The Future of Work: The Social Side Christine Charles Managing Director Design 4 Growth

A post mining economy? A digitally enabled society - changing demographics and expectations A globalised professional industry A cyclical industry which promises: Local Jobs Local benefits Diversity – Indigenous, women, cultural SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

CMEWA Workforce Report (2014) Workforce is expected to decline but be around double the levels in 2004. Labour productivity to increase and then plateau to 2025. % women in the resources sector workforce is forecast to increase by 1.5% by 2020. % Aboriginal people in the resources sector workforce is forecast to increase by 2.3% by 2020. The construction workforce is expected to decline and the operational workforce is expected to peak before declining % FIFO workers is expected to increase to slightly. SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Recommendations from MCA Women and Mining dialogue (2007): Attraction and Recruitment Strategies Systems and Information Attraction and retention of Indigenous women. Structural changes to improve work practices flexibility. Improvements in the Work Environment Workplace Culture and Life Work Balance Career Management and Development Followed by a 2013 MCA Report – mixed results SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Women in the Australian minerals industry Women comprise around 15% of minerals industry workforce (both sites and corporate) compared to a national participation rate of 45%. Women represent a much smaller proportion of employees at mine sites and minerals processing operations Workforce participation rates (Treasury Intergenerational Report) - over the past few years in Australia the working age population (18-64) has increased by 170,000 per year. Based on current trends the ABS estimates that for the entire decade of the 2020s the working age population will grow by only 125,000 These statistics have been a key driver in the minerals industry seeking to better understand its own employment demographics and to look to areas where future labour sources can be found In the minerals industry, the statistics are stark. Women comprise only 18% of the total minerals industry workforce, which includes corporate office employees, site employees and a number of key service providers to the industry. As such it includes the high numbers of clerical and administrative personnel located in corporate offices as well as other non-technical roles This compares to a national participation rate for women of 45% Focussing specifically on mine sites and minerals processing operations, women represent 3% of all employees, with the majority of these in administrative, catering or non-technical roles. The figures on Indigenous employment have improved markedly across the minerals industry in the past decade, however it is clear that gender diversity is an issue among Indigenous employees as well, with women comprising only 12% of all Indigenous employees. SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

2014 Workforce Participation SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Strategies for Success Develop strategies to effectively engage and maximise opportunities for women. Recognise the differing needs of women, including Indigenous women, historically disadvantaged women, or older women. Develop policies and practices to eliminate discriminatory behaviours (culture of zero tolerance for discrimination Recognise the costs of losing highly skilled and experienced staff, and capitalise on the benefits of workplace diversity Provide visible leadership (especially from senior men) to achieve cultural change SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Business Case for Diversity Companies who want fresh ideas, strong growth, increased productivity, a positive company image and an enhanced ability to hire and retain the right people should be aggressive about workforce diversity. An inclusive workplace works for all groups and for the business. SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Australian Defence Force After nearly 18 months of consultation with the CDF Reference Group on Women and 17 roundtables with 200 ADF women across Australia, the Chief of the Defence Force (CDF) Action Plan for the Recruitment and Retention of Women was released in 2009, aiming to improve workplace flexibility, accountability and career management for women across the ADF. SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

ADF Action Plan The action plan targets six priority areas and introduces a cultural change program. The six priority areas are: Enlistment Workplace flexibility Career management Accountability Mentoring, and Communication. SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Your Workforce meets many Corporate Objectives To operate Be productive Ensure operational continuity Grow innovation and success Meet obligations and promises Support local engagement Meet Stakeholder expectations SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Delivering on the Promise In addition to the expected HR outcomes you should consider commitments made during permitting and construction: Local and Regional employment Diversity Indigenous economic participation SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

An integrated approach – Employment, Procurement, Community Engagement and SCM The reasons must be understood internally – the business case. Policies, systems and processes must be linked. In addition to systems, culture is the biggest determinant of success. SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Working with Culture Understanding across cultures Shared vision Skills Roles and Responsibilities Attitudes and Behaviours Systems Leadership Rewards and sanctions Valuing Diversity SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Community Engagement and Economic Development Diversity is everyone’s business The elements identified for women echo the requirements for community development, external engagement and regional economic development Addressing these issues through HR, across functions, in management capability and leadership is required Internal cultural change and skill development is critical SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

Harnessing the Future A long view of the people you need Collaboration within the workplace Flexible and changing skills Investment in innovation, leadership and disruption Your workforce strategy is your best community engagement investment SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au