Developing and delivering Cultural Heritage Standards ... · “Respect for culture and heritage is...

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

Elizabeth Bradshaw - GAPP Summit, Pittsburgh, 21 March 2014 2

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


Key drivers

Enduring value to shareholders

Sustained ability to operate and develop new projects

Sustainable business advantage

Trusted partner

The right thing to do


5

What are some of the risks of poor CSP work?


Above ground issues matter – and are being increasingly recognised


7

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


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


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


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.


What are the heritage values??

Add photos….


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


Legal recognition of land rights


Where our cultural heritage management journey began


Community outrage on an international stage


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


1975Henry

today

Weipa, Cape York Australia

Marandoo, Western Australia


Hamersley Iron Cultural Heritage Management – 1996


Indigenous Land Use Agreements (2014)



Working together today


Traditional Owner participation

Cultural heritage sites identified continues to rise


Dampier Archipelago (Burrup)Conservation Agreement


Argyle Manthe ceremony

The Battle of Cer,August 16 – 19,

1914

Jadar, Serbia


Oyu Tolgoi, Mongolia


Systems and partnerships


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)


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).


Three Elements of the CHP

Tangible resources

Intangible resources

Public programs


СУРГАЛТ ЗААВАРЧИЛГАА


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


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


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


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


Developing and delivering Cultural Heritage Standards ... · “Respect for culture and heritage is...

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