developing and delivering cultural heritage standards ... · “respect for culture and heritage is...
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Developing and delivering Cultural Heritage Standards –the Rio Tinto experience
Elizabeth BradshawRio Tinto Communities & Social Performance
Key messages
1. Rio Tinto has a very strong, quantified, business case for quality community engaged cultural resource management.
2. It is an essential contributor to our risk management (threats and opportunities), and obtaining and maintaining our social and legal licence to operate
3. It is about respecting community values - not just compliance
4. It requires effective integrated management systems
5. Mining lessons are transferrable to other extractives companies with major land use and disturbance
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Where we operate
Aluminium Copper DiamondsEnergyIron ore Minerals
Key
Mines and mining projects
Smelters, refineries, power facilities and processing plants remote from mine
© 2013, Rio Tinto, All rights reserved
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Key drivers
Enduring value to shareholders
Sustained ability to operate and develop new projects
Sustainable business advantage
Trusted partner
The right thing to do
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What are some of the risks of poor CSP work?
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Above ground issues matter – and are being increasingly recognised
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The business case for Communities and Social Performance
• Financial bottom line
• Timely land access
• Approvals timeframes and conditions
• Access to sensitive lands
• Finance from IFIs
• Reputation
• Reactively imposed standards
• Social licence
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Communities Framework
The way we work
Communities policy
Communities Global Target & multi-year Communities plans
Standards• Mandatory requirements• Management• Monitoring and reporting
Assurance• Communities SMA• Social risk analysis (SRA)• CH MS audits (Australia)• Rio Tinto site visits• Independent audit
Reporting• Annual workbook• SD report• SEART
Guidance notes • Multi year communities plans• Baseline community assessments• Trusts, funds and foundations• Cultural heritage• Consultation• Resettlement
• Compensation• Community assistance• Social risk analysis• Social impact assessment• Site managed assessment• Stakeholder engagement
Communities competencies
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Integrated into business-wide systems
• Exploration HSEC MS
• Project Study Definition Guidelines
• Projects CSP Roadmap
• HSEQ MS
• Risk analysis system and tools
• Closure standard and guidance
• Assurance reviews
• Leadership development
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Recognised as core competencies
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Embedded as a management framework
• Rio Tinto Communities Policy
• Rio Tinto Communities Standard
• Rio Tinto Cultural Heritage Management Guidance Note
• Rio Tinto Cultural Heritage Management Standard for Australian Businesses
• Rio Tinto Cultural Heritage Management System Guidance for Australian Businesses
• Multiple interlinking assurance processes – including CHMS Audits
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Cultural Heritage Management system elements
• consultation & engagement
• integrated heritage ground disturbance authorisation procedure
• baseline cultural heritage assessments
• cultural heritage impact assessments
• risk assessment
• cultural heritage management plans
• cultural heritage programmes / offsets
• training and induction
• contractor management
• GIS and data management
• information and document management
• incident investigation procedures; and
• monitoring and review procedure.
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What are the heritage values??
Add photos….
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A question of proportion – balancing economic development & cultural preservation
To be successful, CHM must allow
economic development without
destroying a traditional lifestyle.
“Respect for culture and heritage
is integral to the way Rio Tinto conducts business.
Wherever we operate, our businesses work with
local and indigenous communities on
the protection of their cultural heritage.
We do this because there is a strong business case
for doing so.”
Sam Walsh, chief executive, Rio Tinto
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Legal recognition of land rights
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Where our cultural heritage management journey began
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Community outrage on an international stage
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A new approach
“In CRA, we believe there are major opportunities for growth in outback Australia which will only be realised with the full co-operation of all interested parties”
The Native Title Act….”laid the basis for better exploration access and thus increased the probability that the next decade will see a series of CRA operations developed in active partnership with Aboriginal people”
Leon DavisCEO CRA (now Rio Tinto)Securities Institute, March 1995
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Before & After
Kintyre, 2008 Kintyre, 1989
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1975Henry
today
Weipa, Cape York Australia
Marandoo, Western Australia
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Hamersley Iron Cultural Heritage Management – 1996
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Indigenous Land Use Agreements (2014)
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Working together today
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Traditional Owner participation
Cultural heritage sites identified continues to rise
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Dampier Archipelago (Burrup)Conservation Agreement
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Argyle Manthe ceremony
The Battle of Cer,August 16 – 19,
1914
Jadar, Serbia
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Oyu Tolgoi, Mongolia
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Systems and partnerships
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Why a regional Cultural Heritage Plan (CHP)?
OT Social Impact Assessment identified cultural heritage as one of their key concerns:
1. Increase in looting and disturbance of significant sites - archaeological and paleontological
2. Increased in-migration (the majority non-Mongolian) will cause a weakening of local traditions and cultural identity
3. The project’s economic impact will lead to better prospects for preserving and protecting cultural heritage
“Locals are concerned that
objects and traditions may
be lost but remain cautiously
optimistic that mining
operations will provide
better opportunities to
support local museums,
protect resources in situ,
restore and conserve
damaged cultural items, and
encourage heritage tourism.”
(OT SIA, 2008)
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OT CH Baseline & CHP
Tender process emphasised:
• Collaborative bids from Mongolian and international groups
• Mongolian leadership and capacity building
• Long term strategic thinking, not approval driven commercial exercise.
Consortium involves Mongolian Academy of Science, SRI, Arizona University, key international and Mongolian specialists.
Cultural Heritage Advisory Board established
to provide oversight. Representatives of key
community organisations and government
agencies (local, regional and national).
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Three Elements of the CHP
Tangible resources
Intangible resources
Public programs
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СУРГАЛТ ЗААВАРЧИЛГАА
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Rio Tinto lessons learned
• Voluntary standards can work and enable all stakeholders to meet their objectives
• Cultural shift required
• Develop internal capacity – especially your business leaders
• Work with the right consultants
• Don’t let the lawyers drive the process
• Working with regulators is key
• Formalise the communities involvement processes
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Working with extractives companies
• Mining companies (and O&G) are not single minded entities – ascomplex as any institution or society and with as many differentagendas to navigate.
• It will take time
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Further information
Why Cultural Heritage Matters guide
Rio Tinto Communities and CH standards
and guidance http://www.riotinto.com/aboutus/policies-standards-and-guidance-5243.aspx
RTIO agreements information – guidehttp://www.riotintoironore.com/ENG/communities/34_land_agreements.asp
Jadar Cultural Heritage partnership http://www.riotintoserbia.com/ENG/communities/182_features_1147.asp
Oyu Tolgoi CH baseline and CHP http://ot.mn/en/communities/land-cultural-resources
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Key messages
1. Rio Tinto has a very strong, quantified, business case for quality community engaged cultural resource management.
2. It is an essential contributor to our risk management (threats and opportunities), and obtaining and maintaining our social and legal licence to operate
3. It is about respecting community values - not just compliance
4. It requires effective integrated management systems
5. Mining lessons are transferrable to other extractives companies with major land use / disturbance
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