Ensuring Rio Tinto´s coherent set of architectural elements for social competency in Mozambique operations

1. Communities work in
Rio Tinto Coal Mozambique
Social / Community Development
Our Approach
05 August 2011

2. Proposed Role of Social / Community Development
Manager
•
Effective delivery of social development /
community programme by managing the
development of the programme content and
monitoring implementation in the field
•
To ensure self reliance of Communities we
work with and sustainability of programs we
implement.
•
Overall responsibility for the delivery of Rio
Tinto Coal Mozambique projects within time,
cost, quality, safety and environmental
criteria and in terms of the Rio Tinto Business
Conduct and Ethics Policy
•
Overall decision making about Communities
relationships, programs and work activities to
the needs of the business

3. What we need to do
1. Adherance to Rio Tintos community standards

4. Ensuring Rio Tinto´s coherent set of architectural
elements for social competency in Mozambique
operations
 Adhering to business unit community polices that are consistent with each other
and with local circumstance;
 What needs to be done - Step 1
 Develop Baseline Community Assessment
With different sampling methods covering core areas as well as
Wider country
context
Provincial
context
Mining districts
context
The wider context to understand the impact , i.e. migration
 Ensure that we embrace values-based principles called 'The Way We Work‟ that
guide operations interface with their workforces, their neighbors' and the wider
world;
 What need to be done - Step 2
 Conclude Social Risk Analysis based on BS
 Develop and annually update a 5-year business unit community plan that
encompass defined local objectives and timeframes
 What needs to be done Step - 3
 Prepare a Multi Year (5 years with annually review) Plan

5. rebutting allegations
that the business
has caused harm
to help avoiding
situations where the
business is blamed for
something that would
have happened
regardless of its
presence or
absence
Identifying social
changes that are
imminent or
underway
Why
Baseline
Community
Assessment
Identifying economic
and cultural dynamics
that pre-existed
In order to make
claims to be
improving
communities
livelihoods

6. Building Partnership
We promote active, gender sensitive partnerships at international,
national, regional and local levels. These are based on mutual
commitment, trust and openness.
•
We need to assess the presence of and proactively engage with other
organizations, universities, UN organizations, WB/IFC, non government
organizations (NGOs) or other community groups; regional
organizations, such as environmental, wildlife, flora & fauna groups, civil
society groups, welfare groups and the like; promoting their capacity for
partnerships.
•
We need to setup a gender sensitive community skills base with regard
to trades; economic opportunities, capacity of local people to take up
employment at the operation; the extent and need for training to assist
maximizing regional and local employment.
•
We need to gather information on the quality and capacity of regional
and local suppliers and contractors. We need to support small business
development, e.g. training programs, business incubators, and advisory
services.

7. September 2011 to March 2012 Plan
Development of new
Strategy
Participatory /
consultative process,
community and
stakeholder
consultation
Team setup
Office setup
Competency
assessment of current
staff, identification of
gaps, hiring of
qualified staff
Identifying location,
purchase of necessery
items
Mar
2012
Participatory /
consultative planning
process,
Budgeting
Feb
2012
Multi Year Communities
Plan
Jan
2012
Community
consultation, Data
interpretation,
participatory Risk
assessment,
prioritisation
Dec
2 011
Community Risk
Assessment
Nov
2011
ToRs, Tender , Award,
Survey, Community
consultation, Data
processing, draft
Report, Final Report
Oct
2011
Baseline Communities
Assessment
Sept
2011
Milestones
Aug
2011
My aim - goals
Roll out
Capacity building

8. Current Situation
Gaps
Proposed way forward
A existing Corporate Social
Responsibility Policy (version
1.0 from 01.03.2010), mainly designed
for Benga, was not disseminated
throughout programs
Develop and align Strategy, policy
and practice with global Rio Tinto
standards and international
acknowledged best practises
Strategy:
What is our strategy?
Current strategy not broadly
disseminated
Once approved dissemination of
strategy to all internal and external
stakeholders
Multi year planning with set aims
contributing to Mozambican poverty
reduction strategy and the MDGs
How do we intend to achieve our
objectives?
KPMG was engaged to draft a SDP
(5/2001) and came up with
objectives/strategic areas we should
focus on, this document was produced
for Benga, a broader document
embracing all operations doesn't exist.
No objectives set for broader business
units, ad hoc decisions and
How do we deal with competitive
pressure?
No collaboration with other Mining
houses like Vale or others.
No Informal and formal meetings apart
of GoM joint meetings
development of business objectives and
local applicable social performance
indicators
Setting up of a regular meeting with
other Mining houses and large
companies like MLT in the Region

9. Current Situation
Gaps
Proposed way forward
Currently no overarching structure, each
Department has different structures in
place
Define organisational
Structure
Lack of communication and common
standards between teams
Define reporting structure
Lack of guidance and feeling of left alone
In order to ensure peak performance in
our SD team we need to increasing
team unity by clear set goals and
progress together.
Structure:
How is the company/team divided?
Separate teams with no or very little
interaction
What is the hierarchy?
Benga team reports to the Benga General
Manager,
other teams reporting directly to Australia
How do the various departments
coordinate activities?
A Steering committee was leading Benga
but not other teams
How do the team members organize
and align themselves?
Poor long term organization
Is decision making and controlling
centralized or decentralized? Is this as
it should be, given what we're doing?
Where are the lines of
communication? Explicit and implicit?
As per Benga it is centralized for others
since reporting to Australia not clear

10. Current Situation
Current Situation
Gaps
Gaps
Systems:
Systems: the daily activities
and procedures that staff
Where are the controls and how are
No monitoring team in place
members engage in to get
they monitored and evaluated?
the job done.
What internal rules and processes
Shared Values: on track?
does the team use to keepcalled
"superordinate goals" when
the Committee
Through SDCmodel was first
Dissolved, vacuum in decision
developed, these are the core making
values of the company that
are evidenced in the
corporate culture and the
general work ethic.
Proposed
How to fill way forward
Develop Standard Operating
Procedures for SD in accordance
with Rio Tinto´s policies and
Adherence with Mozambican laws
Replace the current not
functional Sustainable
Development Committee or
restructure decision making
Process
Style: the style of leadership
adopted.
Shared Values:
What are the core values?
Riversdale due to different structures
core values were not clear like in Rio
Tinto
What is the corporate/team culture?
How strong are the values?
What are the fundamental values
that the company/team was built on?
Lack of understanding how our
organization frames strategies and
short to long term plans for growing
and sustaining the business.
Awareness raising and broad dissemination
of Rio Tinto‟s core values “the way we work”

11. Current Situation
Gaps
Proposed way forward
Skills:
What are the strongest skills
represented within the team?
All sites will use the Rio Tinto
Communities competencies to build
and develop fit-for purpose
Communities capability.
Are there any skills gaps?
What is the team known for doing
well?
Do the current employees/team
members have the ability to do the
job?
Training will be provided to
Communities professionals and other
employees according to individual and
business needs, aligned with routine
career development processes.
How are skills monitored and
assessed?
Style:
How participative is the
management/leadership style?
How effective is that leadership?
Do employees/team members tend to
be competitive or cooperative?
Are there real teams functioning within
the organization or are they just
nominal groups?
Development and effective
management of business-driven
Communities work

12. Current Situation
Gaps
Proposed way
forward
Skills gap
Training staff
No M&E staff
Database not well managed
Hiring of M&E staff and all sites
will develop local Communities
targets and performance
indicators that meet the
requirements of the Rio Tinto
global Communities target.
Staff:
What positions or specializations
are represented within the team?
RAP Advisor
LVH Advisor
PP partnerships
What positions need to be filled?
M&E staff
Database Manager
Are there gaps in required
competencies?
some lack knowledge, skills,
experience required to effectively
perform the role

13. Putting sociology before geology
•
The need of Specific Professional Competencies
As Communities work continues to grow in complexity the
competencies required to deliver on our Communities objectives
evolve accordingly. We need to be confident that we have the
requisite capabilities to design and deliver multi-year
Communities plans that are integrated with operational planning
and address strategic business needs.
As a business driver, Communities capability needs to reside „inhouse‟! (B.E. Harvey)
Draft Proposal (may be revised after competency assessment and Strategy
development) for a overarching Social Development / Community Development
Team Structure within Rio Tinto Mozambique

15. Key to Develop new Strategy in
Rio Tinto Coal Mozambique:
Understanding How Change Happens
1. What is the change we want to see?
2. How is the change most likely to happen?
3. What can we learn from other Rio Tinto
operations in other parts of the World?
4. What can Rio Tinto contribute to it happening
& what will be the key relationships required?

16. Millennium Development Goals
Rio Tinto is committed to playing our part in the
achievement of the Millennium Development Goals
(MDGs)
•
Since 2009 our communities global target has been pegged explicitly off
the MDGs. The target states - all operations to have locally appropriate,
publicly reported social performance indicators that demonstrate a
positive contribution to the economic development of the communities
and regions where we work, consistent with the Millennium Development
Goals, by 2013.
 Need to aligned Rio Tinto´s Mozambican SD/CD strategies and
focus areas to contribute to the MDGs

17. LIVELIHOOD SECURITY MODEL
ASSETS
•Natural
Resources
Natural Capital
Human Capital
•Institutions
(resources)
(Livelihood
Capabilities)
•Infrastructur
e
Social Capital Economic Capital
(Claims &
(Stores & Resources)
Access)
Production
&
Income
Activities
CONTEXT
•Nutrition
•Water
Consumption
Activities
HOUSEHOLD
•Demography
SHOCKS
&
STRESSES
•Food
•Health
•History
•Economic,
Cultural and
Political
Environment
Security of:
•Shelter
•Education
•Community
Participation
•Personal Safety
Processing, Exc
hange, Marketi
ng Activities
LIVELIHOOD
STRATEGY
After Swift, 1989; Drinkwater, 1994; Carney, 1998; Frankenberger and Drinkwater, 1999
LIVELIHOOD
OUTCOMES

18. An Approach - The Gender oriented Entrepreneurship Promotion, Swiss SDC

19. Job Description - Contract Peter Pichler
Develop the overall social development component and manage all participatory steps of its development
Enlist the cooperation of government bodies, community based organizations and sponsors
Act as a link between communities, local government, other statutory bodies and Riversdale
Mediate between opposing parties
Challenge inappropriate behavior and political structures where decisions are not in the best interests of all
stakeholders
Co-ordinate capacity building and joint working initiatives with communities and other relevant stakeholders
Help to raise public awareness on issues relevant to the community
Provide leadership and coordination of projects
Assist with the recruiting of staff to work on community projects
Plan, attend and coordinate community meetings and events
Oversee the practical arrangements for ensuring that people from all sections of the community are actively
involved and participating and contributing to Community development
Network to build contacts and fundraising
Assist community to conduct research to find other external funding opportunities to upgrade/expand existing
social development projects

20. Help communities to become self-sustaining by assisting them to find markets/clients for
product and services resulting from the social development projects implemented
Undertake research where applicable to develop innovative solutions to community
issues/problems
Manage and report on projects against agreed project schedule
Serve as a member of the Riversdale Sustainable Development committee
Develop and implement community and government relations strategies and programs that
support and further the business goals of Riversdale.
Systematic identification and documentation of community issues and matters
Supervise and ensure the coordination and integration of the social development activities
carried out at the project level
Coordinate the social development activities carried out as part of (1) resettlement plans; (2)
obligations imposed by the mineral titles, applicable legislation and the mining contract(s) and
corporate social responsibility
Oversee the financial management of projects as per the approved budget
Develop annual and five-year implementation plans and budgets for social development
initiatives
Evaluate, prioritize and monitor implemented social development projects through the study
phase to construction and ultimately mining operations.
Develop implementation plans and budget for social development initiatives in coordination
with the people in the field

21. Promote the participation of local communities in the design, implementation and management of project activities
Evaluate and monitor existing implemented social development projects
Actively liaise with local government agencies, NGO‟s and community based organisations in order to ensure their
involvement in social development initiatives
Provide guidance or mentorship to and facilitate the professional development of the social development team in
the field
Coordinate the process to find external training providers to train community members working on social
development projects
Establish and maintain accurate and timely reporting standards throughout the project
Ensure that an achievable programme is set and maintained for social development projects
Prepare a Project Execution Plan
Ensure that quality assurance, safety, HR/IR environmental programs are established and maintained by all
parties
Undertake field visits to follow up the implementation of social development activities
Branding
Review policies
Align policy and practice with global standards
Fund raising
Develop partnerships that are of strategic value

22. List of Documents and Bibliography:
•
RT HSEC Standard B11 - HIV/AIDS December 2008
•
RT Baseline communities assessments guidance, Vers. 1.2, 5 September 2007
•
Sociology Before Geology, the Development of Social Competencies in Rio Tinto, Bruce E Harvey
•
RT User guide, 2010 v1.3, Communities Competencies
•
RT Communities FLP Module 2 – Africa
•
RIO TINTO_genderguide
•
RIO TINTO Livelihoods
•
RT The_way_we_work_2009
•
Final Riversdale SDP Document, Benga Coal Mine Project, Moatize District, Tete Province KPMG 2009
•
Conference paper MINING, GENDER AND SUSTAINABLE LIVELIHOODS, Nov2008 J. Parmenter
•
Mining Community_Investment_Indicators_Table, CommDev & CES, IFC, Sept 2007
•
Pathways out of Poverty in Rural Mozambique, 2008, Benedito Cunguara e.a.
•
Riversdale Concept Paper Sustainable Livelihoods Program for Benga Mining Community, P.Pichler 2011
•
Riversdale Corporate Social Responsibility Policy, Version 1, 01.03.2010
•
Gendering the Field: Towards Sustainable Livelihoods for Mining Communities, Sara Bice e.a.
•
Creating Empowered Communities: Gender and Sustainable Livelihoods in a Coal Mining Indonesia, Petra
Mahy
•
In search for sustainability and improved livelihoods in mining areas, Ghana 2011, Yeboah, Stephen
•
Care International, PHLS Unit, The Sustainable Household Livelihood Approach, various documents

23. Thanks!
Be that Change!