, general happiness, and physical and mental health, primarily related to inadequate flood insurance. SIA survey participants were asked to comment on community values in their communities. The results are summarised in Figure 4-1. In summary, the majority of respondents provide positive feedback on community values, with highest ratings received for ‘our community is family-oriented’ (79 percent) and ‘our community sticks together when times are tough’ (86 percent) and the lowest rating provided for ‘our community supports local businesses’ (64 percent). Cohesive communities typically exhibit resilience and the ability to adapt to change. The resilience of communities is also influenced by a variety of economic, infrastructure and personal/community competencies (Sherrieb K et al. 2010; Ross H et al, 2010). Drawing on indicators discussed above, communities in the SIA study area reflect qualities of strength, resilience and self-reliance. The strong local economy, the community’s positive future outlook, the relative affluence (see Section 4.3.3), and the range of available services and facilities available (CHRC. Undated; Umwelt. 2019:56) provide further evidence of community resilience.
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Figure 4-1: Survey responses on community values (percentage)
90 86 79 80 71 71 70 64 60 50 40 29 30 21 21 20 14 14 14 7 7 10 0 0 0 Our community is Our community has a Our community has the Our community sticks Our community family-oriented strong sense of identity ability to adapt to together when times supports local change are tough businesses
Agree Neither agree nor disagree Disagree
4.2.6 Amenity and quality of life Recent consultation during development of CHRC’s Liveability Strategy and Action Plan 2019-2020 revealed that the most important aspects of liveability in the region were the community and lifestyle qualities, health and social services, and safety (CHRC, Undated c). Communities also reported enjoying the cohesiveness of their communities, the local facilities and services available to them, their rural lifestyle, and the opportunities presented by the region’s strong local economy and rich natural environment features (CHRC, Undated b & c; Umwelt, 2019).
Amenity and quality of life in local communities is supported by: · a network of community, health, education and recreational facilities, as described in Section 4.4; · positive determinants of community health as described in Section 4.3.4; · community resilience, as described in Section 4.2.5; and · access to a growing range of employment opportunities, as described in Section 4.5. SIA survey respondents were in strong agreement that quality of life in the LGA is good or better than good (see
Figure 4-1). SIA engagement inputs indicate that local aspirations for enhancing quality of life include: · a greater range of services and facilities (including medical and mental health services, and early learning for Indigenous children); · further economic diversity; and · increased opportunities for local and Indigenous people to participate in employment.
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4.3 Population and housing This section provides an analysis of population and community characteristics in the study area for the following geographies: · the Blackwater, Emerald and Comet State Suburbs (where data is available at this scale); · the Central Highlands LGA; and · the State of Queensland as a comparator. Owing to the sizeable DIDO/FIFO workforce engaged primarily in the mining industry in the study area, this section addresses both resident and non-resident populations.
4.3.1 Resident population ABS Census of Population and Housing data (ABS, 2017) indicate that the Central Highlands LGA estimated residential population (ERP) was approximately 28,690 people in 2016. The LGA’s population had decreased by 2.9 percent between 2011 and 2016, which was reflected at the SSC level in Blackwater (a decrease of 6.9 percent) and Comet (a decrease of 5.9 percent), but not in Emerald where the population grew by 3.4 percent. Queensland’s population grew by 8.6 percent over this period. The population decreases during 2011-2016 are likely to have resulted from a contraction in both direct local employment (the result of mining industry redundancies and an increase in FIFO employment) and indirect employment (as businesses supported by construction and mining had less capacity to employ) (QGSO, 2018a). As shown in Table 4-3, at June 2019 the Central Highlands LGA had an ERP of 28,701 people (QGSO, 2020), demonstrating stabilisation of the population since the 2016 Census (with an estimated increase of just 11 people). The forecast population at 2021 is 28,658 people. Table 4-3: Population of potentially affected communities and Central Highlands LGA
Characteristic Blackwater Comet Emerald Central Queensland Highlands
Usual residents, 2016 ~ 4,749 498 14,356 27,999 4,703,193 ERP 2016 ~ n/a n/a n/a 28,690 5,011,216 Population change 2011-2016 ~ -6.9% -5.9% 3.4% -2.9% 8.6% Estimated ERP 2019 ^ n/a n/a n/a 28,701 5,094,510 Estimated ERP 2021 ^ n/a n/a n/a 28,658 5,261,567 Estimated annual growth rate n/a n/a n/a 0.2% 1.6% (2016-2041) Source: ~ ABS Quickstats 2011 and 2016; ^ QGSO, 2018b; QGSO, 2018c Figure 4-2 shows the forecast increase in population numbers between 2016 and 2041.
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Figure 4-2: Population change, Central Highlands LGA – 2011 to 2041
1,600
1,400 1,350
1,200
1,000
800
600 474 436 378 400 187 200
0 2016–2021 2021–2026 2026–2031 2031–2036 2036–2041 2016–2041 -200 -125
Source: QGSO. 2019b Modest population growth is forecast for the Central Highlands LGA between 2016 and 2041, with a total forecast population growth of 1,350 people over the 20-year period (QGSO 2019b). The highest projected increase is for the 2026-2031 period with 474 people, whilst the total population increase forecast over the 25-year period is 1,350 people. The forecast annual average increase in the LGA’s population between 2016 and 2041 is 0.2 percent (see Table 4-3), compared to Queensland’s forecast annual average increase of 1.6 percent (QGSO, 2020).
4.3.2 Non-resident population Estimates for non-resident workers living in resource regions while on shift (QGSO, 2020) indicate that the Central Highlands LGA had an FTE non-resident population of approximately 4,380 people in June 2019, which was an increase of 330 people (8.1 percent) since June 2018. QGSO estimates that at June 2020, on Series B estimates (which includes operational mines and those with an approved EIS) there were approximately 4,090 FTE non-resident personnel in the LGA. The number of non-resident workers in the LGA is forecast to remain at around the same level over the next five years, ranging from an estimated 4,080 workers in 2021 to 3,980 workers in 2026 (QGSO, 2020). In 2018, the non-resident population was predominantly accommodated in Blackwater (1,765 people) and rural areas (1,405 people) with the next largest populations in Emerald (550 people), Tieri (300 people) and Bluff (265 people). Small numbers were located in Capella (45 people), Springsure (20 people) and other towns (20 people) (QGSO, 2018c).
4.3.3 Social indicators Table 4-4 provides a summary of key demographic characteristics and social indicators in potentially affected communities and the Central Highlands LGA. A summary of key characteristics of relevance to potential social impacts and benefits is provided following the table.
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Table 4-4: Socio-economic characteristics, SIA study area
Characteristic Blackwater Comet Emerald Central Queensland Highlands
Population characteristics (ABS 2016)
Median age (2016) 30 35 31 33 37 Population older than 65 years 2.8% 9.0% 5.3% 7.5% 15.2% Aboriginal people and/or Torres Strait 7.5% 3.4% 3.5% 4.3% 4.0% Islander people (2016) Household composition (ABS, 2017)
Family household 72.3% 72.2% 75.7% 72.7% 71.8% Single person household 24.3% 22.8% 21.2% 24.4% 23.5% Group household 3.4% 0.0% 3.2% 2.9% 4.7% Family composition (ABS, 2017)
Couple families without children 31.2% 32.7% 33.4% 36.6% 39.4% Couple families with children 55.4% 61.5% 53.2% 51.2% 42.5% One parent families 12.1% 5.8% 12.3% 11.1% 16.5% Other family 1.4% 0.0% 1.2% 1.2% 1.6% Disadvantage indicators (ABS, 2019) Homelessness (homeless persons per n/a n/a n/a 42.2 45.6 10,000 persons) Highest educational attainment year 9 8.3% 7.7% 6.9% 9.0% 10.1% or below or did not go to school Percentage of persons in need of 1.7% 1.0% 2.2% 2.6% 5.2% assistance with a profound or severe disability (2016) Percentage of families with children N/A N/A N/A 7.5% 13.8% under 15 years and no parent employed (2016) Percentage of households in the most 18.4% 7.6% 16.4% 13.0% 19.2% disadvantaged SEIFA quintiles (quintile 1 – 2016) Internet not accessed from dwelling 13.7% 11.0% 9.8% 14.6% 13.6% Community health and wellbeing (PHIDU, 2018) Percentage of persons who undertook 21.1% 29.9% 24.6% 25.1% 18.8% voluntary work (2016) Estimated number of people aged 15 N/A N/A N/A 15.5 15.4 years and over with fair or poor self- assessed health (modelled estimates) ASRa per 100 people (2014-15) Estimated number of people aged 18 N/A N/A N/A 92.9 93 years and over who are able to get support in times of crisis from persons outside the household ASR per 100 people (2014)
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Characteristic Blackwater Comet Emerald Central Queensland Highlands
Deaths from all avoidable causes, N/A N/A N/A 135.6 129.2 ASR per 100,000 people# (2011-2015) Estimated people aged 18 years and N/A N/A N/A 9.7 12.0 over with high or very high psychological distress ASR per 100 people# (2014-15) People over 18 years who feel safe N/A N/A N/A 50.7 50.9 walking alone after dark (2014) (modelled estimates) ASR per 100 people
Source: ABS, Census of Population and Housing 2016: Community Profiles, ABS, 2017: Quickstats ABS Tablebuilder, 2019, PHIDU 2019; Dept. Department of Employment, Skills, Small and Family Business. 2019; QGSO. 2019b. a ASR – Aged Standardised Rate Population characteristics The study area’s population is characterised by relatively low growth and a young population profile. The Central Highlands LGA’s population is younger than is typical for Queensland, with a median age of 33 years in 2016 years compared with 37 years. Comet SSC has the oldest population with a median of 35 years, with both Blackwater and Emerald SCCs’ populations younger at 30 and 31 years respectively. The proportion of the population older than 65 years in the Central Highlands LGA is half that of Queensland’s (7.5 percent compared with 15.2 percent), but is particularly low in Blackwater (2.8 percent) and higher in Comet (9.0 percent). There is a slightly higher percentage of Indigenous people in the LGA (4.3 percent) compared to Queensland (4.0 percent), with a notably high representation in Blackwater (7.5 percent). Households and families Family households represent the largest proportion of the Central Highlands LGA’s households at 72.7 percent, which was slightly higher than the Queensland average of 71.8 percent. Family households were also the predominate group in the three potentially impacted communities, with the proportion highest in Emerald at 75.7 percent (see Table 4-4). Of all families in Central Highlands LGA, 51.2 percent were couple families with children (compared with the Queensland average of 42.5 percent), 36.6 percent were couple families without children and 11.1 percent were one parent families. Couple families with children also represented the largest proportions in the three towns, with the percentage highest in Comet at 61.5 percent. The percentages of one parent families were lower than the Queensland average in the LGA and across the three communities. Disadvantage When compared with Queensland, the Central Highlands LGA enjoys lower rates of disadvantage and vulnerability against most the indicators, reflecting its relative prosperity and generally younger population (see Table 4-4). Indicators reveal that: · homelessness occurs at a lower rate in the Central Highlands LGA than in Queensland (at 42.2 people per 10,000 compared with 45.6 people per 10,000), with 136 people identified as
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homeless at the Census 2016 (QGSO, 2019 b); · the proportion of people with low schooling achievement in the Central Highland LGA (i.e. completing year 9 or less, or not attending school) is lower than is typical for Queensland (9.0 percent compared with 10.1 percent); · Central Highlands LGA has a much lower rate of severe disability than is typical for Queensland (2.6 percent of people compared with 5.2 percent of the population), and a lower percentage of families with no parent employed (7.5 percent compared with 13.8 percent); · as indicated by the Index of Relative Socio-economic Advantage and Disadvantage (IRSAD) Index, the LGA is relatively advantaged when compared with Queensland, with a lower proportion of households in the most disadvantaged quintiles (13.0 percent compared with 19.2 percent). However, there is evidence of potential disadvantage at the SSC level, with the proportion of households in the most disadvantaged quintiles in Blackwater and Emerald occurring at levels more similar to Queensland (at 18.4 percent and 16.4 percent compared with 19.2 percent); and · the proportion of dwellings without access to the internet in Blackwater (13.7 percent) and the LGA (14.6 percent) is at levels similar to Queensland (13.6 percent), while Emerald (9.8 percent) and Comet (11.0 percent) are relatively well connected.
4.3.4 Health and wellbeing As shown in Table 4-4, community health and wellbeing in the study area scores well across most indicators reviewed, although a higher rate of deaths from avoidable causes and higher reported crime levels was noted (see Table 4-5). The percentage of people who were engaged in voluntary work in the study area indicates the presence of a strong and cohesive community, with participation in volunteer work occurring at substantially higher levels in the LGA when compared to Queensland (25.1 percent compared with 18.8 percent), and particularly high in Comet (at 29.9 percent). Based on available data (2014-15), levels of self-assessed health amongst populations in the study area were comparable to Queensland (15.5 percent compared with 15.4 percent in Queensland). The ability to access support in times of need also occurred at levels similar to Queensland (92.9 people per 100 people compared with 93.0 in Queensland). Deaths from avoidable causes were higher in the Central Highlands than Queensland (135.6 deaths per 100,000 people compared with 129.2 in Queensland based on 2015 data), potentially related to remoteness from specialised health services and the risks associated with the region’s industries, particularly agriculture and mining. Psychological stress levels were also notably lower in the LGA than in Queensland in 2014/15 (9.7 percent 100 people compared with 12.0 percent in Queensland). SIA survey participants were asked to comment on factors supporting well-being in their communities. The results are shown in Figure 4-3. Highest ratings for community well-being factors were provided for: · ‘we have a clean environment in and around our community’ (73 percent agreed); · ‘quality of life in our community is good or better than good’ (73 percent agreed); and
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· ‘our community is a safe community’ (69 percent agreed). Lowest ratings we provided for: · ‘we have enough job options for all who need employment’ (50 percent disagreed); · ‘local businesses are doing well’ (57 percent disagreed); and · ‘access to housing is affordable in our town’ (47 percent disagreed). Comments in relation to community well-being included: · ‘during a mining boom housing is unaffordable for the general population’; · ‘housing options are limited for people who don’t work in the mining sector or those on benefits’; · ‘health care options are limited’; and · ‘housing and health care deficits contribute negatively towards mental health of the community’. Figure 4-3: Survey participants views on community well-being (percentage)
Community safety The most recently available data on perceived community safety (2014) indicated levels of perceived safety in the Central Highlands LGA were similar to Queensland (see Table 4-4). While the rate of total offences reported in the LGA in 2018/2019 was less than that for Queensland (9,673.7 offences per 100,000 people compared with 10,306.2 in Queensland), the rate of ‘other offences’ was markedly higher (6,511.9 offences per 100,000 people compared with 4,516.2 in Queensland (see Table 4-5). In the Emerald Queensland Police Service Division, the majority of ‘other offences’ were drug, traffic and good order-related offences, committed mostly in Emerald and most commonly in the evenings on weekends (Queensland Police Service, 2019).
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Table 4-5: Reported Offences – Last reporting year and yearly change (2014/15 to 2018/19) – LGA and State (rate/100,000 people)
Area / Time Period Offences Offences Against Other Total Against the Property Offences^ Offences Person
Central Highlands LGA (Rate/100,000)
2018/19 596.1 2,565.7 6,511.9 9,673.7 2017/18 708.7 2,925.5 7,257.8 10,892.0 2016/17 629.3 4,044.9 5,499.2 10,173.4 2015/16 603 2,499.1 7,002.4 10,104.6 2014/15 487.3 2,405.4 5,702.9 8,595.5
Queensland
2018/19 729.6 5,060.4 4,516.2 10,306.2
2017/18 731.4 4,883.3 4,463.1 10,077.9
2016/17 703.3 4,696.7 4,759.9 10,159.9 2015/16 646.9 4,297.1 5,009.1 9,953.0 2014/15 589.4 4,146.2 4,600.1 9,335.8
Source: QGSO (2018d). ^Other offences include drug, prostitution and liquor offences, domestic violence protection order offences, trespassing, weapons act offences, good order offences and traffic offences
4.3.5 Housing and accommodation Over half of the Central Highlands LGA’s housing is located in Emerald, with the most common form being detached housing (see Table 4-6). There is a sizeable rental market across the study area, typical of resource regions, with rents currently affordable for most households. Rental housing Consistent with other resource regions, the Central Highlands LGA has a higher proportion of rental dwellings than is typical in Queensland (45.4 percent compared with 34.2 percent in 2016), with Blackwater having an especially high proportion (67.0 percent) (see Table 4-6), reflecting its history as a town which was developed to support mining. Comparative data for rental costs and vacancy rates have been provided for Rockhampton rather than Queensland to provide a more relevant local comparison. While rents in Central Highlands communities became more affordable after the end of the ‘mining boom’ in 2012, the housing market appears to be stabilising and recovering, as indicated by marked increases in rental prices over the past three years. In June 2020, the average rental cost for a three bedroom house was $227.60/week in Blackwater (noting that mining employees’ rental costs are generally subsidised) and $326.30 in Emerald, which was comparable with Rockhampton at $333.40. Emerald showed the highest one year change in rental costs (35.9 percent) and three year change (32.1 percent) (see Table 4-6).
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Rental vacancies at June 2020 were at a very low rate of 1.2 percent in Blackwater (down from 4.3 percent in June 2019) and 0.9 percent in Emerald (down from 2.2 percent in June 2019), similar to the tight vacancy rate in Rockhampton LGA (0.6 percent). Consultation participants advised that rental housing availability in Comet was also low, with only a handful of houses generally available. Although just 17.8 percent of low-income households in the Central Highlands were in housing stress compared with 40.5 percent in Queensland in June 2019, increases in rents and decreases in rental vacancy rates may have seen an increase in housing stress over the past three years. Table 4-6: Housing features summary
Characteristic Blackwater Comet Emerald Central QLD (unless Highlands stated)
Total occupied dwellings 1,448 112 4,484 8,902 1,656,828 (2016) Total occupied private 92.7% 97.3% 82.8% 84.5% 76.6% dwellings which were separate houses (2016) Total occupied private 67.0% 38.1% 44.7% 45.4% 34.2% dwellings rented (2016) Rental vacancy rates (June 1.2% n/a 0.9% n/a 0.6% 2020 – based on postcodes) a (Rockhampton postcode) Rental vacancy rates (June 4.3% n/a 2.2% n/a 1.9% 2019 – based on postcodes) a (Rockhampton postcode) Av. rent/week for a 3-bedroom $227.60 n/a $326.30 n/a $333.40 house (June Quarter 2020) (Rockhampton postcode) 1-year change (%) -9.5% n/a 35.9% n/a 20.4% 3-year change 19.3% n/a 32.1% n/a 27.1% Rental affordability – low- n/a n/a n/a 17.8% 40.5% income households paying greater than 30% of gross household income b Mortgage affordability for low n/a n/a n/a 56.0% 49.0% income households – repayments > 30% gross household income b Social and community 82 0 147 298 62,047 housing dwellings (number and % of total dwellings) 7.8% 0.0% 7.1% 6.9% 10.8%
Source: ABS Quickstats 2016; QGSO. 2019b Notes: n/a – equivalent data not available at reporting geography or not required a postcode level data for Blackwater and Emerald is derived from SQMResearch, 2020, b June 2019 Quarter – Source: RTA. 2019 (postcode level data); REIQ. 2019 (LGA level data)
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Home purchase According to the REIQ’s Queensland Market Monitor, Central Highlands LGA had the second strongest performing house sales market in Queensland by LGA for the year to March 2019 (REIQ, 2019), with solid increases in house sales listings and prices evident (see Table 4-7). In the year to March 2019, median sales prices rose by 37.0 percent in the Central Highlands and 21.5 percent in Emerald compared with a 4.9 percent decline in Rockhampton LGA. Data can fluctuate widely in a small market such as Blackwater (16 sales over the period) and should be treated with caution. An online search of property listings shows there was greater movement in the sales market in the year to October 2019, with 374 dwellings listed for sale in Emerald (up by 35.0 percent) and 187 dwellings in Blackwater (up by 25.5 percent) (SQM Research, 2019). Table 4-7: Median House Sales Price, 2015-2019 – Suburb and LGA
Location Mar-18 Mar-19 1 Yr Change (%)
Blackwater (suburb) $ 32,500 $117,000 260.0% Emerald (suburb) $238,750 $290,000 21.5% Central Highlands LGA $146,000 $200,000 37.0% Rockhampton LGA $267,500 $254,500 -4.9%
REIQ (2019). Queensland Marketing Monitor. Reporting on the March Quarter. June 2019. Issue 42. Market clearance remained slow, with most listings having been on the market for more than 180 days, indicating that housing supply exceeds demand. However, the median asking price for homes for sale in the Emerald postcode (i.e. not sales price) has held steadily for the two years to March 2019, at around $390,000 (see Figure 4-4) (REIQ, 2019). The data suggest an emerging housing market recovery. Given the low population growth forecast for the study area (see Section 4.3.1), market recovery is likely to be driven more by local economic recovery than population growth. Figure 4-4: House Sales Asking Price, 2015 – 2019 – Postcode 4720 (Emerald)
$400,000 $392,319 $389,032 $390,873 $390,000 $380,000 $366,149 $370,000 $362,539 $360,000
Asking price ($) price Asking $350,000 $340,000 Mar-15 Mar-16 Mar-17 Mar-18 Mar-19 Month/Year
Source: SQM Research (2019). Weekly Asking Prices Index – data at 18/11/19 all houses by postcode last week in month. Note: Data for Blackwater and Comet not provided due to small market data inconsistencies.
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Land supply and building approvals State Government-generated dwelling projections indicate the need for an average 139 dwellings in the Central Highlands LGA per year from 2016 to 2041, an annual growth rate of 1.1 percent (QGSO 2019c). The current supply of land in the Central Highlands suitable for standard urban density development has the capacity to yield 2,669 dwellings. However, there appears to be weak demand for new housing lots and a possible oversupply of existing lots. No new urban lots have been approved since January 2015 (QGSO, 2019d), while there has been a high rate of lapsed approvals for previously approved lots, and a relatively low rate of new residential lot registrations (annual average in the five years to September 2019 of 19 lots compared with the 10 year average of 166 lots). Dwelling approvals have also been relatively low with 24 new dwellings approved in the five years to September 2019 compared with 178 new dwellings in the 10 years to September 2019 (QGSO, 2019d). Current housing developments in progress in the Central Highlands LGA include: · In Blackwater, the Blue Ridge 10 stage development of over 200 blocks which is completed to stage 10 with 96 allotments available; · In Emerald: o Echidna Valley, a new residential subdivision of 100 lots with three stages completed and currently for sale; o Maranda Heights Emerald, with extension of residential development on Pilot Farm Road, with 8 stages complete; and o Mayfair Ridge with over 500 residential allotments, with eight of 12 stages sold and two further stages now for sale. Social and affordable housing funds social housing by direct provision and through partnerships with community housing providers, local government and Aboriginal and Torres Strait Islander organisations, and is the largest provider of social housing in the study area. CHRC- sponsored community housing is available in Emerald intended to help older residents stay in their community. As noted in Section 4.4.2, CHQHC has a stock of 12 dwellings in Blackwater (which are generally fully tenanted) and eight dwellings in Emerald, two of which are currently vacant for refurbishing but are not expected to remain vacant after refurbishment. Housing provided by DCHDE is targeted at people with high social needs, while housing provided by the CHQHC targets low to moderate income households who are unable to access affordable and appropriate housing in the private housing market (CHRC. n.d. b). The DCHDE also offers a range of services from the Emerald Housing Service Centre to help residents access and sustain housing in the private rental market (including bond loans, rental grants and helping people find and apply for a place to rent through RentConnect, and the National Rental Affordability Scheme) (DPHW, 2019). Key features of social housing and housing assistance in study area include (refer Table 4-6): · a supply of 298 social and community housing dwellings in 2016, 147 dwellings in Emerald
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and 82 in Blackwater – most were provided by the DCHDE (88 percent, 262 dwellings); · a wait list of 59 applicants on the Social Housing Register at June 2019, with 20.3 percent of applicants having very high needs (compared with 44.6 percent for Queensland); and · bond loan assistance was provided to 90 households in the year to June 2019 to help them access the private rental market (QGSO, 2019b). As noted in Section 3.4.6, SIA consultation indicated a lack of current capacity within the Central Highlands LGA in: · affordable housing, with supported/transitional housing for people aged 18-25 years and affordable permanent housing for Indigenous people being particular priorities; and · disability housing, with CHCS planning an additional development of 4-6 units which will double the current capacity to meet current demand. Short-term accommodation Short-term, temporary accommodation facilities include hotel/motel, serviced apartment establishments and caravan/tourist parks. In response to increased demand for short term accommodation during the mining boom, the study area’s supply increased substantially. QGSO estimates of hotel/motel rooms at June 2018 identified 1,525 rooms in the Central Highlands LGA (QGSO, 2018), up from the 1,220 rooms identified in the 2012 survey. Short term accommodation is primarily used by visitors and the mining operations’ DIDO/FIFO workers while on shift. At June 2018, 28.9 percent of rooms counted in the Central Highlands LGA (440 rooms) were occupied by non- resident workers (Ibid.). While experiencing a slump following the mining boom, demand for short term accommodation in the Central Highlands has grown in recent years, with room vacancies falling from 61 percent in June 2017 to 31 percent in June 2018, attributed in part to increased demand from non-resident workers, as well as visitors to the Ag-Grow trade show in the last week of June (Ibid.). An on-line search in November 2019 identified 34 short-term accommodation facilities in the study area’s townships, with all but nine in Emerald (see Table 4-8). While not included in this count, two accommodation villages catering to non-resident workers also provide accommodation to tourists (i.e. Village on Blain in Blackwater and the Village National Country Resort in Emerald). Table 4-8: Short-term accommodation, SIA local study area
Location Hotel/Motel Apartment Caravan/Tourist Park
Blackwater 7 0 1 Comet 0 0 1 Emerald 20 2 3 Total 27 2 5
Source: Google search engine, 19/11/19 Workforce accommodation villages Notwithstanding the use of short term accommodation by some workers, workforce accommodation villages (WAVs) are the main type of accommodation used by non-resident workers (employees and
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contractors) while on-shift, accommodating 87.9 percent of non-resident workers at June 2018 (QGSO, 2018). Other types of accommodation, including hotels/motels, caravan parks and private rental housing accounted for the remaining 12.1 percent (see Table 4-9). Table 4-9: Workforce accommodation in Central Highlands LGA (June 2018)
Item Blackwater Comet Emerald Other Central location Highlands
WAV bed count N/A 5,925 Non-resident workers 1,755 405 1,880 4,040 accommodated (43.4%) n/a (10.0%) (46.5%) (100%)
Percentage in WAV n/a n/a n/a n/a 87.9% Percentage in other n/a n/a n/a n/a 12.1%
Source: QGSO, 2019 Desktop research identified the following WAV premises near the local towns (the count does not include company-owned WAVs used solely by those companies’ personnel): · Stayover (by Ausco) on Littlefield village, Blackwater (236 rooms); · The Village on Blain, Blackwater (550 rooms) – also available to tourists; · Stay on Sullivan, Emerald (110 rooms); and · Village National Country Resort, Emerald (330 rooms) – also available to tourists. Ensham Mine’s Accommodation Village is located at Ensham Mine and has a capacity of approximately 625 rooms. Further approved workforce accommodation developments include: · Blackwater Village in Blackwater (492 units); · Duckworth Village in Bluff (504 units of which 96 were temporary for construction of a project); · Orica Workers Accommodation Facility in Dingo (80 units); and · Stayover on Capricorn in Blackwater (383 units).
4.4 Social Infrastructure Major projects may affect both demand for and supply of social infrastructure (services, facilities and networks) in host communities. This section summarises the existing supply of social infrastructure in the study area.
Table 4-10 summarises provision of social infrastructure for the following categories: childcare and education; community and cultural services; health; emergency services; and physical activity and recreation.
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Table 4-10: Summary of facilities by location
Instructure by type Comet Emerald Blackwater
Childcare and education: Day care - 4 3 Kindergarten - 3 1 State school (primary) 1 3 2 Private school (primary) - 2 - State school (high) - 1 1 Private high school 1 Private school - Prep to Year 12) - 1 - Distance education - 1 - Tertiary - 2 - Community and cultural Human service agency (non- - 3 3 government) Library - 1 1 Community centre - 1 - Art gallery - 1 - Showground - 1 1 Health Hospital (public) - 1 1 (multipurpose health service) Community and allied health - 1 - services General Practice services - 5 2 Emergency services Ambulance - 1 1 Fire 1 (permanent) 1 (auxiliary) Police - 1 1 SES - 1 1 Physical activity and recreation: Aquatic centre - 1 1 Sports facilities 1 10 5
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Instructure by type Comet Emerald Blackwater
Police and Citizens Youth Club - 1 1 (PCYC)
Source: My Community Directory, 2019; Google search engine (search date 4/11/19); Heatlhdirect, 2019; Queensland Health, 2019. CHRC, 2019 n.d
4.4.1 Education and training Childcare and kindergarten services offer early childhood education and care, and are available in Emerald (four childcare and three kindergarten services) and Blackwater (three childcare and one kindergarten service). Childcare services are not available in Comet. Access to childcare has been identified as a significant barrier to workforce participation, for those currently not participating in the Central Highlands labour force (CHEMP, 2017). Emerald is the education centre for the SIA study area. It offers a range of public (three) and private (two) primary schools for students in prep year to year 6. Emerald’s three highs schools include Emerald State High School and Marist College Emerald, and the Emerald Christian College which offers kindergarten to Year 12 education. Emerald Christian College also provides the On Track special assistance school program for students who require extra support. Blackwater has the Blackwater State School and the Blackwater State High School. Comet is serviced by the Comet State School. Distance education is also available through the Capricornia School of Distance Education which has a campus at Emerald. This service offers distance learning for primary, secondary and vocational education. Training and tertiary education opportunities are also available in Emerald, through: · Central Queensland University’s Emerald campus, offering trade-based apprenticeships in addition to certificate, diploma, degree and research qualifications in business, education, health and agriculture. Online/distance study options are also available; · Emerald Agricultural College, a purpose-built agricultural training facility, complemented by a practical training hub at Berrigurra cattle property located 70 km east of Emerald; and · Private and community training providers including Busy at Work, Emerald Employment Services, WorkPac Group, Max Employment Emerald and Lennon Training (based in Emerald.) SIA consultation with CHRC indicated a lack of connectivity in information to lead young people to training and employment pathways, and the need for young people outside their communities to access specialised training. Greater access to early learning for Indigenous children and access to additional flexi-school options (i.e. education and training opportunities for at-risk young people) were also identified as priorities. It was also noted in consultation that Comet State School enrolments had decreased to six students in 2020, leading to community concerns about the school’s future.
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4.4.2 Community and cultural services Both Emerald and Blackwater have a range of community and cultural facilities and services, with the majority based in Emerald (including regionally significant facilities such as the library and art gallery). No community facilities or services were identified in Comet, but recreational and cultural facilities such as the showground and School of Arts provides opportunities for community participation in a range of activities and events. Community-based human services cater to residents who may be more vulnerable or who have particular needs. The range of services include support to people with disabilities, aged people, people with mental illness, family and domestic violence, financial counselling and family support as outlined below. Some of these services are based outside the Central Highlands LGA (e.g. Rockhampton or Mackay), and stakeholder feedback indicated that services are stretched across the region. SIA consultation participants identified limitations in the current capacity of community and cultural services within the Central Highlands LGA including: · community transport, including within the LGA and to regional centres to access health services; · programs to enable people to age in place, e.g. social interaction and transport services; · more neighbourhood centre-type services to provide access to services and opportunities for informal interaction; and · homelessness support services. Central Highlands Community Services CHCS is a social enterprise which manages the Emerald Neighbourhood Centre and Access Accommodation, and is developing a range of partnerships and social enterprises focused on e.g. people with disability, training and employment pathways and community transport. Emerald Neighbourhood Centre is a community-managed facility which provides access to emergency relief, mental health support, readiness for work service access, community legal services, employment pathway services, information, referral, crisis counselling and community development services. Access Accommodation provides accommodation for people with disability, with four units of accommodation currently available, and four to six further units planned. Central Highlands (Qld) Housing Company Limited (CHQHC) CHQHC is a not-for-profit organisation established in 2012 to promote better access to affordable housing in the Central Highlands. The CHRC plays a role in the governance of CHQHC through board membership but the company is financially independent from Council. CHQHC has a stock of 12 dwellings in Blackwater (which are generally fully tenanted) and eight dwellings in Emerald, two of which were vacant in late 2020 but expected to be tenanted shortly. Uniting Care – Emerald Uniting Care in Emerald provides child and parent information, counselling, youth support, family support and parenting skills programs along with general welfare and support services, including support for people who are homeless or experiencing mental health issues. Uniting Care also has a
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particular focus on supporting Indigenous families and young people to support their wellbeing and personal development. Emerald Community House Emerald Community House is a community organisation providing community development activities, programs and services, community information, childcare, skills training and family support. Centacare CQ Emerald Centacare CQ is a Ministry of the Catholic Diocese of Rockhampton which services the Central Queensland region, with a base in Emerald, and provides aged care services, services for people with disability, family and marriage counselling and mental health support. Livebetter Community Services – Emerald Livebetter is a not for profit organisation providing a range of clinical mental and allied health services in Emerald as well as outreach services across the Central Highlands. Services include disability support, diabetes care, podiatry, nutrition/dietetics, occupational therapy, exercise physiology, community midwifery / nursing, Indigenous health, alcohol and drug counselling and mental health counselling. Central Queensland Indigenous Development Central Queensland Indigenous Development (CQID) is a community-controlled organisation dedicated to supporting the wellbeing of Aboriginal and Torres Strait Islander people. Services provided include individual and family support, drug and alcohol treatment, family participation and wellbeing, support for people who are homeless, Mimosa Creek Healing Centre which provides residential rehabilitation support, foster and kinship care, and youth wellbeing services. PCYC Emerald and Blackwater PCYC Emerald offers youth and community-based programs and a diverse sporting and recreation program. PCYC is home to the Emerald Basketball Association, the Emerald Gymnastics and Trampoline Club, and includes a multi-sports court with markings for basketball, netball, volleyball and badminton, a community gym, dance studio and conference facility.
Salvation Army – Emerald and Blackwater The Salvation Army in Emerald and Blackwater provides pastoral care, crisis assistance, welfare assistance and community support services, and works with other agencies to facilitate events to bring community members together. Anglicare Central Qld – Emerald and Blackwater Anglicare Central Queensland provides a wide range of services including support for families in crisis, individual lifestyle support for people with disability, housing support and mental health support from its base in Emerald. In Blackwater, Anglicare provides early intervention for young people at risk to prevent harm, homelessness and negative health outcomes. Lives Lived Well Lives Lived Well in Blackwater provides a range of counselling and advice services including counselling and case management for young people and adults, planning and practical strategies to
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reduce drug and alcohol misuse, and information and referral to other treatment and support services. Centrecare Blackwater Centrecare in Blackwater provides a range of family-oriented services including family support, a family relations centre and parenting support.
Disability Services Local Area Coordinator The DSDSATSIP disability services local coordinator is based in Blackwater, providing support for people with disability, families and carers to access community participation, support services and employment. Comet School of Arts Committee The Committee manages the Comet School of Arts which is a longstanding centre for community activities and events. Comet Sporting and Agricultural Show Society The Show Society manages the Comet Showground, a key facility for local events, and runs the annual show event, along with various community and sporting events throughout the year. Comet State School Parents and Citizens Association Comet State School is located on Comet Watershed Road in Comet. The most recent available enrolment data (2018) indicate that the school had 26 students, down from 35 students in 2014. Comet Rural Fire Brigade The Comet Rural Fire Brigade is the first responder for fires and emergencies in and near Comet, and is a key network for Comet residents.
4.4.3 Health and hospital services The Queensland Government Central Queensland Health and Hospital Service (CQ HHS) provides public health services to the study area. The Central Queensland, Wide Bay, Sunshine Coast Primary Healthcare Network provides support and co-ordination between different parts of the health system to improve patient care. Primary and allied health services are available locally, based primarily in Emerald, and supported by outreach and specialist services based in Rockhampton. Health services in Emerald include: · approximately 18 General Practitioner’s (GPs), five dental clinics and a range of allied health services; · Emerald Hospital with 37 beds, providing in-patient and 24-hour emergency care, general surgery and specialty and visiting services; · Emerald Community and Allied Health Services, which provides community and allied health services in the Central Highlands region including adult and disability program, specialist care nurses, child and family health services, mental health services, aged care services, mental health services and allied health care such as occupational therapy, social work and physiotherapy; and
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· Central Highlands District Mental Health Services which provides mental health care to people with a serious mental illness and those who require assessment, including information, community education, referral, assessment, counselling, access to in-patient care, and community-based care services. In Blackwater, the Blackwater Multipurpose Health Service (including a 10 bed hospital) provides 24 hour accident and emergency care, inpatient medical services and residential care, with outreach and visiting services including child health, mental health, women’s health and allied health services. The Blackwater community is also served by four general practitioners, with one doctor also based at the hospital. The Bidgerdii Community Health Service provides comprehensive primary health and well-being services to the Aboriginal and Torres Strait Islander community in the Rockhampton and Central Queensland region and works in partnership with other agencies to enable integrated continuity of care (Bidgerdii, 2019). SIA engagement participants indicated that the Central Highlands LGA has difficulty attracting and retaining GPs (in common with many regional areas), however non-urgent appointments are generally available within a few days. An under-supply and lack of continuity of local access to mental health and suicide prevention services was also identified. While a range of health services are available in the study area, typical of rural and remote areas, residents with more complex health needs must travel to larger centres to access health services including Rockhampton Hospital (at 275 km distance from Emerald) and the Royal Brisbane and Women’s Hospital in Brisbane (at 900 km distance) (My Hospitals, 2018). Consultation participants noted that access to specialist health services was improving with greater access to tele-health services.
4.4.4 Emergency services Emergency services in the study include: · QPS operated from stations at Emerald and Blackwater, within the Capricornia Police District; · QFES operated from a permanent fire station located in Emerald and an auxiliary station at Blackwater, both under the Emerald Command. QFES also supports disaster response and recovery efforts in association with the Central Highlands State Emergency Services (SES); · SES based in Emerald and Blackwater, with district level SES services provided from Rockhampton and Mackay; · Comet Rural Fire Brigade; · QAS based at Emerald and Blackwater, operating within the Central Queensland Local Ambulance Service Network; and · RACQ Capricorn Rescue air rescue services provided to the study area from its base in Rockhampton.
4.4.5 Sport and recreation Communities in the study area have access to a variety of recreation and sport facilities. In Emerald these include:
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· Emerald Aquatic Centre; · PCYC; and · various sports facilities, including rugby fields (two clubs), AFL fields, tennis centre, bowling green, golf course, racecourse and pistol range. In Blackwater recreation and sport facilities include: · Blackwater Aquatic Centre; · PCYC; and · various sports facilities, including Hunter Street Sporting Complex, tennis centre and golf course. In Comet, sporting and recreation facilities include parks, playing fields and the Comet Showgrounds. Residents also have access to a number of state forests and national parks in the study area, including the Minerva Hills and Carnarvon Gorge National Parks to the south of Emerald, and the Sapphire Gemfields to the west. Lake Maraboon/Fairburn Dam located 25 kilometres south-west of Emerald is Queensland’s second largest lake and supports water-based activities such as fishing, swimming, boating and water skiing (CHDC, undated). Community programs including sport and recreation clubs are largely reliant on volunteers as is common in rural regions.
4.4.6 Social infrastructure capacity Deficits in social infrastructure capacity identified in the CHEMP (CHDC, 2017) included: · limited provision of acute community services e.g. mental health practitioners; · many community support services are coordinated from or based in other parts of the Central Queensland and anecdotal evidence suggests that these services are stretched quite thinly across the region; · community programs including sport and recreation clubs are over-reliant on volunteer bases, with more targeted and coordinated funding likely to address a need in the community and draw prospective workers to the region; and · access to childcare is likely to be a continuing priority to increase workforce participation. Needs identified by participants in SIA engagement included: · greater access to early education for Indigenous children; · more involvement of Indigenous people in planning and delivering services; · a shortage of allied health professionals including mental health professionals, and the need for stable funding to provide Mental Health Support programs; · support for emergency housing; · programs and facilities to encourage social interaction for people of all ages; · youth housing, housing for people with disability, and affordable housing for Indi people; · community transport;
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· sufficient operational funding support for community centres; and · a greater capacity to recruit and retain professionals in the health and education sector.
4.5 Labour force, business and industry This section describes labour force trends and unemployment in the Central Highlands LGA and Central Queensland region, key business sectors and strengths and supply chain considerations.
4.5.1 Labour force characteristics The Central Highlands LGA’s population has high labour force participation (78.9 percent compared with 64.6 percent for Queensland in 2016) and substantially lower rates of unemployment (3.6 percent compared with 6.0 percent at June 2019) (see Table 4-11). The level of post-school qualifications amongst residents in the Central Highlands LGA (41.2 percent) is lower than the Queensland average of 48.3 percent, however there is a greater representation of residents with certificate level qualification in the study area than in Queensland (at 24.9 percent in the Central Highlands LGA compared with 21.3 percent in Queensland). The key employing industries in the LGA in 2016 were mining, which employed 24.3 percent of employed workers (compared to 2.3 percent in Queensland), and agriculture, forestry and fishing, which employed 12.8 percent of employed workers (compared to the Queensland average of 2.8 percent). Retail, education and training, and accommodation and food services are the next largest employment sectors after that (REMPLAN, 2019). The mining industry labour force was strongest in Blackwater at 47.6 percent of the total workforce, but was also substantial in Emerald (at 19.0 percent) and Comet (20.4 percent). Agricultural industry employment was strongest in Comet at 50.0 percent of the labour force. Between the three communities: · a total of 2,494 workers were employed in mining, of approximately 3,269 mining workers in the LGA as a whole; and · a total of 507 workers were employed in agriculture, forestry and fishing between the three communities. with approximately 1,719 workers in this industry living in the LGA as a whole. Higher median household incomes in the LGA ($1,823 per week) and in all potentially affected communities (ranging between $2,184 per week in Blackwater to $1,893 in Emerald) indicate that the study area enjoys a higher level of prosperity than is typical in Queensland ($1,402 per week). The top five occupation sub-major groups of employment for Central Highlands LGA in 2016 were: · machine and stationary plant operators (10.8 percent); · automotive and engineering trades workers (7.8 percent); · farmers and farm managers (7.7 percent); · sales assistants and salespersons (5.5 percent); and · road and rail drivers (4.4 percent) (QGSO, 2019). Table 4-11: Study area employment, income and post-school qualifications
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Characteristic Blackwater Comet Emerald Central Queensland Highlands
Labour force participation n/a n/a n/a 78.9% 64.6% rate (population > 15 years) (2016) Unemployment rate (June n/a n/a n/a 3.6% 6.0% quarter 2019) Percentage of workers 47.6% 20.4% 19.0% 24.3% 2.3% employed in mining (2016) Number of people 1,109 49 1,336 3,269 49,997 employed in mining (2016) Percentage of workers 1.6% 50.0% 5.0% 12.8% 2.8% employed in agriculture, forestry and fishing (2016) Number of workers 35 118 354 1,719 60,608 employed in agriculture, forestry and fishing (2016) Median weekly household $2,184 $1,937 $1,893 $1,823 $1,402 income (2016) Persons with a post-school 38.8% 30.3% 42.0% 41.2% 48.3% qualification (2016) Post -school qualification 24.0% 17.8% 23.1% 24.9% 21.3% (certificate level qualification)
Source: ABS, 2016; ABS, 2017; ABS Tablebuilder; PHIDU 2019; Dept. Department of Employment, Skills, Small and Family Business. 2019; QGSO. 2019b a ASR – Aged Standardised Rate Labour force trends in the Central Highlands LGA shows the trend in labour force and employment numbers in the Central Highlands LGA between March 2012 and March 2019. In March 2012, the LGA’s labour force numbered 17,684 people, of whom 17,045 were employed and 639 were unemployed. Labour force numbers declined during 2012 following the coal industry slump during 2012-2013, but recovered to 17,683 people by September 2014, of whom 17,026 people were employed and 657 were unemployed. Labour force numbers trended down from March 2015 to March 2018, then trended up during 2018, with data for March 2019 showing a labour force of 16,692 people, of whom 16,024 people were employed and 668 people were unemployed. Over the six years from March 2013, the LGA’s labour force had decreased by 992 (see
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Figure 4-5).
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Figure 4-5: Employed and Unemployed persons, Central Highlands LGA Mar 2012 – Mar 2019
Source: Department of Employment, Skills, Small and Family Business. Small Area Labour forecasts March 2019
4.5.2 Unemployment trends The five-year trend in the SA2s shows decreases of 1.0 percentage points in the Central Highlands East SA2 and the Emerald SA2, with a decrease of 1.2 percentage points in the Central Highlands West SA2.
Figure 4-6 presents unemployment trends for the five years to December 2019 at the SA2 and LGA levels. Unemployment trend data are provided for the three SA2s within the Central Highlands LGA, the LGA as a whole, and the nearby Isaac and Rockhampton LGAs for comparison. At June 2019, the Central Highlands LGA had an unemployment rate of 3.6 percent, representing a decrease of 0.9 percentage points on the previous year and a decrease of 1.1 percentage points over the five year period (Department of Employment, Skills, Small and Family Business, 2020). This is notably lower than unemployment rates in both Central Queensland SA4 (5.6 percent,) and Queensland (6.1 percent) (see Table 4-12). Unemployment levels in each of the SA2s also fell over the twelve months, by 1.2 percent in the Central Highlands East SA2, and by 0.8 percentage points in the Central Highlands West and Emerald SA2s. The five-year trend in the SA2s shows decreases of 1.0 percentage points in the Central Highlands East SA2 and the Emerald SA2, with a decrease of 1.2 percentage points in the Central Highlands West SA2.
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Figure 4-6: Unemployment percentage, SA2s and LGA
8.5 8.4 8.4 8.2 8.3 8.1 8
7.2 6.7
4.9 4.7 4.5 4.5 3.9 3.7 3.5 3.6 3.5 3.6 3.3 3 3.1 2.7 2.7 2.3 2.1 2.2 1.5
JUN-15 JUN-16 JUN-17 JUN-18 JUN-19
Central Highlands - East SA2 Central Highlands - West SA2 Emerald SA2 Central Highlands LGA Isaac LGA Rockhampton LGA
Source: Department of Employment, Skills, Small and Family Business (2019). There is a notable difference in the east-west distribution of unemployment across the Central Highlands LGA, with higher levels in the east and lower levels in the west. In June 2019, the Central Highlands East SA1 had more than twice the level of unemployment (7.2 percent) than the Emerald and Central Highlands-West SA2s (where rates were 2.7 percent and 2.3 percent respectively). This was also notably higher than both Central Queensland SA4 and Queensland (5.6 percent and 6.1 percent). This data suggests a greater degree of employment reliability in Emerald and the western part of the study area where the Project is situated.
1 The Central Highlands-East SA2 takes in the communities of Blackwater, Bluff, Duaringa and Woorabinda in the eastern part of the Central Highlands LGA, while Central Highlands-East takes in Capella, Rubyvale, Sapphire, Springsure and Willows Gemfields in the eastern part of the LGA.
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Clear differences are also seen when comparing the Central Highlands LGA to the nearby LGAs of Isaac and Rockhampton. At June 2019, Isaac LGA’s unemployment rate was a low 2.2 percent, whilst the Rockhampton LGA’s unemployment rate was considerably higher than both the central Highland and Isaac LGA’s rates at 6.7 percent. Trends in the five year unemployment rate generally followed a similar pattern across the SA2s and LGAs.
4.5.3 Central Queensland labour force Ensham Mine’s workforce includes local, FIFO and DIDO workers (see Section 2.1.3), with the Central Queensland labour force region (Central Queensland SA4) a primary source of labour. Table 4-12 shows Central Queensland SA4 exhibiting a higher rates of labour force participation and lower levels of unemployment than is typical for Queensland. Over the five years from 2014/15 to 2018/19, the size of the labour force and the unemployment rate in the Central Queensland SA4 have fluctuated in response to mining industry fluctuations. While there was growth in the labour force in 2018/19 of 5,000 people, the five-year variance saw a decline of 300 people employed. The Central Queensland SA4’s labour force participation rate decreased only slightly between 2014/15 (69.5 percent) and 2018/19 (69.1 percent), and in 2018/19 was sitting above the Queensland rate of 65.7 percent and the Central Highland LGA’s 67.6 percent. In contrast, the unemployment rate fell slightly over the same period (by 0.2 percentage points), which may reflect that people left the region in search of employment elsewhere, a possibility that is consistent with the decline in the resident population in that same period (see Section 4.3.1). Table 4-12 Labour force trends – Central Queensland Region (SA4)
Region 2014– 2015– 2016– 2017- 2018- 5 Year 15 16 17 18 19 variance
Central Queensland SA4
Employed Persons 115,400 113,800 110,700 109,000 115,100 -300
Unemployed persons 7,700 8,100 8,300 7,900 6,800 100
Labour force 123,100 121,900 119,000 116,900 121,900 -700
Not in the labour force 54,100 54,500 56,900 59,000 54,400 400
Unemployment rate (%) 6.3 6.6 7 6.8 5.6 0.2
Labour force participation rate (%) 69.5 69.1 67.7 66.4 69.1 -0.3
Queensland
Unemployment rate (%) 6.5 6.2 6.2 6 6.1 -0.4
Labour force participation rate (%) 65.5 65.5 64.5 65.9 65.7 0.2
Source: QGSO 2019e. Note: small random adjustments made to all cell values to protect the confidentiality of data. These adjustments may cause the sum of rows or columns to differ by small amounts from table totals. As noted in Section 4.5.1, the Central Highlands LGA has significant strengths in the mining industry which employed 24.3 percent of workers in 2016. The mining industry was also a key employer in Central Queensland SA4, accounting for 8.7 percent of total employment as of the 2016 Census
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compared to Queensland at 2.3 percent. Other key industries of employment within Central Queensland SA4 included:
· health care and social assistance which accounted for 10.5 percent of employment; · retail trade which accounted for 9.6 percent of employment; and · education and training which accounted for 9.0 percent of employment. By comparison, the largest industries of employment within Queensland as at the 2016 Census included health care and social assistance (13.0 percent of employment), retail trade (9.9 percent of employment), construction (9.0 percent of employment) and education and training (9.0 percent of employment) sectors. Table 4-13 shows employment by industry for the Central Highlands LGA, Central Queensland SA4 and Queensland as at the 2016 Census. A total of 3,269 mining industry employees were counted in the Central Highlands LGA, whilst the Central Queensland SA4 (which includes the LGA) had a total of 8,538 mining industry employees. Table 4-13: Industry of employment, Central Highlands LGA, CQ SA4 and Queensland
Industry Central Highlands LGA Central Queensland SA4 Specialisation ratio number % number % number
Agriculture, forestry and 1,719 12.8 4,982 5.1 2.5 fishing Mining 3,269 24.3 8,538 8.7 2.78
Manufacturing 299 2.2 7,105 7.3 0.31
Electricity, gas, water and 142 1.1 2,534 2.6 0.41 waste services Construction 702 5.2 8,032 8.2 0.63
Wholesale trade 318 2.4 2,389 2.4 0.97
Retail trade 1,086 8.1 9,335 9.6 0.84
Accommodation and food 847 6.3 6,591 6.7 0.93 services Transport, postal and 568 4.2 5,714 5.9 0.72 warehousing Information media and 53 0.4 532 0.5 0.72 telecommunications Financial and insurance 122 0.9 1,105 1.1 0.8 services Rental, hiring and real 214 1.6 1,473 1.5 1.05 estate services Professional, scientific and 328 2.4 3,842 3.9 0.62 technical services Administrative and support 383 2.8 2,798 2.9 0.99 services Public administration and 551 4.1 5,406 5.5 0.74 safety Education and training 1,062 7.9 8,759 9 0.88
Health care and social 706 5.2 10,248 10.5 0.5 assistance
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Industry Central Highlands LGA Central Queensland SA4 Specialisation ratio Arts and recreation services 70 0.5 744 0.8 0.68
Other services 566 4.2 3,978 4.1 1.03
Total(a) 13,460 100 97,655 100 1
Source: QGSO, 2020
4.5.4 Training and employment policies The Queensland Government operates a range of training and employment strategies and programs, a number of which are market driven with needs identified and addressed as they emerge. The programs are summarised below. Regional Skills Investment Strategy The Regional Skills Investment Strategy (RSIS) is a DESBT initiative funded over four years. The Strategy is designed to bridge the gap between existing training opportunities provided through the Queensland Government’s Vocational Education and Training (VET) investment programs, and current workforce skill needs in targeted regions. RSIS supports regional communities to identify current and emerging jobs in key industries, and ensure local people are supported to develop the skills to meet this demand (DESBT, 2018-2019). RSIS projects aim to: · promote and tailor existing vocational education and training investment opportunities to better link individuals to local training and employment; · improve the alignment of training solutions with local workforce needs; · identify gaps in service delivery and develop regional training opportunities to address local training needs; and · provide local industries with skilled local people to meet the LGAs’ industry growth and innovation demands. In the Central Highlands region, RSIS targeted skills development in the agribusiness, resources and tourism sectors, and was hosted by the CHDC (DESBT, 2019). Apprentice and traineeship programs Jobs Queensland is an independent statutory entity established by the Queensland Government to provide strategic advice to the Government on future skills requirements, workforce planning and development issues and the apprenticeship and traineeship system. A recent review of the State’s apprenticeship and traineeship system, documented in ‘Positive Futures: Apprenticeships and Traineeships in Queensland’ (Jobs Queensland, 2017) identified a number of economic trends, industry change and policy change impacting future training needs, and is working with industry in developing approaches to meet future training and employment pathway needs. Other Queensland Government programs that support apprentices and trainees include: · Registered Trades Skill Pathway and Trade Skills Assessment and Gap Training which help existing workers to gain trade qualifications; · User Choice which funds the training of eligible apprentices and trainees;
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· Industry Pre-Apprenticeship Programs which work in partnership with industry to develop tradespeople in priority trade occupations; and · Work Start, which provides a one-off payment of $10,000 to private sector employers who employ a recent participant of particular Skilling Queenslanders for Work programs into a traineeship or apprenticeship.
Skilling Queenslanders for Work Skilling Queenslanders for Work (Queensland Government, 2016a.) is an initiative providing training to people who are under-utilised or under-employed in the labour market, and building the skills of young people, Aboriginal and Torres Strait Islander people, people with a disability, mature-age job seekers and people from culturally and linguistically diverse backgrounds. Local community ownership of projects is a cornerstone of the initiative. Back to Work Regional Employment Package The Back to Work package (Queensland Government, 2017) is aimed at increasing business confidence and employment prospects for regional jobseekers affected by the declining commodities boom. Employers, jobseekers, and the Back to Work Teams work together to build regional networks, build regional capacity, and create local opportunities. This initiative includes: · support payments of $10,000-$20,000 for employers to take on jobseekers in regional Queensland · training for eligible jobseekers to gain the skills including Certificate 3 qualifications · Back to Work Teams working with local employers and jobseekers. Workforce diversity The Queensland Women’s Strategy 2016-21 (Queensland Department of Communities, Child Safety and Disability Services, 2016) provides a framework for government, the private sector and the wider Queensland community to take significant action to achieve gender equality in Queensland. The Strategy’s four priority areas include: participation and leadership; economic security; safety; and health and wellbeing. The Strategy provides a list of initiatives to achieve gender equality that government, business and the community have committed to delivering in Queensland. Building our regions Building our Regions is a $365 million regional infrastructure funding program (previously Royalties for the Regions) supporting local government infrastructure projects in regional communities that create flow-on economic development opportunities and jobs (State Development, Manufacturing, Infrastructure and Planning, 2019). The Program targets funding toward job-creating infrastructure that will improve economic conditions and liveability. Key projects funded in the Central Highlands LGA under the first four rounds of the Program include: · Emerald Airport general aviation upgrade and runway upgrade; · Emerald sales yards upgrade; · Blackwater sewage effluent irrigation extension; and
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· Central Highlands regional floodways program.
4.5.5 Key business sectors and strengths The Central Highlands LGA has a diverse economy founded primarily on the resource and agricultural sectors, and with a growing tourism sector, with a total annual economic output of $9.974 billion (REMPLAN, 2019). The Central Highland’s economic strengths include (RDA, 2019; REMPLAN, 2019; CHDC, 2019): · an abundance of productive land supporting longstanding and well developed agricultural and horticultural industries, including beef, cotton, grains, macadamias, grapes, melons and citrus; · being situated on a significant portion of the Bowen Basin’s large coal thermal and metallurgical coal deposits; · natural areas of significance to the tourism industry, including the Carnarvon Gorge and Sapphire Gemfields which are central to the region’s growing tourism market; · potential to provide an alternative power through solar, wind, battery storage and micro-grids technologies; · significant water storage on the Nogoa and Comet rivers with Fairbairn Dam/Lake Maraboon providing water security underpinning horticultural production; · positioning on major east-west and north-south inland regional freight routes, including alternatives for interstate access to New South Wales and Victoria; · a strong community with high levels of trade-qualified residents, and significant human and physical capital in mining-related businesses, and access to a range of tertiary and vocational education; · a regionally significant centre in Emerald offering attractive liveability, and providing a wide range of retail, commercial, health, education, community and other services and facilities essential to the needs of the region’s communities; and · a dynamic local business community and established partnership between CHRC and local business and industry (represented in the Central Highlands Development Corporation). Tourism development is a key priority for the region. Tourism attractions in the Central Highlands LGA include: · Carnarvon Gorge; · Sapphire Gemfields; · Emerald War Memorial; · Centenary Federation Pathway; · Emerald Historic Railway Station; · Emerald Botanic Gardens; · The Dig Tree near Comet; and · Comet Tales and Walking Trails.
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CHDC’s 2020 survey of business confidence was undertaken during March 2020 and as such did not capture stakeholders’ full understanding of the effects of COVID-19. Key findings include: · 78% of respondents reporting their business had performed the same or better compared to the 12 months before; · business confidence was positive, with 82% of respondents anticipating their business would perform the same or better over next 12 months; and · a majority of respondents anticipate profitability (72%), employment levels (86%) and capital investment (91%) will stay the same or increase over the next 12 months CHDC reported in consultation that, whilst business confidence had been affected by COVID-19, the economic impacts did not appear to be as severe in the CHRC as in some other regions.
4.5.6 Supply chain considerations · Given the long history of mining in the region, the Central Highlands LGA has developed significant human and physical capital in mining-related businesses. Figure 4-7 shows the actively trading businesses relevant to the mining industry supply chain in the Central Highlands LGA at June 2018. There were 801 businesses listed, some of whom would have capacity to support the Project. The businesses counted included: · 386 businesses in the construction industry (56.5 percent with no employees); · 287 businesses in the rental, hiring and real estate services (81.2 percent with no employees); · 65 in mining industry (32.3 percent with no employees); and · 63 in the health care and social assistance industry (46.0 percent with no employees). Figure 4-7: Selected Businesses, Central Highlands LGA – June 2018 (Number)
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Source: ABS. 2018. 8165.0 Counts of Australian Businesses, including Entries and Exits, Jun 2014 to Jun 2018 A search of suppliers that have registered as servicing the Central Queensland region identified 32 businesses in the construction category and 49 businesses in the mining category (ICN Gateway, 2019). A more detailed search of businesses in Emerald, Blackwater and Comet on the True Local (True Local, 2019) identified: · 26 building construction businesses (25 in Emerald and one in Blackwater); · two earth moving businesses (one in Emerald, one in Blackwater); and · 54 mining and mining-related services, including electrical, construction, engineering, legal and freight services (42 in Emerald, 11 in Blackwater and one in Yamala). A review of listings on Black Business Finder identified 15 Indigenous-owned businesses in the Central Highlands LGA, with five located in Emerald and none in Blackwater or Comet (Black Business Finder, 2019). The businesses included civil construction, earthmoving, abrasive blasting and diesel fitting and mine facility maintenance services. Another eight businesses were identified in neighbouring Isaac LGA and 16 in Rockhampton LGA including employment and training services, contract and workforce services, security and cultural services.
4.6 Summary of baseline indicators A summary of the social baseline conditions of relevance to the Project is presented in Table 4-14.
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Table 4-14: Summary of baseline conditions in the study area
Baseline conditions Key features
SETTLEMENT PATTERN Traditional Owners · The Project Site is within the Native Title claim area of the Western Kangoulu People. Central Highlands Region · The study area has a diverse and growing economy, diverse communities and strong landscape and environmental values. · Emerald is the largest and most populous town (14,356 people in 2016) and is the main service centre in the region offering regionally significant health care facilities, business services, manufacturing and retail activities, education facilities, government services, entertainment and sporting facilities. · Blackwater is the second largest town (4,749 people in 2016) and functions as a regional service hub and industrial centre to service resource activity in the surrounding district. · Comet is a small rural settlement (498 people in 2016) with limited services, functioning as a focal point of activity for its surrounding community. Affected land holders · Two landowners’ properties overlay proposed bord and pillar mining, and two landowners have property which is adjacent to the Project site. COMMUNITY VALUES Culture and identity · The study area’s communities are active and vibrant with a strong sense of belonging. They identify strongly with their agricultural and mining industries, Indigenous heritage and natural environment. · The residents of Emerald, Blackwater and Comet enjoy strong community spirit and connections, a sound capacity for mutual support, a safe and active community, rich histories and community services and facilities. High crime levels in Emerald may impact on community perceptions of safety there. Connectivity · Emerald serves as a transport hub for the region at the junction of the Capricorn and Gregory Highways, providing inland connections interstate to New South Wales, Victoria and the Northern Territory. · Regular air, bus and rail services provide connectivity between Emerald and Mackay, Longreach and Rockhampton and Brisbane. Amenity and quality of life · The study area’s community and lifestyle qualities, health and social services, and safety are the most important aspects of liveability to residents. · Communities also value their cohesiveness, the facilities and services available to them, their rural lifestyle, and the benefits of the region’s strong economy and natural environment.
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Baseline conditions Key features
Community cohesion and · The study area exhibits qualities of strength, resilience and self-reliance indicated by the strength of their community resilience connections, their ability to help each other in times of need, and high levels of volunteering. These qualities are underpinned by a strong local economy, the community’s positive future outlook and its relative affluence. POPULATION AND HOUSING Resident and non-resident · At June 2019, the Central Highlands LGA had an ERP of 28,701 people, demonstrating stabilisation of the population populations since 2016, after population decreases between 2011 and 2016. · QGSO estimates that at June 2020, on Series B estimates there were approximately 4,090 FTE non-resident personnel in the LGA, and the number of non-resident workers in the LGA is forecast to remain at around the same level over the next five years, ranging from an estimated 4,080 workers in 2021 to 3,980 workers in 2026 (QGSO, 2020). · Modest population growth is forecast between 2016 and 2014 at an average annual increase of 0.2 percent. Social indicators · The study area’s population is characterised by relatively low growth, a young population profile compared with Queensland, a high representation of Indigenous people (particularly in Blackwater) and older people (particularly in Comet). · When compared with Queensland, the study area enjoys lower rates of disadvantage and vulnerability against the indicators assessed, reflecting its relative prosperity and generally younger population. · The study area scores well across most indicators of community health and well-being, although a higher rate of deaths from avoidable causes and higher reported crime levels are noted, potentially related to remoteness from specialised health services and the risks associated with the region’s main industries. · The population is relatively well educated and prosperous, with high labour force participation and low rates of unemployment. Mining and agriculture are the main industries of employment. Housing and accommodation · Over half of the study area’s housing is located in Emerald, with the most common form being detached housing. There is a sizeable rental market across the study area, typical of resource regions, with rents currently affordable for most households. There is a sufficient supply of suitable land available to meet the LGA’s projected housing needs. · Following the housing market downturn associated with the mining downturn in 2012, the housing market appears to be stabilising and recovering, a trend likely to be driven more by local economic recovery than population growth. · Rents became more affordable during the market downturn, but have increased over the past three years. Although just 17.8 percent of low-income households in the Central Highlands were in housing stress at June 2019, compared with 40.5 percent in Queensland, the proportion of households in housing stress is likely to increase in response to increasing rents.
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Baseline conditions Key features
· DCHDE is the largest provider of social housing in the study area, targeting people with high social needs. At June 2019 there were 59 applicants waiting for a housing allocation. The Central Highlands (Qld) Housing Company also provides affordable housing for low to moderate income households. · Workforce accommodation villages are the main type of accommodation used by non-resident workers while on-shift, accommodating 87.9 percent of non-resident workers at June 2018. Other types of accommodation used include hotels/motels, caravan parks and private rental housing. · Demand for short-term accommodation has grown in recent years with room vacancies falling from 61 percent in June 2017 to 31 percent in June 2018, attributed in part to increased demand from non-resident workers. SOCIAL INFRASTRUCTURE Community · Both Emerald and Blackwater have a range of community facilities and services, with the majority in Emerald, including a neighbourhood centre and art gallery. Both towns have a public library, Police and Citizens Youth Club and human services agencies catering to people with disabilities, aged people, people with mental illness, and people with family and domestic violence, financial counselling and family support needs. Childcare and education · Childcare and kindergarten services are available in Emerald (seven services) and Blackwater (four services). Services are not available in Comet. · Emerald is a regional education centre hosting a range of public and private primary and secondary schools, the Capricornia School of Distance Education, a Central Queensland University campus (including vocational education) and the Emerald Agricultural College. Blackwater and Comet also have State schools, and Backwater has a state high school. · The need for additional early learning options for Indigenous children and additional Flexi-school capacity was identified by consultation participants. Health services · Emerald hosts regionally significant health services including a hospital, general practice, dental services, allied and mental health services. The Blackwater Multipurpose Health Service provides a range of services, including 24-hour accident and emergency care in Blackwater. Complex cased from both hospitals are referred to tertiary hospitals in either Rockhampton or Brisbane. · The Central Highlands LGA has difficulty attracting and retaining GPs, however non-urgent appointments are generally available within a few days. · An increasing need for mental health and suicide prevention services was identified by consultation participants. Emergency services · Queensland Police Services, Queensland Fire and Emergency Services, SES and Queensland Ambulance Services are available in Emerald and Blackwater. Comet has a Rural Fire Brigade. · Air rescue services are provided by RACQ Capricorn Rescue from their base in Rockhampton.
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Baseline conditions Key features
Sport and recreation · Communities in the study area have access to a variety of recreation and sport facilities in Emerald and Blackwater; Comet has more limited facilities. Regional resources include the Carnarvon Gorge and Minerva Hills national parks, Fairbairn Dam and Sapphire Gemfields.
Social infrastructure capacity Deficits in social infrastructure capacity identified by consultation participants include:
· greater access to early education for Indigenous children and more involvement of Indigenous people in planning and delivering services; · a shortage of allied health professionals including mental health professionals and the need for greater capacity to recruit and retain professionals in the health and education area; and · support for emergency housing for people experiencing domestic violence and young people. LABOUR FORCE, BUSINESS AND INDUSTRY Regional labour force · The Central Queensland region (SA4) has a higher rate of labour force participation and lower levels of unemployment than is typical for Queensland. In the year 2018/19 the labour force grew by 5,000 people. · Mining is the Central Highland LGA’s largest employment sector (24.3 percent of the labour force), followed by the agriculture, forestry and fishing sector (12.8 percent of the labour force) in 2016. · Labour force size in the study area has tended to fluctuate in response to mining industry fluctuations, with a decline of 700 people in the labour force in the five years to 2018/19. During this period people appear to have left the area in search of work elsewhere. Unemployment · The Central Highlands LGA has a lower unemployment rate than Central Queensland. Within the study area, there is a notable difference in the east-west distribution of unemployment, with higher unemployment in the east and lower unemployment in the west. Key business sectors and · The Central Highlands LGA has a diverse economy founded primarily on the resource and agricultural sectors, with a strengths growing tourism sector. · The study area’s strengths include its strong community, its qualified and skilled labour force, natural resources (coal reserves, productive agricultural land and areas of natural significance), potential for renewable energy, significant water storage, transport network connectivity, access to a range of vocational and tertiary education, regionally significant services and facilities in Emerald and a dynamic local business community. Supply chain considerations · The study area has significant human and physical capital in mining-related businesses. · Five Indigenous businesses are located in Emerald and include the following businesses of relevance to the mining industry: civil construction, earthmoving, abrasive blasting and diesel fitting, and mine facility maintenance services.
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5 Social impacts and opportunities
This section describes the potential for social impacts and opportunities as a result of the Project, and also considers potential impacts if the Project does not proceed. Social impacts and benefits are summarised and their significance evaluated in Section 5.8.
5.1 Indigenous interests Native title The Western Kangoulu People are the registered native title claimants of the land which encompasses the Project Site. Garingbal and Kara Kara People identify as connected to land within Ensham Mine’s existing mining lease (including part of Zone 2 and Zone 3), but do not have a currently registered native title claim. Native title rights may exist regardless of whether there is a native title claim or determination in relation to the relevant land or waters, and may be exclusive or non-exclusive rights. Non-exclusive rights may co-exist with the rights of others, such as a pastoral leaseholder, and may include the right to live on the area, hunt, fish, gather food or teach law and custom on country (National Native Title Tribunal, 2010). Any acts or dealings in relation to land and waters that affect native title must comply with the Native Title Act 1993 (Cth). During the process of obtaining lawful tenure to undertake the Project, native title will be addressed as required under the Native Title Act 1993. Ensham intends to enter into a native title agreement incorporating Right to Negotiate provisions and a cultural heritage management system with the Western Kangoulu People. Western Kangoulu People have established relationships and business practices with mining companies and other businesses in the LGA, and are experienced in advocating for their rights and interests. Western Kangoulu People are also well equipped to undertake cultural heritage management services, and are already working with Ensham to manage cultural heritage protection within the Project Site. A confidential agreement between Garingbal and Kara Kara People and Ensham is in place with respect to operations within the existing mining lease, including the potential for underground mining or minor surface disturbance in areas to which Garingbal and Kara Kara People are connected. Cultural heritage EIS Chapter 14 (Cultural Heritage) provides the results of cultural heritage assessment undertaken for the EIS (Idemitsu, 2020). The assessment indicates that 208 recorded Aboriginal cultural heritage sites were identified in the Project Site during exploration works (140 artefact scatters, 66 isolated finds and two scarred trees), primarily located within 100 m of a watercourse and emphasising the importance of water in the Aboriginal landscape. A number of artefact scatters and isolated finds were relocated to a keeping place. There are no previously registered Aboriginal cultural heritage sites within the Project Site, with the nearest registered site a cluster of five ‘culturally modified trees’ located approximately 100 m from the eastern boundary of the Project Site along the Nogoa River. The cultural heritage assessment notes the potential to impact identified Aboriginal heritage sites. Any impacts in Zone 1 will be managed under a cultural heritage management system currently being developed by Ensham and the Western Kangoulu People, and any impacts in Zone 2 and Zone 3 will be managed under existing cultural heritage management agreements (CHMPs). Other impacts on heritage sites were assessed as unlikely.
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The agreed cultural heritage management system will be incorporated into the existing Ensham Mine Environmental Management System Cultural Heritage Procedure, which will be updated to incorporate the Project. The Project will provide Indigenous cultural awareness and cultural heritage inductions for all workers during mandatory site induction programs to support awareness and protection of cultural heritage. Access for cultural purposes and natural resources The land within the Project Site is held in freehold title (with the exception of a stock route reserve for which there are two lessees). As land within the Project Site is held by either Ensham or private landholders and lessees, there is little current opportunity for Traditional Owners to access the Project Site for cultural purposes or use of natural resources. Land within the Project Site comprises part of the Traditional Owners’ cultural landscape, with watercourses and riparian areas of particular significance as areas where people lived, hunted, fished and undertook cultural practices. As proposed Project works comprise underground mining with the potential for only minor surface disturbance, and with rehabilitation of disturbed areas required, physical impacts on the cultural landscape or future access to the land and waters are not anticipated. The Project would offer the ongoing opportunity for Western Kangoulu People and Garingbal and Kara Kara People to participate in cultural heritage management practices and provide cultural awareness training to Project personnel. Indigenous employment The Project would support Indigenous access to employment and opportunities for business participation, which are key values held by Western Kangoulu People, Garingbal and Kara Kara People and other Indigenous community members. Idemitsu’s support for Indigenous employment in the Project workforce includes: · agreeing a goal for employment of Indigenous people (this goal is confidential as part of the agreement between the Western Kangoulu People and Ensham); · working with Indigenous stakeholder groups to achieve ongoing employment of Indigenous people at Ensham Mine; and · entering into arrangements to achieve increased participation by Indigenous businesses in contracts for goods or services with Ensham Mine. Further details are provided in Section 6.3. Summary
Project impacts related to Native Title and cultural heritage management have been identified through consultation with the Western Kangoulu People and the Garingbal and Kara Kara People as part of the Project’s consultation. Any impacts for the Project Site in Zone 1 will be managed under a cultural heritage management system currently being developed by Ensham and the Western Kangoulu People, and any impacts in Zone 2 and Zone 3 will be managed under existing cultural heritage management agreements (CHMPs) as relevant with the Western Kangoulu People and the Garingbal and Kara Kara People. The Project would continue Ensham Mine’s employment of Indigenous people and would seek to achieve participation of Indigenous businesses in the Project’s supply chain.
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5.2 Landowner interests This section discusses the potential for impacts on the use and amenity of properties in and near the Project Site.
5.2.1 Impacts on farming and grazing operations The Project’s Zone 1 would underlie: · Braylands, which is predominantly an irrigated cotton growing property; and · Chelbrook, which is predominantly a cattle grazing and beef production property. Zones 2 and 3 are located on land owned by Idemitsu. Zone 3 is located adjacent to the Cypress property where a macadamia farm is being developed. The Bauhinias grazing property is located west of Cypress and is south of Zone 1, separated by a road reserve. The results of consultation with the owners of Braylands, Chelbrook, Cypress and The Bauhinias are provided in Section 3.4.3, and considered below. The Wyuna and Colorado properties are adjacent to Zone 1 (to the west) and are used for cattle and both dryland and flood-irrigated cropping. As subsidence is predicted to be minimal (not affecting the landscape, and with potential to occur only above the mine workings), and other environmental impacts are expected to be negligible (see Section 5.1.2), impacts on the use of these properties are not anticipated. The owners of Wyuna and Colorado declined the opportunity of consultation during the SIA process, but on the basis of past interactions with Ensham are known to have concerns about the impacts of mining on agricultural land. Directly affected and adjacent landowners are highly professional and experienced business owners who understand issues such as co-existence of mining and agricultural uses and land use conflicts, and whilst they are busy and have limited time for engagement processes including statutory consultation processes, landowners otherwise have good capacity to participate in the EIS process. The Project involves minor temporary surface disturbance in zones 1, 2 and 3 for exploration purposes which is already authorised including drilling and 3D seismic studies (which for Zone 1 would be negotiated with landowners through land access agreements), and the need for minor additional surface construction for gas flaring infrastructure in Zone 2 and zone 3, within land owned by Ensham, noting that flaring is already authorised under the Mineral Resources Act. The Project should not need additional water supplies which could affect water access for directly affected or adjacent properties or other users. One stock route reserve is located within Zone 1, following Bauhinias Road before continuing along field boundaries in a north-east direction. A second stock route is located adjacent to the Project Site along its southern boundary within an undeveloped road reserve and runs in an east-west direction. With only minor temporary surface disturbance in Zone 1, impacts on the stock routes are not anticipated. The potential for other impacts is discussed below. Subsidence Subsidence refers to a settling or sinking of the land’s surface, in this context, due to the removal of coal from beneath the surface. Compared with long wall mining which can result in significant depressions in the surface, soil cracking and water pondage, subsidence due to bord and pillar
104 Ensham Life of Mine Extension Project – SIA mining has been identified as less extensive (e.g. Independent Expert Scientific Committee [IESC], 2014). A peer-reviewed subsidence assessment completed as part of the EIS for the Project (Gordon Geotechniques, 2020) is provided in the EIS as Appendix B-2. The assessment concluded that due to the nature of the bord and pillar mining method proposed (and currently in use at Ensham Mine), subsidence is predicted to be typically less than 40 mm in the Project Site, with no surface cracking or formation of significant depressions in the surface topography predicted. This was verified against data on subsidence relating to Ensham Mine’s existing underground workings which indicate that any ground movement above underground workings is less than the +/-50 mm accuracy of the surveys (Ibid.). The subsidence assessment report notes that in some environments, up to 50 mm or more of vertical movement may occur due to seasonal moisture changes (citing an IESC report published in 2015). Landowners and community members have noted the sensitivity of cotton growing operations to subsidence. As advised by CHDC (see Section 3.4.2) and as confirmed by an online scan of relevant research, there is no recent research regarding the potential for subsidence due to bord and pillar mining to have an impact on specific agricultural land uses such as cotton growing or cropping. Braylands, the cotton farming enterprise located in the southern part of Zone 1, utilises laser-levelled land profiles to support higher productivity (as evidenced by various media reports on their awards and leading production rates). Ensham has shared the results of the Project’s subsidence assessment with the landowners in Zone 1. Based on the Project’s current mine plan, mining under these properties is expected to commence around 2028 and be complete around 2036. Consultation with the owner and manager of Braylands indicated that Brayland’s cotton growing fields are levelled to within 2 mm – 5 mm. Consultation has identified significant landholder concern about the potential for subsidence to affect their farm productivity, risk profile and value, uncertainty about the impacts of subsidence, and the need for further information to understand the likelihood, specific location and timing of potential subsidence impacts. It was also noted that the need to consider potential Project impacts such as subsidence risks was an imposition on the time required to run the property. CHDC noted the importance of the cotton grown in Zone 1 to the region’s agricultural production value and its contribution to the throughput of local cotton gins. Any significant impacts on cotton productivity in Zone 1 associated with subsidence could have wider ramifications for the region’s economic diversity and employment opportunities, e.g. loss of on-farm employment or employment at the cotton gin. Assessment of the potential for subsidence risks and relevant mitigations for subsidence is beyond the scope of the SIA. However, consultation with the landowner and farm manager indicated with land levelling to 2 mm – 5 mm and with annual climatic soil height variations on the property of less than 50 mm, if subsidence of up to 40 mm occurred, it could affect the use of land and farming operations. Possible impacts could include the potential to reduce yield, changes to farm management e.g. the need for increased frequency of levelling and monitoring of the soil profile and soil moisture, and/or changes to infrastructure management e.g. irrigation and drainage channels. If any subsidence impacts significantly affected productivity, this could result in impacts on employment. Job numbers on agricultural properties vary during the year, with Cowal Agriculture Holdings employing between 12 and 20 FTE to manage its eight farms, so if productivity or yield at Braylands was reduced, this could see the seasonal loss of a small number of jobs (estimated to be
105 Ensham Life of Mine Extension Project – SIA no more than five jobs for a season for the purpose of assessment ). There is also potential for indirect job losses if yield was reduced to a point where supply of cotton to local cotton gins was affected. Approximately seven years remain before underground mining is anticipated to commence under cotton fields. Ensham is involved in ongoing engagement with landowners and lessees in Zone 1 to agree on land access and compensation agreements (required under Queensland legislation) including compensation arrangements should subsidence impact farm productivity. This will include discussion of how any impacts on the farm’s operation would be avoided or mitigated. In addition to dry land and irrigated farming, the Chelbrook property within the northern part of Zone 1 supports beef cattle production businesses producing beef for sale to domestic and international markets. Local media coverage shows that Chelbrook is recognised in the region as a high-quality producer. The owners of this beef cattle production business did not identify specific impacts in the community workshop other than whether gas ventilation infrastructure would be required within Zone 1 (this is not required as part of the Project). As any subsidence is predicted to be less than 40 mm, with no surface cracking or water ponding impacts predicted, and only minor temporary surface disturbance which is currently approved (i.e. exploration), and with grazing having less sensitivity to subsidence than cotton growing, additional impacts on the beef cattle production business have not been identified. Ensham is in discussions with the owners Chelbrook to agree land access and compensation agreements, and identify any management measures which would assist in avoiding or mitigating any impacts on the property. Consultation with the owners of the adjacent Bauhinias and Cypress properties identified a concern that subsidence or changes to groundwater levels could affect their access to irrigation water. This is discussed below. Access to water Assessment of Project impacts on surface water (Hydro Engineering & Consulting, 2020) confirms that the Project would not impact on access to, or the quality of, surface water which is currently available to nearby licenced users. Assessment of the potential changes to the volume of water sourced from and discharged to the Nogoa River system found that the impact of the Project on both reducing flow volume (i.e. via licensed extraction) and increasing flow volume (i.e. via licensed release) in the Nogoa River is negligible, with no impacts on other water users expected (Ibid.). No changes to surface water flow and flooding, including instability and erosion of waterways due to potential subsidence, are expected (Ibid.). The potential for subsidence to affect irrigation channels from the Nogoa River System to the Cypress and Bauhinia properties was raised by the landowners. The independently peer reviewed subsidence report predicted that subsidence of up to 40 mm could occur and that annual average climatic variations in the soil profile of up to 50 mm could occur (Gordon Geotechniques, 2020). As such impacts of subsidence on irrigation channels were not identified. There are no registered groundwater bores within the Project Site (as the groundwater here is generally saline), with water for agricultural uses primarily sourced from the Fairbairn Dam via the Nogoa River. There is a total of nine registered groundwater bores located within one kilometre from the Project Site. Assessment of the potential for groundwater drawdown (SLR, 2020) indicated that no private landholder bores are predicted to have a decline in groundwater levels by more than two metres,
106 Ensham Life of Mine Extension Project – SIA and with agriculture in the area commonly reliant on surface water allocations for stock watering or irrigation requirements, the risk to groundwater users in the surrounding agricultural areas, based on the Project’s activities, was predicted to be no more than what is currently authorised under the existing Mining Lease. Ensham has an obligation to comply with the underground water management framework under the Water Act 2000 which requires resource tenure holders to undertake baseline assessments of water bores, prepare a baseline assessment plan, prepare an underground water impact report (UWIR), and enter into make good agreements for any loss of access to groundwater. This will be supported by maintaining open lines of communication with nearby landowners that have bores on their properties to ensure that any Project-related changes to groundwater access are identified and any loss of access to water is addressed through make-good arrangements. Current underground mining activities at Ensham are authorised (EPML00732813) which includes regional groundwater monitoring, groundwater investigation trigger levels, investigation and reporting requirements. The groundwater study completed for the Project identifies that there are no additional impacts on groundwater users. The issue of flooding risk is a key concern for community members, as in the 2008 floods, Ensham Mine’s original levies failed. These levies were rebuilt and now provide immunity from flood risks up to 1 in 1,000 year event (+ 0.5m). These levees are inspected by an RPEQ certified engineer on an annual basis to ensure their continued effectiveness. Compensation for impacts on land Zone 1 in MDL 217 requires a Mining Lease Application (MLA) which was lodged with DNRME in March 2020. Before a Mine Lease (ML) can be granted, compensation for directly affected landowners has to be settled either by a formal compensation agreement between the parties or as determined by the Land Court. Ensham has notified directly affected landholders of the MLA, providing them with the application for the mining lease, and commencing discussions on land access and compensation arrangements. Compensation for landowners for the grant of a ML over land will be consistent with the requirements of the Minerals Resource Act and the Queensland Government’s ‘A guide to landholder compensation for mining claims and mining leases for the grant and renewal of mining claims, mining leases and related access land in Queensland( September 2020 V1.1) which considers: · loss suffered if the landowner can no longer use the surface of the land; · loss of the value of the land or improvements, or loss of use of the land or improvements; · losses due to severance of land; · costs incurred in obtaining replacement land; · any special value as a result of the current status and use of the land; · loss of profits; and · loss or expenses that arises as a consequence of the grant or renewal of the mining lease (with the exception of legal costs) (DNRME, September 2020). Should negotiation be unsuccessful, the parties would have recourse to Land Court proceedings to reach settlement.
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On this basis, it is anticipated that any negative Project impact experienced by landowners as a result of the Project will be adequately compensated, so that impacts on their livelihoods or wellbeing would be mitigated. Engagement with landowners As is current practice, Ensham will maintain engagement with directly affected and adjacent landowners to ensure they are kept up-to-date with Project plans and can access the draft EIS findings. In summary, engagement with the owners of directly affected properties will include discussion of: · the proposed development schedule (where and when mining would commence, and the sequence of development); · when and where mining would occur under private properties; · where subsidence is possible; · management measures which would avoid or minimise subsidence impacts on the properties’ productivity or management; · monitoring arrangements; · compensation arrangements; and · land access agreements. Following commencement of Project activities, Ensham will maintain engagement with landowners whose properties are affected or adjacent to the Project Site, to ensure that any unanticipated issues or impacts are quickly identified and addressed in Ensham Mine’s Integrated Management System (IMS) which governs management of environmental, safety and social impacts (see Section 6.1.1). Ensham will encourage directly affected and adjacent landowners to contact the General Manager Operations immediately if any Project-related issues arise, and will maintain at least annual contact with these landowners for the life of the Project. Rehabilitation The Project involves minor temporary surface disturbance in zones 1, 2 and 3 for exploration purposes including drilling and 3D seismic studies (which for Zone 1 would be negotiated with landowners through land access agreements), and the need for minor additional surface construction for gas flaring infrastructure in Zone 2 and zone 3, within land owned by Ensham.Progressive rehabilitation and closure planning will be undertaken for the Project as detailed in the EIS at Chapter 9 (Rehabilitation).
Summary The Project will result in minor temporary surface disturbance in Zone 1 which is currently authorised under MIN10495712 and the mining lease approval EPML00732813. Land access and compensation agreements will be finalised with the owners of properties within Zone 1 to enable the approval of the MLA. Subsidence is predicted to be up to 40 mm above the underground mine workings, and has potential to affect the use of Braylands as a cotton growing property, if not mitigated. The potential for impacts on cotton growing within the Braylands property is being addressed through engagement with the property’s owner. Compensation agreements are being developed with directly affected landowners
108 Ensham Life of Mine Extension Project – SIA in relation to land access and any impacts on the use or value or the land or its improvements, which is expected to avoid negative impacts on their livelihoods. Assessment of the potential for groundwater drawdown indicated that the risk to groundwater users in the surrounding agricultural area was predicted to be no more than is currently authorised for the existing mining lease low. Ensham will comply with the underground water management framework under the Water Act 2000 which includes entering into make good agreements for any loss of access to groundwater. The surface water studies have identified no expected impacts as a result of the Project on the Nogoa River system and broader flood plain.
Amenity of homes and properties There are two homesteads within Zone 1 of the Project Site, including: · Chelbrook Homestead in the north-west corner; and · Braylands Homestead in the south. The next nearest homesteads are located on The Bauhunias, approximately 2.5 kms to the south of Zone 1. The nearest community of Comet is approximately 15 km to the south-west with no potential for effects on the town’s amenity. The potential for environmental impacts to affect the amenity of homesteads is discussed below. Dust An Air Quality Impact Assessment was conducted to assess the potential for impacts on sensitive receptors due to pollutant emissions and dust emissions from mining activities as part of the Project and is provided as EIS Appendix G-1 (AECOM, 2020). Based on the modelling undertaken, no exceedances of Project objectives for all pollutants of concern were predicted at any sensitive receptor locations, for all assessed scenarios. Emissions would be highest during the early stages of the Project while the existing open cut operation is continuing (as open cut operations make greater contributions to dust), with overall emissions reducing as Ensham Mine transitions to entirely underground operations. With respect to dust, no exceedances of the Project objectives for monthly average dust deposition, cumulative annual average Total Suspended Solid concentrations, or cumulative 24-hour and annual average concentrations of PM10 and PM2.5 (fine particulate matter) were predicted. Ensham reports that there have been no air quality related complaints with regard to the existing operation in the last six years. The current air quality management practices and EA conditions (as revised by DES) will apply to the Project, and on this basis, the Air Quality Impact Assessment anticipated that ongoing air quality compliance will be achieved for the Project. On this basis it appears unlikely that the amenity of homesteads will be affected by dust or changes to air quality as a result of the Project. Noise and vibration A noise and vibration study (AECOM, 2020) was undertaken to assess potential impacts on sensitive receptors as a result of the Project and is provided as EIS Appendix H-1. No construction will be required for the Project and therefore there is no potential for construction noise or vibration impacts.
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With respect to noise generated during the Project’s operation, the assessment considered both Project-specific and cumulative impacts associated with the existing Ensham Mine, with the night- time noise criteria of 30 decibels [d(B)A] as the benchmark. For the scenario based on only those noise sources associated with the Project, the predicted noise emission levels at all sensitive receptors were predicted to be less than 20 d(B)A. Based on the predicted noise emission levels for the cumulative scenario with both Project noise sources and noise sources associated with the existing Ensham Mine, noise levels were predicted to be between 20 and 30 d(B)A. As such, compliance with the nominated criteria was predicted at all nearby sensitive receptors. This indicates a very low risk of impacts such as disruption to conversations, annoyance caused by noise or sleep disturbance. The existing approved rail infrastructure will be used to transport the Project’s product coal, with the product coal forecast generally constant through to the end of mining, and as such no change in noise levels due to rail noise were predicted as a result of the Project. The reduction in workforce with the cessation of open cut mining is expected to result in a slight decrease in road traffic and as such, no increase in noise impacts is predicted for road traffic associated with the Project. Ensham reports that it has not received any complaints relating to noise or vibration with regard to the existing operation during the last six years, with complaints before this relating to the open-cut operations and blasting in particular. Blasting is not proposed as part of the Project. Other sources of vibration were not predicted in the Noise and Vibration Assessment (AECOM, 2020). Local character The Project will result in minor temporary surface disturbance in Zone 1 for exploration activities which is already approved under EA MIN10495712. Zones 2 and 3 may have a need for minor surface construction activities (i.e. flares) which is not expected to affect the landscape or visual amenity On this basis, impacts on the rural character of directly impacted properties, adjacent properties or the amenity or liveability of Comet or other towns are not anticipated. Summary Air quality modelling undertaken for the Project predicted no exceedances in relation to air pollutants or dust. Compliance with the noise criteria was predicted at all nearby sensitive receptors, indicating that impacts such as disruption of daily activities or sleep are not anticipated. On this basis it appears unlikely that the amenity of homesteads will be affected by the Project. Minor temporary surface disturbances associated with the Project are not expected to impact on the rural character of properties or towns.
5.3 Workforce This section discusses the Project’s workforce, the likely availability of personnel, employment security and equity, training and development, and workforce well-being.
5.3.1 Employment opportunities As there are no construction requirements for the Project, a construction workforce is not required.
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Project operations are expected to commence in 2021 and will support the continuation of the current underground mining workforce as outlined in Section 5.3.2. · the existing operational (2020) workforce of approximately 687 FTE personnel will be maintained between 2020 and 2024; and · workforce numbers will reduce to up to approximately 603 FTE personnel after the open cut operation is phased out and be maintained at that level from 2025 to 2035. The workforce numbers would reduce as the underground production profile declines in the final two to three years of the life of mine commencing around 2036. From 2025, the workforce will include approximately: · 314 bord and pillar operators; · 126 underground mining personnel; · 86 project personnel (e.g. management and administration); and · 74 other personnel, including personnel to rehabilitate the open cut operational areas. Shift arrangements There is no anticipated change to current Ensham underground mine shift arrangements for the Project. Production personnel will work 12 hour rotating shifts (day/night) on a seven days on, seven days off roster. Other Project personnel will principally work 10-hour day shifts, five days per week. These arrangements support both the ability of personnel to live locally, and the ability for workers from other regions to access DIDO and FIFO arrangements which support a good balance of work and family time. DIDO arrangements involve workers driving from regions such as the Rockhampton LGA (an approximate three hour drive) As road access to the Project would be within a one hour drive from Emerald, Comet and Blackwater, Project personnel in these communities would be able to safely travel to and from work each day. Personnel from other communities such as Bluff, Capella, Tieri, Springsure, The Gemfields, Duaringa and Dingo (which are within a two hour commute) may be able to travel between home and work daily if they are able to meet fatigue management requirements (as outlined in Section 6.3.6). On Ensham’s current experience, personnel from communities outside Emerald and Comet are more likely to stay in the Ensham workforce accommodation village whilst they are on shift in order to comply with fatigue management provisions.
5.3.2 Local and non-local personnel The Project will prioritise local employment from within the Central Highlands LGA (as discussed in Section 6.3) and does not propose a 100 percent FIFO workforce. Ensham Mine’s current workforce includes 345 personnel (50.2 percent) who are Ensham employees and 342 personnel (49.8 percent) who are contractors. Ensham does not anticipate that any new technologies such as automated haulage would be employed by the Project, or that technological advancements during the life of the Project (to 2037) would change the number or nature of personnel required for the Project. Currently, 81 personnel are employed solely in the open cut operation, of which 43 (53 percent) are contractors. These jobs would cease in 2024 with cessation of the open cut operation. The cessation
111 Ensham Life of Mine Extension Project – SIA of open cut contractor jobs would not result in a significant change in the percentage of Ensham personnel (post 2024) who are contractors. Of the 345 personnel currently employed directly by Ensham, approximately 133 (38.6 percent) live in the Central Highlands LGA and are defined in the SIA as local employees. The majority of local employees (122 employees or 35.4 percent) live in Emerald, three employees each live in Comet, Capella and Rubyvale, and two employees live in Blackwater. DIDO employees account for approximately 134 employees (38.8 percent) and are drawn from LGAs such as Rockhampton, Gladstone and Mackay which are within a driving time of three to four hours. FIFO employees account for 78 personnel (22.6 percent) and include workers who commute via Emerald Airport, primarily from other Queensland centres. Address details for contract personnel were not available so it has been estimated that 30 percent of contractors are locally based, as anecdotally, many are drawn from Emerald, but contractors who move between jobs are likely to be drawn from a wider catchment. The remaining 70 percent of contractors are assumed to be either DIDO or FIFO personnel. Council and community desires for a larger number of locally-based mine personnel is acknowledged. however Ensham respects the right for persons working at the mine to choose their preferred residential location. Ensham will continue to encourage local residents to apply for Project jobs through implementation of its employment hierarchy as described in Section 6.3.3. Ensham will also encourage new non-local personnel to move to local communities through: · recruitment advertising which advises candidates that staff positions are based in Emerald; · provision of housing subsidies to locally based staff; · maintenance of family-friendly rosters (7 days on, 7 days off and 5 days on 2 days off); · promoting the lifestyle qualities and amenities of Comet and Emerald; and · providing support for new local personnel to access local services. It is unlikely that Project personnel would seek to move to towns other than Emerald or Comet as a result of their employment by the Project, as Emerald offers a higher level of amenity, social infrastructure and housing choice than other local towns and is within 30 kms of the Project Site, and staff positions will be advertised as based in Emerald. Comet offers the advantage of a rural lifestyle within an easy commute to work. Emerald and Comet’s capacity to receive new workers is not limited by their social infrastructure capacity, as any population changes due to the Project are expected to be negligible, and Emerald provides the regional base for a good range of education, health and community services. However, housing availability in Emerald and Comet has reduced in recent months, and there is currently a very tight rental market (see Section 4.3.5). Any increase in demands for rental housing would be minimal and incremental over time, which is unlikely to place significant pressure on local housing stocks. The capacity of local housing to support an increase in new local workers will change over time in response to market fluctuations and developers’ appetites for investment in residential development, which in turn will be influenced by market demands and economic factors such as the availability of investment capital. A proportion of new local personnel would choose to purchase housing, of which there is an adequate supply relative to the small and incremental demands which may result from the Project. No other barriers impacting non-local workers’ choices to move to local communities were identified.
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No significant change to the local/non-local personnel ratio or the Central Highlands LGA’s population size is anticipated as a result of the Project because: · Ensham intends to maintain its current employment and contracting arrangements for the Project, including maintaining the employment of existing personnel; · the current local/non-local personnel ratios reflect personnel’s preferences about where they live; · Ensham will offer open cut personnel including employees and contractors the opportunity to apply for roles or contracts in the underground operation as they become available; · Ensham is committed to prioritising the employment of locally-based employees and contractors (from the Central Highlands LGA), utilising the strategies outlined in Section 6.3.3; · Ensham’s current employee turnover rate is less than 4.0 percent per annum, and assuming the Project achieves a similar rate, approximately 24 positions would become vacant each year, so any change in local/non-local ratios would be minimal and incremental over time; and · minimal population growth is expected in the LGA over the next twenty years (see Section 4.1) so a significant increase in the local workforce due to population growth is not anticipated. The following percentages have therefore been used to assess the potential for population change and housing demands: · 38.6 percent of employees and 30 percent of contractors will be locally based (within the Central Highlands LGA), with the majority living in Emerald; · 38.8 percent of employees and 40 percent of contractors will be DIDO personnel from other nearby regions; and · 22.6 percent of employees and 30 percent of contractors will be FIFO personnel, primarily from other Queensland regions. Ensham expects to achieve approximately 34 percent local employment across its whole workforce as shown in Table 5-1, and to at least maintain this percentage to 2035. On this basis, the maximum FIFO/DIDO percentage would be 66 percent. Small fluctuations in the balance between local and non-local personnel are anticipated over time during the life of the Project. This will maintain the benefit of local employment and contracting options, whilst allowing workers to choose their preferred residential location. Table 5-1: Estimated Local, DIDO and FIFO employment in Project
Personnel Total No. Local Local DIDO DIDO FIFO % FIFO % No. % No. No.
Project employees 50.2% 303 38.6% 117 38.8% 118 22.6% 68
Project contractors 49.8% 300 30.0% 90 40.0% 120 30.0% 90
Total Local/DIDO/FIFO 100% 603 34.3% 207 39.5% 238 26.2% 158
Based on these assumptions, the Project represents a total of up to approximately 207 personnel who will live within the Central Highlands LGA and 396 non-resident personnel.
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The Project’s employment target for residents living within Central Highlands LGA will be maintained at a level of least 34.0 percent.. Employment security The Project will provide employment for up to approximately 603 people, offering continuation of employment and income security for existing personnel, and the provision of opportunities for others to obtain employment as personnel retire or move to other jobs. EIS Appendix J-1: Economic impact assessment (CDMSmith, 2020) estimates the Project’s total employment impact (the number of direct and indirect FTE positions for one year created directly and indirectly by the stimulus) at up to 654 FTEs per annum. With an average of approximately 603 direct personnel, this indicates that the Project would support an average additional workforce of 51 people including through stimulus or support for employment of people by businesses and services. As Ensham’s local suppliers include more than 360 businesses in the Central Highlands LGA, a proportion of the indirect jobs supported by the Project would be within local businesses. The Project also provides the opportunity for farmers and graziers in the Central Highlands LGA to obtain off-farm employment, thereby supporting the sustainability of their livelihoods and lifestyle.
5.3.3 Likely availability of personnel with relevant skills The Project is not expected to have difficulty recruiting personnel from within local or regional communities, as Ensham’s existing workforce will continue to operate the Project. Whilst competition for ‘new’ labour is possible as the result of currently approved and proposed mining projects in the Bowen Basin proceeding (see Section 2.2.6), Ensham provides personnel with choices of local and commuting arrangements which is likely to support the attractiveness of Project jobs which become vacant over time.
There is significant capacity in the SIA study area, and in particular in Emerald and Blackwater, to meet the expected small demands for new personnel due to staff turnover. Based on Ensham Mine’s current average annual turnover of less than 4 percent, an estimated 24 positions would become vacant each year due to staff turnover and completion of apprenticeships and traineeships. As noted in Section 4.5.1, between them, Emerald (with 1,336 workers), Blackwater (with 1,109 workers) and Comet (with 48 workers) were home to a total of 2,494 mining workers (of approximately 3,269 mining workers in the LGA) in 2016. The requirement for up to 24 new personnel each year would represent less than 0.01 percent of workers within the LGA in the mining industry in 2016. Other nearby regional communities also have significant mining workforces, with a total of 8,538 mining industry employees in the Central Queensland SA4 (which includes the LGA). Highest percentages of coal mining workers in other nearby regional communities were seen in Tieri (62.5 percent), Middlemount (55.2 percent) Dysart (48.8 percent), Bluff (29.2 percent) and Clermont at 24.6 percent (ABS, 2017). Labour forces in the Central Highlands and Central Queensland regions as a whole are highly skilled and experienced in the mining industry, which employed 24.3 percent of the Central Highlands LGA’s employed workers and 8.7 percent of the Central Queensland SA4’s employed workers in 2016 (compared to 2.3 percent in Queensland) (REMPLAN, 2019). It is also possible that the economic crisis resulting from the COVID-19 pandemic has increased the availability of workers who are skilled or could be trained for Project employment.
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Research conducted by the CHDC in October 2019 based on consultation with key industry sectors identified the top priorities for local skills development as including: · agribusiness: accounting, financial management and managerial skills; · resources: GPS tracking systems, environmental engineering and natural and physical science; and · tourism: customer service, front office operations and retail service (CHDC, 2019), As such, and with no significant change in the number of personnel required, it does not appear that the Project would represent significant competition for skills which are currently in demand in the Central Highlands LGA.
5.3.4 Recruitment Ensham Mine has a firm commitment to recruitment of workers for the Project from local communities within the Central Highlands LGA, and will also continue to recruit personnel from other regions who would like to move to the Central Highlands LGA. In support of local employment, Ensham will utilise a recruitment hierarchy prioritising existing employees and contractors, local residents and personnel who would relocate from other regions (see Section 6.3.3). Ensham is committed to the recruitment, selection, support and retention of high-quality staff. Selection for Project employment will be based on merit and guided by principles which promote fair and equitable practices. The Project is also committed to providing a work environment that is free from harassment and discrimination. All recruitment selection procedures and decisions will reflect Ensham’s commitment to providing equal opportunity, as further discussed in Section 6.3.4.
5.3.5 Employment equity Ensham Mine’s current employees include nine women (2.6 percent of employees) and an additional small number of contracting staff are women. Assuming five percent of the total workforce are women, approximately 18 women are currently employed at Ensham Mine. Women are traditionally under-represented in the mining industry, however, female participation in mining is increasing. Queensland Resources Council (QRC) estimates that in 2017, women represented 15.2 percent of Queensland’s resources sector workforce (QRC, 2017). Ensham will work towards a goal of: · five percent of direct employees being female by 2025; and · ten percent of direct employees being female by 2030. This will be achieved by: · actively encouraging women to consider Project employment opportunities through its recruitment advertising; · promoting the availability of Project jobs, apprenticeships and trainees to young women in the Central Highlands LGA; · including existing female staff on selection panels for new roles; and · providing female mentors within the workforce. Ensham does not currently require its employees to identify their cultural backgrounds, so the number of current Indigenous employees is not known.
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Western Kangoulu People and Ensham have agreed a target for the employment of Indigenous people as a percentage of Ensham’s workforce. The details of this agreement are confidential between Western Kangoulu People and Ensham. Ensham will also engage with community organisations providing education and training programs to disadvantaged students to encourage students’ consideration of Project employment and training opportunities, as described in Section 6.3.5.
5.3.6 Workforce health and safety Workforce safety The health and safety of Project personnel will be managed in accordance with the Coal Mining Safety Health Regulation 2017 (Qld) and the Work Health and Safety Act 2011 (Qld). Ensham’s Emergency Management Plan (EMP) holds that personnel’s safety is the first priority in all circumstances, and documents controls which will be applied to the Project to prevent or mitigate the extent of an emergency at Ensham. The plan is designed to: · minimise casualties and effect their rescue and treatment; · obtain maximum benefits from the combined resources of the on-site emergency personnel and emergency services; · minimise confusion by delegating responsibilities to ensure necessary tasks are prioritised and completed; · minimise damage to property and environment; and · minimise interruption of operations and preserve business assets. On-site health services Ensham’s on-site provision of health services for the Project will include: · making first aid-trained persons available on site at all times; · stocking casualty rooms with sufficient supplies to provide first aid treatment; · making first aid kits, trauma packs and the surface Emergency Services Ambulance available at various locations around the site; · a suitably qualified Employee Assistance Program (EAP) provider to provide professional counselling and referral service for personnel; and · promotion of access to telehealth services such as 13 Health. Fitness for work and fatigue management The Project would operate under Idemitsu’s Fitness for Work Guideline, Fatigue Management Plan and Alcohol and Drug Procedure which provide a framework for the management of health and safety risks associated with impairment caused by fatigue, physical or psychological ill health, alcohol or drugs, as further discussed in Section 6.3.6.
5.3.7 Training and development Ensham Mine has established procedures for on-the-job training, including safety training and operational procedures, and implements a training program which provides access to accredited
116 Ensham Life of Mine Extension Project – SIA training courses. Ensham will implement workforce training for Project personnel to achieve a high level of safety and productivity, as described in Section 6.3.5. Apprenticeships and traineeships are vital to ensuring local young people have opportunities to enter the mining workforce, building a skilled local labour force for the future, and keeping young people (and their families) in the Central Highlands region. Ensham Mine’s workforce currently includes five apprentices (electricians, fitters and mechanics) and five trainee operators. Ensham’s intent is to maintain Ensham Mine’s current level of apprenticeships and trainees which would see an annual average of five apprentices and five trainees employed to at least 2035, when the workforce will begin to decline and the availability of apprenticeships and traineeships will also decline. Essentially new apprentices and trainees would be recruited as existing apprenticeships and traineeships end to maintain this annual average.
Summary The Project would continue the employment of Ensham Mine’s underground mining personnel and provide opportunities for young people and new entrants to underground mining to gain employment. The Project will employ a recruitment hierarchy to prioritise local employment and does not propose a 100 percent FIFO workforce. Ensham’s existing workforce will continue to operate the Project, and the mining industry workforce in the Central Highlands and the Central Queensland region will be a ready source of personnel to fill vacancies over time, so impacts on the availability of labour or skills are not anticipated. Ensham will implement workforce training for Project personnel to achieve a high level of safety and productivity, and will maintain provision of on-site health services, fitness for work and fatigue management policies to support workforce well-being.
5.3.8 Population and demographic characteristics As the Project would not require a construction workforce, there would be no temporary change to population size or characteristics. The Project’s operation would not result in a significant increase to the Central Highland LGA’s population and an increase or change to the current proportion of non-local workers is not anticipated, so there is no potential for social or demographic change in this regard. The Central Highland’s LGA experienced a population decline between 2011 and 2016, but QGSO forecasts indicate that the population has remained stable since 2016 and is now approximately 28,701 people. Modest population growth of 1,350 people (or an average annual increase of 0.2 percent) is forecast between 2016 and 2041 (see Section 4.3.1). The Project would sustain the employment of up to approximately 603 personnel involved in the underground mining operation, contributing to the maintenance of the Central Highland LGA’s population particularly in Emerald where the majority of locally-based employees reside. Based on the local employment estimate provided in Section 5.3.2 (i.e. 207 Project personnel living locally within Central Highland LGA) and the average number of people per household in the Central Highlands LGA (2.7 people), the Project would support a population of at least 559 people (or 1.95 percent of the LGA’s estimated population in 2021). As the Project will maintain a focus on local employment, including encouraging new workers from other regions to relocate to the Central Highlands LGA, there is potential for small and incremental increases in the number of new local personnel over time, however, this would be offset by a proportion of retiring/resigning workers
117 Ensham Life of Mine Extension Project – SIA moving to other towns and is expected to result in negligible to no impacts on population size or housing demands. Should the Project not proceed, a proportion of personnel are likely to leave the Central Highlands LGA. This proportion is not known as personnel may obtain employment in other local mines or as FIFO workers enabling their families to stay in the LGA, whilst others may start or join businesses, or retire. QGSO estimates that the Central Highlands LGA’s population in 2021 will be 28,658 people (QGSO, 2020). Assuming 50 percent or 104 of the Project’s estimated 207 resident personnel were to leave the Central Highlands LGA as the result of Ensham Mine closing, taking family members with them, this would see 281 people leave (based on the average household size in the LGA in 2016), for a decrease of approximately 1.0 percent of the forecast 2021 population. As average annual population growth in the LGA is currently estimated at 0.2 percent to 2041, Ensham Mine’s closure could contribute to a decline in the population. Ensham Mine has an extensive local supplier base which would be utilised by the Project (see Section 5.5.2) and any loss of indirect employment opportunities may also contribute to further population decline, however, this is unquantifiable. The cessation of Ensham Mine’s open cut mining operations in 2024 will see the loss of approximately 81 jobs at Ensham Mine, with the potential for the loss of some residents from the Central Highlands LGA, but this is not attributable to the Project. Ensham will promote the availability of underground mining vacancies to open cut mining personnel and support them to access relevant training courses, as discussed in Section 6.3.5.
5.3.9 Non-resident workers The number and proportion of non-local personnel are not expected to vary significantly for the Project, so the Project’s non-resident workers would make no significant change to the number of non-resident workers or to the ratio of non-resident workers to residents in the Central Highlands LGA. As discussed in Section 4.3.2, QGSO estimates that at June 2020 there were approximately 4,090 FTE non-resident personnel in the LGA, and the number of non-resident workers in the LGA is forecast to remain at around the same level over the next five years, ranging from an estimated 4,080 workers in 2021 to 3,980 workers in 2026 (QGSO, 2020). The SIA has estimated that the Project’s personnel will include approximately 396 DIDO / FIFO workers. This is equivalent to approximately 9.7 percent of the estimated number of non-resident workers in 2021.
5.3.10 Workforce accommodation and housing The Project does not require a construction workforce, so there is no potential for impacts on the availability of housing or short-term accommodation. Significant additional demand for housing during operations which would affect other residents’ access to housing is not anticipated as a result of the Project. As noted in Section 5.3.2, an estimated 207 Ensham personnel currently live in the Central Highlands LGA, primarily in Emerald, and this is expected to be maintained for the Project. Personnel live in their own homes which are either privately rented, owned or owned with a mortgage, which contributes to the stability of the local housing market. Ensham provides a housing subsidy to staff based in the Emerald district to encourage and support them to live locally.
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Personnel attrition may result in attraction of non-local personnel to live in the region, requiring housing, but this would be incremental over the Project life, and would be offset by housing released to the market as the result of some former personnel leaving the region. This would most likely be experienced in Emerald and may also be experienced in Comet. Blackwater is unlikely to be preferred as a residential base given the greater range of housing options and services in Emerald and a drive time of one hour between the Project and Blackwater. Ensham Mine includes a non-resident workforce accommodation village which has 625 rooms and associated facilities for the health, safety, comfort and recreation of personnel, located on the Ensham Access Road, approximately 15 km north of the Capricorn Highway. All personnel have their own permanent rooms, enabling a more home-like atmosphere and consistent neighbours. Facilities including a wet mess, dining facility, gym, tennis court and pool are provided to support residents’ wellbeing. The workforce accommodation village has an average utilisation rate of 80 percent and is currently accommodating approximately 500 people including visiting Idemitsu staff, with capacity to accommodate a further 125 personnel. Whilst changes to the resident/non-resident workforce are not planned, if an increase in non-local employment was ever necessary due to unknown factors, the workforce accommodation village has capacity to accommodate all Project personnel. A such, Project impacts on the availability or cost of housing in the SIA study area are not anticipated. As noted in Section 5.7, there is potential for some of Ensham Mine’s current personnel to move away from the Central Highlands LGA if the Project does not proceed, which may lead to increased housing availability. This is unquantifiable but is not expected to have a negative impact on local residents or other stakeholders.
5.3.11 Project closure The Project’s production levels will ramp down during 2036 and production will cease in 2037. This would see the loss of up to 200 jobs in 2036 and the loss of the remaining jobs (approximately 400 personnel) in 2037, with the exception of a small crew responsible for rehabilitation and closure implementation. Based on experience with other mine closures, the rehabilitation crew may be in the order of ten on- site personnel, working over a period of several years. Depending in the availability of local employment in the mining industry and other industries such as renewable energy, logistics, agribusiness and tourism, the loss of jobs could see Project personnel and their families leaving the area. Again assuming that Ensham Mine’s current number of resident personnel is maintained and that 50 percent of the Project’s estimated 207 resident personnel would leave the Central Highlands LGA taking family members with them, and in context with the Central Highland’s projected population of 30,133 in 2041 (QGSO, 2020), this would be a population decrease of 0.09 percent, which is unlikely to have an appreciable impact on demand for housing, social infrastructure or goods and services. If all resident personnel left the LGA as the result of the Project’s closure, the population could decrease by up to 1.8 percent compared to the 2041 population projection. This could be result in an appreciable decrease in housing demand but is unlikely to noticeably affect social infrastructure capacity. This latter scenario is considered unlikely given the LGA’s economic diversification and the number of existing mines and proposed mines in the region (see Section 2.2.6).
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Ensham will keep the CHRC and CHDC updated on changes to Ensham Mine’s workforce numbers, including providing advice 12 months ahead of the planned closure of the open cut operation and the underground mining operation ramp-down, and at least three years prior to the planned cessation of Project operations, to enable them to anticipate and plan for any changes to population, housing or social infrastructure demands. Stakeholders will be provided with opportunities for consultation as part of Ensham Mine’s progressive closure and rehabilitation planning, as described in Section 6.2.6.
Summary The Project would not result in changes to population size or characteristics such as local to non- local worker ratios, or in changes to workforce housing requirements or housing access for other residents in the Central Highlands LGA. The Project would contribute to the maintenance of the Central Highland LGA’s population. Should the Project not proceed, a proportion of personnel are likely to leave the Central Highlands LGA. Population losses may also result from Project closure.
5.4 Community health and well-being This section discusses the potential for impacts on community wellbeing, including alignment with community values and aspirations, impacts on quality of life, mental health, access to services.
5.4.1 Community survey inputs The SIA community survey asked people about their views on the Project’s potential effects on a range of factors which affect well-being, with ratings of strong positive effect, some positive effect, no effect some negative effect and strong negative effects. Given the small sample size, these responses were amalgamated to provide overall views of expected positive effects, no effects, and negative effects of the Project on social values. In summary, the majority of respondents expected positive effects on connections between community members, access to employment and training options, quality of life including the liveability of towns, access to infrastructure, services and facilities, and opportunities for local businesses, but some were concerned about potential impacts on environmental conditions or access to resources such as land or water. Figure 5-1 summarises the results which included: · 62 percent of respondents expected positive effects on connections between community members, 15 percent expected no effect, and 23 percent expected negative effects; · 85 percent of respondents expected positive effects on access to employment and training options, 8 percent expected no effect and 8 percent expected negative effects; · 69 percent of respondents expected positive effects on quality of life including the liveability of towns, 8 percent expected no effect and 23 percent expected negative effects; · 54 percent of respondents expected positive effects on access to infrastructure, services and facilities, 31 percent expected no effect and 15 percent expected negative effects; · 23 percent of respondents expected positive effects on environmental conditions e.g. air quality or noise levels, 31 percent expected no effect and 46 percent expected negative
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effects; · 23 percent of respondents expected positive effects on access to resources such as land or water, 31 percent expected no effect and 46 percent expected negative effects; · 77 percent of respondents expected positive effects on opportunities for local businesses, 15 percent expected no effect and 8 percent expected negative effects; · 23 percent of respondents expected positive effects on culture or access to cultural resources, 54 percent expected no effect and 15 percent expected negative effects; · 25 percent of respondents expected positive effects on physical safety, 50 percent expected no effect, 17 percent expected negative effects and 8 percent didn’t know; · 46 percent of respondents expected positive effects on community health and well-being, 30 percent expected no effect and 23 percent expected negative effects; and · 15 percent of respondents expected positive effects on housing access, 46 percent expected no effect, 31 percent expected negative effects and 8 percent didn’t know. In summary, the majority of respondents expected positive effects on connections between community members, access to employment and training options, quality of life including the liveability of towns, access to infrastructure, services and facilities, and opportunities for local businesses, but some were concerned about potential impacts on environmental conditions or access to resources such as land or water. Figure 5-1: Survey participants’ views on social impacts and benefits (percentage)
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Comments about potential impacts included: · ‘concerned about the impact of the project on the agricultural land and aquifers’; · ‘more workers living in town would have a much more positive impact on the business and general community in the region’; · ‘not enough affordable housing’; · ‘worth considering the value of encouraging families to move to our community for a much calmer lifestyle and ability to maintain their family connection… this also assists in supporting development of services and small business within our community’; and · ‘would be good to see Ensham as a business more active in the local community and supporting the community not just workers and direct families’.
5.4.2 Amenity and quality of life Impacts on communities’ quality of life and the desirability of places include changes to liveability and aesthetics, as well as changes to the condition of the environment (for example, air quality, noise levels or access to water). With a minimum of 15 km between the Project and local communities, impacts on community amenity were not identified. The Project is likely to have neutral or positive effects on aspects of quality of life as outlined below. Community cohesion
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The Project would not result in any changes to the LGA’s population size of composition, social networks or other conditions which support community cohesion and resilience. The Project would support maintenance of the population and therefore social networks within local communities, and Ensham Mine workplace provides a key avenue for workers to engage and support each other, so a positive effect on the maintenance of community cohesion is likely. Liveability Assessment of noise and dust impacts resulting from the Project indicate that impacts on amenity that could affect the liveability of directly affected or adjacent properties or their homesteads are unlikely. The location of the Project (at approximately 15 km to the nearest town of Comet) precludes the potential for impacts on local communities’ amenity and liveability. The Project proposes only minor temporary surface disturbance (exploration) in zones 1, 2 and 3, and minor surface construction in Zone 2 and Zone 3, (which is currently authorised) and impacts on the landscape and scenic qualities are not anticipated. Community health determinants The Project would not negatively affect community health determinants such as population age, income security, housing access, employment availability, access to social infrastructure or access to natural resources. As noted in Section 5.4.2, changes to environmental qualities such as air quality, the noise environment on visual amenity are not anticipated, so there is no likelihood of impacts which would affect community health. The Project would also continue Ensham Mine’s contributions to community groups and services through the Community Sponsorship and Donations Program. Livelihood The Project would maintain the availability of mining jobs and business supply opportunities, supporting the livelihoods of Project personnel, business owners and business employees. This would support the ongoing economic well-being of Project personnel through providing employment security and a stable income, and contribute to maintaining the income and employment numbers of business who would supply to the Project.
5.4.3 Social services, facilities and utilities As the Project would not change the population profile of the Central Highlands LGA or have any effect on the operation of existing facilities or services, impacts on childcare services, education services, health services and community services and facilities are not anticipated. Project personnel who live in Central Highlands LGA communities will maintain their health care arrangements with local practitioners. Personnel from other communities will also maintain their health care arrangements with their practitioners, but may access emergency care via telehealth services general practitioners or Queensland Health’s Hospital and Health Services based in Emerald. No significant increase in the use of local health services is expected as a result of the Project. With occasional movements of large equipment or components to the Project site, there would be some demand for police escorts for oversize vehicles, but this is not expected to be significantly
123 Ensham Life of Mine Extension Project – SIA different from current demands related to Ensham Mine and would be within QPS’s planned capacity for the LGA. There is also potential for QAS calls for service to be required, however again this is unlikely to increase as a result of the Project or strain QAS capacity. Ensham will share information on the Ensham workforce e.g. employee numbers and local and DIDO/FIFO percentages as part of its Social Impact Management Reports (SIMR) and on request by CHRC or Queensland Government agencies to support their service planning. Ensham will also update CHRC, CHDC, Queensland Heath, DSDILGP, QAS, QPS and DCHDE on changes to workforce numbers ahead of the closure of the open-cut operation (2024), ramp-down of underground mining (2035) and Ensham Mine Closure (2037), at least twelve months prior to changes to workforce numbers in 2024 and 2035 and at least three years prior to the planned cessation of Project operations. There are no Project interfaces with utilities such as electricity or telecommunications provision, or with private utilities located on freehold properties (e.g. water management and access tracks). There would be no changes to access to or demands for physical infrastructure and utilities such as roads, water supply and waste management. The proposed extension of the underground operations will provide the benefit of shared infrastructure, utilities and services with the existing operation including: · electricity supply would be sourced from the existing regional power network; · wastewater and sewage treatment using existing infrastructure and processes; · raw water will be supplied from existing water storage tanks; · ventilation will be supplied via the existing ventilation fans and associated infrastructure; and · the existing communications network will provide sufficient capacity for the Project. On this basis, no impacts on services or utilities are likely. The Project will continue Ensham Mine’s Community Sponsorship and Donations program, which has supported a wide range of community groups and services including: · education facilities such as Creche and Kindergarten (C&K) Emerald South Community Kindergarten, Emerald North State School and Emerald State High School; · cultural association such as Emerald Arts Crafts, the Emerald Show Society Inc and Emerald Girl Guides; and · sporting clubs including the Emerald Gymnastics and Trampoline Club, Athletics Club, Junior Motorcycle Club, Amateur Swimming Club, Jockey Club, Motorsport Association, Junior Tennis Association, Brothers Junior Rugby League, Golf Club and Basketball Association. Prior to commencing Project activities, Ensham will meet with CHRC representatives to review its current community funding priorities and seek input to re-setting desired outcomes for community funding (see Section 6.5.7).
5.4.4 Community planning goals Plans which reflect the community values and aspirations of the Central Highlands LGA community are summarised in Section 4.2.3.
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The relevance of planning outcomes to the Project is summarised in Table 5-2. No conflicts between the Project’s operation and local and regional planning goals were identified, with the exception of the need to avoid impacts on the productivity of the cotton farming property which underlies Zone 1. Table 5-2: Local and regional planning outcomes and Project alignment
Plan Desired outcomes Relevance to Project
Central · Supporting the long-term viability and · The Project is within a PAA but does Queensland growth of the agricultural sector not involve land disturbance which would affect the use of agricultural Regional Plan 2013 · Maximising the productive use of key mining resources land. · Providing for liveable communities · The potential for subsidence to affect farming and grazing · Protect Priority Agricultural Land Uses operations in the PAA has been within PAAs investigated as part of the EIS. · Maximise opportunities for co-existence · The Project maximises productive of resource and agricultural land uses use of key mining resources and within PAAs existing mining infrastructure. · The Project is remote from towns and would not affect liveability. · The Project would maintain employment and therefore population numbers, contributing to liveability. CHRC Planning · Robust and resilient agricultural and · The Project does not involve land Scheme 2017 horticulture sectors disturbance which would affect · A globally competitive coal mining agricultural and horticultural land industry use. · Dynamic small and medium businesses · Any significant impacts on the cotton farming operation within Zone 1 · Professional and government sectors could have wider ramifications e.g. · A growing tourism market. impacts on employment in cotton farming and processing. · The Project would contribute to a competitive local mining industry. · The Project would provide ongoing supply opportunities for local and regional businesses. · The Project would not affect areas used for tourism.
Central Highlands · Aspiration for the region to be a regional · The Project would not impact on Economic Master hub for agricultural education, rural existing educational strengths in the health and distance education LGA. Plan · Upskilling locals in new sectors · The Project will maintain ongoing · Retraining for underemployed workers, training programs for its personnel, particularly resource and construction contributing to labour force strengths sector workers, or older workers looking in underground coal mining. to change skillsets
Central Highlands · Resourceful vibrant community · The Project would contribute to 2022 Community · Integrated quality infrastructure maintaining the population and economy of Emerald. Plan · Diverse prosperous economy · The Project would not impact on · Healthy natural environment existing infrastructure provision.
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Plan Desired outcomes Relevance to Project · The Project does not involve land disturbance which would affect the natural environment.
CHRC Liveability · Well-designed communities · The Project would not impinge on Strategy and · Attractive and accessible natural land within urban communities, urban design, community facilities or Action Plan 2019- environments and public open space; public spaces. 2020 · Planning for active and diverse towns, centres and neighbourhoods, · The Project would contribute to connected communities and well- maintaining employment and located and designed community business supply opportunities in the facilities and utilities Central Highland LGA. · New business, investments and employment opportunities
5.4.5 Mental health Employment generally contributes to positive self-esteem, feelings of engagement with others and social networks. As such, the Project is expected to make an ongoing positive contribution to the mental health of Project personnel. With no changes to the landscape as a result of the Project, or environmental stressors such as increased noise or vibration, or changes to demand for mental health services, impacts on the mental health of local community members are not expected. Landowners in and near the Project Site are sophisticated businesspeople who are well-versed in managing changes to their business operations. Notwithstanding, they may experience stress related to uncertainty or their understanding of potential impacts on land use. Ensham has engaged with directly affected and adjacent landowners to ensure they are aware of the Project, its timeframe and impacts identified as part of the EIS, and to negotiate land access and compensation arrangements. Ensham’s principles for this engagement include: · early and open communication with landowners; · respect for landholders’ needs and time pressures e.g. seasonal demands on their resources; · considering landowners’ views and knowledge about potential impacts on properties; · compliance with all statutory and regulatory requirements relating to the EIS and mining lease approvals; and · compliance with DNRME’s ‘A guide to landholder compensation’ (DNRME, 2020). Ensham will maintain engagement with landowners from the EIS stage throughout the life of the Project to ensure they aware of Project progress (e.g. opportunities to comment on the EIS, and the location of underground workings), can efficiently communicate about any issues of concern, and are able to participate in engagement towards the development of Ensham Mine’s closure plan. This is expected to reduce the potential for frustration and uncertainty which may result in increased stress or anxiety.
5.4.6 Access to natural resources There are no Strategic Environmental Areas identified as containing regionally significant environmental attributes located within or in the vicinity of the Project Site.
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There are no protected areas (areas protected for the conservation of natural and cultural values and production of forest resources) at a State level mapped within the Project Site. The Project is not expected to result in any changes in soil quality or the ability to access land within the Project Site (WRM, 2020). The Project is not expected to result in an increase in water use or increased competition for access to water resources (see Section 5.4.6). Assessment of the potential for changes to surface water quality or access did not indicate any reduced access for current water users. As discussed in Section 5.2.1, any changes to water access through groundwater drawdown would be subject to make good arrangements. On this basis, impacts on access to natural resources are not expected.
5.4.7 Safety A hazard and safety assessment for the Project undertaken as part of the EIS (Chapter 19) evaluated the risk of hazards to people and property associated with activities required for the Project, including: · risks to workers’ health and safety; · transport, use and storage of dangerous goods and hazardous substances; · operational hazards such as strata failure and fires, dust or traffic accidents; and · exacerbation of natural hazards such as bushfire, cyclones and flooding (precluded as potential changes to existing conditions are not predicted to result from to the Project). The hazard and safety assessment’s findings included: · the extended underground mining activity would not introduce any new hazards to the existing operations or alter the existing operational hazards (other than their locations) and therefore is not expected to alter the Ensham Mine health and safety risk profile; · those risks that remain as “high” when risk treatment measures are implemented were due to the potential for a severe injury or fatality, even though the likelihood of an event was assessed as rare or unlikely; and · no mitigated “critical” risks were identified. The Project will be operated in accordance with Ensham Mine’s existing Integrated Safety, Health and Environment Management System and Risk Management System Standard, which will be reviewed prior to operation in the Project Site. This includes an Emergency Response Plan (EMP) which provides principles and procedures to manage and respond to emergencies at Ensham Mine and includes provision for cooperation with local police and emergency services. Prior to Project commencement Ensham will engage with the QPS, QAS and QFES to review the EMP. The EMP will include: · ensuring selected staff have access to underground mining emergency response team training, and that trained staff are on site at all times; · confirming the call-out protocol (currently, calling 000) with local emergency service providers; · inviting QPS, QAS and QFES personnel to participate in annual training exercise and major incident control training exercises held every three to four years; · procedures for wide-load escort duties; and
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· reviewing agreed protocols with Police, Ambulance and Fire and Emergency Services annually during operation. Workforce behaviour In continuing employment of Ensham Mine’s existing underground mining workforce, which includes local residents, the likelihood that Project personnel behaviour will affect the safety of other community members is minimal. Idemitsu’s Workforce Accountability and Personal Conduct Procedure applies to all personnel (employees and contractors) and has been effective in supporting positive relationships between the workforce and local communities. Traffic safety A Traffic Impact Assessment undertaken for the EIS (Access Traffic Consulting, 2020) provides the results of an assessment of the Project’s potential impacts on State-controlled and locally-controlled road infrastructure. As the Project will not increase traffic volumes, it will have no impact on the operation of the relevant sections of the State-controlled (Capricorn Highway) and CHRC-controlled (Duckponds Road) networks. The existing access facilities for Ensham Mine currently provided via the gated access on Duckponds Road will be suitable for the expected future operations. The existing rail loop and spur would continue to be used to transport product coal via the Blackwater rail corridor to the Port of Gladstone for export, so no impacts to the existing rail network would occur as a result of the Project.
5.4.8 Flooding Local communities are highly sensitive to flooding risks as the result of floods which have affected the Central Highlands and caused widespread destruction. As the Project proposes only minor temporary surface disturbance (exploration) in zones 1, 2 and 3, and minor surface construction in Zone 2 and Zone 3 for gas flaring infrastructure within land owned by Ensham, the potential for changes to flooding risks as the result of the Project was not identified in the assessment of hydrology and flooding undertaken for the Project, which is provided in the EIS as Appendix E-3. (Hydro Engineering & Consulting, 2020). Community sustainability The Project is expected to make positive contributions to the sustainability of the Emerald and Central Highlands LGA communities by: · maintaining the availability of employment opportunities, and therefore the livelihoods and local expenditure patterns of personnel; · maintaining opportunities for local and regional businesses to be involved in Project supply chains, and therefore business trading levels and business employment levels; · supporting population stability, through continuation of the employment of local residents; and · contributing to community development though community investments and cooperation with key stakeholders in planning for economic diversification. The Project is not expected to have impacts on social conditions such as housing availability, social infrastructure access, community amenity or environmental conditions which could negatively affect community sustainability. Ensham will revise its community investment priorities to enable a focus on the priorities identified by SIA consultation participants (see Section 6.5.7).
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Summary The Project would not result in negative effects on social factors which support community cohesion and resilience, and positive effects on the maintenance of community cohesion are likely. Negative Project impacts are not expected in relation to amenity, liveability, community health determinants, livelihoods, flooding risks or access to natural resources. Positive effects are expected in relation to the ongoing economic well-being of Project personnel and suppliers. The potential for stress to affect the well-being of directly affected landowners is being addressed through Ensham’s landholder engagement process which aims to deliver transparent, respectful and cooperative engagement. Impacts on access to social and health infrastructure, utilities or physical infrastructure are not expected. Ensham Mine’s Community Sponsorship and Donations program will continue to make positive contributions to local facilities and community groups. Significant changes to community safety are not anticipated but ongoing cooperation with emergency services is required. No conflicts between the Project’s operation and local and regional planning goals were identified, with the exception of the need to avoid impacts on the productivity of Braylands. Overall, the Project is expected to make positive contributions to the sustainability of the Emerald and Central Highlands LGA communities.
5.5 Business and industry
5.5.1 Agricultural industry As noted in Section 5.2.1, the Project proposes only minor temporary surface disturbance (exploration) in zones 1, 2 and 3, and minor surface construction in Zone 2 and Zone 3 i.e. gas flaring infrastructure, within land owned by Ensham. Surface construction in Zone 2 (outside of SCA/PAA but in an area already approved and highly disturbed from mining activities) and Zone 3 within SCA/PAA mapped area (which is approved and highly disturbed from approved surface mining activities) is not expected to affect agricultural land use or on-farm employment opportunities. As also noted in Section 5.2.1, the potential for subsidence to affect cotton growing on Braylands is being investigated in cooperation with the properties’ owners. The outcomes of these investigations and the mitigations which could be required are not yet known. Mining under Braylands is not expected to commence before 2028, which appears to provide adequate time for the implementation of any mitigations required and agreed with the landowner. The SIA has assumed that the outcomes of these investigations will be successful in mitigating any impacts on Braylands’ farm management practices and productivity, avoiding consequent impacts for regional agricultural value, diversity and employment.
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5.5.2 Benefits for local businesses The study area has well-established and capable mining and construction businesses, with local and regional suppliers well positioned to meet demand. Ensham Mine’s existing supplier network will be utilised by the Project. Existing suppliers include one business in Comet (a farming and rural services contractor), one business in Blackwater (a mining services contractor) and 362 businesses in Emerald, including: · automotive services, transport companies, vehicle and trailer hire companies and couriers; · catering, cleaning and hospitality services; · cleaning companies; · mining and industrial services contractors; · trades services including painting, electrical, plumbing, diesel fitting and concreting; · labour hire, training and safety management companies; · engineering and environmental service providers; · plant and equipment hirers, including e.g. crane hire and scaffolding; · fuel and tyre suppliers; · health and employment service providers; · fencing suppliers; and · business support services including stationary, printing and professional services. The Project will continue the current benefits of Ensham Mine’s supply arrangements. Ensham will provide prior advice of the open cut operations’ completion to its suppliers at least six months before the intended date of completion. During Project operations, local and regional businesses would derive substantial benefits from both Project supply opportunities and expenditure by Project personnel and their households. Ensham is committed to continuing the involvement of local (Central Highlands LGA) suppliers in the supply chain, and to increasing the number of Indigenous businesses in the supply chain by identifying and engaging with Indigenous businesses in Central Queensland, as detailed in Section 6.6.3. Ensham will also become a Platinum Partner to CHDC, to support the CHDC’s networking opportunities for local business, community and industry. Ensham has adopted the Queensland Resources Council’s Code of Practice for Local Content (2013) (the ‘Code’), as further discussed in Section 6.6.2. CHDC has led the formation of the Queensland Local Content Leaders Network (QLCLN) which is a collective of regional local government, industry and economic development representatives from the Bowen, Galilee and Surat Basins, and aims to achieve strong local content outcomes and progress opportunities. The network provides the opportunity for members to share best practice initiatives on local content, industry participation, procurement and purchasing, and regional development. Ensham will join the QLCLN prior to Project commencement and participate in its activities.
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QLCLN’S recently released ‘Keeping it in the regions: A better practice model for local content and defining local business’ (QLCLN, 2020) recommends that industry adopt a scaled model for local content which includes: · Priority 1: Local/natural economic region, which can be defined as the local community that is in immediate proximity to the project/site/operations. and the region captured by journey to work movements; · Priority 2: Regional zone, which can be defined by a radial distance from the project within the geographic reach of the region; · Priority 3: the wider regional areas defined by SA4 boundaries, Priority 4: the remainder of regional Queensland (excluding South East Queensland), Priority 5: the whole of Queensland, and Priority 6: Australia and New Zealand. Ensham’s long-established relationships with ‘local’ businesses will support the involvement of businesses based in Emerald and Comet as local communities and in the Central Highlands LGA as the ‘regional’ zone, noting that businesses outside the Central Highlands LGA are also likely to be part of the supply chain. This is further discussed in Section 6.6. As the Project would not physically interface with any businesses with the exception of two land holdings as outlined in Section 5.2, and in relying on its existing labour force would avoid drawing labour from other businesses, negative effects on other businesses were not identified.
5.5.3 Economic value EIS Appendix J-1 Economic impact assessment (CDM Smith, 2020) estimated the impacts of the Project on the regional, state and national economies, summarising the economic benefits as: · total output impact (the increase in gross sales throughout the entire economy resulting from the economic stimulus) of $2,500 million or $138.9 million per annum (noting that output impacts are regarded as overstating the impact on the economy as they count all goods and services used in one stage of production as an input to later stages of production); · total household income impact (additional wages, salaries and supplements paid to households) of $464.5 million or $25.8 million per annum; · employment impact (the number of direct and indirect FTE positions for one year created directly and indirectly by the stimulus) of up to 654 FTEs per annum; · value added impact (Gross Regional Product) of $971.9 million or $54 million per annum; and · an estimated export value of $3.66 billion which would yield royalties of approximately $256.4 million over the life of the Project. On this basis, both regional and State economic benefits are expected as a result of the Project.
Summary The Project involves only minor temporary surface disturbance (exploration) in zones 1, 2 and 3 and minor surface construction in Zone 2 and 3. These activities have already been assessed and authorised under the respective environmental authorities and the Mineral Resources Act. The undertaking of these activities are not expected to affect agricultural land use (SCA/ PAA) or on-farm employment opportunities.
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Mining under Braylands is not expected to commence before 2028, which appears to provide adequate time for the implementation of any mitigations required and agreed with the landowner. . Accordingly, the Project is not expected to affect agricultural land use or on-farm employment opportunities. The potential for subsidence to affect the operation of Braylands has been identified in consultation with the property owners as discussed in Section 5.1.2. The Project will continue the current benefits of Ensham Mine’s supply arrangements, except for those arrangements that relate exclusively to open cut operations and will cease in 2024. Local and regional businesses would derive substantial benefits from both Project supply opportunities and expenditure by Project personnel and their households. Regional and State economic benefits are expected as a result of the Project
5.6 Cumulative impacts Cumulative social impacts are the incremental and combined impacts – positive, negative or both – of multiple projects. Cumulative impacts may occur at the local level, e.g. in relation to changes to amenity, and/or at the regional level e.g. changes in labour force demand. This section considers the potential cumulative impacts of proposed mining projects which: · are undergoing an EIS process; · are within the Central Highlands LGA or the adjacent Isaac LGA, as shown in Table 5-3; and · may coincide with the Project’s operation. As outlined in Section 2.2, the Project is located within an agricultural area, adjacent to an existing mining operation and within an established resource region which includes: · Kestrel Mine and Gregory Crinum Mine, located 50-60 km north-east of Emerald; · Blackwater Mine, located approximately 15 km south-west of Blackwater; · Curragh Mine, located approximately 30 km north of Blackwater; · Yarabee Mine, located approximately 40 km west of Blackwater; and · Jellinbah Mine is located approximately 30 kms north-west of Bluff. These operations are well established and generally include a mix of residential and commuting workforce arrangements, maintaining the availability of mining industry employment in the Central Highlands LGA and the Central Queensland region more broadly. The nearest operating coal mines to the Project are Kestrel Mine at approximately 25 km to the west, and Curragh Mine at approximately 38 km to the east. It is not expected that the Project would contribute to any cumulative impacts which may relate to these operations, e.g. there is no potential for cumulative impacts on amenity or traffic increases. With no changes to the Ensham Mine’s workforce profile or housing arrangements anticipated, there is no potential for the Project to contribute to cumulative impacts on population characteristics, housing access or social infrastructure access. Currently proposed projects in the Central Highlands LGA and Isaac LGA whose construction and operation could coincide with the Project’s operation are shown in Table 5-3.
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Table 5-3: Proposed Projects within Central Highlands and Isaac LGAs
Project LGA Peak Construction Operations Workforce workforce
Ensham Life of Mine Extension Project Central Highlands N/A 603
Walton Coal Project Central Highlands 100 223
Winchester Downs Coal Mine Isaac 500 450
Isaac Downs Project Isaac 250 300
Lake Vermont Meadowbrook Project Isaac 200 350-400*
Saraji East Mining Lease Project Isaac 1,000 500
Total workforce 2,050 2,476
* Upper range of 400 personnel used to calculate total workforce The Project would not require a construction workforce so would not contribute to the requirement for a potential cumulative total of approximately 2,050 construction personnel (assuming that all projects proceed and that their peak workforce requirements would coincide). The nearest proposed project is the Walton Coal Project which would be located approximately 70 km east of the Project and on this basis, cumulative impacts on amenity are unlikely. The Project would contribute to maintaining up to approximately 603 jobs or 24.4 percent of the cumulative total of additional operational jobs (2,476 jobs) if all proposed projects identified in Table 5-3 were to proceed. There is potential for a cumulative decrease in the availability of mining employment and supply opportunities as mines in the Central Highlands and Isaac regions close in coming decades.
Summary The Project is not expected to contribute to the cumulative impacts of existing operations or proposed projects in the Central Highlands or Isaac LGAs, but would make a substantial contribution to the ongoing availability of jobs in the coal mining industry within the Central Queensland SA4 region.
5.7 Impacts of Project closure Project operations are expected to conclude in 2037, which would be followed by mine closure, decommissioning and rehabilitation. Decommissioning of the underground workings associated with the Project would commence on cessation of underground production and may be completed within two years of closure. EIS Chapter 9: Rehabilitation and closure provides further information on rehabilitation and closure. Ensham will engage with directly impacted and nearby landowners, Traditional Owners, CHRC, CHDC and local community groups as part of the ongoing implementation of the Ensham Mine rehabilitation plan for the Project.
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With a decrease in mine production levels from 2035, the workforce would reduce from approximately 603 FTE personnel to approximately 417 FTE in 2036, then to less than 100 personnel in 2037, with a small number (estimated at approximately 10 personnel) remaining to undertake site rehabilitation. Assuming there had been no further expansion of Ensham Mine’s underground workings in the intervening period, Project closure would see the cessation of employment and the majority of business supply opportunities. Ensham will keep the CHRC and CHDC updated on changes to Ensham Mine’s workforce numbers, including providing advice 12 months ahead of the planned closure of the open cut operation and the underground mining operation ramp-down, and at least three years prior to the planned cessation of Project operations, to enable them to anticipate and plan for any changes to population, housing or social infrastructure demands. Some short to medium term business opportunities are likely to remain with respect to the rehabilitation and closure period e.g. environmental management and maintenance services. Depending on the availability of alternative jobs and supply opportunities in the Central Highlands LGA, Project closure could see local personnel and business employees leaving. This is unquantifiable, but on the basis of the assumptions outlined in Section 5.3.8, could see a small decrease in the LGA’s population, and the potential for a very small corollary impact on the housing market e.g. longer periods on market. CHRC, CHDC and local communities are clearly focussed on economic diversification and transition ahead of: · the closure of coal mining operations in the Central Highlands over coming years and decades; · the development of other energy sources and infrastructure; and · changes to the LGA’s economic structure and strengths, driven by cooperation with other stakeholders. Ensham will participate in industry and Council or Government initiatives that support economic diversification and transition planning, including the Regional Resources Roundtable convened by CHDC. During 2032, five years prior to the planned closure of the Project, Ensham will revise Ensham Mine’s Community and Stakeholder Engagement Plan (CSEP) to guide engagement with stakeholders regarding the decommissioning and closure stages, as detailed in Section 6.2.6.
Summary Project closure would see the cessation of at Ensham Mine employment and of the majority of Project supply opportunities. This could see local Ensham personnel and business employees leaving the Central Highlands LGA which could see a small decrease in the LGA’s population, and housing demand. Ensham will participate in cooperative initiatives towards regional economic transformation addressing the future ramp-down and cessation of mining.
5.8 Significance This section summarises the impacts and benefits identified in preceding subsections and evaluates their significance. It considers the likelihood that social impacts and benefits will occur, the consequence of social impacts and benefits for those affected, the potential significance of social
134 Ensham Life of Mine Extension Project – SIA impacts and community benefits prior to the application of management measures, and the risk of residual impacts after mitigation measures are applied Table 5-4 provides the risk assessment ratings. The likelihood of social impacts and opportunities occurring has been assessed with reference to the social baseline, stakeholder inputs on potential social impacts and benefits, and the results of environmental, land use, and traffic impact assessments undertaken as part of the Project’s EIS. ‘Consequence’, as defined in Table 5-4 has been qualitatively assessed based on how the social impact may be experienced by the relevant stakeholders, considering: · the duration of impacts and benefits; · sensitivity, including stakeholders’ specific vulnerabilities and resilience to impacts; and · the severity of potential impacts on stakeholders and social conditions and the magnitude of potential benefits, considering the number of people that could benefit and the potential to address inequities such as high unemployment amongst local and Indigenous people. Table 5-4: Risk assessment ratings
Consequence Level 1 2 3 4 5 Minimal Minor Moderate Major Catastrophic
Likelihood A Almost A1 A2 A3 A4 A5 certain B Likely B1 B2 B3 B4 B5 C Possible C1 C2 C3 C4 C5 D Unlikely D1 D2 D3 D4 D5 E Rare E1 E2 E3 E4 E5 Significance of Social Impact Ratings Low Medium High Extreme Project benefits and opportunities
Table 5-5 summarises: · potential social impacts and benefits as a result of the Project; · a preliminary evaluation of the significance of potential social impacts and benefits, after considering Ensham’s existing practices; · management measures identified in the SIA; and · an evaluation of residual significance, after management measures are applied. Of note, the potential for negative impacts on the Emerald, Comet and Blackwater communities was not identified as a result of the Project proceeding. Impact mitigation and benefit enhancement strategies are detailed in Section 6.
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Table 5-5: Significance evalution
Impact/benefit area Impact description Stakeholders Preliminary Mitigation/ enhancement measures Residual Significance Significance
Project Impacts
Indigenous values Impacts on access to cultural and natural Western Kangoulu C3 · Western Kangoulu People’s native D1 (Low) resources or damage to sites of specific value People, Garingbal title interests are interests are were not identified in the cultural heritage and Kara Kara protected under legislation and will assessment undertaken as part of the EIS. People be addressed as required under The Project would not change the ability of the Native Title Act 1993 (Cth) Western Kangoulu People or Garingbal and · Consultative processes associated Kara Kara People to access cultural and with the Right to Negotiate process natural resources within the Project Site. · Cultural heritage will be managed The Project would offer the ongoing by the proponents under a CHMA opportunity for Western Kangoulu People Garingbal and Kara Kara People to participate · A cultural heritage awareness in cultural heritage management practices and program for Project personnel to provide cultural awareness training to developed and delivered with Project personnel. Western Kangoulu People and Garingbal and Kara Kara People · Existing agreement with Garingbal and Kara Kara People Directly affected Consultation with directly affected landowners Cowal Agriculture C4 · D1 landholdings indicated that the owners of Braylands expected Holdings · Land access and compensation that subsidence above the Project’s agreements must be agreed underground mine workings, whilst predicted to before a mining lease can be be typically less than 40 mm, would affect the issued property’s use for cotton growing as the land’s surface is profiled to within 2 mm – 5 mm. This · Ongoing engagement with directly could include impacts on productivity/yield, farm affected landowners to anticipate management e.g. the need for increased and avoid or remediate any issues frequency of levelling and monitoring of the soil experienced profile and soil moisture, and/or changes to · Observance of Mineral Resources infrastructure management e.g. irrigation and Act compensation criteria which drainage channels. Perceptions of the address potential for impacts on property’s value may also be affected. property use and value
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Impact/benefit area Impact description Stakeholders Preliminary Mitigation/ enhancement measures Residual Significance Significance
Braylands’ productivity supports on-farm Local agricultural C3 · Ongoing engagement with directly D1 employment, with a small decrease (estimated workers affected landowners to anticipate at less than five jobs) possible if productivity and avoid or remediate any issues decreased significantly. If a reduction in yield experienced occurred, this could also impact on the availability of employment at local cotton gins.
Impacts on the use or amenity of Chelbrook are Chelbrook owners C3 · Similar to Braylands, a land E1 not anticipated, however perceptions of the access and compensation property’s value may be affected. agreement must be finalised before the mining lease can be issued. · Ongoing engagement with directly affected landowners to anticipate and avoid or remediate any issues experienced · Observance of Mineral Resources Act compensation criteria which address potential for impacts on property use and value Adjacent Consultation with adjacent landowners Saratoga Holdings C3 · Ongoing engagement with E1 landholdings indicated that the owners of Cypress and The Group adjacent landowners to identify Bauhinias held concerns regarding the potential and remediate any issues for irrigation water supplies to be affected. This experienced potential was not identified in subsidence or surface water quality assessments undertaken as part of the Project’s EIS.
Closure impacts The Project’s ramp-down in production and CHRC, Project B3 · Engage with CHRC and CHDC to A4 cessation would result in the loss of personnel, Project seek input to the scope of the approximately 603 jobs by 2028, which may suppliers CSEP for the Project’s pre-closure result in decreases in the Central Highlands and closure period LGA’s population and housing demands (in the · Participation in CHRC and CHDC order of 1-2 percent). initiatives aiming to diversity and
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Impact/benefit area Impact description Stakeholders Preliminary Mitigation/ enhancement measures Residual Significance Significance grow the Central Highlands’ economy · Project closure would result in Project Project personnel B3 · Provide advice to Project B2 personnel needing to seek other jobs or personnel from mid-2034 opportunities. regarding the closure schedule
Project benefits
Indigenous The Project would support Indigenous access to Western Kangoulu B3 · Local Business Register, including B3 employment employment and opportunities for business People, Garingbal identification of Indigenous participation. and Kara Kara businesses People, and other Indigenous people
Employment The Project will provide employment for up to Ensham Mine A4 · Provision of fair and equitable A4 security approximately 603 people over a period of personnel, local recruitment and employment eleven years. farmers and practices graziers, jobseekers · Recruitment hierarchy This would offer continuation of employment in Central Highlands and income security for existing personnel, and LGA and other · Training program the provision of opportunities for others to Queensland regions obtain employment as personnel retire or move to other jobs. The Project will support the employment of local business personnel through Project and personnel’s expenditure. The Project also provides the opportunity for farmers and graziers in the Central Highlands LGA to obtain off-farm employment, thereby supporting the sustainability of their livelihoods and lifestyle.
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Impact/benefit area Impact description Stakeholders Preliminary Mitigation/ enhancement measures Residual Significance Significance
Population The Project is estimated to support a population CHRC, Central B2 · N/A B2 Highlands LGA of at least 559 people (or 1.95 percent of the residents and LGA’s estimated population in 2021), businesses particularly in Emerald where the majority of locally based employees live.
Community The Project would support maintenance of Central Highlands A3 · N/A A3 cohesion social networks within local communities and LGA residents within the Project workplace.
Community The Project will continue Ensham Mine’s Central Highlands A3 · Community Sponsorship and A3 wellbeing Community Sponsorship and Donations LGA residents, Donations program program, supporting a wide range of community community, cultural groups and services to maintain and enhance and sporting their offerings to local communities. organisations and schools
Mental health Project employment is expected to make an Project employees A3 · Access to EAP provider A3 ongoing positive contribution to the mental and contractors health of Project personnel.
Business Local and regional businesses would derive Central Highlands A3 · Ongoing engagement with A3 opportunities substantial benefits from both Project supply LGA businesses and Ensham Mine’s existing suppliers opportunities and expenditure by Project business employees · Annual business briefings for personnel and their households. Emerald-based businesses
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6 Social Impact Management Plan
6.1 Introduction
This section presents the Project’s Social Impact Management Plan (SIMP), which includes a Community and Stakeholder Engagement Plan and management plans (sub-plans) for: · workforce management; · workforce housing and accommodation; · health and community well-being; and · local business and industry procurement. The SIMP also includes processes to ensure that the effectiveness of management measures is monitored throughout the Project lifecycle, and ineffective management measures are amended. Ensham has established systems and procedures for management of social and environmental impacts. These, along with stakeholder inputs on management measures, and incorporation of industry good practice, have supported development of the SIMP.
6.1.1 SIMP integration with IMS Ensham Mine’s existing Integrated Management System (IMS) sets out the framework to enable Ensham to implement a documented and systematic approach to managing risks associated with safety, health and the environment, including those which may result in social impacts, and achieve continual improvement in safety, health, environmental and social performance. The IMS is made up of standards, impact management plans, procedures, guidelines and supporting tools. The SIMP will become part of Ensham Mine’s IMS providing the framework for the management of social impacts, enhancement of Project benefits and monitoring of social outcomes. The Ensham Mine General Manager Operations is responsible for establishing management objectives which are consistent with the Idemitsu Australia Resources Health and Safety Policy and Idemitsu Australia Resources Environmental Management Policy. Ensham’s objectives are: · comply with relevant legislative and regulatory obligations; · address significant safety, health and environmental risks; · prevent pollution to the environment; · implement relevant findings of audits and inspections; · take account of stakeholder views; · achieve continual improvements in safety, health and environmental performance; · adopt a ‘life of mine’ approach to all developments; and · ensure the management approach is underpinned by strict controls and regular monitoring. The Ensham General Manager Operations will be responsible for ensuring that Ensham provides sufficient resources for SIMP implementation.
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6.1.2 Stakeholder inputs to management measures The SIA engagement process involved a range of stakeholders in identifying potential social impacts and benefits (see Section 3.4), and identifying actions which could mitigate impacts or enhance project benefits. Stakeholders’ suggestions regarding mitigation and enhancement strategies are provided in Table 6-1, referencing the stakeholders who identified the measures and how they are addressed in the SIA. Table 6-1: Stakeholder inputs on potential mitigations
Impact area Recommendations Stakeholders How addressed Local Ensure local residents CHRC, Approximately 34 percent of Ensham employment are employed by the DSDSATSIP, Mine’s workforce lives in the Central and training Project, and encourage CHDC, Highlands LGA. This is expected to be new personnel to live Centrecare, maintained during the Project life as locally, including workshop outlined in Section 6.3. employees and participants Ensham provides housing assistance to contractors its staff and will utilise additional strategies to encourage new personnel to live locally (refer Section 6.3.3 for Ensham’s current practice and commitments). Ensure Indigenous Survey The Western Kangoulu People and people have access to participant, Ensham have agreed a goal for Project employment DATSIP, employment of Indigenous people in the opportunities Garingbal and Project’s workforce as part of a Kara Kara confidential agreement. Strategies to People enable Indigenous peoples’ access to Project employment are provided in Section 6.3.4. Ensure availability of DATSIP Ensham’s current workforce includes five apprenticeships and apprentices and five trainees. This level is traineeships, including expected to be maintained for the Project, school-based i.e., an annual average of five apprentices traineeships, with a and five trainees. The SIA recommends focus on those aged 16- that Ensham offer apprenticeship 24 years, /traineeship opportunities to Indigenous people (see Section 6.3.5). Engagement with high CHRC Engagement with high schools is schools the Project to addressed in Section 6.3.5. discuss training pathways and employment opportunity for students Provide training CHRC, survey Ensham’s workforce training program opportunities for participant includes targeted strategies for workers unskilled workers and who are new to mining/underground quality training for mining (see Section 6.3.5). apprentices and Approximately ten percent of Ensham trainees, and people Mine’s current personnel (including new to the mining employees and contractors) are qualified industry and trainers who have Certificate IV qualifications in training. A similar level of trainers would be maintained for the Project. Collaborate within the CHDC Ensham will engage in industry initiatives mining industry to aimed at collaboration to build local
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Impact area Recommendations Stakeholders How addressed address resourcing resourcing capacity for mining industry issues i.e. build local work, as noted in Section 6.3.5. capacity and encourage more people to move to local towns Engage with CHRC Engagement with services for organisations including disadvantaged young people in Emerald CHCS, Pre-Headspace is described in Section 6.3.4. and On Track College to encourage disadvantaged young people to consider training and employment opportunities offered by the Project Workforce Support wellbeing of Survey Ensham provides access to confidential health workers though mental participant counselling via an Employees Assistance health programs provider and will investigate the availability of ‘Mates in Mining’ training and awareness courses for delivery to Project personnel (see Section 6.5.2). Businesses More involvement of DATSIP, The opportunity to liaise with CHDC to local and Indigenous CHDC identify further local suppliers was business and identified and is addressed in Section contractors 6.6.2. The SIA recommends that Ensham access DATSIP’s Deadly Directory database of Indigenous businesses and involve local Indigenous businesses in Project briefings and ‘Meet the Buyer’ events (see Section 6.6.3). Consider best practice CHDC The Project will comply with QRC’s Code guidance for of Practice for Local Content. The SIA involvement of suppliers recommends that Ensham access the in resource companies’ Resource Regions Network’s Queensland supply chains Local Content Leaders best practice guidance for involvement of suppliers in resource companies’ supply chains (see Section 6.6.2). Engage with social CHRC, CHDC Engagement with social enterprises is enterprises to addressed in Section 6.6.2. encourage their participation in the supply chain Agricultural Work with Cowal CHDC, Cowal Ensham is working with Cowal Agriculture land Agriculture Holdings to Agriculture Holdings to understand and mitigate the understand the impacts Holdings potential for any impacts on the use of the of subsidence on laser- property or its operations (see Section levelled irrigated 6.2.7). agriculture Avoid subsidence Survey The subsidence assessment for the affecting agricultural participant Project concluded that subsidence is land predicted to be typically less than 40 mm in the Project Site and would not result in surface cracking or the formation of significant depressions in the surface (Gordon Geotechniques, 2020).
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Impact area Recommendations Stakeholders How addressed Exhaust current Survey Ensham Mine’s open-cut operations will resources and do not participants exhaust the available resources for open proceed with Project to cut mining in 2024. Resources within avoid impacts on water areas approved for underground mining and good quality will be exhausted in 2028. The Project is agricultural land proposed to extend the Life of Mine and is proposed as underground bord and pillar mining with minor temporary surface disturbance (exploration) to agricultural land. Respectful and CHDC, CHRC Ensham commenced engagement with cooperative landowners prior to the release of the relationships with draft TOR for the EIS and in accordance landowners regarding with Mineral Resource Act provisions for impacts on their landholder consultation. Ensham will seek properties to maintain cooperative arrangements with landowners through the Project’s life (see Section 6.1.3 and 6.2.7). Environmental Give confidence that Survey The Project will continue to be delivered values Ensham takes genuine participant in accordance with the provisions of its care of the environment Environmental Authority as described in and agricultural land, the EIS. long term Commitment to Survey Ensham Mine rehabilitation is expected to monitoring and participant be complete by 2043. rehabilitation well after the mining ceases operation Commit to the Survey The Project will work with the Western Traditional Owners to participant Kangoulu People, Garingbal and Kara manage rehabilitation Kara People and DSDSDATSIP to identify Indigenous businesses that could be invited to tender for rehabilitation contracts (see Section 6.6.3.
Housing Support housing access Survey Project staff will be provided with housing for workers and families participant subsidies to support them and their to keep families local families to live locally (see Section 6.4.2). Local planning/ Share information on CHDC, CHRC Ensham participates in local forums such closure the Ensham workforce as the Central Highlands Resource planning e.g. employee numbers, Roundtable to exchange information with local and DIDO/FIFO other stakeholders. The SIA recommends percentages and shift that Ensham provide workforce updates arrangements to CHRC and CHDCS annually and for key milestones (see Section 6.2.7). Co-operation with local CHDC Community and stakeholder engagement stakeholders in strategies are provided in Section 6.2, economic transition noting that Ensham will participate in local work, and a progressive forums focused on economic transition. ongoing focus on post- The opportunity for Ensham Mine and the mining land use in the Project to learn from the CRC-TiME context of regional research and collaborative initiatives will development and also be explored. environmental protection Ongoing CHDC, CHRC Ensham will engage with Project communication with personnel, CHDC, CHRC and suppliers to local stakeholders advise them of the ramp-down in
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Impact area Recommendations Stakeholders How addressed regarding mine plans production and closure plans, as noted in and closure plans Section 6.2.7, 6.3.8 and 6.6.2 Communicate the CHRC, CHDC Ensham will communicate the process process and timing for and timing for redundancies ahead of the redundancies closure of existing open cut operations and the Project’s underground operations, ahead of closure as noted in Section 6.2.7 Engagement Greater community DATSIP, Community and stakeholder engagement involvement and survey strategies are provided in Section 6.2 and connections with participant, reflect these suggestions, with the community. e.g. at Centrecare, exception of a Community Reference events, contributing to CHDC Group. community groups by donations, joining community boards and committees, and connections with schools e.g. awards or site visits Ongoing provision of DATSIP community information about the Project’s status and progress, attendance at community events and potentially a community reference group Renewal of CHRC engagement between Ensham Mine and CHRC e.g. site orientation for new Councillors Engagement with CHRC Engagement with Comet State School is Comet State School to addressed in Section 6.2.7. let students and teachers know what happens at Ensham and develop the relationship between Ensham and the school Proactive, open and Cowal Ensham is engaged in regular transparent Agriculture communication with landowners as part of communication with Holdings the EIS and compensation agreement landowners process. Ensham plans to meet with affected landowners during the remainder of the EIS process to further discuss the proposed development schedule and the timing for availability of more detailed information about when and where mining would occur and where subsidence is possible e.g. in a grid-like formation. Ensham will continue to update affected and adjacent landowners regularly e.g. on EIS milestones, studies and Project works which may impact agricultural properties, and maintain active and regular engagement with landholders as noted in Section 6.2.7.
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Impact area Recommendations Stakeholders How addressed Community Investment in CHRC, Survey Community investment priorities have investment community facilities e.g. participants been identified as part of the SIA sporting and park consultation will be reviewed in facilities, contribution to cooperation with local stakeholders during botanical gardens, the first year of Project operations (see protection of wildlife, Section 6.5.7). community initiatives e.g. ‘Headspace’ and organisations that support family life and wellbeing Potential for Ensham to CHRC Engagement with Council on specific partner with Council to initiatives is addressed in Section 6.5.7. develop specific initiatives Partnership to explore DATSIP This is not within the realms of Ensham’s Indigenous home current community investment program. ownership access was Community investment will be reviewed in identified as a priority cooperation with local stakeholders during the first year of Project operations (see Section 6.5.7).
6.1.3 Partnerships and arrangements Ensham’s current partnerships and arrangements with Project stakeholders include: · confidential arrangements being developed with the Western Kangoulu People in respect to cultural heritage management and native title interests; · an existing confidential agreement with Garingbal and Kara Kara People; · a Mines Rescue Agreement with Qld Mines Rescue Service (QMRS) which includes mines rescue training to be provided under the agreement, the procedure for coal mine operators to help each other in an emergency, and the operational procedures to be followed for mines rescue services; · commercial partnerships with local suppliers and contractors; · commercial agreements with private training providers in the Central Queensland region; and · relationships with a wide range of community organisations enabling regular financial support for community development activities. A similar spectrum of arrangements will be maintained throughout the Project’s life. As noted in Section 5.2.1, Ensham has shared the results of assessment of potential subsidence with affected landowners, including consideration of the locations in which mining would occur. Ensham continues to engage with the owners of land within Zone 1 to understand he potential for any mining related impacts on the properties which will be further discussed as part of the land access, management measures and compensation arrangements. Ensham will also engage with CHRC to discuss a potential partnership to support quality of life in Emerald, to encourage attraction and retention of local residents as discussed in Section 6.5.7.
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6.2 Community and Stakeholder Engagement Plan Ensham remains committed to working in harmony with local communities and stakeholders, and to maintaining Ensham’s strong and co-operative relationships with local communities and stakeholders. Ensham will aim to meet the expectations of its stakeholders, earning their trust and support, through constructive dialogue and mutually productive relationships with stakeholders who include local landholders, local communities, businesses, Traditional Owners, and local, state and national governments. To build and maintain existing effective relationships with stakeholders Ensham will: · continue to engage with affected stakeholders throughout the EIS and post-approval phases, to discuss and respond to issues concerning the management of potential social impacts; and · contribute to the social, economic development of local communities through provision of employment, supply and community investment opportunities.
6.2.1 Objectives and key performance indicators The Community and Stakeholder Engagement Plan (CSEP) objectives and Key Performance Measures (KPIs) are provided in Table 6-2. Table 6-2 Community and stakeholder engagement objectives and KPIs
Objectives KPIs Maintain positive and cooperative · The Project’s Stakeholder Engagement Register records relationships with community members and interactions with Project stakeholders (as noted in Table stakeholders 6-3) Provide a clear forward program for · The Project’s CSEP is publicly available and is updated in engaging stakeholders 2025 and 2032 to provide a transparent and accessible program for engagement. Maintain accessible and inclusive · A range of opportunities is provided for engagement engagement processes between stakeholders and the Project (as per Table 6-3). Ensham will engage with a wide range of stakeholders as identified in the SA engagement process. Ensure Project planning and delivery are · Ensham engages stakeholders to ensure their interests are informed by stakeholders’ interests reflected in the Project’s environmental and social management measures. Ensure engagement supports adaptive · The Project’s Stakeholder Engagement Register identifies management of social impacts by identifying Project stakeholders, their issues and information needs, any ineffective management measures or and records all interactions with Project stakeholders (as unanticipated impacts and enabling noted in Table 6-3) to enable monitoring of issues and corrective action information needs and support adaptive management and tailoring of engagement strategies · The IMS and SIMP monitoring processes enable reporting of the delivery and effectiveness of social impact management plans and enables corrective actions to be instituted where necessary.
6.2.2 Roles and responsibilities for engagement Ensham’s Stakeholder Engagement Manager will be responsible for implementing and monitoring the CSEP. Site staff including the General Manager Operations and Environmental Advisors will also be involved in community and stakeholder engagement.
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Ensham’s General Manager Operations will maintain engagement with the CHRC, CHDC, DES and DSDILGP.
6.2.3 Proposed communication tools and activities Regular communication channels that will be used and promoted by the Project post-approval include: · promotion of contact details for Ensham staff who can provide information about the Project and facilitate a response to any queries or complaints; · an email address to ensure community members have access to Ensham staff; · publication of Project updates online on the Project website (https://www.idemitsu.com.au/mining/projects/ensham-life-of-mine-extension-project/); · annual newsletters, emailed to stakeholders and made available via the Project website; · publication of SIMP review reports on the Project website; and · Ensham’s Feedback and Complaints Procedure.
6.2.4 Processes for incorporating stakeholder feedback Ensham’s processes for incorporating stakeholder feedback into the adaptive management of the Project’s social and environmental impacts will include: · consideration of submissions to the draft EIS for reflection in SIMP implementation and/or the IMS; · investigating community and stakeholder complaints and incorporating the result of complaints investigations in the revision of operating procedures or management plans as relevant; · meeting with CHRC and CHDC every six months or to an agreed schedule to provide Project updates and seek their feedback on SIMP implementation; and · regular engagement with directly affected and adjacent landowners through individual meetings as requested by landowners and on at least an annual basis, to identify and address any issues relating to the Project’s operation, to be addressed in IMS operating procedures or the SIMP as relevant. Ensham will review its existing Stakeholder Engagement Register to ensure that all Project stakeholders are included, and maintain the register for the life of the Project to support consistent and inclusive stakeholder engagement and enable reporting on engagement. The Stakeholder Engagement Register will include the following details: · stakeholder group (e.g. landowners, Government agencies) and individual stakeholders engaged; · engagement activities and the date(s) of those activities; · issues raised/discussed by stakeholders; and · how issues have been considered and the outcomes of stakeholder engagement, including any commitments made by Ensham.
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6.2.5 Complaints management The Project will provide community access to a complaints management process which is informed by International Council on Mining and Metal (ICMM) guidance (ICMM, 2012). The key steps are:
· promote the availability of Ensham staff to receive complaints and feedback through Project newsletters and through provision of email addresses and phone contact details on the Project website; · receive the complaint (via phone, email, letter or in person) and enter it into a complaint register or stakeholder engagement database; · assess the issue i.e. assign the complaint to the relevant person in the company and classify it into a category e.g. environmental, cultural heritage, land disturbance, amenity, safety or traffic; · respond in writing to the complainant, acknowledging the complaint and providing information of the steps and timings for resolution; · investigate and resolve i.e. identify the underlying causes and where relevant, develop actions to prevent similar incidents occurring in the future; · implement the results of the investigation procedure and when the issue has been resolved, request the complainant’s feedback on the result; and · if the complainant is not satisfied, they can request further consultation and investigation by Ensham. Ensham will initiate further investigation and/or corrective actions. If the issue is still not resolved, Ensham will participate in mediation by an independent third party and abide by the outcomes of the mediation. All personnel including contractors will be made aware of the existence and importance of the complaints management mechanism in their on-boarding program, and how to direct a complaint. Ensham will maintain a record of the nature, location and outcome of complaints and report on complaints that may be received as part of its Social Impact Management Report (SIMR) (see Section 6.7).
6.2.6 CSEP for pre-closure and closure Ensham will engage with directly impacted and nearby landowners, Traditional Owners, CHRC, CHDC and local community groups as part of the ongoing development and implementation of progressive rehabilitation and closure planning for the Project. Ensham will also participate in Council, industry and Government initiatives that support economic diversification and transition planning, including the Regional Resources Roundtable convened by CHDC. During 2032, five years prior to the planned closure of the Project, Ensham will revise the CSEP to guide engagement with stakeholders during the decommissioning and closure stages, as detailed in Section 6.2.6. As part of this revision Ensham will focus engagement with key stakeholders including regulatory bodies, CHRC, employees, suppliers, landholders and Traditional Owner representatives to: · communicate the timeframe for closure and confirm processes that will be put in place (e.g. contraction of the workforce or supply arrangements) prior to closure; · develop the process for community and stakeholder engagement in consideration of potential
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impacts and benefits of Project closure; · ensure all regulatory requirements are well planned for and addressed in a timely way, including definition of environmental outcomes and relinquishment criteria; · identify and implement joint initiatives to transition Ensham personnel and suppliers to other employment and business opportunities in the Central Highlands LGA; · co-operate with local stakeholders including CHRC, CHDC, DNRME, DESBT and DSDILGP in programs enabling economic transition; and · cooperate with other resource companies in the Central Highlands LGA to work towards a progressive ongoing focus on post-mining land use in the context of regional development and environmental protection. A detailed plan for community and stakeholder engagement with regards to closure will then be developed to support engagement prior to and during mine closure and ML relinquishment process.
6.2.7 Engagement actions Table 6-3 describes Project stakeholders, their interest and issues, engagement actions, the timing for engagement actions, and monitoring and reporting requirements for each action. Ensham Mine’s Stakeholder Relations Manager will be responsible for the implementation of the CSEP.
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Table 6-3: Community and stakeholder engagement actions
Stakeholders Issues/Information needs Actions Timing Monitoring and reporting requirements Directly affected EIS findings regarding any · Meet with directly affected landowners and lessees within the Draft EIS display Engagements and adjacent impacts on their properties Project Site and adjacent landowners to discuss the EIS period entered to landowners findings and receive direct feedback. stakeholder · Engage with directly affected landowners to confirm land register and access and compensation agreements and their preferred reported as part of engagement process going forward. the SIMR · Meet with Cowal Agriculture Holdings and the owners of Draft EIS display Engagements Chelbrook to identify their information needs regarding period entered to subsidence and any other concerns that arise when the draft stakeholder EIS is available. register and reported as part of the SIMR · Work with directly affected landowners to agree measures Commencing in Engagements which will avoid or minimise the impacts of any subsidence on draft EIS display entered to the operation of their properties. period, continuing to stakeholder a schedule agreed register and with landowners reported as appropriate in the SIMR Management of any impacts · Maintain engagement through meetings and phone calls From Engagements on the use of land for throughout the operational period to a schedule agreed with commencement of entered to agriculture landowners, offering at least annual meetings. Project activities stakeholder · Encourage directly affected adjacent landowners to contact the register General Manager Operations immediately if any Project-related Outcomes of any issues arise, to ensure that any unanticipated issues or issues and impacts are quickly identified and addressed in Ensham Mine’s investigations are IMS or as agreed with landowners. recorded and reported as part of the SIMR Other nearby Management of any impacts · Contact the owners of nearby properties where there is Draft EIS display Engagements landowners on groundwater bores potential for groundwater drawdown to affect water bores to period entered to explain the EIS findings on this issue (and other areas of stakeholder register
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Stakeholders Issues/Information needs Actions Timing Monitoring and reporting requirements interest to landowners) and agree groundwater monitoring Groundwater arrangements. monitoring as forecast in EIS Groundwater assessment · Maintain open lines of communication with nearby landowners From three months Engagements that have bores on their properties including contacting them prior to entered to on at least an annual basis, to ensure that any Project-related commencement of stakeholder changes to groundwater access (or other factors) are identified Project activities, for register and any loss of access to water is addressed through make- the life of the Any make good good arrangements. Project arrangements are reported in the UWIR Indigenous Cultural heritage · Seek to enter into a Native Title agreement (with an embedded Prior to Engagements community management and respect for cultural heritage management system) with Western Kangoulu commencement of entered to members traditional ownership People, and provide regular updates (at least annually) to Project activities, stakeholder Western Kangoulu People. and annually register and reported in SIMR · Continue engagement with the Garingbal and Kara Kara Prior to Engagements People with respect to activities within the existing mining lease commencement of entered to and provide regular updates (at least annually) to Western Project activities, stakeholder Kangoulu People. and annually register and reported in SIMR · Provide Indigenous cultural heritage inductions for all workers From Human during mandatory site induction and on-boarding programs, in commencement of Resources’ cooperation with Western Kangoulu People and Garingbal and Project activities, for records Kara Kara People. the life of the Project Employment and training · Engage with Emerald State High School, Blackwater State From Engagements options High School, Marist College Emerald, Emerald Agricultural commencement of entered to College and Emerald Christian College and CDIQ to Project activities, stakeholder communicate Project training and employment opportunities annually register and and encourage young Indigenous people to consider training reported in SIMR pathways which would equip them for Project employment.
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Stakeholders Issues/Information needs Actions Timing Monitoring and reporting requirements Business opportunities · Utilise DATSIP’s ‘Deadly Directory’ register of Indigenous From three months Indigenous businesses to develop a list of Indigenous businesses in the prior to business Central Queensland region and invite them to attend ‘Meet the commencement of participation Buyer’ events. Project activities, for reported in SIMR the life of the Project CHRC and CHDC Project status and any · Engage with CHRC and CHDC at least annually to provide an From Engagements emerging issues update on Project progress, workforce numbers, rehabilitation commencement of entered to progress with the existing mine and SIMP implementation, and Project activities, stakeholder seek their feedback. annually register, record of action in relation to issues raised kept · Offer CHRC Councillors the opportunity to visit Ensham Mine Prior to Engagement for a site tour. commencement of entered to Project activities stakeholder register and reported in SIMR Pre-closure · Review the progressive rehabilitation plan in consultation with From 2021, every Progressive CHRC and CHDC every five years. five years rehabilitation plan identifies stakeholder inputs and Project responses · Meet with CHRC to obtain information about CRC-TiME 2021 or 2022 Meeting record, initiatives aimed at supporting good industry practice in closure and the results of and rehabilitation planning, and economic transformation post- any consideration mining closure of CRC-TiME research findings noted in SIMR · Five years prior to the planned closure of the Project, revise 2032 CSEP available to the CSEP to guide engagement with stakeholders during the stakeholders on decommissioning and closure stages. request
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Stakeholders Issues/Information needs Actions Timing Monitoring and reporting requirements · Provide an update to all Project personnel regarding the Six monthly during HR records closure schedule prior to the workforce ramp-down, and every the two to three Project updates six months thereafter prior to closure. years prior to provided to closure personnel · Communicate the process and timing for redundancies ahead 2022-2023, Engagements of the closure of existing open cut operations and the Project’s 2032-2036 entered to underground operations to CHRC, CHDC and Department of stakeholder Education. register and reported in SIMR · Participate in CHDC and/or CHRC initiatives aiming to diversity From the Engagements and grow the Central Highlands’ economy ahead of transition commencement of entered to from coal mining to other industries as the region’s key Project activities, as stakeholder economic strengths, including the Regional Resources initiated by register and Roundtable convened by CHDC. CHDC/CHRC reported in SIMR · Engage with CHRC and CHDC to seek their input into the Five years prior to Engagements and scope of the CSEP for the Project’s pre-closure and closure closure outcomes entered period. to stakeholder register Project personnel Local supply opportunities · Join the QLCLN and actively participate in its activities. Prior to Project Engagements and suppliers activities entered to commencing stakeholder register · Provide annual ‘Meet the Buyer’ events in Emerald to provide From Annual event an update on forecast procurement requirements and commencement of participation encourage and maintain relationships between the Project’s Project activities, reported in SIMR procurement team and local businesses. annually for three years · Provide an update to all Project personnel regarding the Six monthly during HR records closure schedule prior to the workforce ramp-down, and every the two to three Project updates six months thereafter prior to closure. years prior to provided to closure personnel
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Stakeholders Issues/Information needs Actions Timing Monitoring and reporting requirements · Provide an update to all Project suppliers regarding the closure Annually during the Stakeholder prior to the ramp-down of production, and annually in the two to three years engagement ensuing years to closure. prior to closure records reported as part of progressive rehabilitation and closure plan Government Site emergency · Engage with QPS and QFES prior to Project commencement From three months Engagements agencies and management to review the EMP. prior to entered to social commencement of stakeholder infrastructure Project activities, register providers and every three years Workforce forecasts · As part of SIMR (and on request by CHRC, CHDC and Annually during Human Resource Government agencies), provide an annual report on workforce Project activities records, reported numbers and a forecast of workforce numbers for the 12 in SIMR months ahead. Community Project status, employment · Communicate the availability of employment vacancies to local From the Engagements members and opportunities, community community members through employment agencies based in commencement of entered to organisations in investment Emerald. Project activities, for stakeholder Emerald and the life of the register Comet Project · Offer to attend and present at Comet State School to let Annually for the life Engagements students and teachers know what happens at Ensham Mine of the Project entered to and develop the relationship between Ensham and the school. stakeholder register
· Offer to meet with CHRC’s Emerald and Comet Community From the Engagements Reference Groups to provide an update on the Project, and commencement of entered to promote community sponsorship and donations opportunities, Project activities, for stakeholder and share the outcomes of Ensham’s sponsorships and annually for five register, reported donations. years in SIMR
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Stakeholders Issues/Information needs Actions Timing Monitoring and reporting requirements · Provide an annual newsletter including Project update, From the Annual community community investment activities and community engagement commencement of update attached to opportunities emailed to stakeholders and made available via Project activities, for SIMR the Project website. the life of the · Publication of Project updates, SIMRs and Ensham Mine’s Project complaints management process on the Project website. · Offer presentations on the Project’s underground mining, coal Every two years Engagements processing operations and environmental management to all during Project entered to schools in Emerald and Comet . operations stakeholder register, reported · Attend community events such as the Emerald Show, Comet Annually for the life in SIMR Show and Ag-grow Emerald on an annual basis. of the Project · Consider requests to join community management committees From the and contribute Ensham personnel’s expertise to community commencement of groups. Project activities, for the life of the Project
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6.3 Workforce management plan This section details the Project’s workforce management plan. In continuing the employment of Ensham Mine’s underground mining workforce, Ensham will utilise its established workforce management strategies, supplemented by measures identified during the SIA as presented below.
6.3.1 Objectives and KPIs The objectives and key performance indicators (KPIs) for the Project’s Workforce Management Plan are shown in Table 6-4.
Table 6-4: Workforce management objectives and KPIs
Objectives KPIs Maintain the employment of existing · Ensham’s existing underground workforce will operate the Ensham personnel. Project,Ensham open cut mining workers will have opportunities to join the Project workforce, with opportunities due to staff turnover promoted to open cut personnel during the remaining period of open cut operations (see Section 6.3.3). Maintain or improve the percentage of · Implementation of the recruitment hierarchy outlined in Section Ensham Mine personnel who live in the 6.3.3. Central Highlands region. · At least 34 percent of the Project’s employees will be local (Central Highlands) LGA residents, including existing residents and those who move to the region for Project employment. Maintain an appropriately skilled · Progress towards five percent of direct employees being workforce including local residents, female by 2025 and ten percent of direct employees being young people, women and Indigenous female by 2030. people. · The Project maintains an apprenticeship and trainee program which includes young people (under 25 years) and Indigenous people, and provides an average of five apprentice positions and five trainee positions on an average annual basis. · Progress towards the goal agreed for employment of Indigenous people agreed with Western Kangoulu People. Encourage new local operational · The Project will promote staff positions as being based in personnel to settle in the Central Emerald, provide housing subsidies for staff to live in the Highlands LGA. Central Highlands LGA, and maintain family friendly rosters to encourage family settlement. · The number of new personnel settling in the Central Highlands LGA will be reported as part of the SIMR. Maintain appropriate and respectful · Project personnel will comply with the Workforce Accountability behaviour by all Project personnel. and Personal Conduct Procedure. · Substantiated complaints about personnel behaviour (and any corrective measures required) will be reported in SIMRs. Support the health and well-being of · Continual improvement in Lost time Injury (LTI) rate. workers.
6.3.2 Roster arrangements The Project’s production personnel will work 12 hour rotating shifts (day / night) on a seven days on, seven days off roster. Other Project personnel will principally work 10-hour day shifts, five days per week. These arrangements support the ability of personnel to work locally, and the ability for workers from other regions to access DIDO and FIFO arrangements, and enable personnel to maintain a good balance of work and family time.
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6.3.3 Recruitment As noted in Section 5.3.2, if Ensham’s current annual attrition rate of 4 percent per annum is maintained for the Project, approximately 24 positions could become vacant each year. The recruitment hierarchy for the Project is: · vacancies will be filled by existing Ensham personnel where possible; · Central Highlands residents will be targeted for vacancies as they arise; and · recruits from outside the Central Highlands will be encouraged to move to the region. Employment and contracting opportunities will also be available to residents of communities beyond a safe daily driving distance, supported by provision of onsite accommodation at Ensham Mine. The hierarchy will be implemented by: · actively offering career opportunities to existing employees based on merit; · promoting the availability of underground mining vacancies to open cut mining personnel and supporting them to access relevant training courses to re-train for work in the underground operation; · posting vacancies via site communication channels (intranet and emails, toolbox talks and noticeboards) allowing five working days for internal applications; · moving qualified internal candidates to the selection process and providing feedback to all internal candidates on the outcome of their interview before an appointment or further advertising is publicly announced; · providing Ensham’s current contractors with opportunities to apply or tender for Project work; · advertising vacancies through local media (e.g. CQ News and Rockhampton Bulletin); and · maintaining relationships with employment agencies based in Emerald, advising of potential vacancies and requesting their identification of suitable local candidates. Non-local candidates who fill employment vacancies will be encouraged to move to the Central Highlands LGA through provision of: · recruitment advertising which advises candidates that staff positions are based in Emerald; · provision of a housing subsidy for all new staff who move to the LGA; · provision of relocation allowances for personnel moving to positions of supervisor and above; · seven day on, seven day off rosters for production personnel and five day on, two day off rosters for other personnel, which support a family-friendly way of life; · an information pack which profiles the Central Highlands and Emerald and Comet in particular, including social, health and education infrastructure, housing options, business diversity, recreational amenity and quality of life, provided to all non-local candidates during the recruitment process; and · contact with an Ensham representative who can assist them to access housing, childcare, school enrolments or support services. Ensham will keep the CHRC and CHDC updated on changes to Ensham Mine’s workforce numbers, including providing advice 12 months ahead of the planned closure of the open cut operation, and at
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least three years prior to the planned cessation of Project operations, to enable them to anticipate and plan for any changes to population, housing or social infrastructure demands.
6.3.4 Employment equity Female employment Between two and five percent of Ensham’s current total workforce (employees and contractors) are women. Ensham will work towards a goal of: · five percent of direct employees being women by 2025; and · ten percent of direct employees being women by 2030. This will be achieved by: · actively encouraging women to consider Project employment opportunities through recruitment advertising; · promoting the availability of Project jobs, apprenticeships and trainees to young women in the Central Highlands LGA through presentations to schools; · including existing female staff on selection panels for new roles; and · providing female mentors within the workforce. Indigenous employment Ensham will work towards greater involvement of Indigenous people in Ensham Mine’s workforce as part of the Project. This will be achieved by: · actively encouraging Indigenous people to apply as part of advertising Project vacancies through local employment agencies; · advising Western Kangoulu People and Garingbal and Kara Kara People of Project vacancies as they arise and encouraging promotion of vacancies through their networks; · engaging with Emerald State High School and CDIQ to communicate Project training and employment opportunities and encourage young Indigenous people to train for Project vacancies; · offering one apprenticeship or traineeship every two years to an Indigenous person; and · encouraging and supporting Ensham’s existing Indigenous personnel to mentor new Indigenous recruits and apprentices and trainees. Equal opportunity In providing an inclusive workplace, Ensham is committed to Idemitsu’s Equal Employment Opportunity (EEO) principles which include: · preserving the right of every person to carry out their job in an environment that promotes job satisfaction and maximises efficiency; · promoting a working environment that is free of discrimination and harassment; · ensuring people have the right to be considered for a job for which they are skilled and qualified; and · ensuring recruitment and promotion is based on merit.
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In implementing these principles for the Project, Ensham will: · comply with all applicable laws and standards; · maintain recruitment and promotion procedures that are based on merit and free of discrimination; · establish work practices that promote job satisfaction and maximise efficiency; · provide EEO education to employees and contractors; · provide information in ways that will reach all employees, contractors and visitors; · ensure all complaints of discrimination and harassment are considered sympathetically, investigated seriously and resolved promptly; and · ensure that complainants and respondents do not suffer victimisation as a result of action taken to resolve grievances. Ensham will also engage with organisations including CHCS, Pre-Headspace and On Track College to encourage disadvantaged young people to consider training and employment opportunities offered by the Project.
6.3.5 Training and development Ensham’s Training Scheme will apply to the Project and provides that: · training standards are pro-active and consistent with best industry practice, and recognise current legal, social and economic obligations; · relevant standards are applied uniformly throughout Ensham; · training and assessment procedures are integrated with other business activities; and · appropriate evidence of training is recorded and retained. Ensham’s Training Scheme includes: · induction training for coal mine workers and other persons at the mine; · establishing workers’ training needs; · appointing people who are competent to provide training and assess workers’ competencies; · recognising workers’ current competencies and prior learning in establishing training needs; · establishing a training program to meet the training needs using the endorsed components of the coal industry training package that are relevant for the Project’s workers, including refresher training; · training workers elected to be safety and health representatives; and · keeping and auditing records of training and assessment undertaken. Onboarding and induction All Ensham employees and contractors are required to complete and actively participate in an Induction and Onboarding program which includes: · completion of the corporate and site onboarding processes; · encouraging personnel to seek additional information, assistance and clarification;
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· provision of performance and behavioural expectations; and · completion of assessments on policies and guidelines. Workforce training Ensham will implement workforce training for Project personnel to achieve a high level of safety and productivity. Training needs will be determined through training analysis, which includes consultation with employees, and will be used to identify the compliances, competencies and procedures required for Project workers to fulfil their role safely. As a minimum, consideration will be given to: · requirements contained in the Ensham Mine Integrated Management System; · competencies Recognised by the Coal Mining Safety and Health Advisory Committee; · trade and certificate qualifications; and · technical and operational competencies. Approximately ten percent of Ensham Mine’s current personnel (including employees and contractors) are qualified trainers who have Certificate IV qualifications in training. A similar level of trainers would be maintained for the Project. Every training course delivered on site will be mapped to national resource and infrastructure industry standards, and regular training calendars will be issued to enable personnel to nominate for training. Ensham maintains commercial arrangements with Registered Training Organisations (RTOs) in Emerald, Mackay and Rockhampton to provide training courses, work with qualified on-site trainers and assess competencies to national resource and infrastructure industry standards. Ensham will also require contractors to hold and maintain the appropriate competencies as determined by training analysis conducted as part of the IMS. Technical and operational competencies will be sourced from and mapped to the Endorsed Components of the relevant Nationally Endorsed training package, primarily the Resources and Infrastructure Industry Training package. Competency training and refresher courses which may be required for new or existing personnel include: · Standard 11 – surface and underground; · emergency response training; · first aid training; · carry out the risk management process; · conduct underground lifting operations; and · enter and work in confined spaces. Training may be undertaken via: · courses facilitated by specialist trainer/assessors; · toolbox or awareness sessions; · coordinated group training; · one on one training; or · on-line learning.
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New entrants to underground mining Ensham Mine’s recruitment processes are open to experienced and inexperienced underground miners. As for the existing underground mining operation, all personnel who are new to underground mining will participate in a training and induction process of approximately 12 months. In accordance with existing practice at Ensham Mine, each inexperienced miner will be allocated to an experienced miner to work with during the shift, who will be responsible for the safety of the inexperienced miner and for highlighting specifics of the underground environment. During the first six months inexperienced miners will be oriented to Standard Operating Procedures (SOP), competencies, equipment operation, safety management requirements and workplace communication procedures. Following successful completion of competency training to national standards, personnel will proceed to a second six month period during which they will build on their competencies and skills, before being assessed again prior to being designated as an experienced miner. Apprenticeships, training and higher learning Ensham Mine’s workforce currently includes five apprentices (electricians, fitters and mechanics) and five trainee operators. The Project would maintain a similar number of apprenticeships and traineeships, i.e. an annual average of five apprentices and five trainees. In addition to on-site courses and on the job training, the Project will also offer the following to support higher learning: · study assistance for personnel seeking tertiary qualifications, including study leave and financial assistance; and · opportunities for undergraduates (e.g. electrical engineers) to join the Project workforce. Ensham will also engage with all local high schools and tertiary institutions to communicate training and employment pathways to young people and encourage their consideration of opportunities as they arise at Ensham.
6.3.6 Workforce well-being Workforce engagement Ensham is committed to constructive engagement with workers on matters of mutual concerns and particularly work health and safety (WHS) as the basis of positive working relationships that promote a safe workplace. To ensure this commitment is achieved, Ensham will consult with workers to improve and implement safe systems of work that will ensure the health, safety and welfare of workers and other people in regard to: · identifying hazards and determining how to eliminate or minimise risks; · making decisions about the adequacy of amenities/facilities; · proposing changes that affect health and safety; · resolving WHS issues; and · promoting a mentally healthy monitoring health and workforce conditions.
Health and safety procedures
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Medical assessments are required for all site-based roles, in accordance with the site’s specific Safety and Health Management System. The Project would operate under Idemitsu’s Fitness for Work Guideline which provides a framework for the management of health and safety risks associated with impairment caused by fatigue, physical or psychological ill health, alcohol or drugs. All employees, consultants, contractors and visitors will have an obligation to present fit for work. lf an employee, consultant, contractor or visitor recognised that their ability to perform their normal duties was impaired (for any reason), they will have a responsibility to report the issue to their supervisor or host. No person is permitted to undertake work when they are unfit to do so. The Project will also apply Ensham Mine’s current Alcohol and Drug Procedure which includes: · an alcohol and drug screening regime (blood alcohol level testing before each shift and random drug testing); · a process to declare prescription and non-prescriptive medication, where the medication could reasonably be expected to impact their ability to work safely; and · an alcohol and drug education program which covers the use of prescription and non- prescription medication and the method of drug and alcohol screening. Ensham’s on-site provision of health services for the Project is described in Section 6.5.2. Ensham’s Emergency Management Plan (EMP) holds that personnel’s safety is the first priority in all circumstances, and documents controls which will be applied to the Project to prevent or mitigate the extent of an emergency at Ensham. The plan is designed to: · minimise casualties and effect their rescue and treatment; · obtain maximum benefits from the combined resources of the on-site emergency personnel and emergency services; · minimise confusion by delegating responsibilities to ensure necessary tasks are prioritised and completed; · minimise damage to property and environment; and · minimise interruption of operations and preserve business assets. Ensham has also established a Critical Control Management System (CCMS) standard to define the minimum requirements for identification and management of Critical Controls at Ensham Mine. The Critical Control Management Standard applies to hazards with potential for fatal consequences in its operations and involves an increased level of management oversight and review of these controls. Emergency management response training courses will be made available on site, and Emergency response teams will be available for all shifts. The Project will implement Ensham Mine’s Fatigue Management Plan, which currently includes the following provisions: · work rosters will be consistent with current fatigue research and government guidelines, and consider the risk profile of the operation; · no person is permitted to work more than 16 hours in any 24-hour period, without a 10-hour break; · hours of work and commute times are considered in development of working rosters and
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extended hours of work; · a documented process for changing rosters including emergency work; · where possible, complex activities should be planned for day shift; and · an education program which assists the workers and supervisors in identifying the signs and symptoms of fatigue in themselves or in others. The intended date of closure of the open cut operation, and the production ramp-down and closure schedule for underground operations will be communicated to the Ensham workforce and suppliers ahead of time to enable them to plan to minimise any periods of unemployment which could affect their wellbeing, as shown in Table 6-5.
6.3.7 Workforce behaviour Idemitsu’s Accountability and Personal Conduct Procedure applies to all personnel (employees and contractors) and has been effective in supporting positive relationships between the workforce and local communities. The Workforce Accountability and Personal Conduct Procedure will apply to all Project personnel. Workers demonstrating behaviour that does not comply with the procedure will face disciplinary action in line with the terms of their employment.
6.3.8 Management measures Table 6-5 provides the Project’s actions, targets and outcomes, stakeholders, implementation timeframe and monitoring and reporting process for workforce management. Ensham Mine’s Human Resources Manager will be responsible for delivering the actions summarised in Table 6-5.
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Table 6-5: Workforce management measures
Impact/benefit Actions Targets and Stakeholders Timeframes for Monitoring and outcomes sought implementation reporting process
Continuation of · Implement the employment hierarchy Maintenance of at Ensham From HR Manager will employment for local detailed in Section 6.3.3. least 34.0 percent employees and commencement record the home residents · Provide family-friendly 7 day on, 7 day off local employment for contractors, of Project addresses of all and 5 day on, 2 day off rosters. the life of the Project CHRC activities, for the personnel and Job seekers in life of the report to the GM Central Highlands Project Operations LGA annually on local employment percentages, for provision to CHRC, CHDC and Government agencies on request. Recruitment of new · Provide family-friendly rosters as above Recruitment of Ensham From HR Manager will personnel to the Central · Advertising staff roles as based in Emerald personnel from employees and commencement maintain records Highlands LGA outside the Central contractors, of Project of implementation · Provide local community information pack to Highlands LGA to fill CHRC activities, for the and record the all non-local candidates Project vacancies Job seekers in life of the number of new · Provide a housing subsidy for new local staff which can’t be filled Central Project local employees , locally for reporting in · Provide relocation assistance for Queensland SIMRs annually supervisors and above region and beyond and provision to · Provide an Ensham contact to assist CHRC, CHDC and families to access housing and services Government · In cooperation with the Comet School of Arts agencies on Hall committee and CHDC, develop an request. information pack promoting the lifestyle benefits, services available and housing options and contacts in Comet and Emerald to new recruits. · Make the Comet and Emerald information packs available to newly on-boarded contractors.
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Impact/benefit Actions Targets and Stakeholders Timeframes for Monitoring and outcomes sought implementation reporting process
Employment equity and · Increase the number of women employed by By 2025, five percent Ensham By (a) 2025 and HR Manager will involvement of under- Ensham Mine via measures outlined in of direct employees employees and (b) 2030 maintain records represented groups Section 6.3.4. are women. contractors of female · Implement Idemitsu’s Equal Employment By 2030, ten percent employment Opportunity (EEO) principles for the Project. of direct employees annually, to be are women. reported in the SIMR. · Work with Indigenous stakeholders to Employment of Indigenous From HR Manager will support continued employment of Indigenous personnel community commencement maintain records Indigenous people and encourage will be continued for members, CDIQ, of Project of implementation Indigenous people to apply for Project the life of the Project, Emerald State activities for life and record the vacancies including: in accordance with a High School, of Project number of § advise Western Kangoulu People, confidential Western Indigenous Garingbal and Kara Kara People, agreement with Kangoulu People, personnel and CDIQ, and all high schools in the Western Kangoulu Garingbal and business suppliers Central Highlands LGA of Project People. Kara Kara People annually, to be vacancies, and encourage Involvement of reported in the promotion of vacancies through Indigenous SIMR. their networks businesses from the § offer one apprenticeship or CQ region in Project traineeship at least every two years supply. to an Indigenous person § encourage and support Ensham’s existing Indigenous personnel to mentor new Indigenous recruits. · Engage with CHCS, Pre-Headspace Graduates of Disadvantaged From 2021, for Stakeholder Emerald (or Headspace as developed) and programs for at-risk young people, three years engagement On Track College Emerald to provide and disadvantaged CHCS, Pre- manager will information about training and employment young people are Headspace maintain records opportunities offered by Ensham Mine and considered for Emerald and On of implementation its contractors, and encourage employment as Track College and record the disadvantaged young people to apply for Project trainees or Emerald number of at-risk training and employment positions. workers. program graduates applying and
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Impact/benefit Actions Targets and Stakeholders Timeframes for Monitoring and outcomes sought implementation reporting process employed annually.
Workforce wellbeing · Implement Ensham Mine’s Fatigue Zero fatalities Ensham From HR Manager will Management Plan, Fitness for Work associated with employees and commencement maintain records Guideline and Drug and Alcohol Procedure Project operations contractors of Project of implementation for the Project. activities for life and outcomes in Continual Consult with workers to improve and of Project accordance with · improvement in LTI implement safe systems of work that will Ensham Mine’s rate ensure the health, safety and welfare of HSE System. workers and other people. On-site access to · On-site provision of health services including services maintained first aid-trained persons, casualty rooms, the availability of first aid kits and trauma packs, ambulance, an EAP program, promotion of access to telehealth services and mental health awareness programs.
Training and development · Implement Ensham’s Training Scheme for Project personnel Ensham From HR Manager will the Project including: have access to employees and commencement maintain records · Induction and Onboarding program induction, onboarding contractors, local of Project of training and cultural young people activities for life participation, · Cultural Awareness Training awareness training seeking a career of Project traineeships and · Inexperienced underground miners’ in underground apprenticeships, to 12 month competency training Competency training mining be reported in the period is made available to SIMR. employees in · Access to competency training for accordance with existing employees and where training analysis necessary new recruits · Maintain the availability of Approximately five apprenticeships and traineeships at apprentices and five the current rate (an annual average trainees (on an annual of five apprentices and five trainees) average basis) employed to 2035 · Maintain availability of study assistance and undergraduate positions.
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Impact/benefit Actions Targets and Stakeholders Timeframes for Monitoring and outcomes sought implementation reporting process
· Offer to meet with Emerald State High People 16 – 25 years Emerald State At Records of School, Marist College Emerald, Emerald from the Central High School, commencement meetings with Christian College, CQU/TAFE, Emerald Highlands LGA Marist College of Project and at schools will be Agricultural College and Blackwater High including Indigenous Emerald, Emerald annual intervals kept and reported School representatives on an annual basis young people are Christian College, to 2035 in the SIMR. to promote the availability of apprenticeships employed in Project CQU/TAFE, and traineeships at Ensham Mine and training/apprenticeship Emerald Training and encourage local young people including positions Agricultural apprenticeship Indigenous young people to seek training College and records will be and/or employment at Ensham Mine Blackwater High kept to enable School tracking and reporting of apprentice/trainee numbers on request.
· Participate in industry initiatives e.g. forums Collaboration to Jobseekers in the As and when Any collaboration and partnerships that are identified by the support mining Central Highlands identified in will be reported in Resources Roundtable to build local industry training LGA, training Resources the SIMR. resourcing capacity for mining industry work initiatives, as providers, mining Roundtable initiatives become industry discussions available stakeholders
Closure impacts · Provide regular updates to Project personnel Project personnel are Project personnel 12 months and HR/communication regarding the ramp-down and closure of aware of the period of and families six months records will include open cut operations and the ramp-down and employment available ahead of the records of closure schedule for the Project and able to pursue open cut communication other employment operation with personnel options when ceasing appropriate production Advice will be provided to OCG 3 years, 2 years that this has and then six occurred. monthly prior to the Project
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Impact/benefit Actions Targets and Stakeholders Timeframes for Monitoring and outcomes sought implementation reporting process ceasing production
· Keep the CHRC and CHDC updated on Annual updates to CHRC and From General Manager changes to Ensham Mine’s workforce CHRC and CHDC CHDC commencement Operations will numbers, including providing advice 12 of Project record details of month ahead of the planned closure of the activities for life engagement for open cut operation, and at least three years of Project reporting in the prior to the planned cessation of Project SIMR. operation.
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6.4 Workforce housing and accommodation plan This section provides the measures that Ensham will utilise to ensure that Project personnel can access housing which is affordable to them and/or high quality non-resident workers accommodation as relevant. Ensham personnel access housing in local communities (primarily Emerald) through either home rental or home ownership. As noted in Section 6.3.3, Ensham will support new personnel to move to the Central Highlands LGA by providing a housing subsidy to enable newly recruited staff to rent or purchase housing, providing relocation expenses for eligible employees, promoting the Central Highlands’ amenity, quality of life and housing options to all non-local candidates, and providing contact with an Ensham representative who can assist them to access housing and services to ease the relocation process. This may lead to incremental increases in new locals seeking housing. In employing Ensham Mine’s existing workforce, and in prioritising ongoing recruitment from within the LGA, this is not expected to result in a significant impact on housing availability or cost. Ensham’s Workforce Accommodation Village (on the Ensham Access Road) currently accommodates approximately 500 people, with capacity to accommodate a further 125 personnel (a total capacity of 625 people). Ensham is committed to providing a clean, comfortable and restful environment for its non-residential workforce. The Company’s accommodation policy is to provide a high standard of village accommodation, including permanent rooms with ensuites (no ‘hot bedding’), all meals and domestic services such as on-site laundries, and provision of a wet mess, dining facility, gym, tennis court and pool. Whilst changes to the resident/non-resident workforce are not planned, if an increase in non-local employment was ever necessary due to unknown factors, the workforce accommodation facility has capacity to accommodate all Project personnel.
6.4.1 Objectives and KPIs The objectives and key performance indicators (KPIs) for the Project’s Workforce Management Plan are shown in Table 6-6.
Table 6-6 Housing and accommodation management objectives and KPIs
Objectives KPIs Support Project staff to access housing in · Provision of housing subsidy to all staff who live in the Central the Central Highlands LGA Highlands LGA Ensure the availability of sufficient workforce · Sufficient accommodation rooms are maintained at Ensham accommodation rooms in the Ensham Mine Mine’s Workforce Accommodation facility to meet the Accommodation Facility for all non-local accommodation requirements of all non-local workers personnel · Non-local personnel do not require the use of accommodation in local towns
6.4.2 Action summary The General Manager Operations is responsible for approving housing subsidies and relocation allowances, and for maintaining the provision of high-quality accommodation for non-resident workers. The Ensham workforce accommodation village is operated by Austco which is responsible under contract for the management of the village. Table 6-7 outlines actions, targets and outcomes,
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stakeholders, implementation timeframe and monitoring and reporting process for workforce management for workforce housing and accommodation.
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Table 6-7: Housing and accommodation management actions
Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process
Affordable access to · Provide housing subsidy to all All locally resident staff are Ensham personnel From Internal housing for locally based staff living in the Central supported to access and commencement of confidential staff Highlands LGA maintain housing Project activities, records of housing arrangements in the Central for the life of the subsidies will be Highlands LGA. Project kept. The number of staff receiving housing subsidies will be provided to the OCG on request.
Access to high quality · Maintain the availability of Sufficient accommodation is Ensham personnel, From Workforce workforce accommodation accommodation, meals, available within the CHRC commencement of accommodation services and recreational workforce accommodation Project activities, village facilities within the Ensham village for all non-local for the life of the management workforce accommodation personnel Project records the village adequacy of accommodation capacity, to be reported in the SIMR.
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6.5 Health and community well-being plan The SIA did not identify any potential for negative impacts on the health and well-being impacts of local communities, or on the level of service provided to the local community by existing social services, facilities and infrastructure. Ensham will keep local services updated on changes to workforce numbers or composition to support their planning, as outlined in Section 6.5.5. There is a possibility that stress could result for directly affected or nearby landowners if they remain concerned about potential Project impacts which is addressed in Section 6.5.3. Ensham Mine has established emergency response arrangements and management measures agreed with emergency service providers and will review these measures in cooperation with local stakeholders as discussed in Section 6.5.5 Details of Ensham Mine’s community development program and the outcomes to be achieved are provided in Section 6.5.7.
6.5.1 Objectives and KPIs The objectives and KPIs for the Project’s health and community well-being plan are shown in Table 6-8. Table 6-8 Health and community well-being objectives and KPIs
Objectives KPIs Support Project workers’ health by providing · The Project maintains a level of access to health services access to onsite health services commensurate with Ensham Mine’s current provision Minimise the Project’s potential to increase · Ensham maintains respectful, open and cooperative landowners’ stress or anxiety relationships with landowners to address any issues for the life of the Project Support social infrastructure providers to · CHRC, CHDC and Government agencies have early advice plan for changes to demands as the result of of Project or workforce changes which could affect service Project changes demand Cooperation with QPS and emergency · The Project engages with QPS, QFES and QAS in services to support effective emergency reviewing emergency management plans and maintains management relationships with leading officers in the Central Highlands region Make a positive contribution to community · The Project contributes to community well-being by well-being in the Central Highlands LGA investing in community programs and initiatives
6.5.2 Onsite services Ensham’s on-site provision of health services for the Project will include: · making first aid-trained persons available on site at all times and stocking casualty rooms with sufficient supplies to provide first aid treatment; · making first aid kits, trauma packs and the surface Emergency Services Ambulance available at various locations around the site; · a suitably qualified Employee Assistance Program (EAP) provider to provide professional counselling and referral service for personnel; and · promotion of access to telehealth services such as 13 Health.
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A pool, recreational areas and gym are also provided as part of the workforce accommodation village to enable personnel to access recreational and social activities. Ensham will also investigate the availability of mental health training and awareness courses and make such a course available to Project personnel. Ensham has instituted COVID-19 Safe procedures including daily temperature checks and questionnaires, social distancing in offices, training rooms, vehicles and eating rooms, sanitiser and hygiene stations, and changes to the way meals are provided. Similar procedures may be utilised for the Project according to Queensland Health directives from time to time.
6.5.3 Stress on landowners Landowners in and near the Project Site are experienced in anticipating and managing changes to their business operations, but may experience stress or anxiety if they are uncertain or concerned about potential Project impacts. Ensham will maintain engagement with landowners during the EIS process and throughout the life of the Project to ensure they aware of Project progress (e.g. opportunities to make submissions, or the location of underground workings), can efficiently communicate about any issues of concern, and are able to participate in engagement towards the development of Ensham Mine’s progressive rehabilitation plan. Ensham’s principles for this engagement include: · early, open and honest communication with landowners; · respect for landholders’ needs and time pressures e.g. seasonal demands on their resources; · considering landowners’ views and knowledge about the Project and its potential impacts on properties in refining project plans and environmental and social management measures; · compliance with all statutory and regulatory requirements relating to the EIS and mining lease approvals; and · compliance with DNRME’s ‘A guide to landholder compensation’ (DNRME, 2019).
6.5.4 Access to natural resources The EIS did not identify significant changes to access to natural resources as a result of the Project. As detailed in the groundwater impact assessment (SLR, 2020), the risk of the Project affecting groundwater access was determined to be low however some drawdown may occur. Ensham will comply with the Water Act’s underground water management framework which requires baseline assessments of water bores, preparation of UWIR, and entering into make good agreements for any loss of access to water. This will be supported by maintaining open lines of communication with nearby landowners that have bores on their properties to ensure that any Project-related changes to groundwater access are identified and addressed.
6.5.5 Social infrastructure planning Ensham will share information on the Ensham workforce e.g. employee numbers and local and DIDO/FIFO percentages as part of its SIMRs and on request by CHRC, CHDC or Queensland Government agencies to support their service planning.
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Ensham will also update CHRC, CHDC, Queensland Heath, DSDILGP, QAS, QPS and DCHDE on changes to workforce numbers ahead of the closure of the open-cut operation (2024), ramp-down of underground mining (2035) and Ensham Mine closure (2037), at least twelve months prior to each event.
6.5.6 Co-operation with emergency services Ensham will engage with the QPS, QAS and QFES to review and, if necessary, revise the Emergency Management Plan (EMP) prior to Project commencement. The Project’s EMP will include: · ensuring selected staff have access to underground mining emergency response team training, and that trained staff are on site at all times; · procedures for incident management, site contact and call-out protocol with local emergency service providers in relation to potential incidents occurring at the mine site, in the workforce accommodation village or on local roads and highways; · offering site orientation days for QPS, QAS and QFES officers; · a protocol and procedure for wide-load escort duties; and · reviewing agreed protocols with QPS, QAS and QFES during operation. Ensham will also maintain engagement with the QPS, QAS and QFES, to a schedule agreed them as part of the EMP review, to seek their input into evaluation of the health and well-being plan’s effectiveness and will also involve Queensland Health in periodic review of SIMP effectiveness.
6.5.7 Community investment The Project will continue Ensham Mine’s Community Sponsorship and Donations program, which has supported a wide range of community groups and services including: · education facilities such as C&K Emerald South Community Kindergarten, Emerald North State School and Emerald State High School; · cultural association such as Emerald Arts Crafts, the Emerald Show Society Inc and Emerald Girl Guides; and · sporting clubs including the Emerald Gymnastics and Trampoline Club, Athletics Club, Junior Motorcycle Club, Amateur Swimming Club, Jockey Club, Motorsport Association, Junior Tennis Association, Brothers Junior Rugby League, Golf Club and Basketball Association. Ensham sets a Community Sponsorship and Donations budget ahead of each calendar year, nominating areas to be targeted e.g. education, health, sport and community groups. Having operated since 1993, the availability of Ensham’s sponsorships and donations support is well known within community and business groups in the Project region. Applications may be made at any time throughout the year, and are assessed on a monthly basis, with funds also dispersed on a monthly basis. Applications which have been unsuccessful in previous months due to the total quantum of requests for funding exceeding the monthly allocation are reviewed in subsequent months and funded where eligible and where possible within the budget. Ensham will revise its community investment priorities, in consultation with CHRC, to address community needs identified during the SIA process, e.g.: · contributions to amenity and liveability e.g. sporting and park facility upgrades and a potential partnership with CHRC to support quality of life in Emerald;
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· initiatives which enable strong, creative and resilient young people e.g. mental health promotion, support for housing solutions for young people and homelessness services; · support for affordable housing for young people and people with disability; · homelessness support services; · community transport; · programs to enable people to age in place, e.g. social interaction and transport services; · neighbourhood centre-type facilities to provide access to services and opportunities for informal interaction; · early learning opportunities for Indigenous young people; and · engagement with social enterprises and programs supporting at-risk young people. Community investment priorities will be reviewed in cooperation with CHRC and CHDC during the first year of Project operations and reflected in the priorities set for community investment. These priorities will be reviewed every five years in cooperation with CHRC and CHDC. Ensham will also engage with CHRC to identify and implement a partnership to improve quality of life in Emerald and support its attractiveness as a place for people of all ages, in turn supporting attraction and retention of local residents. This may include a feasibility study for services which would support ageing in place and a more ‘seniors-friendly’ social environment, but options will be identified and evaluated with Council.
6.5.8 Management measures The General Manager Operations and Manager Stakeholder Engagement will be responsible for implementation and monitoring of the Health and Community Well-being Plan. Actions, targets and outcomes, stakeholders, implementation timeframes and monitoring and reporting process for Health and Community Well-being are shown in Table 6-9.
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Table 6-9: Health and community well-being actions
Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process
Workers’ health Maintain on-site health services including: Support the health and Project personnel, From Work health and safety · first aid-trained persons available on site well-being of Project Queensland commencement records are kept and at all times personnel by Health of Project reported in accordance · casualty rooms for first aid treatment maintaining Ensham activities, for the with Workplace Health Mine’s current on-site life of the Project and Safety · making first aid kits, trauma packs and health and recreation requirements Ensham’s Ambulance available services. · EAP provider · promotion of access to telehealth services · maintenance of applicable relevant provisions as directed by Queensland Health with regard to COVID-19.
· Investigate the availability of ‘Mates in Promote awareness of Project personnel During the first HR records of mental Mining’ training and awareness courses mental health issues year of Project health program and make such a course available to and strategies to activities, and provision will be Project personnel. maintain health. ongoing as reported in Year 1 determined in SIMR consultation with personnel
Stress/mental health - · Maintain engagement with landowners Ensham maintains open Directly affected From draft EIS Stakeholder register impacted and/or during the EIS process and throughout and accessible and adjacent display period records engagement nearby landowners the life of the Project to ensure they communication which landowners for the life of the and outcomes of aware of Project progress, can efficiently supports cooperative Project engagement, with an communicate about any issues of relationships between engagement record concern, and can participate in landowners and the summary included in engagement towards the development Project. SIMRs of the Project’s progressive rehabilitation plan.
Access to natural · Comply with the Water Act’s Any groundwater Landowners From Monitoring and resources underground water management drawdown is predicted considered within commencement reporting will be (groundwater) framework including entering into make and monitored to enable the Project’s of Project undertaken in groundwater
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Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process good agreements for any loss of access timely make-good monitoring activities for the accordance with the to water. arrangements. framework life of the Project UWIR process. · Maintain open lines of communication with nearby landowners that have bores to ensure any Project-related changes to groundwater access are identified and addressed.
Support for social · Share information on the Project’s Council and CHRC, CHDC and From Communications will infrastructure employee numbers and local and Government agencies Queensland commencement be recorded in the planning DIDO/FIFO percentages on request by have sufficient Government of Project stakeholder CHRC, CHDC or Queensland information to support agencies activities for the engagement register Government agencies. social infrastructure life of the Project and reported as part of planning. SIMRs.
· Update Council and Government Council and CHRC, CHDC, One year prior to Communications will agencies on changes to workforce Government agencies Queensland open cut be recorded in the numbers one year ahead of (a) the can anticipate Heath, Department closure, ramp- stakeholder closure of the open-cut operations, (b) population changes. of Education, down and engagement register the ramp-down of underground mining DSDILGP, QPS, Project closure and reported as part of and (c) Ensham Mine’s Closure. QAS and DCDDS SIMRs.
Co-operation with · Engage with QPS, QAS and QFES to QPS, QAS and QFES QPS, QAS, QFES, Prior Communications will emergency services review and if necessary revise the EMP agree with proposed Queensland commencement be recorded in the prior to Project commencement. EMP provisions. Health of Project stakeholder · Invite the engagement QPS, QAS and activities for the engagement register Queensland Health has QFES in annual training exercises and life of the Project and reported as part of the opportunity to major training exercises every 3-4 years. for the life of the SIMRs. provide feedback on Project · As part of annual training engagements, SIMP implementation. seek input into evaluation of the health and wellbeing plan’s effectiveness. · Involve Queensland Health in periodic SIMP reviews.
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Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process
Community · Maintain provision of Ensham’s Demonstrated CHRC, CHDC, Within 12 Communications will investment Community Donations and Sponsorship contributions to community months of be recorded in the program. community programs, members and Project stakeholder · Review community investment priorities facilities and events and groups commencement engagement register in cooperation with CHRC during the support for community and for the life of and reported as part of first year of Project activities and every priorities. the Project SIMRs. five years to set priorities for community investment.
· Engage with CHRC to identify and Development and CHRC, community Initiated in 2021, Communications will implement a partnership to support implementation of a members and implemented to be recorded in the quality of life in Emerald and support its partnership between groups a timeframe stakeholder attractiveness as a place for people of Ensham and CHRC with agreed with engagement register all ages, in turn supporting attraction demonstrable CHRC and reported as part of and retention of local residents. outcomes, as agreed SIMRs. between Ensham and CHRC
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6.6 Local business and industry procurement plan Negative social impacts on local business and industries as a result of the Project were not identified. This section outlines the local business and industry procurement management measures that will apply to the Project.
6.6.1 Objectives and KPIs The objectives and KPIs for local business and industry participation in the supply chain are shown in Table 6-10. Table 6-10: Local Business and Industry objectives and KPIs
Objectives KPIs Maximise local awareness of the Project’s · Ensham’s existing suppliers including local businesses supply opportunities and build relationships have ongoing opportunities to supply the Project. with local businesses. · Supply opportunities relating to mine operation and mine closure are promoted to local businesses on an annual basis. Provide the framework for full, fair, and · The Project will comply with the Queensland Resources reasonable opportunity for local, regional and and Energy Sector Code of Practice for Local Content Indigenous businesses to participate in the 2013 as demonstrated through provision of annual supply chain. reporting data to QRC. Encourage Indigenous business participation · Indigenous businesses in Central Queensland are aware of in the supply chain. Project opportunities and encouraged to tender for supply opportunities. Contribute to capacity building through · Ensham will support and participate in local business and cooperation with local business and industry industry networks aiming to build local capacity for work in networks. the mining industry.
6.6.2 Procurement strategies Ensham Mine has an established supplier network which currently includes 364 businesses based in the Central Highlands LGA and will be utilised by the Project. This will continue the current benefits of Ensham Mine’s supply arrangements, except for those businesses supplying exclusively to open cut operations which will cease in 2024. As the Project is a continuation of current operations, it will continue rather than create new business opportunities during operations. Whilst relying on its established supplier network, Ensham will also seek to ensure that all relevant local businesses are aware of supplier opportunities which will be continued by the Project. Additional business opportunities may be available as part of mine closure and will be promoted to local and regional businesses as noted in Section 6.6.2. The Queensland Resources and Energy Sector Code of Practice for Local Content 2013 (QRC Local Content Code) provides the framework for involving local and regional businesses in resource industry supply chains. Under the Code, resource and energy companies are encouraged to: · adopt the principle of ‘full, fair and reasonable’ opportunity for capable local businesses to participate and implement an associated delivery framework; · complete a Code Industry Report (CIR) annually to assist the QRC in completing the annual Code Effectiveness Report; and · participate in annual forums and/or the QRC’s Local Content Working Group which aim to
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monitor and make improvements to the Code. As defined by the QRC Local Content Code, principles for ‘full’, ‘fair’, and ‘reasonable’ include: · Full opportunity: Local industry has the same opportunity as other potential suppliers to participate; · Fair opportunity: Local industry is provided the same opportunity as other potential suppliers to compete for investment projects and other market-based contracts on an equal and transparent basis; and · Reasonable opportunity: Tenders are free from any unreasonable specifications or requirements that could rule out local industry and are structured in such a way as to provide local industry with the opportunity to participate. The Project will comply with the QRC Local Content Code and will also address the principles of the Australian Industry Participation Framework (AIPF), including submission of an Australian Industry Participation Plan (AIPP). Importantly, the AIPF and the Code’s definition of ‘local industry’ refers to Australian and New Zealand businesses. However, the QRC guideline and practice guidance acknowledge that companies may choose to adopt a more regionally focused definition to align with their local content strategies. For the purposes of the Project’s procurement, Ensham will focus and report on tiered levels for supplier participation at the following levels: · Local community: referring to spend within the Central Highlands LGA; · Region: referring to spend in the Central Queensland region; · State: referring to spend within the State of Queensland; and · National / ANZ: referring to spend within Australia and New Zealand. Actions as part of the Project’s procurement strategies will include: · meeting with CHDC to identify additional local suppliers who could be provided with information about Project supply opportunities; · maintaining a Local Business Register; · promoting tendering opportunities via the Local Businesses Register and the Project’s website, with a link to company procurement procedures; · consulting with CHCS and CHRC as leading agencies for social enterprise development to identify the potential for social enterprises to contribute to the Project’s supply chain; · tracking procurement expenditure in the Central Highlands and Central Queensland regions; and · completing a Code Industry Report (CIR) annually to assist the QRC in completing the annual Code Effectiveness Report. The Project will review its procurement strategies in the six months prior to commencement of Project operations to ensure fitness for purpose against the QRC Local Content Code. Ensham will also access the QLCLN’s better practice guide for resource industry local content produced during 2020 and incorporate relevant provisions in its procurement process. As part of regular review of its procurement guidelines and frameworks, Ensham will review its local business and industry procurement strategies, including the scope of the Local Business Register,
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the number of businesses participating and any gaps against the Project’s procurement requirements, to enable further targeting of local and regional businesses with capacity to supply the Project. Such a review will also be undertaken prior to the closure phase to identify local (Central Highlands LGA) and regional (Central Queensland) businesses who can be invited to be involved in contracting opportunities, for example, decommissioning and of infrastructure and rehabilitation work.
6.6.3 Indigenous business participation The Project will aim to increase the number of Indigenous businesses in Ensham’s supply chain. Indigenous businesses located in the Central Queensland region will be: · identified through Black Business Finder and DATSIP’s Deadly Directory; · encouraged to provide information for the Project’s Local Business Register; and · invited to business briefing sessions about supply opportunities, pre-qualification processes and tendering capability ahead of Project operation and as part of annual business briefings. The Project will work with Traditional Owners and DATSIP to identify business who could be invited to tender for contracts associated with Project closure, which would include demolition or dismantling of infrastructure, earthworks and rehabilitation works such as landscaping, soil and landscape restoration and reforestation.
6.6.4 Capacity building Ensham will provide annual briefings to local businesses on upcoming supply opportunities, in cooperation with CHDC, and will invite DESBT to attend to promote capacity building programs. This will enable businesses to plan for upcoming opportunities and address any gaps in capacity against Project requirements. Ensham will join the QLCLN prior to Project commencement and actively participate in its activities. Ensham will also become a Platinum Partner to CHDC, to support the CHDC’s networking opportunities for local business, community and industry. The Project will continue the current benefits of Ensham Mine’s supply arrangements except for those arrangements that relate exclusively to open cut operations which will cease in 2024. Ensham will provide prior advice of the open cut operations’ completion at least six months before the intended date of completion to enable businesses supplying the open cut operation to consider and develop other opportunities.
6.6.5 Management measures Table 6-11 provides the Project’s actions, targets and outcomes, stakeholders, implementation timeframe and monitoring and reporting process for local business and industry procurement.
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Table 6-11: Local business and industry procurement actions
Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process
Local supply opportunities Establish and maintain a Local Business Maintenance and if CHRC, CHDC, Six months prior to procurement Register and promote supply opportunities possible, improvement of local and commencement of expenditure in the via the Register and Project website, with the number of local regional Project activities, and Central Highlands a link to company procurement businesses supplying businesses for life of project and Central procedures Ensham Mine’s Queensland underground operation regions will be tracked and, reported as part of Annual QRC Code Industry Reports
Meet CHDC to identify additional local An increase in the range Local and 2021 The outcomes of suppliers who could be provided with of Central Highlands LGA regional local supply information about Project supply businesses supplying the businesses strategies will be opportunities Project, relative to current reported as part of supply to Ensham’s the SIMR. approved underground operation
Review Ensham Mine’s procurement Maintenance and if Local and Six months prior to Procurement strategies to ensure fitness for Project possible, an increase in regional commencement of guidelines and purpose against the QRC Local Content Ensham underground businesses, Project activities frameworks will be Code and consideration of QLCLN’s better operations’ expenditure QRC, QLCLN regularly reviewed practice guide for resource industry local with businesses within with any content the Central Highlands enhancements and CQ regions reported in the SIMRs.
Opportunities for Identify Indigenous businesses located in Inclusion of Indigenous DSDSATSIP, Six months prior to The number of Indigenous businesses the Central Queensland region through businesses in the Local Indigenous commencement of Indigenous DSDSATSIP’s Deadly Directory and Business Register businesses, Project activities businesses consultation with Traditional Owners. engaged in Project
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Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process Traditional supply Review owners, DESBT Local Business Register annually and will be reported on Contact and encourage Indigenous Inclusion of Indigenous Indigenous number ofas part businesses to provide information for the businesses in Ensham businesses, of SIMRs. Project’s Local Business Register Mine’s supply chain Traditional owners
Invite Indigenous businesses to business Indigenous businesses DSDSATSIP, Annually as part of briefing sessions which include are engaged in the Indigenous local business information about capacity building Ensham Mine’ s supply businesses, briefings programs chain throughout the Traditional Project life owners, DESBT
Social enterprise Consult with CQCS, CHDC and CHRC to Social enterprises are CHRC, CHDC, Consultation to Support for and identify the potential for existing and supported to develop CQCS commence during involvement of emerging social enterprises in the Central capacity to participate in 2021, promotion of social enterprises Highlands LGA to contribute to the the supply chain for sponsorship and in the supply chain Project’s supply chain and/or employment mining projects, and donation opportunities will be reported as base, and also include social enterprises encouraged to seek during 2021 – 2023 part of the SIMR as a priority for community investment donations or investment for the first three from Ensham years of Project operation
Business capacity building Provide briefings to local businesses on Local and Indigenous CHDC, DESBT. Annually during first Local business upcoming supply opportunities and businesses are aware of local businesses three years of Project participation in capacity building programs Project opportunities and operations briefings will be programs to support recorded and capacity building reported participation as part of annual SIMRs
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Impact/benefit Actions Targets and outcomes Stakeholders Timeframes for Monitoring and sought implementation reporting process
Join the QLCLN prior to Project Build and sustain QLCLN From commencement Record and report commencement and actively participate in relationships with members of Project activities Pparticipation will its activities businesses and (business and be recorded and cooperation with industry industry), CHDC reported as part of stakeholders annual SIMRs
Become a Platinum Partner to CHDC Support CHDC’s CHDC, DESBT, From commencement Report This will be networking opportunities local businesses of Project activities reported as part of for local business, Year 1the first community and industry SIMR
Closure opportunities Provide prior advice of the open cut Local businesses are CHDC, local At least six months This will be (open cut operations and operations’ and underground operations’ aware of the cessation of businesses before the intended rRecord and Project) completion to the local supply network (i.e. supply opportunities date of operations’ reported as part of Local Business Register) and CHDC completion relevant SIMR network (2023 or 2024)
In consultation with Traditional Owners Local businesses are Indigenous At least 12 months Participation will and DSDSATSIP and as part of aware of the cessation of businesses, prior to the intended be recorded and participation in business forums (e.g. open cut supply Traditional date of operations’ reported as part of events), identify local and regional opportunities owners, CHDC, completion the relevant SIMR. businesses who can be invited to be QLCLN DESBT, tender for contracting opportunities for DSDSATSIP, closure and rehabilitation
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6.7 Monitoring and reporting This section describes the SIMP monitoring and reporting provisions for the Project.
6.7.1 Monitoring program The preceding sub-plans each include KPIs and a monitoring and reporting process for each measure. As described in the sub-plans, the Project will implement: · a Stakeholder Engagement Register to support monitoring of engagement activities and outcomes; · a Local Business Register to support monitoring of local and Indigenous businesses’ participation in the supply chain; · Human Resources records identifying the number and percentage of local personnel (Central Highlands residents), female personnel, Indigenous personnel (with the consent of these personnel), and personnel under 25 years, to support the provision of information to stakeholders; · a Complaints Register to track complaints and their resolution; · consultative arrangements with CHRC, CHDC, directly affected and adjacent landowners, and landowners whose groundwater bores may be subject to drawdown, to regularly review the effectiveness of SIMP measures; and · engagement with the QPS, QAS and QFES, to a schedule agreed them as part of the EMP review, to seek their input into evaluation of the SIMP’s effectiveness; and · provide QRC Local Content Code Industry Reports and AIP Reports to the relevant authorities on an annual basis. Progress against the KPIs and the targets and outcomes detailed in Tables 6-5, 6-7, 6-9 and 6-11 will be monitored by the General Manager Operations or their delegate on a six monthly basis, and will be reported as part of the Project’s SIMRs (see Section 6.7.2). If progress towards targets and outcomes is not positive, the relevant management measures will be reviewed and may need to be revised to improve the outcomes. This would occur as part of annual SIMP reviews, with any updates to management measures as the result of monitoring and engagement results noted as part of the SIMR. The Project will have positive or neutral effects on social indicators such as employment levels, housing affordability and population stability. Adverse impacts on social indicators such as housing access, social infrastructure access, labour availability, population characteristics or community health indicators were not identified. As such, monitoring of social indicators is not proposed.
6.7.2 Review and reporting process The SIMP will be reviewed annually during the first three years of Project operations, and updated as indicated by monitoring data, including stakeholder feedback. A SIMR will be provided at the end of Year 1 of Project operations, and again at the end of Year 3, or as defined by relevant stated conditions by the Coordinator-General (if any). Preparation of SIMRs will include:
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· a review of the implementation status of actions and outcomes identified in the SIMP; · a review of progress towards targets and outcomes specified in Tables 6-3, 6-5, 6-7, 6-9 and 6-11) to identify the effectiveness of SIMP measures and any areas where SIMP measures were not wholly effective and required amendments to SIMP measures; and · consultation with CHRC, CHDC, QPS, Queensland Heath, directly affected and adjacent landowners and the Western Kangoulu People, to identify the effectiveness of SIMP strategies, and any changes that need to be made to the SIMP to ensure ongoing effectiveness. Any need for ongoing production of SIMRs after Year 3 will be agreed with DES and OCG at that time.
7 Conclusion
This SIA has identified and evaluated the Project’s potential social impacts and benefits, considering: · existing community characteristics and social indicators; · the nature of the Project as an underground mining extension with subsidence predicted to be up to 40 mm on an average annual basis, minor temporary surface disturbance in zones 1, 2 and 3 for exploration activities and potential for minor construction for flaring to be required within Zone 2 and Zone 3; · the likelihood and consequence of social impacts and benefits; · Ensham’s existing management practices; and · measures identified during the SIA process to reduce the potential for social impacts and increase Project benefits. No adverse impacts on housing access, social infrastructure, community values, labour availability, or community wellbeing were identified. Stakeholders identified that subsidence has the potential to affect the use and productivity of the Braylands cotton farm under which underground mining would occur. Ensham is working with the owner of the property to ensure that any impacts on the land’s surface profile or farm operations would be minimised. Mining under Braylands is not planned before 2028 and the SIA has assumed that satisfactory arrangements will be in place to prevent or remediate any impacts on Braylands’ land use. The engagement mechanisms provided in the SIMP and Ensham’s established relationships with these landowners are expected to minimise the potential for stress to affect landowners’ health. Ensham is working with the Western Kangoulu People and will register agreements which support mitigation of any impacts on their connections to land within the Project Site. Ensham also has an established relationship and agreement with Garingbal and Kara Kara People with respect to activities within the existing mining lease. Project closure would see the loss of jobs and supply opportunities and may result in minimal changes to population numbers and housing demands. Ensham will engage stakeholders in pre-
186 Ensham Life of Mine Extension Project – SIA closure planning and provide regular updates to stakeholders including Project personnel and suppliers in the years before closure to enable them to plan for the post-closure period. On this basis, residual social impacts are not anticipated as a result of the Project proceeding. If the Project does not proceed, Ensham Mine’s production would cease in 2028 with the loss of all jobs and supply opportunities. Project benefits include: · the continuation of employment for up to approximately 603 people, providing income security for existing personnel and the provision of opportunities for others to obtain employment as personnel retire or move to other job; · support for Indigenous access to employment and opportunities for business participation; · support for business trading levels and the employment of local business personnel, and the opportunity for local farmers and graziers to obtain off-farm employment; · support for the stability of the Central Highlands LGA’s population; · maintenance of social networks within local communities and within the Project workplace; and · Ensham Mine’s Community Sponsorship and Donations program support for community groups and services to maintain and enhance their offerings to local communities.
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