Part 4: Creating Sustainable Communities & Partnerships - - PowerPoint PPT Presentation

Sustainability Webinar Series

Part 4: Creating Sustainable Communities & Partnerships

Sustainability Series

Part 1: Managing Mining’s Waste

31 July 2019

Part 2: Renewable Energy’s Role in Mining’s Future

22 August 2019

Part 3: Managing Water Resources

12 September 2019

Part 4: Creating Sustainable Communities & Partnerships

10 October 2019 Part 5: Rethinking Remediation & Rehabilitation

5 November 2019

Part 3: Managing Water Resources

• Common water management challenges

and emerging solutions

• The use of sophisticated software

systems and modelling to improve water management and environmental

• utcomes
• Taking a data-driven approach to

diagnosing and solving complex water resource challenges VIEW RECORDING

Today’s Speakers

• Fiona Hartin, Community Relations Specialist and Genelle Scotts, Business

Support Officer, Bengalla Mining

• Nic Pollock, Chief Commercial Officer and Roberta Molson, Product &

Implementation Manager, K2Fly

• Rolf Fandrich, Business Development Director & Co-Founder, Voconiq

Community Relationships and Partnerships

Partners In Our Community

Community From Day 1

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2019 marks twenty years since the Bengalla Mining Company first commenced

• perations in the Muswellbrook region.

Bengalla was built on a set of core values instilled by our first General Manager, Roland Lee who personified the values of:

• Friendship
• Getting the job done
• Looking after your mates, and
• Caring for your community

Putting people and community first is hardwired into Bengalla’s DNA and culture.

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Community Focus Areas

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Through our community focus areas we strive to be a valued member of the community providing measurable benefits to the local region. Our Community Focus Areas:

• Local Employment
• Local Economic Development
• Community Development

Local Employment

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Bengalla Apprentice Program

Bengalla has a long history of developing local talent through our apprenticeship program with some apprentices going on to receive awards and furthering their career at the mine. As part of our growing commitment to

• ur community Bengalla welcome four

new apprentices to site every year.

Partnering with Education

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Earlier this year we partnered with the NSW Department of Education STEM program, SISP and together we ran a number

• f STEM activities at the

Bengalla Homestead.

Local Economic Development

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Entrepreneurs Program

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In 2018 we partnered with Austmine and the Federal Governments Entrepreneurs Program, in a first, to support local suppliers develop their business.

Community Development

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Plans For The Future

At Bengalla Mining Company we are always looking for ways to improve how we operate in all aspects of our business The Community Teams Plans for the Future:

• How can we do more
• Digital Transformation
• Deep diving into how social media

For more information contact Name Fiona Hartin or Genelle Scotts Phone 02 6542 9500 Email community.relations@bengalla.com.au

Global Factors Driving Change & Industry Response

INCREASED ESG IN INVESTMENT DECISIONS DEMONSTRATE ESG PERFORMANCE INCREASED SUSTAINABILITY REPORTING GAIN AND MAINTAIN SOCIAL LICENSE TO OPERATE IMPROVED FINANCIAL RESULTS IMPROVED ACCESS TO CAPITAL

FINITE, DECLINING RESOURCES INCREASING TRANSPARENCY INCREASING EXPECTATIONS ON RESOURCE SECTOR ETHICAL INVESTING GROWTH IN SUSTAINABILITY REPORTING

RESPONSIBLE INVESTMENT DRIVING CHANGE $1 in $4 Invested is now ESG driven*

*The US SIF Foundation's 2018 biennial Report on US Sustainable, Responsible and Impact Investing Trend

ASX:K2F

Social License to Operate is the #1 risk

TOP 10 BUSINESS RISKS FACING MINING & METALS IN 2019-20 2019 TRENDS: TOP 10 ISSUES TRANSFORMING MINING

www.ey.com/en_gl/mining-metals/10-business-risks-facing-mining-and-metals www2.deloitte.com/au/en/pages/energy-and-resources/articles/tracking-the-trends.html

• 1. Rethinking mining strategy
• 2. The frontier of analytics and artificial

intelligence

• 3. Managing risk in the digital era
• 4. Digitizing the supply chain
• 5. Driving sustainable shared social outcomes
• 6. Exploring the water-energy nexus
• 7. Decoding capital projects
• 8. Reimagining work, workers & the workplace
• 9. Operationalizing diversity & inclusion

programs 10.Demanding provenance

ASX:K2F

Data Integrity to Corporate Integrity

SUPPORTING SOCIAL LICENSE WITH TECHNOLOGY

Stakeholders Centralised & Integrated Software Land ‘Facts’ Regulatory Inputs Obligations

THE AGREEMENT ENGINE

ASX:K2F

Data Integrity to Corporate Integrity

A MINING COMPANY CASE STUDY

ASX:K2F

Data Integrity to Corporate Integrity

A MINING COMPANY CASE STUDY – an Aboriginal Heritage example

ASX:K2F

Rapidly growing business

> 10 discrete, often manual, management

systems

> 15 Traditional Owner stakeholder groups > 1000 tenure holdings > 30 Heritage team members

• Irregular stakeholder engagements and

incomplete records

• Inconsistent performance in responding to

issues

• Extended approvals timeframes
• Multiple potential heritage incidents p.a.

SILOED, DISPARATE, INCONSISTENT RECORDS

2013

ACCOUNTABILITY, TRANSPARENCY, INTEGRITY

2018

Rapid growth continues 1 centralised application for managing heritage information

> 15 Traditional Owner stakeholder groups > 1000 tenure holdings

12 Heritage team members

• Regular stakeholder engagements,

accurately recorded & communicated across the business

• Improved response to issues raised
• Reduced approvals timeframes
• Zero reportable heritage incidents multiple

years running

An evidence based pathway to Social Licence

Dr Rolf Fandrich, Voconiq Co-founder & BD Director

“My company spends US$7 million per year

• n community programs. We still face work

interruptions from the communities we

• help. Obviously the money does not buy us

the goodwill we need, but I have no idea where we are missing the point.”

The Problem

Managing Director of an oil company (Zandvliet and Anderson, 2009, p. 5)

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The value of social performance

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Four steps to real-time social insights

• 2. Surveys of community perceptions

Contact experience Fairness Impacts Trust Acceptance

• 3. Sophisticated modelling of data
• 4. Insight delivery via secure portal
• 1. Embedding process in community

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The Science of SLO: The Trust Model

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Environmental impacts Procedural fairness Contact quality Distribution fairness Trust Acceptance

• .08
• .23

.13 .23 .14 .65

High quality company interactions directly improves acceptance of site Environment impacts ERODE trust Trust in company driving acceptance of site These things BUILD trust

.50 .56

Accessing relationships in real-time

• Anchor surveys: detailed benchmarking surveys, 20+ minutes,

including demographic info.

• Pulse surveys:

brief surveys monthly, quarterly or six monthly about what matters (trust drivers) to community

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Anchor survey 1 Anchor survey 2 Time 1 Time 2 Time 3 Time 4 Time…n Begin again

Consistent, systematic, real-time social performance data

Site-based data can be aggregated for an HQ view

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Outputs are tailored to ensure they support understanding and action. We can help you to engage with the outputs to support practice.

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Insights to action

Thank you

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Dr Rolf Fandrich

Co-founder & BD Director M +61 448 876 762 E rolf.fandrich@voconiq.com W voconiq.com

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Audience Q&A

Sustainability Series

Part 5: Rethinking Remediation & Rehabilitation

5 November 2019, 12.30 – 1.30pm ADST

• Innovative concepts for

productive land use after mining

• Strategies and procedures for

effective rehabilitation

• Planning for mine closure before

commencement

• From cradle to cradle: ensuring
• ur legacy is positive

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