Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1697636126001.pdf (Australia)
House of Representatives Standing Committee on Indigenous Affairs Submission from Rio Tinto to the Inquiry into Pathways and Participation Opportunities for Indigenous Australians in Employment and Business Summary Rio Tinto has built strong relationships with Indigenous Australians, in particular with Traditional Owner groups who host our Australian operations.
Rio Tinto understands the importance of partnering with Traditional Owners in areas where our operations and interests lie and have worked for more than 30 years to develop strong partnerships with Traditional Owners based on mutual respect.

Rio Tinto has been at the forefront of industry policy and practice, and prides itself on being leaders in Indigenous engagement.
Rio Tinto is committed to working with Indigenous people to develop strategies supporting education, employment and business development outcomes for the economic empowerment of Indigenous people and communities.

Rio Tinto has developed and implemented our 2018 – 2022 Australian Indigenous Strategy, which outlines our business’ vision of equal opportunities for current and future generations of Indigenous Australians.
The strategy is based upon five strategic themes: land use agreements; talent, education and training; economic development and wealth creation; land and cultural heritage stewardship; and recognition, advocacy and industry leadership.

Rio Tinto is currently developing its third Reconciliation Action Plan (RAP).

RAPs provide a framework to directly improve relationships and respect between Indigenous Australians and other Australians.
The renewed RAP will align with the commitments made in our Australian Indigenous Strategy.

Rio Tinto currently has an Elevate RAP.

Elevate endorsement is awarded by Reconciliation Australia to organisations that have a proven track record of embedding effective reconciliation initiatives into their organisations, and are ready to take on a leadership position to advance national reconciliation.
Rio Tinto is committed to advancing the interests of Indigenous Australians, and the Elevate RAP outlines how Rio Tinto will help close the gap on Indigenous disadvantage.

Through our Elevate RAP commitments, Rio Tinto will continue to build meaningful partnerships with Indigenous Australians and communities.

Our Elevate RAP demonstrates a continued and accelerated commitment to meaningful and sustainable socioeconomic outcomes for Indigenous Australians and their communities.
Through the implementation of our Australian Indigenous Strategy and Elevate RAP, Rio Tinto will continue to make step changes in Indigenous employment and retention, and Indigenous business development and economic participation.

Page 1 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23 1.
Indigenous employment pathways Rio Tinto is one of Australia’s largest private sector employers of Indigenous people, directly employing more than 1,400 Indigenous people across Australia.

Our Reconciliation Action Plan sets a target of 8% Indigenous employment for our Australia operations.

Our Indigenous employment headcount as a percentage of total headcount is currently 6.7%.
1.1 Indigenous employment programmes Rio Tinto operations across Australia have a number of Indigenous employment programmes in place.

Rio Tinto Iron Ore Indigenous employment strategy The Rio Tinto Iron Ore (RTIO) Indigenous employment strategy focuses on the sustainable growth of our Indigenous workforce, in particular Pilbara Aboriginal people, and the development of an inclusive workplace that supports attraction, development and retention of Indigenous employees.
The strategy outcomes include:  Meeting employment goals set out within land use agreements.

 Reduction in turnover of Indigenous employees.

   Meeting the automation challenge by preparing Indigenous employees for post-automation roles.

Increased representation of Indigenous employees in leadership roles.

Year-on-year increase of Indigenous employees.


Weipa Indigenous employment and training strategy Rio Tinto’s Weipa operations are the region’s largest employer, with 25% Indigenous representation across their workforce.

The Weipa Indigenous employment and training strategy defines long-term sustainable commitment to increasing the participation, retention and advancement of local Aboriginal people, and includes:  Development.

Inclusion.

  Diversity.

 School to work pathways.


Weipa operations have a 15 year partnership with the local Western Cape College, which supports our Indigenous employment focus and boosts employability for local students through school-to-work pathways.

1.2 Indigenous development pipeline pathways Rio Tinto’s development pipelines include a range of structured development programmes that are aimed at building the future capability of our workforce.
All programmes are focused on future skills and capability, employee engagement, workforce flexibility, inclusion and diversity.

RTIO Aboriginal training and support programme RTIO’s Aboriginal training and support (ATAS) programme supports the development of Indigenous employees, with a focus on transitioning Traditional Owners into non-skilled, semi-skilled and skilled roles, and provides a pathway for further employee development.
The programme provides employment opportunities with visible learning and development pathways for roles across our operations, with a focus on future skills, long-term career options and employability skills.

The programme, managed by the learning and development team, partner with key internal and external stakeholders to ensure the success of trainees across all areas of the Iron Ore business by providing:  Clear programme principles.
 Visible learning pathways, combining on- and off-the-job training.

Page 2 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23 Tools and resources for leaders and trainees.

Future focused roles with long-term employment options.

Structured leader and trainee support model aligned to other development roles.

    Reporting based on agreed metrics.


RTIO apprenticeship programme The apprentice programme has been developed for apprentices who are new employees, and in most instances, new to the mining industry.

The programme is run over four years, and includes TAFE attendance and extensive on-the-job training and support.

RTIO also offer staff apprenticeships for existing workers who have been selected to undertaken internal development, with the current focus being on autonomous redeployments.
RTIO graduate and vacation student programme The purpose of the graduate and vacation student programme is to invest in high calibre graduate talent, in order to meet the long-term business needs of critical capabilities and diversity.

The two year programme includes a formal development plan and the Graduate Excellence Programme, and increases the focus on future skills and enhanced development to build future leaders in our business in critical disciplines.
1.3 Indigenous education partnerships and programmes Rio Tinto is committed to increasing opportunities for Indigenous youth to assist in the development of reaching their full potential.

Our Indigenous education partnerships focus on building capacity and pathways to personal, social and cultural educational development for Indigenous Australians.
Indigenous cadetship and scholarship programmes In partnership with the Department of Prime Minister and Cabinet, Rio Tinto supports Indigenous university students through our Indigenous cadetship programme.

The programme aims to improve the professional employment prospects of Indigenous Australians.

Cadetships enable eligible Indigenous tertiary students to gain professional qualifications and experience, and move into employment upon the completion of their studies, preferably with Rio Tinto.
The Indigenous scholarship programme is aimed at Traditional Owners of the land in which we operate, interested in studying at a tertiary level, and is a direct result of the agreements in place between Rio Tinto and the Traditional Owner groups.

The Indigenous scholarship programme aims to: Benefit Traditional Owners, in particular regional agreement opt-in members.

Increase the number of Indigenous people who successfully complete tertiary studies.
Improve the pipeline of tertiary qualified Indigenous people for employment at Rio Tinto.

    Contribute towards the sustainable development of the areas in which we operate.

Clontarf Foundation partnership The Clontarf Foundation exists to improve the education, discipline, life skills, self-esteem and employment prospects of young Indigenous men, and by doing so equips them to participate meaningfully in society.
The programme is designed to increase Indigenous Australians’ participation in mainstream economic activity, and to build a strong regional and urban Indigenous workforce, providing benefits for individuals, communities and the broader Australian community.

Rio Tinto is the largest corporate sponsor of the Clontarf Foundation, and has supported the Foundation since 2008.
In 2012 we increased our commitment to support the Foundation’s expansion and development plans, and since then have contributed $8.6 million to support the Foundation’s Indigenous engagement, education, training and employment programmes.
Page 3 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23 Through our partnership with the Foundation, Rio Tinto is committed to supporting educational programmes in our Australian communities, to enhance educational outcomes for young Indigenous men, and to take a long-term approach to Indigenous employment.
Graham (Polly) Farmer Foundation partnership The Graham (Polly) Farmer Foundation (GPFF) is supports Indigenous students to achieve academic success, engage positively in their education and develop the attributes that enable them to be active members of their schools and communities.
GPFF programmes are focused toward the long-term goal of students successfully completing secondary education and moving into successful post-school pathways, including university, apprenticeships, traineeships or direct employment.

Rio Tinto is the largest corporate partner of the Foundation, and was one of the Foundation’s founding corporate partners, having sponsored the programmes since 1997 when the first programme was established.
Girls Academy partnership The Girls Academy is the leading provider of school-based engagement programmes for Indigenous girls in Australia.

The Academy works within the school system to drive community-led solutions aimed at overcoming the obstacles that prevent Indigenous girls from attending and achieving at school.
Rio Tinto has committed $1.1 million to a partnership with the Girls Academy, with the aim of providing young Indigenous women with opportunities to improve their skills, increase their employability, and improve their mental health and wellbeing.

InspireU UQ partnership Rio Tinto sponsor InspireU UQ, a tertiary aspiration-building programme for Indigenous youth.
The programme involves a series of residential camps themed around the professional disciplines of engineering, science, law, business and health sciences.

Activities for programme participants include: Attending on-campus residential camps.

Taking part in interactive workshops and lectures.

Attending workplace / industry visits.

    Receiving guidance from UQ and industry experts about study and career opportunities.

2.
2.

Barriers to employment for Indigenous Australians 2.1 Indigenous employee retention study In 2019, RTIO engaged the Centre for Social Responsibility in Mining (CSRM) to build on a research report completed in 2011, being a retention study to identify factors that contribute to voluntary turnover amongst Indigenous employees.

At the completion of the study, Indigenous turnover rates were 25%.
Interim findings from Phase 1 of the review found there were a number of factors impacting retention of Indigenous employees.

For Rio Tinto initiated and employee initiated terminations, the top reasons cited for Indigenous employees leaving Rio Tinto include:     Alcohol and other drugs or fitness for work breaches / issues.

Leaving for other employment.

Family lifestyle.

Abandonment.


Page 4 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23 3.

Economic development and participation Rio Tinto is committed to maximising participation of local and Indigenous businesses in our supply chain.
We derive a number of benefits from supporting local and Indigenous businesses, through creating local jobs; promoting sustainable businesses; strengthening local industry; building strong and resilient communities in which we operate; and delivering on local obligations we have under our agreements with Traditional Owner groups.
3.1 Raising the Bar Raising the Bar is a collaboration between members of the Business Council of Australia members and Supply Nation, an Indigenous supplier diversity organisation.

Rio Tinto has participated in the Raising the Bar working group, aimed at setting a suitable, aspirational, yet achievable Indigenous procurement target for members to strive towards.
Through our commitment to the Raising the Bar initiative, Rio Tinto has:  On track to exceed our 2020/21 Indigenous procurement target, through the use of Supply Nation certified suppliers.

 Developed the Rio Tinto Australian Indigenous National Procurement Policy, the first of its kind for Rio Tinto globally.

 Committed to identifying opportunities to assist Pilbara Aboriginal businesses to achieve Supply Nation accreditation.
3.2 Amrun project local procurement Our Amrun project set a benchmark in supporting local and regional suppliers by making more than $2.1 billion in purchases from more than 1,200 Australian suppliers, more than 800 from Queensland; Western Cape York businesses alone have supplied more than $240 million worth of goods and services 3.3 RTIO business development and contracting regional standard RTIO have a business development and contracting regional standard, based on the following four strategic pillars:    Indigenous agreements, company policies and systems: Ensuring our Aboriginal business development and contracting commitments are integrated into our procurement and contracting systems.
Aboriginal business development and business engagement: Continuing as an industry leader, supported by employees and contractors who are committed to the development and contracting of Pilbara Aboriginal businesses.

Building capacity: Encouraging joint ventures that result in skills transfer, capability, employment and training opportunities that benefit Pilbara Aboriginal people.
 Developing competitive and sustainable Aboriginal businesses: Collaborating to ensure Aboriginal businesses are market competitive; their services align with business requirements and are not solely dependent upon trade with Rio Tinto.

3.4 Western Cape Community Development Fund Rio Tinto is a major contributor to the regional economy on the Western Cape, including signification investment in local infrastructure to support the Weipa Township.
We work alongside Traditional Owners to create long-term mutual value, investing in education, employment, training, and cultural heritage management.

Rio Tinto have made a financial commitment of $750,000 from 2019 – 2021 to create the Western Cape Community Development Fund.

The Fund is a formalised partnership programme that addresses key social, environmental and economic challenges and opportunities, and creates long-term sustainable benefits.
Page 5 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23 The Fund focuses investment across five areas which have been identified through socioeconomic baseline data and community plans – education, environment, health and wellbeing, inclusion, and economic development.

Investment areas will be reviewed at the end of 2021 to ensure they remain relevant for our communities and are delivering sustainable outcomes.
3.5 Gove economic development Our Gove operations have been supporting local communities on the Gove Peninsula for more than 40 years.

We spend approximately $50 million each year on a range of goods and services provided by local Indigenous businesses, including earthworks and construction, fencing, maintenance, waste management, heritage services, and environmental and land rehabilitation services.
Yolngu business development Supporting Yolngu business development forms an integral part of the Gove Traditional Owners Agreement.

As the planned closure of the Gove Alumina Refinery and Residue Disposal Area progresses, our focus is to provide opportunities directly and indirectly to local and Indigenous businesses in the East Arnhem region.

We do this through local procurement, partnerships and training.
Gulkula In 2018 we became a customer of the Gulkula mine, Australia’s first 100% Indigenous run and owned bauxite mine, wholly owned by the Gumatj clan.

We buy bauxite from Gulkula and export it nationally and internationally through our port.

In May 2018, senior Traditional Owners of the Gumatj clan witnessed the first shipment of their bauxite to China from Rio Tinto’s export wharf at Gove.
Adjacent to the mine, the Gumatj Corporation has established the Gulkula Regional Training Centre with funding support from Rio Tinto, and the Australia and Northern Territory governments, which allows local Indigenous people to receive on-the-job training to build careers in mining and other related industries.
Developing East Arnhem Limited In 2014, Rio Tinto partnered with the Northern Territory government to fund the establishment of the independent not-for-profit company Developing East Arnhem Limited (DEAL), created to drive economic diversification and stimulate new opportunities in the region.

Rio Tinto and the government contributed $2 million each in seed funding.
Access to housing was identified as a key constraint to growth in the town; businesses could not expand because there was not enough affordable rental housing to accommodate new employees.

To address this, Rio Tinto provided DEAL with 250 residential properties previously used for refinery workers.

To help create broader employment opportunities, DEAL established an Economic Development Fund to finance business growth projects to deliver sustainable job outcomes for the region.
DEAL’s focus is to link private enterprise, industry, community and government agencies to support economic diversification and growth in the East Arnhem region for the benefit of the regional population.

This is achieved through projects across the tourism, health, retail, marine services, education and training, construction and hospitality industries.

4.
4.

Opportunities 4.1 Indigenous business development Page 6 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23 Rio Tinto have an opportunity, in partnership with government, to work with our Indigenous suppliers to access state and federal contracts through the newly launched Indigenous procurement policy.
We are conscious of Indigenous suppliers being reliant on Rio Tinto as a single source of revenue, particularly given the cyclical nature of the resources industry.

By expanding their client base, Indigenous suppliers will maintain viability during resource industry down cycles.

4.2 Indigenous employee retention The Rio Tinto Indigenous affairs team will be initiating a project to increase retention of Indigenous employees across Australia.

The project will address:     Internal policy and processes.
Support structures in place for Indigenous employees.

Training and work readiness programmes.

Employment pathways.

Page 7 of 7 Pathways and Participation Opportunities for Indigenous Australians in Employment and BusinessSubmission 23