Appendix G. Social Impact Management Plan. Document Name i Insert Month/Year

Transcription

1 Appendix G Social Impact Management Plan Document Name i Insert Month/Year

2 Elimatta Coal Project Social Impact Management Plan Prepared for: Taroom Coal Pty Ltd September 2012

3 Document History and Status Issue Rev Issued To Qty Date Reviewed Approved 1 Draft PI 1 03/04/12 PI PI 2 Final NEC 1 05/04/12 GB GB 3 Final NEC 1 17/09/12 GB GB Project Manager: Name of Client : Name of Project: Title of Document: Document Version: Gareth Bramston Taroom Coal Pty Ltd Elimatta Coal Project Social Impact Management Plan Final This controlled document is the property of AustralAsian Resource Consultants Pty Ltd and all rights are reserved in respect of it. This document may not be reproduced or disclosed in any manner whatsoever, in whole or in part, without the prior written consent of AustralAsian Resource Consultants Pty Ltd. AustralAsian Resource Consultants Pty Ltd expressly disclaims any responsibility for or liability arising from the use of this document by any third party. Opinions and judgments expressed herein, which are based on our understanding and interpretation of current regulatory standards, should not be construed as legal opinions. Information obtained from interviews and contained in the documentation has been assumed to be correct and complete. AustralAsian Resource Consultants Pty Ltd does not accept any liability for misrepresentation of information or for items not visible, accessible, nor able to be inspected at the sites at the time of the site visits. Elimatta Social Impact Management Plan i September 2012

4 TABLE OF CONTENTS EXECUTIVE SUMMARY INTRODUCTION PURPOSE OBJECTIVES STRUCTURE PROJECT SUMMARY IMPACT AREA WORKFORCE CONTRIBUTION TO REGIONAL DEVELOPMENT EXISTING SOCIOECONOMIC ENVIRONMENT SIA STAKEHOLDER ENGAGEMENT LANDHOLDER PROFILE Mining Lease Rail Corridor Land Use Native Title LOCAL COMMUNITY GENERAL DEMOGRAPHIC PROFILE INDIGENOUS DEMOGRAPHIC PROFILE HOUSING AND ACCOMMODATION STAKEHOLDER ANALYSIS SOCIAL IMPACT AND MITIGATION/OPPORTUNITY ANALYSIS STAKEHOLDER ENGAGEMENT COMMUNITY REFERENCE GROUPS GENERAL COMMUNICATION SOCIAL IMPACT MANAGEMENT MONITORING AND EVALUATION MONITORING FRAMEWORK ENQUIRIES AND COMPLAINTS MANAGEMENT FREQUENTLY ASKED QUESTIONS ENQUIRIES/COMPLAINTS REGISTER ENQUIRIES/COMPLAINTS PROCESS Elimatta Social Impact Management Plan ii September 2012

5 9.4 CONFLICT RESOLUTION REFERENCES LIST OF FIGURES Figure 1 Elimatta Project Location... 6 Figure 2 Enquiries/Complaints Management Process...42 LIST OF TABLES Table 1 Elimatta Study Areas... 7 Table 2 Key Stakeholders and Impact Areas...17 Table 3 Social Impact and Mitigation/Opportunity Analysis...23 Table 4 Summary of SIMP Actions...34 Table 5 Sample Monitoring Framework...40 Table 6 Sample Enquiries/Complaints Register...41 Elimatta Social Impact Management Plan iii September 2012

6 LIST OF ABBREVIATIONS AARC APLNG BSC CIP CLO COC CRG DEHP DETE DSDIP DCCSDS DTMR EAP EIS EPC FAQ FIFO FCRC GLNG GP ha ICN km m MLA Mtpa NRW QCLNG QMEA ROM SBC SIA SIMP SLA TAFE TC TOR WDRC AustralAsian Resource Consultants Australia Pacific Liquefied Natural Gas Banana Shire Council Community Investment Program Community Liaison Officer Local Chamber of Commerce Community Reference Group Queensland Department of Environment and Heritage Protection Queensland Department of Education, Training and Employment Queensland Department of State Development, Infrastructure and Planning Queensland Department of Communities, Child Safety and Disability Services Queensland Department of Transport and Main Roads Employee Assistance Program Environmental Impact Statement Exploration Permit (Coal) Frequently Asked Question Fly-In/Fly-Out Fraser Coast Regional Council Gladstone Liquefied Natural Gas Project General Practitioner hectare Industry Capability Network Qld kilometre metre Mining Lease Application million tonnes per annum Non-resident worker Queensland Curtis Liquefied Natural Gas Project Queensland Minerals and Energy Academy Run of Mine Surat Basin Corporation Social Impact Assessment Social Impact Management Plan Statistical Local Area Technical and Further Education Taroom Coal Pty Ltd Terms of Reference Western Downs Regional Council Elimatta Social Impact Management Plan iv September 2012

7 EXECUTIVE SUMMARY Taroom Coal Pty Ltd s (Taroom Coal s) Elimatta thermal coal project is located in the Surat Basin, approximately 290 kilometres (km) west of Maryborough and 45km southwest of Taroom. The proposed open-cut mine will produce around 7.5 million tonnes of run-of-mine (ROM) coal per annum, which will be processed onsite to produce five million tonnes per annum (Mtpa) of product coal. Estimated mine life is 30 years, extending to years when taking into account construction and rehabilitation periods. Taroom Coal understands that its Elimatta mine has the potential to impact (positively and negatively) on the local region. The company is, therefore, committed to working closely with all stakeholders to optimise benefits and mitigate impacts, so as to ensure sustainable development of the project and the region. Driving the social impact management process is the Social Impact Assessment (SIA). Through the SIA, a comprehensive picture of the existing socio-economic environment was obtained and included such baseline information as: The Elimatta project area is surrounded by pastoral properties used for cattle grazing; Local community values can be described as those based on traditional family ideals and underpinned by country people who have an affinity with the land; Elimatta s two closest towns Wandoan and Taroom (and their post code surrounds) had populations of 654 and 1,093, respectively; The Miles-Wandoan and Banana Statistical Areas have seen steady population decline since the 2006 Census, while the broader Western Downs and Banana LGAs have been growing albeit at half the rate of the entire state; The Socio Economic Index of Disadvantage indicated that in the Miles-Wandoan and Banana Statistical Areas, some 28% were in the most disadvantaged quintile when compared to Queensland at 20%; In 2006, the local region s main employment industry was agriculture, forestry and fishing; Health services across the region are considered to be an issue. Limited hospital and outpatient facilities in both Taroom and Wandoan mean that acute cases need to be referred to Toowoomba, Rockhampton or Brisbane; Competitively-priced housing is also a challenge with higher-than-average mining salaries having a flow-on effect in terms of house prices. Stakeholders report that Wandoan and (to a lesser extent) Taroom have already started to experience this as a result of mining interest in the region; and A Cultural Heritage Management Plan is being developed with the Iman People #2. Elimatta Social Impact Management Plan 1 September 2012

8 While the 2006 and 2011 Censuses provided a useful demographic snapshot of the area, assessment of the current regional environment was obtained through engaging with a number of key stakeholder groups: Queensland Government ministerial and departmental representatives; Banana Shire Council; Western Downs Regional Council; Fraser Coast Regional Council; Landholders; Community (including the Wandoan Liaison Group, Taroom District Development Association, and residents of Wandoan and Taroom and their surrounds); Community services (including health, education, emergency services and community support organisations); and Local businesses. In addition to baseline data, the SIA stakeholder engagement process also identified a number of potential social impacts, along with a series of recommended mitigation strategies. Key project-related impacts included: Cumulative impacts and regional economic development; Pressure on community values, lifestyle and culture; Psychological impacts (especially on landholders); Impact on land value and security; Land use and compensation; Pressure on health and emergency services; Impact on social order; Pressure on highways, roads and public transport; Opportunities for local business and enterprise (including procurement); Opportunities for local training and employment; Impact on housing availability and affordability; Impact on short-term accommodation (including motels); Impact of workforce accommodation; Cultural heritage management; Elimatta Social Impact Management Plan 2 September 2012

9 General environmental impacts, such as weed management; Specific environmental impacts, such as noise and vibration, dust, lighting and visual amenity; and Mine closure. Through open and two-way stakeholder engagement combining general communication tools, such as newsletters, with tailored stakeholder liaison, such as consultative groups Taroom Coal will deliver the following impact mitigation strategies: Cumulative Impact Management/Regional Development Collaboration Strategy; Community Wellbeing, Infrastructure and Services: Community Integration Strategy; Community Investment Program; Community Health and Safety Strategy; and Community Infrastructure and Services Impact Management Strategy. Local Content: Education, Training and Employment Strategy; Business Participation Strategy; and Indigenous Participation Strategy. Land Access and Use; Employee Relations: Workforce Accommodation Strategy; Employee Support Strategy; and Employee and Contractor Induction Program. Each strategy is supported by a series of actions that are aligned with the SIA-recommended social impact mitigation activities. Success of these actions will be measured quarterly against a series of performance indicators and timelines. The quarterly reports will form part of the Elimatta project s social monitoring and evaluation framework, which will also incorporate Taroom Coal s enquiries/complaints process. Elimatta Social Impact Management Plan 3 September 2012

10 1.0 INTRODUCTION The Elimatta Social Impact Management Plan (SIMP) will guide the management of social impacts identified through the SIA as part of the Environmental Impact Statement (EIS) process, as required under the Environment Protection Act In line with the Sustainable Resource Communities Policy 2008, the SIA identified social impacts for both project construction and operation phases. This SIMP reinforces key SIA findings and recommendations, while further developing mitigation measures to be implemented by project owner, Taroom Coal. The SIMP is an evolving document, which will be further developed and updated on an annual basis so as to adapt to future changes in both community and Queensland Government requirements. 1.1 PURPOSE The purpose of this SIMP is to define the roles of Taroom Coal, government and the community in mitigating and managing social impacts throughout the life of the Elimatta coal project. The SIMP also aims to: Reflect the findings and recommendations of the project s SIA, including results of engagement with stakeholders; Present a summary of SIA findings, including analysis of the existing social and cultural area; Summarise for all stakeholders potential positive and negative project impacts, proposed mitigation and management strategies, as well as implementation actions; and Promote an active and ongoing role for communities, local authorities and all levels of government through Elimatta project construction, operation and decommissioning. 1.2 OBJECTIVES Taroom Coal s objectives in implementing this SIMP are to: Maintain positive stakeholder relations throughout the life of the project; Achieve stakeholder acceptance of and where appropriate, participation in the project; Provide timely information to key stakeholders about project progress and initiatives; Ensure early identification, as well as effective and timely management, of potential issues; Minimise stakeholder dissatisfaction with potential delays in response to issues; In conjunction with key stakeholders, develop sustainable communities and local businesses; Maintain Taroom Coal s focus on effective direct negotiation and participation in solutions to social issues which the project s establishment and operations have caused impact; and Maintain Taroom Coal s focus on its operations aligning with documented community, government and stakeholder desired outcomes for regional growth management. Elimatta Social Impact Management Plan 4 September 2012

11 1.3 STRUCTURE Aligned with the Queensland Department of State Development, Infrastructure and Planning s SIMP guidelines, this document comprises eight sections, as detailed below: Project summary; Existing socio-economic environment; Stakeholder analysis; Social impact and mitigation/opportunity analysis; Stakeholder engagement; Social impact management; Social monitoring; and Enquiries/complaints management and conflict resolution. Elimatta Social Impact Management Plan 5 September 2012

12 2.0 PROJECT SUMMARY The Elimatta project is located 35km west of Wandoan and 45km southwest of Taroom, within the boundaries of the Western Downs Regional Council. Wandoan is located 69km from Miles, 165km from Roma, 278km from Toowoomba and 403km from Brisbane. Figure 1 Elimatta Project Location Elimatta Social Impact Management Plan 6 September 2012

13 The Elimatta project involves establishment of a new thermal coal mine and associated infrastructure on a 4,300-hectare site. The mine is anticipated to have an initial export capacity of 5 Mtpa with a mine life of 30 years. Product coal will be transported via rail approximately 420km to the Wiggins Island Coal Terminal at Gladstone. Key components of the proposed mine include: An open-cut mining operation using truck and excavator methods; Development of associated infrastructure, including workers accommodation camp and water supply infrastructure; and Construction of a 36km rail connection to join the Surat Basin Rail project 10km northeast of Wandoan. Construction is planned to commence for Elimatta in the second half of 2013, subject to mining lease approval, with first production scheduled for mid to late IMPACT AREA Five study areas were created to ensure adequate coverage of the region and to provide up-to-date and accurate statistics for the project area: Table 1 Elimatta Study Areas Study Area 2011 Census 2006 Equivalent 2011 Population Wandoan Wandoan State Suburb Wandoan and Guluguba State Suburbs 654 Taroom Taroom and Kinnoul State Suburbs Taroom State Suburb 1,093 Miles-Wandoan/ Banana Miles-Wandoan and Banana Statistical Areas Level 2 Murilla, Banana and Taroom Statistical Local Areas 12,367 Western Banana Downs/ Western Downs and Banana Local Government Areas Chinchilla, Dalby, Murilla, Tara, Wambo, Banana and Taroom Statistical Local Areas 46,044 Queensland Queensland Queensland 4,332,739 The Wandoan and Taroom study areas represent the two townships (and their surrounds) nearest to the Elimatta project. They have been included to deliver analysis of the immediate impact area, while Taroom has been earmarked as a potential service town to the project. The Miles-Wandoan and Banana Statistical areas represent the immediate region, while the Western Downs and Banana Local Government Areas provide a broader view of other Surat Basin localities. 2.2 WORKFORCE Elimatta will require a workforce of approximately 500 personnel during construction and an average of 300 during mine operation. Preference will be given to recruiting employees from the surrounding local communities; however, given the size of the proposed construction and operations workforces, a significant proportion may have to be sourced more broadly. Elimatta Social Impact Management Plan 7 September 2012

14 The potential need for a wider recruitment pool is further amplified when considering other planned and developing coal and gas projects in the region, including the Wandoan coal project, Woori coal project, Cameby Downs mine and Surat Basin rail. Subsequently, Taroom Coal s proposed workforce strategy will be underpinned by a fly-in/fly-out (FIFO) or bus-in/bus-out program. Through its subsidiary Colton Coal Pty Ltd, Taroom Coal s parent company, Northern Energy Corporation, is developing the Colton project near Maryborough, on the Queensland coast. The company proposes to use its presence in the Wide Bay-Burnett area as a recruitment source for the Elimatta project. In particular, the Fraser Coast Regional Council area, which is largely based on the Maryborough/Hervey Bay population, has one of the highest rates of population growth in Queensland but also one of the lowest rates in terms of economic development. Taroom Coal s employment strategy seeks to source the additional workforce required for the project from this area, thereby delivering increased employment and economic opportunities to the Fraser Coast region. The Fraser Coast is already host to a significant number of FIFO and drive-in/drive-out (DIDO) mining industry employees, providing a compatible skills base for the Elimatta project. As part of its workforce recruitment strategy, Taroom Coal will investigate provision of transportation between Maryborough/Hervey Bay and the Elimatta project, including potential upgrade of Taroom Airport. Hervey Bay Airport, a wholly-owned business of the Fraser Coast Regional Council, can accommodate charter services for jets to a size of Boeing s and Airbus A320s. The Fraser Coast Airports Master Plan , adopted by Council in December 2011, aims to provide a clear planning framework for airport users, the local community, regulators and the commercial sector. The plan provides a guide for future development of regional airports, including potential for expanding FIFO charter operations supporting the mining industry from both Hervey Bay and Maryborough Airports. Issues such as hours of operation, noise levels, increased traffic movements and parking capacity are being addressed as part of the Fraser Coast Airports Master Plan. 2.3 CONTRIBUTION TO REGIONAL DEVELOPMENT Elimatta development will result in a positive contribution to local, Queensland and Australian economies through purchase of equipment, goods and services. During the project s operating phase, which is estimated to be 30 years, mining-related industries will be positively impacted through the provision of services, equipment and supply of consumables. The project will produce thermal coal suitable for export to overseas markets. In accordance with Queensland legislation, Taroom Coal will pay royalties to the Queensland Government for the right to mine the resources. These royalties will be paid on an ad valorum (or value) basis, calculated as a percentage of the value of the coal as determined by the Minister for Natural Resources and Mines. The Wandoan and Taroom economies are expected to benefit from project flow-on effects, including (but not limited to) in the areas of: Vehicle hire; Aviation services; Bus services; Light-vehicle servicing; Light engineering; Elimatta Social Impact Management Plan 8 September 2012

15 Road transport services; Fuel supply and transport; Training and personnel management services; Plant maintenance and fabrication services; and Electricity and water supply. The project is also likely to have a positive impact on the establishment of new small businesses in Wandoan and Taroom over time, to service project needs. Elimatta Social Impact Management Plan 9 September 2012

16 3.0 EXISTING SOCIOECONOMIC ENVIRONMENT The following is a summary of the existing socioeconomic environment encountered during the Elimatta SIA. 3.1 SIA STAKEHOLDER ENGAGEMENT As part of the SIA process, a stakeholder engagement program was developed to support the local community in: Becoming fully informed of project status and the likely impacts of any development on the local community prior to approval; Expressing any concerns regarding current or planned project activities and their environmental impacts; and Discussing, reviewing and contributing to development of strategies to mitigate any potential adverse impacts that may arise. To date, the community consultation program has included the following consultation methods: Advertising the draft Terms of Reference (TOR) in local and state media for the duration of the draft TOR comment period; Facilitating a public comment period for the draft TOR; Inviting comments and providing responses; Mailing information directly to landholders; Organising face-to-face meetings with affected and interested community members; Implementing postal surveys for affected and interested community members; Presenting to gatherings of stakeholders and other interested groups; and Facilitating Landholder Agreements. Once the EIS has been submitted, Taroom Coal plans to: Advertise the draft EIS; Facilitate a public comment period; and Manage responses to comments on the draft EIS and incorporate these comments into the final EIS. Elimatta Social Impact Management Plan 10 September 2012

17 3.2 LANDHOLDER PROFILE Mining Lease There are 11 properties within the project s boundaries, with eight registered owners of one or more properties, in addition to one trustee-held reserve. It is planned that properties directly affected by the Mining Lease Applications (MLAs) will either be purchased by the proponent or surface rights will be acquired where applicable. These arrangements will be subject to individual discussions with each affected landholder. Surface rights arrangements provide the mining lease holder with use of the land for the term of the lease. The land reverts to the original owner when the lease is relinquished by the proponent Rail Corridor There are 21 properties with some registered owners (including Xstrata Coal) owning one or more properties situated along the proposed 36km-long rail corridor, which will connect the mine rail loop to the proposed Surat Basin Railway. It is intended that a rail corridor approximately m wide will be excised from the properties, with compensation being negotiated with the affected landholders. In addition, the proponent will explore with landholders practical ways to continue grazing/farming activities on land adjacent to the rail corridor Land Use The project area and surrounds are predominantly used for grazing and some cropping. Beef production is the main land use, with many blocks delegated specifically to cattle fattening. During favourable seasonal conditions, the region is purported to have some of the best cattle-fattening land in the state. Lot sizes are relatively small (averaging 1,200 acres), so there has been a tendency for local landholders or larger pastoral companies to buy up neighbouring blocks to increase their overall holding, thereby making them economically viable. This trend has led to many landholders selling up and moving out of the area, resulting in many properties no longer having residential housing attached Native Title The Iman #2 People are recognised as Traditional Owners of a 14,025m 2 Theodore around Taroom and Wandoan. area located south of The Elimatta project mining lease area, with two exceptions, is not subject to Native Title. For exploration activities on EPC 650 and EPC 1171, Taroom Coal conducted exploration under Queensland s Native Title protection conditions. Cultural heritage surveys were conducted prior to any exploration activity within the Native Title area in that tenure and no sites or items of cultural significance were identified. To the extent allowed under the Native Title Act, Taroom Coal intends to follow the Right-to-Negotiate procedure to enable the granting of Elimatta project mining leases. Elimatta Social Impact Management Plan 11 September 2012

18 3.3 LOCAL COMMUNITY Communities across the study areas, particularly the townships of Wandoan and Taroom, are essentially rural, with the majority of residents reporting that they enjoy the benefits of a relaxed rural lifestyle, friendly people, strong sense of community and family-oriented focus. Community population, particularly Wandoan and Taroom, has been declining over the past 10 years. Despite this, community and cultural networks have remained solid, with local towns embodying the spirit and character of close-knit rural communities. Local community values can be described as those based on traditional family ideals and underpinned by country people who have an affinity with the land. Residents have indicated that one of the significant attractions of the region is the presence of strong family and friendship networks. A number of residents indicated their concerns about increased crime rates resulting from current and future influxes of resources industry personnel. However, Queensland Police statistics for Wandoan and Taroom over a five-year period indicate that while there was an increase in offences against the person (homicide, assault, sexual offences, robbery, etc.) around , there was a decrease in these types of crimes in more recent times, despite Wandoan s significant growth due to new mining and energy projects. Western Downs Regional Council s Community Facilities and Services Report, dated March 2011, delivered an audit and summary of existing Wandoan community facilities and services and recommended future infrastructure needs, including childcare facilities, youth centre, tertiary education and aged-care facilities. Banana Shire Council s 2011/2021 Place-Based Plan states that Taroom is striving to be a continuously achieving community that provides services to thriving grazing, farming and resource industries. Taroom residents are focused on the protection and growth of their grazing and agricultural land and see opportunities in attracting service industries to town as well as identifying with the opportunities to build on tourism. As at September 2012, Wandoan State School (P-10) had 108 students, while Taroom State School (P-10) had an enrolment of 136. There are significant higher education facilities within and near to the study areas. The Southern Queensland Institute of TAFE has campuses in Chinchilla, Roma and Dalby; while the University of Southern Queensland, headquartered in Toowoomba, offers a wide range of courses, both on campus and via long-distance education. At end August 2012, the Western Downs and Banana Local Government Areas had a total of 36 early childhood education and care services, nearly all of which are not in Wandoan or Taroom. Lack of health services and access to health professionals is a major concern in the region. This issue was further reinforced during consultation undertaken by the Western Downs Regional Council, which highlighted a shortage of doctors, dentists and specialist health practitioners. There are no specific aged-care facilities in Wandoan, although the Wandoan Housing Association provides 10 independent living units for local elderly residents. Wandoan hospital offers support services such as Meals on Wheels. The Southern Cross Care Leichhardt Villas in Taroom provide the region with hostel (lowcare) services. Wandoan and Taroom have dedicated police stations, each manned by two police officers who report to the Roma Police District. Both towns are also part of QAS s South Western Region, which is headquartered in Toowoomba. Toowoomba is also the base for QFRS s South West Fire and Rescue headquarters and Fire Communications Centre, of which Wandoan and Taroom are members. The Elimatta Social Impact Management Plan 12 September 2012

19 region has Queensland s highest percentage of auxiliary (part-time) fire fighters working alongside fulltime staff, with 463 auxiliaries and 100 full-time fire fighters across 42 fire stations. Residents report that they value their outdoor way of life, which is reflected in the wide range of recreational activities on offer throughout the region. However, falling levels of participation in Wandoan and Taroom sporting clubs and community organisations over the past decade are threatening the viability of many groups. A private coach company (Greyhound) operates bus services within the region, while Queensland Rail provides a passenger service, the Westlander, which travels from Brisbane to Charleville twice weekly and stops in Dalby, Chinchilla and Miles on Wednesdays and Fridays. Wandoan Aerodrome is located on the northern outskirts of town and features a 1,000m all-grass, dry-only airstrip. Taroom Aerodrome is located 20km south of the town centre and will be upgraded to become the entry point for the Elimatta project s FIFO workforce. Wandoan and Taroom are located on the Leichhardt Highway, which provides an important inland freight route from as far south as Melbourne via the Newell Highway and Goondiwindi. While the Leichhardt is currently in reasonable condition, there are concerns that the increased cumulative heavy vehicle traffic will quickly contribute to pavement deterioration. Project impact on water supply is a key issue for Wandoan; while Taroom already has a secure supply from the Great Artesian Basin. Indigenous families in the study areas are offered similar community services relating to health, social welfare, housing, employment and training, as are available to the broader community. In addition, Miles, Dalby and Chinchilla have a number of Indigenous organisations providing services in the region. Agriculture including beef, wool, wheat and sorghum is a key industry across all study areas and has been a significant economic and employment driver across the region. In , the total value of agricultural production across the Western Downs and Banana LGAs was $890.5 million more than 10% of Queensland s total agricultural commodities. The local economy is characterised by small business, with the large majority reporting an annual turnover of less than $500, GENERAL DEMOGRAPHIC PROFILE The Miles-Wandoan and Banana Statistical Areas have seen steady population decline since 2006, while the broader Western Downs and Banana LGAs have been growing albeit at half the rate of the entire state. The Queensland Office of Economic and Statistical Research population projections to 2031 indicate that Western Downs and Banana LGAs will increase by an average annual growth rate of 0.8% over the 20-year period between 2011 and In 2011, all study areas had almost even proportions of male to female. Wandoan had the largest gender variation at 52.9% males. With regard to age structure, a consistent theme across the regional study areas was the generally low representation of year olds and high representation of middle-aged adults. All regional study areas recorded significantly lower ethnic diversity characteristics than for Queensland. In Wandoan and Taroom, 90.5% and 94.8% of individuals were born in Australia, while countries of origin for those not born in Australia were predominantly English speaking. In 2006, Taroom had the lowest rate of migration over five years at 27.3%, followed by Wandoan at 32.1%. Of those who changed addresses in the four regional study areas, about one-third stayed within the same statistical local area. Elimatta Social Impact Management Plan 13 September 2012

20 More than half of Wandoan and Taroom residents earned less than $600 per week in 2011 (compared to Queensland at 46.2%); while in excess of 16% of Wandoan and Taroom individuals earned $1,000 per week or more (compared to Queensland at 25.5%). Around 39% of households in the Miles-Wandoan and Banana Statistical Areas and Western Downs and Banana Local Government Areas earned less than $1,000 per week; while just over two per cent reported weekly earnings of more than $4,000. The existence and accessibility of regional health services affect liveability of the area s communities for both existing and new residents. Recent developments in the Surat Basin are adding to preexisting factors such as an ageing population, the general challenges of service delivery in a rural environment, ageing infrastructure and available government funding. At the time of the 2011 Census, there were 2,004 persons in need of assistance for a profound or severe disability across the Western Downs and Banana LGAs, which equated to one per cent of the Queensland population of people with a disability. More than 3,600 Western Downs and Banana LGA residents provided unpaid assistance to a person/s with a disability, which equates to more than four per cent of the region s population. Miles-Wandoan and Banana Statistical Areas had the lowest proportion of carers, while Wandoan had the highest. With regard to the Socio Economic Index for Areas, Miles-Wandoan and Banana Statistical Areas had the highest percentage of residents in Quintile 1 (most disadvantaged) at 28.4%, compared to the Queensland result of 20%. At the opposite end of the spectrum, Quintile 5 (least disadvantaged), the Western Downs and Banana LGAs study area had lowest proportion, compared to Queensland at 20%. Taroom had the lowest rate of residents who had completed year 12 or equivalent (29.3%), while Queensland had the highest (48.0%). Across the regional study areas, the percentages of population with a tertiary qualification ranged from Taroom at 26.0% to Miles-Wandoan and Banana Statistical Areas at 44.4%. Across all study areas, engineering and related technologies was the most popular tertiary field in 2006, ranging from 20.4% participation in Wandoan to 30.7% across the Miles- Wandoan and Banana Statistical Areas Western Downs and Banana LGA unemployment figures were lower than for Queensland, with an average unemployment rate across the four regional study areas of 2.9%, compared to Queensland s 4.3%. The main industry of employment for the region was agriculture, forestry and fishing, with Wandoan at 53.5%, Taroom at 50.6%, Miles-Wandoan and Banana at 24.9% and Western Downs and Banana LGAs at 23.2%, compared to all of Queensland at 3.4%. All regional study areas had higher proportions of managers, labourers, and machinery operators and drivers. These professions may have related to positions on rural/agricultural properties, as well as to government/public administration positions. While the broader Western Downs and Banana LGAs have been experiencing significant resources industry development for some time, Wandoan and Taroom have only just commenced the journey. As such, local skill levels are agriculture-focused, with many young adults who take on different skill sets relocating to major centres. 3.5 INDIGENOUS DEMOGRAPHIC PROFILE In 2011, Wandoan had the smallest number of Indigenous residents, both in number and proportion of total population. The Western Downs and Banana LGAs had the highest ratio of Indigenous residents at 4.3%. The median age across all study areas indicated a young Indigenous population; while Indigenous females outnumbered males in all study areas bar Taroom, where 61.5% of the population was male. Elimatta Social Impact Management Plan 14 September 2012

21 Miles-Wandoan and Banana Statistical Areas had the most affluent Indigenous individuals of the study areas, with 20.4% earning $1,000 or more, compared to Western Downs and Banana LGAs at 14.9% and Queensland at 13.3%. Conversely, Miles-Wandoan and Banana had the largest proportion of individuals earning negative or no income, at 11.7%. For weekly household earnings of $2,500 or greater across the study areas, in Miles-Wandoan and Banana, 13.6% of Indigenous residents were in this income bracket compared to 15.9% of the general population. The gap widened in the broader study areas: nine per cent of Western Downs and Banana LGAs Indigenous households took home $2,500+ each week, compared to 14.8% of the general population; while 10.1% of Queensland s Indigenous households earned $2,500 or more compared to 16.3% of the general population. Accessibility of regional health services overtly affects the liveability of the area s Indigenous communities. Regional health workers reported the presence of various health issues common to many other Indigenous communities, and of the challenges to convince people to consult available health services on a regular basis. At the time of the 2011 Census, there were 134 Indigenous persons in need of assistance for a profound or severe disability across the Western Downs and Banana LGAs, which equated to 1.8% of the Queensland Indigenous population of people with a disability. Some 39% of Miles-Wandoan and Banana Statistical Area Indigenous residents had completed years 11, 12 or equivalent in 2011, compared to 34.7% in the Western Downs and Banana LGAs, and 42.3% across Queensland. In 2006, 22% of Queensland s Indigenous population had achieved tertiary qualifications, compared to 36% of the general population. The majority of tertiary qualified Indigenous persons in the study areas had achieved certificate level Indigenous unemployment in Queensland was approximately 7.5%. Indigenous unemployment across the Western Downs and Banana LGAs was at 9.1%; while Miles-Wandoan and Banana Statistical Areas faired the best at 5.0%. The largest industries of Indigenous employment across the regional study areas were mining (14.7% in Miles-Wandoan and Banana) and healthcare and social assistance (14.8% in Western Downs and Banana). In 2006, labourer was the most popular profession in all study areas: 32.4% in Miles- Wandoan and Banana; 28.6% in Western Downs and Banana; and 26.6% in Queensland. 3.6 HOUSING AND ACCOMMODATION In 2011, there were 243 separate houses in Wandoan and 410 in Taroom, representing an average of 95%, compared to Queensland at 78.5%. There were low numbers of semi-detached, row, terrace or town houses in the regional study areas, while Wandoan had the highest rate of unoccupied dwellings at 35.1%, followed by Taroom at 24.3%. Wandoan and Taroom had the highest rate of home ownership at 43.4% and 46.1% respectively. Some 39.0% and 37.4% of Wandoan and Taroom residents supported weekly housing loan repayments of $0-$599, with 34.1% and 38.5% paying $600-$1,399 per week for rental accommodation. In early 2012, around 30% of Wandoan s houses were private rentals, which were all fully occupied. High demand and a current waiting list are putting pressure on rental prices, more so in Wandoan than Taroom. However, available rental properties are also fully occupied in Taroom and of some 400 houses in the town, three per cent were listed on the market for sale in early At the 2011 Census, maximum rental repayments in Wandoan did not exceed $349 per week; while in Taroom, only 7.8% of the population paid more than $199 per week. Higher rental repayments were evident in the Western Downs and Banana LGAs, with 11% of residents paying weekly rent of $350 or more. Elimatta Social Impact Management Plan 15 September 2012

22 Property sales in Wandoan have been comparatively high over the past three years (approx 80 houses sold), which has led to a dearth of available houses. This situation is exacerbated by a shortage of available development blocks. From 2006 to 2011, median house prices increased in Wandoan by $222,500 and Taroom by $106,250 (including a 1.7% decrease last year). Wandoan community consultation indicated that standard house blocks sell for an average of $160,000; while blocks with houses (for demolition) average $225,000. In Taroom, 850m 2 house blocks range in price from $50,000 to $80,000. In the 12 months to 30 June 2012, residential building approvals in the Miles-Wandoan and Banana Statistical Areas, and Western Downs and Banana LGAs were valued at $17 million and $97 million respectively, the latter accounting for 1.2% of the total value of Queensland s residential approvals. The main constraint to development in Wandoan is that the town is surrounded by Crown Land covered by Native Title. Western Downs Regional Council advised that some stages of the Crown Land lots would soon become available and that Council was aiming to streamline future approvals processes. Taroom has no obvious development constraints as there is good availability of appropriately zoned vacant blocks and a large number of existing houses available for purchase or rental. In 2011, accommodation camps or villages were the predominant non-resident worker (NRW) accommodation type across the Surat Basin in 2011, housing some 2,110 workers on shifts (64.9%). Hotels/motels (28.0%) and caravan parks and other accommodation (7.1%) made up the rest. There was a total capacity of 2,110 beds in accommodation villages across the Surat Basin, while hotels and motels only had 15.5% availability due to NRWs, contractors and associated workers making use of the accommodation on a long-term basis. Higher Wandoan rental levels preclude community groups from obtaining rental properties, resulting in shortages of houses at competitive rental rates to accommodate disadvantaged and needy families. The Queensland Government has one house available in Taroom for low-income families or individuals, or for emergency use. In Wandoan, three Social Housing properties are available for low rental community housing. Elimatta Social Impact Management Plan 16 September 2012

23 4.0 STAKEHOLDER ANALYSIS The following table summarises Elimatta s key stakeholders and their specific impact areas of interest: Table 2 Key Stakeholders and Impact Areas Stakeholder Impact Area State Government Department of Agriculture, Fisheries and Forestry Regional economic development Cumulative impacts/benefits Local business (procurement) opportunities Impact on local industries Department of Communities, Child Safety and Disability Services Department of Education, Training and Employment Social order Pressure on general and Indigenous community services Pressure on local community organisations Housing affordability and availability Impact of FIFO workforce Education programs Pressure on education resources Pressure on childcare services Traineeship and apprenticeship programs Local training and employment opportunities (including Indigenous) Department of Environment and Heritage Protection Cultural heritage Environmental impact Department of Housing and Public Works Cumulative impacts/benefits Housing affordability and availability Department of Resources and Mines Regional economic development Cumulative impacts/benefits Pressure on regional infrastructure (i.e. rail) Housing affordability and availability Local training and employment opportunities Impact of FIFO workforce Project safety Elimatta Social Impact Management Plan 17 September 2012

24 Stakeholder Impact Area Department of State Development, Infrastructure and Planning Compliance with Coordinator-General's conditions Cumulative impacts/benefits Pressure on regional infrastructure Department of Transport and Main Roads Queensland Rail Pressure on local road networks Road access and upgrade requirements Pressure on rail services Queensland Ambulance Service Queensland Fire and Rescue Service Queensland Police Service Changing demographic profile (i.e. increased population) Pressure on emergency services Social order Project safety Queensland Health Changing demographic profile (i.e. increased population) Pressure on health services Federal Government Key Portfolios Economic flow-on effect of project Regional economic development Federal road network Elimatta Social Impact Management Plan 18 September 2012

25 Stakeholder Impact Area Local Government Banana Shire Council (BSC) BSC Councillors Western Downs Regional Council (WDRC) WDRC Councillors Landholders Directly impacted landholders Regional economic development Pressure on regional infrastructure Cumulative impacts/benefits Changing demographic profile (i.e. increased population) Impact on community identity and values Pressure on local education providers Pressure on childcare services Pressure on local health services Social order Pressure on local road networks Road access and upgrade requirements Pressure on local infrastructure and services (water, waste, public transport, public space) Local business (procurement) opportunities Impact on other industries (agriculture, tourism, etc.) Local training and employment opportunities Housing affordability and availability Regulatory controls for temporary/workforce accommodation Impact of FIFO workforce Environmental impact Land use Land access Impact on community identity and values Impact on property value/livelihood - land purchase/lease negotiations and compensation arrangements Property security Psychological impact Environmental impact (noise, dust, lighting, visual impact, weed management) Safety and access impacts of road upgrade requirements and increased traffic Local training and employment opportunities Access to information Mine closure/rehabilitation Elimatta Social Impact Management Plan 19 September 2012

26 Stakeholder Impact Area Indirectly impacted landholders Impact on community identity and values Impact on property value Property security Safety and access impacts of road upgrade requirements and increased traffic Local training and employment opportunities Access to information Native Title claimants Iman People #2 Gurang Land Council Impact on community identity and values Cultural heritage Local training and employment opportunities Access to information Community Local residents (Wandoan, Taroom and surrounds) Indigenous communities and organisations Cumulative impacts/benefits Impact on community identity and values Pressure on education resources Pressure on childcare services Pressure on health services Pressure on emergency services Social order Pressure on local road networks Safety and access impacts of road upgrade requirements and increased traffic Pressure on local infrastructure and services Pressure on local community organisations Local training and employment opportunities Housing affordability and availability Impact of FIFO workforce Environmental impact Access to information Impact on community identity and values Pressure on Indigenous community services (Miles and mostly Dalby) Local Indigenous business (procurement) opportunities Local training and employment opportunities Housing affordability and availability Access to information Elimatta Social Impact Management Plan 20 September 2012

27 Stakeholder Impact Area Community Services and Organisations Health services (including Wandoan and Taroom hospitals, dentists, general practitioners, allied services and aged care facilities, etc.) Changing demographic profile (i.e. increased population, change in age or gender structure) Pressure on services Safety and access impacts of road upgrade requirements and increased traffic Impact of FIFO workforce Education services (including schools, tertiary education providers and training organisations) Changing demographic profile (i.e. increased population) Pressure on services Community organisations (including the Wandoan Liaison Group, Arts Council, Lifeline, Meals on Wheels, Taroom District Development Association, etc.) Local Business and Industry Changing demographic profile (i.e. increased population) Impact on community values, lifestyle and culture Pressure on services Social order Local training and employment opportunities Environmental impacts Social investment opportunities (i.e. sponsorships) Other coal mining proponents, including Xstrata Coal, Cockatoo Coal, MetroCoal and Yancoal Regional economic development Cumulative impacts/benefits Competitive employment market Coal seam gas proponents, including APLNG, Arrow Energy, GLNG and QCLNG Regional economic development Cumulative impacts/benefits Competitive employment market Elimatta Social Impact Management Plan 21 September 2012

28 Stakeholder Impact Area Local businesses Wandoan Chamber of Commerce Taroom District Development Association Surat Basin Corporation Queensland Resources Council Project Employees Regional economic development Cumulative impacts/benefits Changing demographic profile (i.e. increased income) Pressure on childcare services Pressure on local infrastructure and services (water, waste, public transport, public space) Local business (procurement) opportunities Impact on other industries (agriculture, tourism, etc) Local training and employment opportunities Competition for local labour Housing affordability and availability Impact of FIFO workforce Regional economic development Cumulative impacts/benefits Local business (procurement) opportunities Local training and employment opportunities Competition for local labour Cumulative impacts/benefits Local training and employment opportunities Sustainable resources industry development Taxes and royalties Housing affordability and availability Impact of FIFO workforce Project safety Pressure on health services Pressure on emergency services Impact of FIFO work arrangement (including camp accommodation and roster system) Project safety Elimatta Social Impact Management Plan 22 September 2012

29 Nature (P/N) Probability Consequence Long-term risk 5.0 SOCIAL IMPACT AND MITIGATION/OPPORTUNITY ANALYSIS Following is a detailed breakdown of all impacts identified in the SIA process and their mitigation or opportunity strategies. Each impact is rated by: Nature type of impact (perceived by the community as positive or negative) Probability likelihood of the impact occurring (high, medium or low) Consequence degree of benefit or harm to affected stakeholders (high, medium or low) Long-term risk negative consequence of the impact after mitigation measures have been put in place (high, medium or low). Table 3 Social Impact and Mitigation/Opportunity Analysis Impact Stakeholder Mitigation/Opportunity Cumulative impacts P/N H H Qld Govt WDRC BSC Local business COCs Local communities Other proponents Cooperate with local councils and key community influencers, State Government and potentially other proponents in their initiatives to monitor and address cumulative impacts jointly, holistically and relatively Cooperate with regional agencies to develop a regional planning framework to proactively contribute to and achieve sustainable communities Provide information to agencies who communicate to Wandoan and Taroom communities local resources industry progress (both for planned and operational projects) L SBC Elimatta Social Impact Management Plan 23 September 2012

30 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Community demographics P/N M M WDRC BSC Community organisations Local communities Monitor major demographic changes, such as affordable housing and skills shortages for non-resources businesses Address expected male gender bias with career opportunities for women (who currently only represent 14 per cent of Queensland Resources Council member company employees) Communicate Taroom Coal s equal employment opportunity and local employment focus to the surrounding communities to encourage local participation in the project, including by minority groups. Local employment can also mitigate the region s historical migration of young adults to larger urban centres L Encourage Elimatta staff members to relocate to the local area Land impacts N H H Landholders Negotiate purchases and leaseback/compensation in a timely manner M Native Title claimants Ensure ongoing open communication with landholders WDRC BSC Maintain cyclic meetings with directly affected landholders throughout the project s life to monitor impacts and mitigation success Implement a comprehensive Land-Access Management Plan (including weed management) to reduce impacts on adjoining landholdings Implement a strict employee and contractor behavioural code in line with community values in relation to land access Implement a comprehensive employee and contractor induction process Land use N H M Landholders Implement Elimatta s Environmental Management Plan M Local communities Regularly and transparently monitor water source impact throughout the life of the project Communicate to landholders and wider communities Elimatta s Progressive Mine Rehabilitation Program and continuing agribusiness focus Elimatta Social Impact Management Plan 24 September 2012

31 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Psychological impacts N M H Qld Govt WDRC BSC Landholders Community organisations Local communities Maintain cyclic meetings with directly affected landholders throughout the life of the project to monitor impacts and mitigation success Refer any obvious counselling needs of landholders to appropriately qualified agencies L Community values and lifestyle P/N M M Qld Govt WDRC BSC Community organisations Local communities Monitor impacts relating to community values and lifestyle Cooperate with programs to minimise pressure on health, education, emergency and other government services Promote project integration with the community through Elimatta resident employee participation in community and sporting organisations Develop a Community Investment Program (CIP) that aligns with established Community Planning L Communicate to landholders and wider communities Elimatta s Progressive Mine Rehabilitation Program and continuing agribusiness focus Community facilities and services (including Indigenous services) P/N M M WDRC BSC Community organisations Local communities Indigenous communities Monitor impacts on local facilities and services Cooperate with programs to attract key service providers to the region (i.e. recreation centres) Cooperate with key community organisations to ensure longevity of critical services Cooperate with state and local governments to support their programs that contribute to sustainable Indigenous communities including health, training, employment and business development initiatives L Elimatta Social Impact Management Plan 25 September 2012

32 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Education P/N L L Qld Govt Monitor changes in population numbers that may affect local schools L WDRC BSC QMEA TAFE Local schools Local communities Indigenous communities Collaborate with education authorities, along with the Queensland Minerals and Energy Academy (QMEA), to promote high school curricula to align with the skills needs of the mining industry Encourage TAFE (especially Chinchilla and Dalby campuses) to introduce and/or enhance mining-industry related curricula (i.e. engineering certification) Encourage specific attention by educational and industry partners to the interests of Indigenous students to improve transition to and retention at high school, and improved transition to apprenticeships, traineeships and full-time employment Health services N L H Qld Govt Monitor and address impacts on health services L WDRC BSC Wandoan and Taroom hospitals Implement onsite medical facilities to cater for non-emergency project requirements, so as to limit impact on community health services Propose memorandum of understanding with health services providers for measured augmentation of health services Local communities Elimatta employees Emergency services N M H Qld Govt WDRC BSC Emergency services Local communities Elimatta employees Develop comprehensive Emergency Response and Crisis Management Plans that include direct input from, and involvement of, emergency services Implement detailed Traffic Management Plan in conjunction with emergency services Implement community/road safety awareness training for all project employees L Elimatta Social Impact Management Plan 26 September 2012

33 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Social order N M H Qld Govt WDRC BSC Emergency services Community organisations Cooperate with Wandoan and Taroom police to monitor and address impacts on social order Implement a strict employee and contractor behavioural code in line with community values. The code would apply to employees and contractors both on and offsite Implement a comprehensive employee and contractor induction process L Local communities Elimatta employees Public and community transport N M M Qld Govt WDRC BSC Emergency services Local communities Elimatta employees Promote safe driving behaviour by employees and contractors, and education and awareness programs that reiterate the expectation of responsible driving to and from the workplace Promote the Bowen Basin-based Mining Industry Road Safety Alliance, which conducts a range of activities to reduce the incidence and severity of road crashes L Highways and roads/ Public safety N H H Qld Govt WDRC BSC Emergency services Local communities Elimatta employees Undertake representation and advocacy for upgrading the Leichhardt Highway Implement a detailed Traffic Management Plan in conjunction with emergency services Promote safe driving behaviour by employees and contractors and education and awareness programs which reiterate the expectation of responsible driving to and from the workplace M Promote the Bowen Basin-based Mining Industry Road Safety Alliance, which conducts a range of activities to reduce the incidence and severity of road crashes Elimatta Social Impact Management Plan 27 September 2012

34 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Utilities N H H WDRC BSC Landholders Local communities Liaise directly with local governments, providers and agencies to monitor and address impacts on water, waste, energy, telecommunications and other utilities Cooperate with private sector feasibility investigation initiatives M Business and enterprise P H H Qld Govt WDRC BSC COCs Local businesses SBC Cooperate with economic and business development agencies, and industry organisations to maximise local business opportunities for project participation through supply chains Promote sustainable local procurement Communicate clear supply-chain prequalification requirements Promote local registered training organisations to deliver project training requirements L Local training and employment P H H Qld Govt WDRC Implement equal opportunity policy Implement local employment policy L BSC Local businesses Local communities Indigenous communities Regularly promote training and employment opportunities to local communities Cooperate with schools-based programs (including work experience) that aim to attract local students to the mining industry SBC Elimatta Social Impact Management Plan 28 September 2012

35 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Fraser Coast Recruitment Strategy P H H Qld Govt FCRC Employees Implement equal opportunity policy Encourage FCRC to monitor employment and skill levels and where possible, address any gaps in responding to Elimatta s ongoing recruitment strategy Collaborate with FCRC to facilitate practical transport infrastructure L Implement Indigenous training and employment program Housing accommodation and N H H Qld Govt WDRC BSC Local businesses Promote private sector collaboration with the Queensland Government, WDRC, BSC and other organisations to address land availability and housing affordability issues Encourage Elimatta employees to reside locally M Local communities Short-term accommodation N H H WDRC BSC Local businesses Collaborate with local businesses to monitor and potentially address ongoing short-term accommodation needs for project personnel nominated to reside in townships M Local communities Elimatta Social Impact Management Plan 29 September 2012

36 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Workforce accommodation (including impact of FIFO workforce) N H H Qld Govt WDRC BSC Local businesses Community organisations Local communities Employees Develop a project-specific Workforce Accommodation Strategy that includes rostering, travel to site, FIFO impact, etc. Implement a strict employee and contractor behavioural code in line with community values. The code would apply to employees and contractors both on and offsite Implement a comprehensive employee and contractor induction process Ensure high-quality accommodation to attract high-calibre employees Implement an employee satisfaction program to maintain employee satisfaction with work accommodation conditions L Encourage staff to reside locally Cultural heritage P H M Qld Govt WDRC In conjunction with the Iman People, continue to implement Elimatta s Cultural Heritage Management Plan L BSC Native Title claimants Indigenous communities Environmental impact N H H Qld Govt Implement Elimatta s Environmental Management Plan L WDRC monitor and address environmental impacts BSC Landholders Native Title claimants Community organisations Regularly and transparently monitor water source impact throughout the life of the project Implement a comprehensive Land Access Management Plan Implement and communicate a Progressive Rehabilitation Program Local communities Elimatta Social Impact Management Plan 30 September 2012

37 Nature (P/N) Probability Consequence Long-term risk Impact Stakeholder Mitigation/Opportunity Noise and vibration N M H Qld Govt Landholders Dust N M H Qld Govt Landholders Lighting N M H Qld Govt Landholders Visual amenity N M H Qld Govt Landholders See Elimatta Environmental Impact Statement L See Elimatta Environmental Impact Statement L See Elimatta Environmental Impact Statement L See Elimatta Environmental Impact Statement L Mine closure P/N H H All Implement and communicate widely the project s effective Progressive Mine Rehabilitation Program M Elimatta Social Impact Management Plan 31 September 2012

38 6.0 STAKEHOLDER ENGAGEMENT Taroom Coal will continue to consult with stakeholders, such as the following, to agree project SIMP objectives and mitigation strategies: Banana Shire Council (BSC); Communities of Wandoan and Taroom; Fraser Coast Regional Council (FCRC); Queensland Department of Communities, Child Safety and Disability Services (DCCSDS); Queensland Department of Education, Training and Employment (DETE); Queensland Department of Housing and Public Works (DHPW); Queensland Department of Natural Resources and Mines (DNRM); Queensland Department of State Development, Infrastructure and Planning (DSDIP); Queensland Department of Transport and Main Roads (DTMR); Queensland Health; Emergency services (i.e. local ambulance, fire and police services); Industry Capability Network Qld (ICN); Landholders (including Traditional Owners); Local community organisations (including hospitals, schools, etc.); Local community services; Surat Basin Corporation; Taroom District Development Association; Wandoan Liaison Group; and Western Downs Regional Council (WDRC). This consultation will generally be facilitated by Taroom Coal to ensure that information and advice is received directly and unfiltered so as to increase the effectiveness of its social impact management initiatives. Elimatta Social Impact Management Plan 32 September 2012

39 6.1 COMMUNITY REFERENCE GROUPS Taroom Coal will, when appropriate, establish and facilitate Community Reference Groups (CRGs) to explore specific issues and to develop propositions for their mitigation or advancement in the case of opportunities. The company will proffer specialist facilitation when required so as to provide foundational research capacity and capability based on specialist expertise in the issue area. CRGs would include representatives from a number of the aforementioned stakeholders and potentially, other resources industry proponents. Groups would meet as determined by Taroom Coal within a specifically assigned period of commission and respond to a defined brief. In addition to the brief, groups may liaise between the project and its key stakeholders for information sharing, review and feedback in relation to the brief. Development of a brief, terms of reference, membership structure and facilitation engagement, as well as objectives and strategies, will be defined by Taroom Coal in collaboration with members that have specific expertise. It is intended that briefs be assigned annually to allocate tasks to groups and that the make-up of the groups will reflect the diversity of project stakeholders. Taroom Coal would support lead agencies in forming broader reference groups, so as to identify and qualify cumulative impacts. It would envisage participation by key mining and coal seam gas proponents, as well as representatives of local and state governments and community groups. 6.2 GENERAL COMMUNICATION Early, transparent and regular liaison will drive Taroom Coal s ongoing stakeholder engagement strategy. To facilitate this approach and to meet its social impact management objectives, the company will maintain the following communication tools: 1800 Telephone Number Taroom Coal will maintain a toll-free number to facilitate fast stakeholder access to project personnel. This number will be manned during business hours to ensure that stakeholders are able to contact the project team. Feedback, Enquiries and Complaints Management An enquiries/complaints process will be maintained for Elimatta to ensure effective and timely responses to all stakeholder feedback (refer Section 9). Community Engagement As well as the above communication tools, Taroom Coal will develop an overarching continuing engagement strategy. Elimatta Social Impact Management Plan 33 September 2012

40 7.0 SOCIAL IMPACT MANAGEMENT In addition to stakeholder engagement initiatives, a number of mitigations and opportunities were identified in the Elimatta Social Impact and Mitigation/Opportunity Analysis, as outlined in Section 5. The following table details implementation strategies for key mitigations and opportunities, as well corresponding performance indicators, timeframes and responsibilities. Each strategy will be developed into a full implementation plan post project approval but prior to project start-up. Table 4 Summary of SIMP Actions Action Performance Indicator Timeframe* Responsible Party Cumulative Impact Management/Regional Development Cooperate with government initiatives to develop a sub-regional plan to take advantage of synergies associated with close proximity of similar major projects Community satisfaction with management of cumulative impacts 1 year TC, Qld Govt Depts, WDRC, BSC, SBC, other proponents Cooperate with nearby resources and energy projects to mitigate cumulative impacts on infrastructure, towns and businesses in the region Community satisfaction with management of cumulative impacts 1 year TC, Qld Govt Depts, WDRC, BSC, SBC, other proponents Communicate project progress to the broader community Community awareness 6 months TC Community Wellbeing, Infrastructure and Services Community Integration Strategy Gain increased understanding of community values and lifestyle ideals through direct and unfiltered information gathering Community satisfaction with level of project integration 6 months TC Monitor the impacts of major demographic changes and cooperate with lead mitigation initiatives Community satisfaction with level of project integration 1 year TC Undertake specific issue research to inform SIMP initiatives, such as regional planning and community planning Community satisfaction with level of project integration 1 year TC Encourage project personnel integration into the community through participation in community and sporting organisations 25% project management participation in community organisations Community satisfaction with level of personnel participation 6 months TC Assess and implement project employment opportunities for women, so as to address common gender imbalance Greater than 5% female employees Operations start-up TC Elimatta Social Impact Management Plan 34 September 2012

41 Action Performance Indicator Timeframe* Responsible Party Community Investment Program Develop Community Investment Program (CIP) and procedures aligned with formal processes of local government, regional agencies forum, Queensland Government and not-for-profit peak industry bodies CIP and implementation plan prepared 6 months TC Implement community investment opportunities through direct negotiation with community, health and social infrastructure and services CIP in place and implementation plan commenced 1 year TC Community Health and Safety Strategy Implement employee safety education and awareness programs, with support from local emergency services Zero traffic-related incidents on public roads 6 months TC, emergency services Establish a self-sufficient onsite health service so as to ensure minimal impact on regional hospitals and health service providers Limited day-to-day use of local health services Community satisfaction with impact on local health services 2 months TC With support from emergency services, develop, implement and maintain full emergency response and crisis management procedures for the project Emergency response and crisis management procedures implemented Start up maintenance TC Negotiate and maintain functional emergency response connectivity, though direct negotiation with emergency services, so as to ensure minimal impact on regional fire and rescue service providers Limited use of local fire and rescue services Emergency services satisfaction with impact level on local services Start up TC, emergency services Implement comprehensive Traffic Management Plan and accompanying community notification system, with support from road agencies Apply advice of the Mining Industry Road Safety Alliance in mitigating incidence and severity of road accidents Zero traffic incidents on public roads Community satisfaction with notification times and information Community satisfaction with level of disruption Before project start-up TC, WDRC, BSC, DTMR Community Infrastructure and Services Impact Management Strategy Cooperate with DTMR, WDRC, BSC and other proponents, to identify and potentially jointly mitigate cumulative impacts on highways, roads and airport Impacts identified and mitigated by lead agencies 6 months TC, DTMR, WDRC, BSC, other proponents Cooperate with private sector and local stakeholders, including WDRC and BSC, community organisations and other proponents, to stimulate market/lead agency responses to cumulative impacts on regional housing and utilities Impacts identified and mitigations agreed to by lead agencies and market leaders 1 year TC, WDRC, BSC, private sector, community orgs, other proponents Collaborate with community services providers (including hospitals and emergency services) to identify and directly negotiate measured responses to impacts on social infrastructure Impacts identified and direct negotiation of specified support/or collaboration concluded 1 year TC, health and emergency services, other proponents Elimatta Social Impact Management Plan 35 September 2012

42 Action Performance Indicator Timeframe* Responsible Party Support and cooperate with strategies to attract key services to the region (i.e. childcare and youth centres) Increased number of centres in Wandoan and/or Taroom 1 year TC Collaborate with the private sector, surrounding proponents, WDRC, BSC and local businesses to assess and identify solutions for Wandoan s and Taroom s ongoing short-term accommodation needs Community satisfaction with availability of shortterm accommodation (i.e. motels, caravans, etc.) 6 months TC, WDRC, BSC Collaborate with FCRC to monitor and where possible, plan practical transport infrastructure Six-monthly meetings with FCRC FCRC satisfaction with Elimatta impact 6 months TC, FCRC Local Content Education, Training and Employment Strategy Encourage DETE, schools and QMEA to align parts of the high school curriculum with required resources industry skills Change in curriculum 1 year TC Encourage TAFE (especially Chinchilla and Dalby campuses) to enhance resources industry-related curricula Change in curricula 1 year TC Provide and communicate to local communities ongoing training and employment opportunities (including apprenticeships and traineeships, as well as administrative, technical and services roles) 5% of employment for life of project sourced locally 1 year TC Work with DSDIP and DCCSDS to identify initiatives to enhance training and employment opportunities for women and people with a disability, where possible Taroom Coal Equal Opportunity policy applied to project Agree and achieve employment target 6 months TC, DSDIP, DCCSDS Business Participation Strategy In conjunction with WDRC, BSC and SBC, support supply chain inclusion of local businesses Supply chain propositions delivered 3 months TC, WDRC, BSC, SBC Implement Elimatta s local business supply chain inclusion policy Policy implemented Start up TC Develop and communicate fair and equitable prequalification guidelines to local businesses (i.e. minimum safety, environment and quality standards) Minimum 5% local procurement for life of project 6 months TC, ICN Work with business support entities such as DSDIP, ICN, WDRC and BSC to maximise local business capacity for project participation Minimum 5% local procurement for life of project 1 year TC, DSDIP, ICN, WDRC, BSC Elimatta Social Impact Management Plan 36 September 2012

43 Action Performance Indicator Timeframe* Responsible Party Indigenous Participation Strategy Industry-standard CHMP in place Implement CHMP in conjunction with Iman People #2 All cultural heritage impacts mitigated in line with Iman and Gurang Land Council requirements, and government legislation Before project start-up TC, TOs Collaborate with FCRC to develop an Indigenous employment and training program 2% Indigenous employment 1 year TC, FCRC Land Access and Use Land Access Management Strategy Consolidate and maintain cyclic liaison program with affected landholders to enable timely and concise issues identification and resolution Scheduled program with directly affected landholders completed on annual cycle 1 month TC, landholders Plan implemented In conjunction with local landholders, agree and implement compensation and Land Access Management Plan, and include land-access protocols in employee induction program Landholder satisfaction with access procedures and how they are adhered to by project employees 100% employees and contractors inducted in landholder-related protocols Before project start-up TC, landholders Programs implemented Implement and communicate to landholders Elimatta s employee and contractor Code of Conduct and employee and contractor Induction Program Landholder awareness of programs Structured landholder satisfaction assessment of employee and contractor behaviour 1 month TC Maintain awareness of landholder counselling needs and make appropriate referrals Landholders aware of external agency availability Project startup As required TC, landholders Land Use Management Strategy Regularly and transparently monitor groundwater impact throughout the life of the project Number/nature of stakeholder enquiries/complaints Before project start-up TC Implement and communicate Progressive Mine Rehabilitation Program Rehabilitation targets set and achieved Landholder and community awareness of program Before project start-up TC Elimatta Social Impact Management Plan 37 September 2012

44 Action Performance Indicator Timeframe* Responsible Party Employee Relations Workforce Accommodation Strategy Develop a Workforce Accommodation Strategy that includes commitment to local employment, places selected roles in Taroom as permanent residents and encourages employees to settlement in the local district Strategy implemented One per cent staff members relocate to Taroom Project startup TC Collaborate with FCRC, WDRC and BSC to monitor and potentially address FIFO impacts Six-monthly meetings with FCRC, WDRC and BSC 6 months TC, FCRC, WDRC and BSC Cooperate with local stakeholders, including WDRC and BSC, community organisations and other proponents, to identify and potentially mitigate any resulting impacts on regional housing, utilities and services Active participation in collaborative identification and mitigation planning 6 months TC, WDRC, BSC, agencies, community orgs Include initiatives such as offering transport to Taroom-based staff members, through use of the FIFO bus service, as appropriate Taroom-based staff use of bus service Project startup TC, employees Reduce likelihood of occupational fatigue and diminished wellbeing associated with FIFO by implementing long-term family/community-friendly roster Seven-days-on-sevendays-off roster system implemented (operations) Operations start-up TC, employees, contractors Provide employees with industry bestpractice accommodation and facilities Compliance with documented industry bestpractice Project startup TC, employees, contractors Implement camp rules to maintain a cohesive workforce, supportive environment, 100% compliance targets for health, safety and behaviour Camp rules implemented Camp rules adhered to Before project start-up TC Employee Support Strategy Provide Employee Assistance Program (EAP) to support employees in issues that impact on workplace performance and continuity of focus during shifts and rosters (including phone access to qualified psychologists and social workers) EAP communicated and made available to all employees Project startup TC Implement a comprehensive internal communications and engagement program Biannual employee surveys 6 months TC Employee and Contractor Induction Program Develop a comprehensive Induction Program to educate employees and contractors on local community standards, regional agribusiness sector values, community safety, land access and general behaviour Assessment of awareness level 100% of all employees and contractors inducted Before project start-up TC, employees, contractors Elimatta Social Impact Management Plan 38 September 2012

45 Action Performance Indicator Timeframe* Responsible Party Assessment of awareness level Implement and enforce employee and contractor Code of Conduct, both on the project site and within the community Demonstrated analysis of performance and remediation of the systemic cause of stakeholder enquiries/ complaints Before project start-up TC Structured community satisfaction assessment of employee and contractor behaviour * Timeframes are based on project construction start-up (i.e. 6 months = 6 months post project construction start-up). Elimatta Social Impact Management Plan 39 September 2012

46 8.0 MONITORING AND EVALUATION 8.1 MONITORING FRAMEWORK Taroom Coal has developed a draft framework to provide structure and integrity in its monitoring and evaluation processes. The framework will measure performance indicators (see Section 7) against baseline SIA data, as well as progressive data. The latter will be sourced with support from Queensland Government and local councils, as well as via ongoing project evaluation tools, including: Community perception surveys: These will be conducted annually to gauge Elimatta s reputation within the community, as well as the community s satisfaction with consultation methodology; Enquiries/complaints reports (see Section 9), including close-out performance; and Sustainability Report: Safety, health, environment and community information will be made available in Northern Energy Corporation s annual Sustainability Reports. A sample framework is detailed below; however, Taroom Coal is committed to working with its stakeholders to finalise a mutually agreeable monitoring and evaluation process. In consultation with stakeholders, the framework will be in place within six months of project start-up and will be reviewed quarterly. Table 5 Sample Monitoring Framework Mitigation Strategy Performance Indicator Responsible Monitoring Tools In conjunction with local landholders, agree and implement land-access protocols Landholder satisfaction with access procedures and how they are adhered to by Elimatta employees Project Manager Baseline SIA data Enquiries/complaints reports Elimatta Social Impact Management Plan 40 September 2012

47 9.0 ENQUIRIES AND COMPLAINTS MANAGEMENT 9.1 FREQUENTLY ASKED QUESTIONS From SIA research and ongoing liaison with project stakeholders, frequently asked questions (FAQs) and responses will be developed to support the community enquiries/complaints process. The FAQs will cover a broad spectrum of stakeholder queries, including such areas as: How do I get a job at Elimatta? How can I sell my product or service to the mine? A gate has been left open on my property How will Elimatta ensure no impact on local groundwater? Will the project sponsor my child s sporting team? Work has already commenced on the FAQs, with a number of questions and responses prepared for the community information sessions held as part of the SIA consultation program (refer Elimatta SIA). 9.2 ENQUIRIES/COMPLAINTS REGISTER All stakeholder enquiries and complaints will be entered onto a register (outline below), from which weekly reports will be generated for the project management team. Table 6 Sample Enquiries/Complaints Register Time/date Name Address Contact details Received by Enquiry/complaint Responsible person Follow-up actions Written advice Closed out Details of call received Name of enquirer/complainant Residential address of enquirer/complainant Telephone and details of enquirer/complainant Employee who received the call Including time/date of any incident Employee responsible for enquiry/complaint area If required, including times and dates If required. Include copy of correspondence in register Including time/date and name of employee closing out enquiry/complaint Elimatta Social Impact Management Plan 41 September 2012

48 9.3 ENQUIRIES/COMPLAINTS PROCESS The following diagram broadly outlines Taroom Coal s enquiries/complaints management process: Figure 2 Enquiries/Complaints Management Process Elimatta Social Impact Management Plan 42 September 2012