Rio Tinto Alcan Weipa 2011 Sustainable Development Report

Rio Tinto Alcan Weipa2011 SustainableDevelopment Report

Rio Tinto Alcan Weipa 2011 Sustainable Development Report 11From the general managerWelcome to the 2011 Rio Tinto Alcan Weipa Sustainable Development Report. It was a good year for RioTinto Alcan Weipa in 2011. We achieved record bauxite production of 20.7 million tonnes and we will worktowards further increases in 2012. We exceeded our rehabilitation target by revegetating more land thanwas cleared for mining during the year.In March, we marked the tenth anniversary of the signing of the Western Cape Communities Co-existenceAgreement (WCCCA) and the Weipa Township Agreement. These agreements, along with the Ely BauxiteMining Project Agreement (EBMPA), formalise the way we consult, engage and collaborate with TraditionalOwners around our activities. We have made good progress over the past decade and recognise there isstill a lot to do. Sadly, some senior Traditional Owners passed away during the year. We acknowledge theirsignificant contribution to developing and implementing these agreements and we will continue to workwith the next generation to ensure all our obligations are met.We made some very encouraging progress in increasing the representation of Indigenous people in ourworkforce. Much of our effort over the past few years is starting to gain traction and 2011 saw us employrecord levels of Indigenous people, and local Aboriginal people. During 2011, we began implementing ourIndigenous Employment and Training Strategy. This strategy was developed in collaboration with TraditionalOwners, and we expect it will help us further deliver on our commitments.Following feedback about how we could better communicate with the community, we reinvigorated acommunity forum programme during 2011. These quarterly forums provide us with an opportunity todiscuss key issues with the community and offer them the chance to ask questions and raise issuesdirectly with us. These sessions are very valuable and we look forward to further developing them as a keycommunity engagement tool in 2012.A disappointing aspect to 2011 was our poor safety performance. Not only did we fail to meet our targetsbut our performance deteriorated with more injuries reported in 2011 than the previous year. However,we have a comprehensive work plan in place for 2012 to improve our performance and also achieve asignificant change in our safety culture.ContentsFrom the general manager 1Our operations 2PEOPLE 4Employment 4Health and safety 12PLANET 16Systems, water and waste 16Greenhouse gas emissions and air quality 22Biodiversity and land management 24PROSPERITY 30Regional economic development 30Communities 34South of Embley Project 40Another important achievement during 2011 was the development of a new Environmental Authority(EA) for the areas of the mining lease covered by the Commonwealth Aluminium Corporation Pty LimitedAgreement Act 1957. The EA was developed with the Queensland Government and is far more rigorous andcomprehensive than our previous legal obligations. We will continue to implement a range of monitoringand environmental management programmes across the lease area. Some are new and some will build onactivities already in place. These activities will allow us to build a more holistic picture of the impact of ouroperations on the environment and neighbouring communities.In addition to our current operations, we have continued to progress the feasibility study, includingGovernment approval processes, for expanding our current operations to the area of our mining leasessouth of the Embley River. The South of Embley Project would extend mining operations in this region foranother 40 years dependent on future production rates. Commencement of construction is dependant uponfederal government and internal investment approvals.The new format of this report has been designed to provide you with more information about our approachto aspects of sustainable development, our performance and our activities. We welcome your feedback onthis report, and on any other aspect of our operations, via our community hotline 1800 707 633 or emailRTAWeipafeedback@riotinto.comJo-Anne ScariniGeneral Manager

2 Our operationsRio Tinto Alcan Weipa 2011 Sustainable Development Report 3OuroperationsRio Tinto Alcan owns and operates the Weipabauxite mine located on western Cape YorkPeninsula. The mine produced 20.7 milliontonnes of metal grade bauxite in 2011. Miningoperations occur on mining leases ML 7024and ML 7031, north of the Embley River. Theavailable ore reserves cover 3,860 squarekilometres. Rio Tinto Alcan Weipa operatesunder three Indigenous agreements - theWestern Cape Communities Co-existenceAgreement (WCCCA), the Ely Bauxite MiningProject Agreement (EBMPA) and the WeipaTownship Agreement.LegendArea RoadsOther leasesRio Tinto mining lease ML7024Rio Tinto mining lease ML7031Vacant crown landParks or government reservesPrivate land holdingsDOGIT landsPepan Land TrustAurukun ShireScherger RAAF BaseM AP O O NPortMusgraveTJ UNGUNDYWARRANGGURIO TINTO ALC ANML 7024Ducie RiverTAEPADHIGHIC A P EThe Weipa operations consist of two continuousmining operations at East Weipa and Andoom,two beneficiation plants, 19 kilometres of railwayto transport mined bauxite to the port area, twostockpiles and two ship loaders.G U L FPennefatherRiverYUPUNGATHIWenMapoon roadlockRiverRIO TINTO ALC ANML 7031Rio Tinto Alcan Weipa owns and operates twodiesel engine power stations (26 megawattsand ten megawatts) supplying the mine, theWeipa town and neighbouring community ofNapranum. The operations’ main administration,warehouse, laboratory and ship loading andport facilities are located at Lorim Point on theEmbley River.The Weipa port can service post-Panamaxvessels up to a capacity of 83,000 tonne cargos.Some product is shipped to internationalcustomers but the majority of Weipa bauxite issupplied to the Queensland Alumina Limitedand Rio Tinto Alcan Yarwun refineries, bothlocated in Gladstone, Queensland. Theserefineries produce alumina as feedstock forAustralian aluminium smelting operations andfor sale on the international market.Rio Tinto Alcan Weipa is a major contributor tothe regional economy and makes substantialinvestment in local infrastructure to supportthe Weipa township. The Weipa TownAuthority was established to manage the localgovernment requirements of the town onbehalf of Rio Tinto Alcan and is comprised offour Members elected by permanent residentsof the Weipa community, a Traditional Ownerrepresentative and two appointed Rio TintoAlcan Weipa employees.Duyfken PointO FBoyd PointPera HeadThud PointPineRiverBayAL BAT R OSSBAYRIO TINTO ALC ANML 7024ANDOOMWE IPANAPR AN U MWIK WAYELYTHANIKWITHIALNGITHWATHAYNAurukunRoadANATHANGAYTHPEPPANPenin sulaBilly's LagoonY O R KYork DownsDevelopmentRoadP E N I N S U L AC A R P E N T A R I AAU R U K U NWIKiverWatson RWatson RiverWESTERN CAPE YORK PENINSULA REGIONAL MAP0 5 10 15 20 25 30 35 40 45 50Kilometres

4 PeopleRio Tinto Alcan Weipa 2011 Sustainable Development Report5PeopleSnapshot 2011››Rapidly increased employee numbers tomeet operational demand.››Reached record levels of Indigenousemployment, including local Aboriginalrepresentation across the operations.››Converted a record number of Apprenticesand Trainees to Rio Tinto AlcanWeipa employees.››Together with Traditional Ownersthrough the WCCCA Employment andTraining Sub-Committee, collaborativelydeveloped an Indigenous Employment andTraining Strategy.››Achieved record employee engagementscores in Rio Tinto’s global employeeengagement survey.Alex Norrie, Plant Operations superintendant, on the East Weipa Beneficiation plant.Our approachRio Tinto Alcan Weipa holds five corevalues: zero harm, accountability, respect,teamwork and integrity, which are expressedin the way we do business and engagewith our employees. We recognise thatattracting, engaging and retaining askilled and diverse workforce is critical tobusiness performance. We are committedto providing a workplace where all ouremployees are engaged, supported, properlytrained, and work in safe, healthy andenvironmentally responsible ways.We are committed to providing opportunitiesfor Indigenous people, particularly localAboriginal people, for skill development anddirect employment into our operations andto build an environment of inclusion whereall differences are valued. We also workactively to prepare and recruit local peoplefor employment to enhance the stability andsustainability of Western Cape communities.PerformanceEmploymentRio Tinto Alcan Weipa performed stronglyin 2011 with record levels of Indigenousemployee and Local Aboriginal Person(LAP) participation, and record numbersof participants in Indigenous Pre-WorkDevelopment programmes. The conversionrate of apprentices and trainees whocompleted their training and securedemployment with Rio Tinto Alcan Weipaalso reached record high levels.There was a 15 per cent increase inthe number of people employed in ouroperations during 2011 due to a ramp upof production and in preparation for furtherproduction increases in 2012. In addition,41 Apprentices and 43 LAP Trainees wereemployed in development roles across thesite. Turnover across the site was 14.35 percent for the year.Workplace diversityWorkplace diversity improved significantlyduring 2011. Female representation wasbetter than forecast at 25.1 per cent (or272 Full Time Equivalent (FTE) from234 FTE in 2010) with 92 women employedin trade level roles or above. Of these,22 women held leadership positions and19 were in professional roles.Total Indigenous employment levelsexceeded our forecast and we achievedrecord participation levels of 26 per cent(277 FTE up from 201 FTE in 2010).Participation of local Aboriginal peoplereached record levels at 16 per cent(171 FTE up from 134 FTE in 2010),supporting our goal of continuing toincrease local Aboriginal employmentlevels year-on-year. We continue to focuson increasing the participation of localIndigenous people in our operations throughthe implementation of the IndigenousEmployment and Training Strategy (see casestudy on page 10), and with a particularemphasis on increasing employment outcomesfrom Aurukun.A total of 36 Indigenous employees wereemployed in trade level roles or above. Of these,six were in leadership positions and four werein professional roles, both representing animprovement on 2010.2009 2010 2011 2011TargetTargetMet2012TargetEmployees 733 871 1,024 914 ✓ 1,052Total IndigenousparticipationLocal Aboriginalparticipation21% 23% 26% 25% ✓ 27%14% 15% 16% 17% ✗ 17%Female employees 24% 26% 25% 25% ✓ 25%

6 PeopleRio Tinto Alcan Weipa 2011 Sustainable Development Report7Indigenous Pre-workDevelopmentIndigenous Pre-work Development is thecornerstone of our broader Indigenousemployment and training strategy. Itprovides a series of initiatives aimed atbuilding the capability of Indigenous peoplefrom Western Cape communities througha staged and well supported pathway totransition into permanent full time work withRio Tinto Alcan Weipa.The measure of success for our pre-workprogrammes is how well, and how many,participants transition into full time work.During 2011, we achieved record numbersof conversions into ongoing education,vocational training or employment.Local Aboriginal Person(LAP) TraineeshipDuring 2011, a record level of interest wasexpressed for Rio Tinto Alcan Weipa’s LAPTraineeship programme with 261 applicationsreceived. Of these, 81 applicants wereinvited to attend Assessment Centres. Fortyapplicants were offered LAP Traineeships,representing a record number of LAPTrainees participating in the programme atany one time – a total of 43 LAP Traineesworking for Rio Tinto Alcan Weipa.The outcomes during 2011 were also verypositive with a total of 11 LAP Traineesobtaining roles with Rio Tinto Alcan Weipaand four ‘fast tracked’ through a structuredcareer pathway into Rio Tinto Alcan WeipaApprenticeships. A total of 23 LAP Traineescompleted their certification training duringthe year, which is the most ever in a singleyear for Weipa.Rio Tinto Alcan WeipaApprenticeship programmeThe 2011 Apprentice intake included sixLAP Apprentices, representing 43 per centof the total Apprentice intake at Rio TintoAlcan Weipa. The overall representation ofIndigenous people within the Apprenticeprogramme at the end of 2011 was 17 (or41 per cent). Of these, LAP represented34 per cent of the total Apprenticeprogramme, which is significantly higherthan previous years.During 2011, nine Rio Tinto Alcan WeipaApprentices completed their apprenticeshipsin a variety of trades. Five were offered roleswith Rio Tinto Alcan Weipa, including twoLAP, two secured employment with localcontractors and two pursued employmentopportunities outside Rio Tinto.Leticia Brown, Engineering Support officer

8 PeopleRio Tinto Alcan Weipa 2011 Sustainable Development Report9Destinations programmeThe Destinations programme is a pre- workdevelopment programme focused on improvingrecruitment and retention of Aurukuncommunity members in our operations. Theprogramme had its most successful yearsince its inception in 2007 as ten participantscompleted stage one of the programme. ThreeDestinations programme participants wereoffered LAP Traineeships with Rio Tinto AlcanWeipa. In addition, the retention rate improvedsignificantly with only two participants leavingthe programme (in this instance for personalreasons), which is the lowest in five years. Therewas also the highest level of interest recordedfor the Destinations programme with 37 peopleexpressing interest and considered for StageOne at the Myuma Training facility.The Destinations programme was developedby Rio Tinto Alcan Weipa in collaboration withWik Projects Ltd, Myuma Pty Ltd, AurukunShire Council and members of the broaderAurukun community. The Queensland andAustralian Governments also supported thepilot programme.Training AwardsThe skills of our engineering and electricalapprentices were recognised at the Skills360Western Cape Training Awards. Rio Tinto AlcanWeipa apprentice diesel fitter Sandra Kirk, wonboth the Engineering Apprentice of the Yearand the overall Apprentice of the Year award.Six apprentices were also nominated for theQueensland Training Awards.Building our LocalTalent (BOLT)An ongoing challenge for resource companiesis attracting and retaining employees in thebusiness. Rio Tinto Alcan Weipa is responding tothat challenge through Building our Local Talent(BOLT), a partnership with Western Cape College(WCC) aimed at encouraging and preparing localstudents for careers in our business.The BOLT strategy builds upon the successfulpartnership first established between Rio TintoAlcan Weipa and WCC in 2006 to develop effectiveschool-to-work pathways. It was expanded in 2011to better link school-based programmes withcore industry requirements enabling students tobroaden their aspirations as they transition fromschool into a variety of career paths.The programme aims to create awareness,build readiness, offer experience and monitorprogress of students to build a potential futurelabour pool. Our employees participate in schoolcareers markets, deliver career talks and presentspecialist lessons to students to create awarenessof the variety of career opportunities available.Visits to our operations are tailored for primaryand secondary school students and teachers. Webuild work readiness by offering Learner drivertraining and driving lessons, work experienceplacements and hosting students completingschool-based traineeships. Rio Tinto AlcanWeipa also offers guidance and structured casemanagement to monitor students’ progress.By bringing education and industry closertogether, the BOLT programme aims to achievehigher levels of employment outcomes forlocal students. It also aims to create a strategicadvantage for both Rio Tinto Alcan Weipaand WCC by building a pipeline of local talentcontributing to sustainable economic prosperityfor Western Cape communities.Priorities 2012››Support the implementation of theSite Safety Acceleration Process (seepage 13) which will require significantleadership development and support forculture change.››Implement the Indigenous Employmentand Training Strategy operational plan.››Expand the Indigenous Employment andTraining Strategy to include commitmentsmade in the South of Embley Social ImpactManagement Plan if approved.››Attract, train and retain new employeesin a tight labour market to meetbusiness requirements.››Continue to improve the engagement ofour people to achieve business outcomesand fulfil their personal aspirations.DefinitionsJed Smith, Andoom operations crew leader, beside a 190T Caterpillar truck.Jo-Anne Scarini, Rio Tinto Alcan Weipa operationsgeneral manager, with Apprentice of the yearrecipient, Sandra Kirk and David Morgan, Skills360.Rio Tinto Alcan Weipa’s efforts as a trainingprovider were recognised when we were nameda regional finalist in the Far North QueenslandEmployer of the Year 2011 in the QueenslandTraining Awards. We also won the ExcellenceAward for Skills Development and Training bySkills360 Australia.1. A Local Aboriginal Person (LAP) is:––A member of a Traditional OwnerGroup of the land on which we mine;––An Indigenous person connected to aTraditional Owner Group by marriageor adoption;––A person recognised as a LocalAboriginal Person by the majorityof the Indigenous members of theCoordinating Committee who, once thedecision is made, will always be a LocalAboriginal Person.2. Indigenous employees are those thatidentify as of Aboriginal or Torres StraitIslander descent.

10 PeopleRio Tinto Alcan Weipa 2011 Sustainable Development Report11Case studyIndigenous employmentA new three year strategy for Indigenous employment willassist Rio Tinto Alcan Weipa to recruit Indigenous Australiansand build a culture to support their success.Rio Tinto Alcan Weipa’s Indigenous Employment and Training Strategy was developed incollaboration with Traditional Owners and received full endorsement from the WesternCape Communities Co-existence Agreement (WCCCA) Coordinating Committee inOctober 2011.The strategy defines Rio Tinto Alcan Weipa’s long-term commitment to increasingthe participation, retention and advancement of Indigenous people, specifically LocalAboriginal People (LAP), across our current operations and future expansions.The strategy outlines eight key strategic focus areas to ensure our approach toIndigenous employment is integrated and sustainable. It includes ensuring all ourcommitments to Traditional Owners are met and that company policies and systems areappropriate and supportive.School to work pathways, in partnership with education providers and financialsponsors, are a key area to engage young Indigenous students early in their schoolcareers to support work preparedness. Pre-work development is a series of initiativesaimed at building capabilities of Indigenous people through, for example, traineeshipsand apprenticeships, to enable a transition to full time, direct employment with RioTinto Alcan. The strategy also focuses on employee retention and career developmentto ensure Indigenous employees progress their careers.Rio Tinto Alcan Weipa’s manager Human Resources and Training Kamball Schafferiussaid the new strategy brought together many different elements crucial to the successof improving Indigenous employment and training initiatives into a single integrated andcomprehensive approach which was well supported by stakeholders.“By developing stronger Indigenous employment and training pathways into ourbusiness and supporting them to achieve their personal aspirations once theyare working with us, we help provide a real opportunity for Indigenous people,”Kamball said.“They share in the economic prosperity of our operations and create a sustainablepathway for future generations.”Local Aboriginal and mine operator, Keiji Bowie.

12 About Health this and report SafetyRio Tinto Alcan Weipa 2011 Sustainable Development Report13The Health and Safetycommitment of allwho work at Rio TintoAlcan WeipaRio Tinto Alcan Weipa’s Vision.We choose as individuals and teams to supporteach other to create an environment free ofhealth, safety and environmental incidents.Rio Tinto AlcanWeipa willbe a leadingcompany in…Creating aworkplace culturethat believesin zero harmand values safebehaviourPreventing injuriesand illnesses inthe workplaceTraining our peopleto control thehazards associatedwith their workStriving tocontinuouslyimprove ourhealth and safetyoutcomesDeveloping andsustaining worldclasshealth andsafety systemsAs site orcontractorleaders, we will…Actively care aboutthe safety of everyperson on our siteEnsure that all siterules are followedat all timesNever ask ateam memberto perform anunsafe actRequire our teamto stop work thatputs anyone at riskNever walk pastan unsafe actor conditionTrain our people tobe competentSupply adequateresourcesListen and respondto feedbackAs employeesand contractors,we will…Be accountablefor the safetyof ourselvesand othersEnsure we followall site rules atall timesBe active incontrolling risksAlways stop workthat puts ourselvesor anyone on siteat riskReport all incidentsand any unsafeconditionsor behaviourAlways come towork fit for workWork together tostrive to find saferways to completeour tasksOur Values : Zero Harm, Respect, Integrity,Accountability, Teamwork… andtogetherWe will createan injury andillness freeworkplace whereeverybody goeshome unharmedeverydayOur approachRio Tinto Alcan Weipa is committed toproviding a safe and healthy workplace forall employees and contractors. We do thisby working together to ensure that everyemployee goes home unharmed every day.Our vision has been translated into a setof commitments that are shared by ourleaders, our employees, and our contractors.Our health and safety efforts are governedby comprehensive management systems,standards and policies to ensure bestpractice, and support employees to maketheir contribution towards an injury freeworkplace. These systems are regularlyaudited by Rio Tinto employees andspecialised external auditors. Rio TintoAlcan Weipa is certified to ISO 14001(Environmental Management System) andOHSAS 18001 (Occupational Health & SafetyAssessment Series).PerformanceRio Tinto Alcan Weipa experienceddeterioration in safety performance during2011 compared with previous years.There were nine lost time injuries and twomedical treatment cases. These includedfour musculoskeletal injuries (sprains andstrains), four laceration injuries, two burninjuries and one crush injury. There were nonew cases of occupational disease in 2011.In addition, a total of 15 Significant PotentialIncidents were reported in 2011. Theseare minor or near miss events that havea potentially critical outcome. Rio TintoAlcan Weipa investigates these incidentsand instigates remedial actions to preventpotentially fatal consequences.SafetySite Safety AccelerationProcess – From Good to GreatIn November, Rio Tinto Alcan Weipabecame the ninth Rio Tinto site worldwideto undertake the Site Safety AccelerationProcess, a programme designed to movesafety performance from good to great.The programme is an intensive four weekprocess that included a diagnostic phasewhere consultants gathered informationon safety performance and culture throughobservations, interviews with senior leadersand focus groups.An intensive work programme to addressthe findings was co-designed by themanagement team and the consultants andwill be delivered in 2012.Leading for Improvement (LFI)This programme provides frontline leaderswith the skills and tools to support thedevelopment of the desired safety culture.LFI focuses on improving performance(operational and safety) and peopleengagement through toolbox and startof shift meetings. In 2011, 108 leadersparticipated in the LFI programme.Injury Management ProjectThis project is aimed at improving the earlyintervention and proactive management ofinjuries. Outcomes of the project includedimproved management of injuries throughearly reporting and intervention and aHealth and safetyclarification of leadership accountabilitiesfor injury management.Fatigue Management ReviewRio Tinto Alcan Weipa commissionedan external review of the site’s fatiguemanagement system to identifyopportunities for improvement. The reviewinvolved a combination of semi-structuredinterviews and surveys involving more than400 employees. The recommendationswill be implemented by a Fatigue WorkingGroup during 2012.HSE Innovations awardsForty-seven submissions were received forRio Tinto Alcan Weipa’s Health, Safety &Environment (HSE) Innovation Awards in2011. The HSE Innovation Awards recogniseand reward employees and contractors whodeveloped and successfully implementedan innovative design, equipment,procedure or work process to make theirworkplace healthier, safer, and/or protectthe environment.2011 winner of the Safetycategory: Isotainer AccessSafety GuardEmployees from the Fuel Infrastructureteam developed a guard that that effectivelyeliminates the high risk of injury from a oneof their regular tasks.The innovation removed the risk of workingat heights when accessing the top ofpurpose-built shipping containers (Isotainer)used to transport waste oil from site.To fill the waste oil container, employeesmust access the top of the container to openthe vent hatches and regularly check fluidlevels. This was a high risk activity.The access guard now provides safe accessand egress via a ladder attached to theguard and removes the potential of fallingfrom the top of the container.The guard is lifted in place with the samemobile crane used to position containers inthe bunded area.

14Health and SafetyRio Tinto Alcan Weipa 2011 Sustainable Development Report15HealthBe Active ChallengeSnapshot 2011››AIFR performance deteriorated in 2011and did not meet target.››No new cases of recordableoccupational illnesses.››Commenced the Site Safety AccelerationProcess to instigate a step changeimprovement in safety performance.All Injury FrequencyRate (AIFR)Significant PotentialIncidents (SPI)2009 2010 2011 2011TargetTargetMet2012Target0.6 0.79 0.87 0.60 X 0.70- - 15 20 X 20SPI Closure Rate * - 92% 95% X 95%RecordableOccupationalIllnesses0 2 0 0 ✓ 0*Rio Tinto Alcan only began recording SPIs from 2011.Manual Handlingrisk reductionThe 2011 Manual Handling programmeaimed to reduce the risk associated withthe top five Manual Handling tasks ineach department on site. During 2011, thesite achieved a reduction in 29 of the 30identified tasks, resulting in a significantreduction in the exposure of employeesand contractors to manual handlinginjuries/ illnesses.Noise reductionRio Tinto Alcan Weipa has a target toachieve a ten per cent reduction in the rateof employees exposed to noise greater than85dB(A) (adjusted to an eight hour periodper 10,000 employees) by 2013, using the2008 baseline of 7,274. We made goodprogress in 2011, recording an exposure rateof 6,097 (against a target of 6,547) and areon track to achieve the 2012 target.The reduction was attributed to increasingtask rotation, improved maintenancestrategies for heavy equipment, and thereplacement of two locomotives.Health monitoringand wellnessIn 2011, mandatory health monitoring testsof hearing, lung capacity and hand andarm vibration tests were completed for 674employees. The data is used to assess theeffectiveness of reduction programmesacross the site.The Be Active Challenge is a ten weekprogramme designed to motivate employeesto be more active, learn about healthy eatingand support those wanting to lose weight.The challenge involves teams of four ‘walking’around the globe, visiting Rio Tinto sites andplaces of interest. A total of 104 Rio Tinto AlcanWeipa employees participated in the Be ActiveChallenge in 2011.Wellness ChallengeThe Wellness Challenge is a 12 week project thatran twice in 2011.Work areas register a team where participantseach week provide hip, waist and weightmeasurements to their team leader. Overallindividual and team winners would bedetermined by the biggest reduction in allthese measurements.There is also recognition of individuals who havemade a significant positive lifestyle change suchas quitting smoking.In 2011, over 60 employees participatedin the two challenges and collectively lost240 kilograms and reduced their waist sizes by460 centimetres.Many challenge participants have sustainedtheir positive lifestyle change.Priorities 2012››Implement the initiatives identified in theSite Safety Acceleration Process.››Roll out the revised Safety InteractionSystem to all frontline leaders.››Continue focus on noise exposurereduction and fatigue management inthe workplace.››Introduce the Periodic Medical Process toensure that all employees and contractorsperforming safety critical work have theirpre-placement medical examinationfollowed up by periodical examinations.››Focus on reducing hand injuries bybroadening the existing Manual Handling/Ergonomic programme to include HandRed Zones.DefinitionsWhat is a Lost Time Injury (LTI)? An LTI is an injury or occupational illnessthat results in one or more days/shifts away from work, excluding the day ofthe incident.What is an All Injury (AI)? All injuries include lost time injuries and medicaltreatment cases.Rio Tinto Alcan Weipa also offers employeesa voluntary Wellness Assessmentprogramme where key health indicatorsare tested, including fitness levels, bodymass index, blood pressure and bloodglucose. During 2011, 269 employees, or27 per cent of the workforce, participated inthis programme.What is an All Injury Frequency Rate (AIFR)? We use the AIFR to convert thenumber of AIs into a frequency rate per 200,000 hours worked. This is equivalentto the number of AIs per 100 employees per year.What is a Significant Potential Incident? Any incident that meets thefollowing criteria:1. Has a health, safety or environmental impact, and2. A Maximum Reasonable Outcome (MRO) of Critical, and3. An actual consequence of near hit/miss, minor, medium, or serious.

16PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report17Systems, waterand wasteSnapshot 2011››Agreed on a new Environmental Authoritycovering Comalco Act 1957 lease area withthe Queensland Government.››Exceeded our water recycling target.2009 2010 2011 2011TargetTargetMet2012TargetTim Deery, Rehabilitation and Closure officer, taking water samples as part of the monitoring programme.Environmentalincidents (mediumconsequenceand above)Freshwaterwithdrawn (kilolitresper tonne ofbauxite produced)6 6 1 5 ✓ 11.14 1.02 0.86 1.01 ✓ 0.96Our approachWe recognise and acknowledge that ourmining leases are on Aboriginal land andinclude many areas of cultural significanceand environmentally sensitive ecosystems.Rio Tinto Alcan Weipa’s environmentalmanagement system provides for a rigoroussystem of monitoring and reportingimpacts. We also have environmentaland cultural processes integrated intomine planning to ensure sustainableenvironmental protection, particularly forhigh biodiversity ecosystems.Our mining and mining-related operationscomply with relevant legislation and alsomeet Rio Tinto Global EnvironmentalStandards, which exceed our legislativerequirements. Our EnvironmentalManagement System (EMS) is certifiedto the international standard ISO14001.During 2011, we began to transition ourenvironmental regulation from StateAgreement Acts to Level 1 Mining Authorities.Our key environmental issues includerehabilitation of mined land, watermanagement, biodiversity, dust managementand reducing our greenhouse gas emissions.PerformanceEnvironmental incidentWe achieved a significant improvement inenvironmental performance during 2011;however we did report one environmentalincident. This incident occurred whenthe Lorim Point Sewerage TreatmentPlant exceeded its discharge limits to theEmbley River during 2011. The dischargewas marginally over the licence limitand represented minimal risk to theenvironment; however it was ongoing forsome months. The incident required workto establish an appropriate engineeringsolution and was rectified by the installationof a tertiary treatment module (effectively asand filter) by year end.Environmental AuthorityThe environment protection and reportingconditions related to the Weipa miningoperations have, to date, been set out undertwo State Agreements – Comalco Act 1957and Alcan Act 1965. However, following achange in legislation, Rio Tinto Alcan Weipaworked with the Queensland Departmentof Environment and Resource Management(DERM) to develop new environmentlicences. After three years of negotiation,Weipa became the first site operating undera State Agreement to be issued a newEnvironment Authority (EA) by DERM inAugust 2011. The EA covers the ComalcoAct mining areas only and an EA for theAlcan Act area is under development.In line with improved understanding ofenvironmental best practice and communityexpectations, our new EA is far more rigorousand comprehensive than our previous legalobligations. The EA requires us to significantlyexpand monitoring activities and defines moreregulatory conditions around our operations. RioTinto Alcan Weipa will develop 36 new monitoringand management plans over the next threeyears. It also brings together a number of existinglicences under one banner which will assist inmore efficient implementation and reporting ofperformance to DERM.The new EA builds upon much of the work RioTinto Alcan Weipa already undertakes. It willrequire us to step up to a new standard in termsof environmental impact monitoring and willresult in a beneficial environmental outcome forthe region.Total water recycled(percentage)31 19 25 20 ✓ 20

18 PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report19Receiving EnvironmentMonitoring programmeOne of the key changes under the new EA isthe development of a Receiving EnvironmentMonitoring programme. Rio Tinto Alcan Weiparegularly monitors the quantity and natureof discharges from operations at variousrelease points but we are now required to alsomonitor the impact of these discharges on thereceiving environment. This approach requiresus to develop a far more complex monitoringprogramme and we are undertaking baselinestudies to understand the current receivingenvironment and define appropriate dischargelimits. The broad scale nature of our operationsmean that receiving environment monitoring is avery large undertaking but it will provide a moreholistic picture of the impact of our operations.Water managementEfficient water management is a keyenvironmental issue for the Weipa operations.A large amount of water is used to wash, orbeneficiate, bauxite before it is stockpiledfor shipping.Priorities 2012››Collect baseline data to develop theReceiving Environment Monitoringprogramme for approval by DERM.››Establish all routine monitoringprogrammes in line with new EA.››Submit new Management Plans for LandUse, Landfill and Water.››Negotiate an EA for the Alcan Actlease area.We recycle water from our tailings dams forreuse in our operations. During 2011, 25 percent of water was recycled. This represented asubstantial improvement on 2010 recycled watervolumes that followed expansion work, whichtemporarily disrupted the ability of the dams todecant water for recycling.Recycled and surface water are used as firstpriority. However the volume available is notenough to sustain our operations and mustbe supplemented with fresh water drawn fromeither shallow aquifers or artesian bores. Thisoccurs more frequently during the dry season.Our draw on shallow aquifers or artesian boresoccurs under license. The water supply for townareas is drawn from shallow aquifers.Non-mineralwaste segregationIn 2011, we revamped the colour coding of wastebins across site. The colour code bin system isembedded in all work areas to ensure recyclingopportunities are optimised. Materials collectedfor recycling include scrap steel, waste oil, carbatteries, tyres and oil filters. A total of 652,512tonnes of waste was recycled during 2011.Waste oil made up the majority of the recycledwaste material with approximately 648,000tonnes recycled.Jacinta Smith, Environment officer, taking readings from the dust monitor located in Nanum, Weipa.

20 PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report 21Case studyImproving wastemanagementRio Tinto Alcan Weipa invested significantly in encouraging thecommunity to appropriately dispose of waste during 2011.These efforts included a $2.5 million upgrade to the Evans Landing landfill, a major cleanup of illegally dumped domestic waste, and the offer of free disposal and degassing of whitegoods for the community.The 30-year old Evans Landing landfill manages waste from both the Weipa and Napranumtowns and the non-mineral waste from mining operations. Approximately 3,500 tonnes ofwaste is disposed of at the landfill each year.The upgrade of the landfill facility saw the installation of a drop station to enable greatersegregation of waste material, thereby reducing the amount sent to landfill.The drop station, a common feature in landfill facilities around the country, allows communitymembers to drive onto a designated, covered platform and safely dispose of waste in skipsdesignated for general waste, green waste and scrap metal.Drop off points for paper and cardboard, aluminium cans, white goods, batteries and waste oilwere also centralised to encourage appropriate disposal of these forms of waste.The landfill upgrade also included the installation of groundwater wells and a better systemto sample and contain surface water run-off.In October 2011, Rio Tinto Alcan Weipa instigated a major clean up of a three kilometrestretch of bushland near the Lakes area where a large number of highly pollutant items suchas fridges, engine oils, and batteries were illegally dumped.In response, Rio Tinto Alcan Weipa offered free disposal and degassing of domesticrefrigerators and air conditioners at the landfill to ensure these items were disposed ofappropriately in future.By year end, 230 fridges were degassed at a cost of more than $11,000.

22 PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report23PerformanceAir qualityGreenhousegas emissionsand air qualityGreenhouse gas emissionsThe largest sources of greenhouse gas (GHG)emissions from the Weipa operations come frompower generation at the site’s two diesel-firedpower stations, through the mining fleet’s dieseluse and through land clearing for mining whichremoves carbon sinks. Approximately 50 percent of Rio Tinto Alcan Weipa’s GHG emissionsare from land clearing.Of the diesel-related emissions, the powerstations contribute slightly more to the site’soverall emissions but we have more influenceon reducing GHG emissions from the haulagefleet. Emissions from this source have increasedas the truck haulage distance has increasedbetween mining and processing areas. There isongoing work focusing on reducing diesel usein mining and improving diesel use efficiency inthe power stations.Rio Tinto Alcan Weipa aims to minimiseemissions attributed to land clearing byensuring only land absolutely necessary formining or mining-related activities is clearedand that rehabilitation rates remain ontarget. Land clearing emissions are offset byrehabilitation efforts.Managing dust emissions is a major focus for RioTinto Alcan Weipa during the dry season. Dustemissions from our operations, combined withwindy conditions and the smoke from naturalbushfires in the region, can adversely impact airquality for the local community. The nature ofbauxite mining means large areas of flat landare exposed, which can be a dust source duringwindy conditions. Dust is also generated bytruck movements and large tailings facilities,some located close to communities.A Dust Management Plan was developedin 2010. It included the development of anair model which predicts dust spread anddetermines the risk of impact on the community.This information is used in mine planningdecisions. In late 2011, dust monitoringactivities were enhanced with the installation ofautomatic dust monitoring stations at Nanum,Napranum and Rocky Point.A fourth station will be installed in 2012 at RAAFBase Scherger to provide baseline information.These stations enable real time monitoring ofTotal Suspended Particulate matter and dustdeposition (see Definitions). The stations sendSMS messages to members of the Environmentteam if dust levels are approaching licencelimits, allowing a faster response time.Snapshot 2011››Achieved our greenhouse gas emissionintensity target despite increasedbauxite production.››Installed dust monitoring stations in theWeipa and Napranum townships to allowimproved operational response to dustemissions in the community.Greenhouse gasemission intensity(tonnes of carbondioxide equivalentper tonne ofbauxite produced)2009 2010 2011 2011TargetTargetMet2012Target0.0094 0.0112 0.0134 0.014 ✓ 0.0123Definitions––Deposited matter refers to anydust that falls out of suspension inthe atmosphere.Energy intensity(gigajoules per tonneof bauxite produced)0.11 0.10 0.1064 0.108 ✓ 0.1020– – Total suspended particles refers toparticles 50μm (micrometers) (0.05mmdiameter) in size or less.Priorities 2012››Establish an ambient air monitoringnetwork around the town of Weipa.››Improve the efficiency of the East Weipapower station.››Ongoing management of dustemission sources.

24 PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report25Biodiversity andland managementSnapshot 2011››Achieved our target of rehabilitating atleast as many hectares of disturbed landas was cleared for mining.2009 2010 2011 2011TargetTargetMet2012TargetTotal new landdisturbed (hectares)Total new landrehabilitated(hectares)445 768 1,069 1 ✓ 1,181858 465 1,092 1 ✓ 1,181Native seed stocks.Our approachRio Tinto has a goal to have a net positiveimpact on biodiversity. We refer tobiodiversity as the variety of life on Earth,the different animals, plants and microorganisms,their genes and the ecosystemsof which they are a part.Rio Tinto Alcan Weipa operates in a sensitiveenvironment on Cape York Peninsula. We area broad scale, open-cut mining operationsand manage more than 3,860 squarekilometres of land within our mining leases.This presents a number of challenges andwe recognise our responsibility to minimisethe impacts from our operations and makea positive contribution to biodiversity sothat the region ultimately benefits fromour presence.We do that through effective managementof our mining operations, successfulrehabilitation of land no longer requiredfor mining and by managing the damagecaused by feral animals, noxious weeds andfire. All our land management activities areconducted in close consultation and activeinvolvement with Traditional Owners. OurIndigenous land agreements outline ourcommitments and obligations to manageland appropriately and we report on ourprogress on a quarterly and annual basisthrough various forums.PerformanceBiodiversityRio Tinto Alcan Weipa has developeda Biodiversity Action Plan (BAP) todirect, monitor and review the effectivemanagement of key biodiversity featuresto meet our goal of net positive impact.It is a key document that focuses on themanagement of important biodiversityfeatures of the Rio Tinto Alcan Weipa leaseholdings. In addition, the Weipa Land UseManagement Strategy sets the overallcontext for land management at Weipa andthe Weipa Rehabilitation Strategy definesprogrammes to ensure that rehabilitationbiodiversity and quality are maximised.Effective rehabilitation, weed, feral animaland fire management and closure planningare all important elements in managingbiodiversity in the region.RehabilitationUnder the terms of its mining lease, Rio TintoAlcan is required to progressively rehabilitatemined-out areas. Mined-out areas arecovered in topsoil, sown with native seedsand fertilised. Traditional Owners are activelyinvolved in the rehabilitation programmeby collecting native seeds. We only clearland that is strictly required for mining ormining-related activities and our continuousrehabilitation process means there is onlyever a very small deficit of land awaitingrehabilitation at any time. Rio Tinto AlcanWeipa undertakes routine monitoring ofrehabilitation every year to ensure that practicesproduce the desired outcomes.During 2011, we rehabilitated more area thanwe disturbed by revegetating 1,092 hectares.This exceeded our target of a 1:1 ratio of landregenerated versus land disturbed and we wereassisted by a favourable wet season. Rio TintoAlcan Weipa achieved record production in2011 and a 15 per cent increase in production isplanned for 2012, which will require increasingrates of clearing and rehabilitation.Feral animalsRio Tinto Alcan Weipa collaborates with regionalgroups, including the Cape York PeninsulaPest Management Advisory Group, to controlferal animal populations on the Western Cape.Activities conducted by Rio Tinto Alcan Weipa in2011 were limited to the control of a number ofdangerous, feral dogs. A programme focussedon feral pig control is being developed in 2012,focusing primarily on reducing pig predation ofturtle nest sites.

26 PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report27WeedOur Weed Management programme is focusedon controlling the invasive weeds, gamba grassand leucaena, as a high priority. Both specieswere introduced to the region during pasturetrials some decades ago; however gamba grassis now a class 2 weed. While leucaena is not adeclared species both pose significant threat tolocal biodiversity and Rio Tinto Alcan Weipa’srehabilitation efforts.During the dry months, large areas of the leaseare treated for priority weeds using vehicleswith mounted spray rigs. During 2011, 6,756work hours were dedicated to weed spraying,which allowed more than 2,000 hectares ofland to be actively managed. Other elementsof the Weed Management Strategy includeeducating employees and contractors and theestablishment of weed quarantine zones toprevent further spread via vehicle traffic.Research projects with the CSIRO and RuralIndustries Research Development Corporationplanned for 2012 will further assist RioTinto Alcan continuously improve the WeedManagement Strategy to better account for thebiology and mode of weed spread.Fire managementWildfires frequently occur across the WesternCape during the dry season. In order to preserveproperty, cultural heritage sites and ecosystemsfrom these fires, Rio Tinto Alcan implements anannual fire management programme. TraditionalOwners are actively involved in fire managementactivities on their lands.More than 70 fuel reduction burns areundertaken annually to reduce fuel loads aroundthe townships of Weipa and Napranum and mineinfrastructure areas, including rehabilitation.However, in 2011, the late wet season delayedthe potential burning times and fewer than 50burns were completed. These burns focused onhigh risk areas prioritised on the basis of fuelintensity, climatic conditions, and proximity toproperty and infrastructure.A network of fire breaks is routinely maintainedaround the perimeter of the mine and throughmining areas to protect new rehabilitation areas.The team maintained almost 100 kilometres offire breaks during 2011.Closure planningEffective and comprehensive planning for mineclosure is essential to ensure we achieve ourvision to create a sustainable and positive legacyfor the communities and local residents of theWestern Cape. Rio Tinto Alcan Weipa has acurrent Closure Plan covering 2008-2013. Thisplan is reviewed and updated every five yearsto take into account changes in objectives,operational conditions and communityexpectations. The key objectives of closureplanning are to manage liabilities during minelife, ensure necessary funds are available afterclosure to deal with any remaining issues and tomitigate environmental or social closure issuesthrough proactive programmes during the life ofthe operation.Priorities 2012››Greater involvement of Traditional Ownersin weed, feral animal and fire managementactivities through development ofCommunity, Heritage and EnvironmentManagement Plans.››Focus on executing the 2012 WeedManagement Strategy, which identifieszones in Andoom and East Weipa tomanage priority weed species.››Participate in research projects toimprove the effectiveness of the WeedManagement Strategy.››Develop a Feral Animal Managementprogramme with Traditional Owners.››Begin monitoring wild pig predation ofturtle nest sites in areas managed by RioTinto Alcan to establish a baseline for ourferal pig control programme.››Finalise and implement a ConservationManagement Plan identifying thenatural and biodiversity valuesrequiring management.Brad Warner, Land and Rehabilitation officer, conducting routine rehabilitation inspections.

28 PlanetRio Tinto Alcan Weipa 2011 Sustainable Development Report29Case studySeed collectionNative seed collection by Indigenous contractors is provingextremely successful.Indigenous contractor NHDS was first awarded the contract for the community seedcollection programme in 2010 and they continue to coordinate the picking and collecting ofnative seed from the communities of Aurukun, Mapoon and Napranum.Native seed is collected for planting to rehabilitate land no longer required for mining byRio Tinto Alcan Weipa.During 2011, more than 28 species of trees and shrub seeds were received from thisprogramme and 273 kilograms of understory seed was collected by 51 active pickers inthe community.In addition, 219 kilograms of Parinari nonda and 213.5 bags of Pandanus spiralis collected.Rio Tinto Alcan Weipa’s Land and Rehabilitation specialist Dr Ingrid Meek said that using anIndigenous contractor to collect the seed had many benefits for Rio Tinto Alcan Weipa andthe local community.“It ensures species native to the region and those of cultural significance to local Indigenouspeople are included in the rehabilitation process,” she said.“The seed delivery by local community members in 2011 was valued at more than $77,000.This meant direct income returned to the communities and other benefits such as gettingcommunity members out on country.“We are committed to further developing the seed collection programme, providing trainingand education to improve the capacity of people to participate in the programme, and seekingways to further involve Traditional Owners in achieving successful rehabilitation outcomes,"Dr Meek said.

30ProsperityRio Tinto Alcan Weipa 2011 Sustainable Development Report31EconomicSnapshot 2011contributionOur approachRio Tinto Alcan Weipa has mined bauxite onwestern Cape York for close to 50 years. Weare the major employer in the region andour operations generate significant revenuefor the Queensland Government in terms oftaxes and royalties.Rio Tinto Alcan Weipa’s operations areconducted across 3,860 square kilometresof land covered by mining leases ML7024,ML6024 and ML7031. We operate on thisland under three Indigenous agreementswhich provide economic, education andemployment benefits as well as culturalheritage support and formal consultationprocesses between the company andTraditional Owners.In addition to mining operations, RioTinto Alcan Weipa is also responsible foradministering and maintaining the townof Weipa, built in 1967 to house themine workforce and their families. It isnow a regional hub for the Western Caperegion, hosting many businesses andgovernment services.In 2009, the Weipa Town Authority (WTA)hosted a Summit to discuss the town’sfuture. A commitment was made betweenWTA, the Queensland Government andRio Tinto Alcan Weipa to investigate‘normalisation’, but more specifically, tounderstand the sustainability of:––Weipa as a standalone council, and––incorporation with Cook Shire Council.The Weipa Governance Working Group wasestablished to progress this investigationwith representation from WTA, theQueensland Government, and Rio TintoAlcan Weipa.PerformanceIn 2011, a number of significant capitalworks projects were undertaken to upgradeimportant community infrastructure andfacilities. These included:Weipa airportMajor runway works at Weipa airport werecompleted to ensure the continuation ofsafe and reliable air services to Weipa. The$6 million upgrade included resealing therunway, taxi way and aircraft parking areasand a state-of-the-art lighting system,increasing options for pilots flying in allweather conditions.Cape Kids Childcare CentreThe shortage of childcare facilities in Weipa willbe addressed by a multi-million dollar upgradeand expansion to the Cape Kids ChildcareCentre. Rio Tinto Alcan Weipa, which ownsand operates the centre, has committed $2.4million in addition to $2.1 million in FederalGovernment funding. This will see the centreexpand from 28 to 70 places and incorporate anew kindergarten.The expansion involves the refurbishment ofexisting buildings and construction of newbuildings including an administration building,kitchen, new toddlers’ room and a kindergarten.In addition to the capital upgrade, Rio TintoAlcan Weipa has, for the past ten years,subsidised the running costs of the centre byapproximately $250,000 annually to ensure thisimportant service is available to the community.The expanded Cape Kids facility is expected tobe fully operational by mid-2012.››Achieved record bauxite production forthe operations.››Completed over $20 million of upgradeand new infrastructure works to supportthe Weipa community, including;--the annual road reseal programme-- an expansion of the Cape Kids ChildcareCentre--an upgrade of Evans Landinglandfill facility--the reseal and installation of newstate-of-the-art lighting system atWeipa airport--and commencement of anupgrade of town electricaldistribution infrastructure.Production (milliondry producttonnes shipped)Employeecontributions ($m)Taxes and royalties($m)2009 2010 2011 Notes16.8 18.6 20.7 Figures are fortonnes shipped.96 101 127 Includes salaries,wages, benefitsand superannuationcontributions. Does notinclude training andrecruitment costs.50 50 57 Includes payroll tax, fringebenefit tax, royaltiespaid to the QueenslandGovernment andpayments for Indigenousagreements. Excludesincome tax.

32 ProsperityRio Tinto Alcan Weipa 2011 Sustainable Development Report33Mission River BridgeThe Mission River Bridge not only providesroad access to the Andoom mining operationsbut is an important piece of infrastructureconnecting the Mapoon community to Weipa.Maintenance work on the bridge, which is nearly40 years old, was undertaken in 2011 to fixcorrosion of the underwater supporting piles andconcrete deterioration. This was the third yearin a long- term, $80 million bridge structuralmaintenance programme.Landfill facility upgradeThe Evans Landing landfill processes wastefrom the Weipa and Napranum towns andnon-mineral waste from our mining operations.During 2011, Rio Tinto Alcan Weipa invested$2.5 million in upgrading the landfill to improvethe health and safety of users, encouragegreater rates of waste segregation, and recyclingand improved monitoring of water runoff.Priorities 2012››Complete the Cape Kids ChildcareCentre expansion and transition to a fullyoperational 70 place early learning andchildcare facility.››Complete construction of Stage Two ofthe Golf Links housing project includingstormwater drainage, sewerage and waterreticulation. When developed, the secondstage of the Golf Links estate will provide50 detached lots and 150 townhouse sites.››Complete upgrades of Weipa town waterinfrastructure to ensure water systems canmeet current and future demand.Cape Kids childcare assistants (LtoR) Khloe Watkin, Elisha Stockwell, and Tammy Tierney with the children enjoying the new playground.

34PropserityRio Tinto Alcan Weipa 2011 Sustainable Development Report35Snapshot 2011››Re-established a quarterly CommunityForum programme to share informationwith the community and provide anopportunity for feedback.››No significant community complaints werereported in 2011.››More than $850,000 provided to supportcommunity organisations, servicesand events.››More than $220,000 of in-kind supportprovided to the community.Our approachGood relationships and interactions withneighbouring communities are essentialto securing and maintaining our sociallicence to operate. Rio Tinto Alcan Weipaundertakes a number of activities to ensureour operations are well understood by ourneighbours and we understand the areasof interest and concern of our neighbours,including our ability to minimise adverseimpacts upon them. This engagement alsoallows us to better understand the issuesfacing our communities and how best towork collaboratively to address them.Our operations and mining activities areundertaken on Aboriginal land. For thisreason we continue to work closely withTraditional Owners, to ensure we meet ourcommitments and our obligations, but alsobecause we acknowledge and respect theirculture and connection to the land. It is ourresponsibility to understand the impacts ofour activities and work together to continueto protect the cultural values and leave apositive legacy for the region.PerformanceCultural heritageOur commitment to cultural heritage isoutlined in our Indigenous agreements withTraditional Owners.Our processes and procedures areenshrined in Cultural Heritage Managementplans required under Queenslandlegislation and also meet the Rio TintoCultural Heritage Management Standardwhich prescribes an even higher standardof practice.The nature of our mining operation meansthat Traditional Owners are conductingcultural heritage surveys with us on almosta weekly basis. Areas are nominated formining at least five years ahead of planneddisturbance. This lead time providesfor Traditional Owner consultation andcomprehensive heritage and environmentalsurveys and investigations. Pre-miningsurveys identify, map and record significantsites, objects and story places. During 2011,Traditional Owners were involved in a rangeof cultural heritage management projectsacross all areas of the mining lease. Theseincluded:––Cultural heritage managementassessment surveys––Shovel test pit sampling at the location ofthe proposed Hey River Ferry Terminal––Shell and earth mound mapping,excavation and sample sorting on theWeipa Archaeological Research andPaleonenvironmental Data Project (seeCase study page 38)––Development and implementation ofcultural heritage site protection plans––Participating in the management andmaintenance of cultural heritage bufferareas and scarred tree monuments.Rio Tinto Alcan Weipa takes a ‘beyondcompliance’ approach to cultural heritageissues and management. Cultural heritageis about more than securing approvals forland access as we look for opportunitiesto work with Traditional Owners to deliversocial and community benefits.Reconciliation Action PlanRio Tinto’s commitment to reconciliationwas formalised in 2011 with thedevelopment of a Reconciliation Action Plan(RAP). A RAP, an initiative of ReconciliationAustralia, outlines an organisation’scontribution to reconciliation by identifyingclear actions and measurable targetsagainst which it can be assessed. Ouroperations are included in Rio Tinto’sRAP, which builds upon our parentcompany’s Aboriginal and Torres StraitIslander Policy first developed in 1996.It summarises a number of key existingcommitments to Traditional Owners andthe broader indigenous community interms of relationships and consultation,cultural heritage and cultural awareness,employment and training and localbusiness development. Presenting thesecommitments and activities in the RAPwill invite review of our performance by anational audience.Communitycomplaints (mediumconsequenceand above)2009 2010 2011 2011TargetTargetMet2012Target0 1 0 0 ✓ 0CommunityCommunity Forums 0 1 4 4 ✓ 4Rio Tinto Alcan Weipa hosted students from the Western Cape College Mapoon campus on a mine tour.

36 PropserityRio Tinto Alcan Weipa 2011 Sustainable Development Report37Priorities 2012››Continue to develop the CommunityForum programme into a valuable androbust tool for community engagementand consultation.››Continue to work collaborate withTraditional Owners in implementingthe Cultural Heritage managementsystem and site protection plans forsignificant sites.››Implement relevant actions of the RioTinto Reconciliation Action Plan.››Commence implementation of the SocialImpact Management Plan for the SoEproject including the establishment ofthe SoE Social Impact Management PlanSteering Committee.››Continue to deliver cultural awarenesstraining to our employees and contractors.››Continue ongoing work with TraditionalOwners to meet all our commitments andobligations under the WCCCA and EBMPA.››Develop a Local and Indigenous SourcingStrategy to support opportunities for localand Indigenous businesses to participatein the regional economy.Rio Tinto Alcan Weipa RAPcommitments✓ Formally engage and consultwith Traditional Owners throughrepresentation at quarterly LeaderForums and other relevant Committeesto facilitate the effective implementationof Rio Tinto Alcan’s Weipa Agreementwith Traditional Owners.✓ Actively participate as signatory tothe Regional Partnership Agreementto improve Indigenous employmentoutcomes for the Western Cape region.✓ Implement cultural heritagemanagement processes to consult withTraditional Owners and identify andmanage cultural heritage sites that maybe impacted by our mining activities.✓ Develop and deliver a cultural awarenesstraining programme for all siteemployees and contractors.✓ Conduct annual leadership CulturalImmersion programme at Rio TintoAlcan Weipa on country to increasecultural awareness and competenciesof leaders to assist in fostering a workenvironment that is conducive to localAboriginal employment.✓ Continue to increase representation ofIndigenous people across the businessthrough implementation of Indigenousemployment and training strategies.✓ Implement strategies to supportthe retention and transition oflocal Aboriginal trainees andapprentices into full-time permanentemployment at the completion of theirdevelopment programmes.✓ Proactively identify opportunities toengage local Aboriginal businesses toprovide goods and/or services to the RioTinto Alcan Weipa operations.Community engagementRio Tinto Alcan Weipa reinvigorated itsquarterly Community Forum programmeduring 2011, following community feedbackreceived in late 2010. The 2011 forumscovered major infrastructure projects suchas the Cape Kids expansion, the airportrunway upgrade, Mission River Bridgemaintenance work, landfill upgrade and thedevelopment of the Golf Links residentialarea. Each session also allowed time forcommunity members to raise issues orask questions of senior Rio Tinto Alcanmanagement. The final session of the yearalso included a barbecue and mine site tour.In addition to the Community Forums, RioTinto Alcan Weipa participated in a numberof community events in Napranum, Mapoonand Aurukun to provide information aboutour operations and interactive activities forchildren. Outside these formal engagementevents, Rio Tinto Alcan Weipa operates afreecall community hotline and feedbackemail address.Rio Tinto Alcan Weipa also plays an activerole in furthering the development of theregion as a member of the Weipa TownAuthority, Weipa Chamber of Commerce,and as a party to the Western Cape RegionalPartnership Agreement.A major community engagement focusduring 2011 was a series of consultationactivities to discuss our plans for the Southof Embley (SoE) Project with communitieson the Western Cape. If approved, the SoEProject would see mining operations expandto an area of the existing lease locatedsouth of the Embley River. Consultationactivities included public informationsessions (16), community forums (4) andkey agency briefings in the region and inBrisbane and Canberra. A newsletter wasdistributed to the community and hardcopies of the SoE Environmental ImpactStatement were made available for review.Approximately 500 community membersand 900 employees were reached duringthis process.Community investmentRio Tinto Alcan Weipa provides substantialfinancial support to local groups andorganisations that provide importantcommunity services or events thatcontribute to the development andliveability of the region.Community Donation andPartnership programmeThe Rio Tinto Alcan Weipa CommunityDonation and Partnership programmeprovides financial assistance to communityorganisations and events. Almost $50,000was distributed to successful applicantsin 2011 including the Weipa Bowls ClubFlood Fundraiser, Weipa Fishing Classic,Pebbles Playgroup, Weipa Kindy, Weipa OzTag, Mother’s Day Classic Fun Run, CapeWomen’s Meet, Ironwood All Blacks Carnival,New Mapoon Men’s Group, Diabetes SupportGroup, Combined Race Way, Weipa Men’sGroup and Western Cape College.T-shirt painting at the Rio Tinto Alcan Weipa stall in Aurukun during their communitycelebration day.NAIDOCNAIDOC Week celebrations are held acrossAustralia to celebrate the history, cultureand achievements of Aboriginal and TorresStrait Islander people. While NAIDOC wascelebrated in Napranum and Mapoon, therewas traditionally very little recognition of theevent in Weipa.The Western Cape 2011 NAIDOC PlanningCommittee was formed in late 2010 toplan a coordinated week-long celebrationinclusive of all three communities. Theresult brought Indigenous and non-Indigenous people together to enjoy therichness of the Aboriginal and Torres StraitIslander cultures that exist in Western CapeYork. Rio Tinto Alcan Weipa was an activecommittee member and also provided$40,000 to bring popular entertainer TroyCassar-Daley to perform in Weipa.The NAIDOC celebration was also anopportunity for Rio Tinto Alcan Weipa tohold open days at each community event,showcasing the operations and providingthe opportunity for community members tolearn more about our activities and providefeedback on our operations.In-kind supportIn addition to the financial support providedfor community organisations, Rio TintoAlcan Weipa makes a considerable in-kindcontribution each year. During 2011, morethan $220,000 worth of company resourceswas made available for community use.This included employee time, earthworksand other equipment use. The largestin-kind contribution made in 2011 wasthe company’s support of 13 employeeswho spent two weeks in Innisfail to assistwith clean up activities in the aftermath ofCyclone Yasi in February.Other activities run by Rio Tinto AlcanWeipa during 2011 include the Birdwatchevent, Clean Up Australia Day, Adopt aRoad and Chilli Beach Clean Up. We alsoprovide assistance with events of culturalsignificance to the community.

38 PropserityRio Tinto Alcan Weipa 2011 Sustainable Development Report39Case studyWeipa ArchaeologicalResearch ProjectA research project currently underway near Weipa is investigatinghow Western Cape York Aboriginal people have adapted to climatechange over the last several thousand years.Rio Tinto Alcan Weipa is the industry partner in a three year Australian Research Council(ARC) Linkage Grant involving researchers from six universities – Macquarie University,Australian National University, the University of Auckland, Waikato University, QueenslandUniversity of Technology, and the University of York.During 2011, the researchers applied modern technologies such as 3D scanning andradio carbon dating to determine the size, shape and age of shell mounds on Wathayntraditional lands.Rio Tinto Alcan archaeologist Dr Justin Shiner said the project would look at the last 6,000 to7,000 years since the development of the estuaries around Weipa to see how the environmenthad changed.“It will increase our understanding of how Aboriginal people have adapted to this rapidlychanging environment of Albatross Bay,” he said.“The project will give us a much deeper understanding of the relationships betweenthe physical and biological environment, and the people who lived here in the past, andconstructed the mounds.”During August and September 2011, the researchers scanned, photographed, excavated,logged and sampled 20 shell mounds and performed other tests that indicated theenvironment around Wathayn has markedly changed over the last few thousand years.Researchers found evidence of two former shorelines in the survey area, which is now about800 metres from the current shoreline.The researchers have worked with Traditional Owners, Rio Tinto Alcan Weipa employees andother community members on the collaborative project, with the permission of Wathaynelders, who are very supportive of the work.Justin said the research project provided another way for Rio Tinto Alcan Weipa andTraditional Owners to work together on something that added value to both parties.“This sort of work gives people the opportunity to get really heavily involved in doing thearchaeology and learning about their sites and their country,” he said.Wathayn Elder Beatrice Gordon said she was very happy to see the research work conductedon her land as Wathayn was a very special place for her people.Senior Wathayn Traditional Owner Beatrice Gordon sorting through shells with her family for the WeipaArchaeological Research Project.

40 ProsperityRio Tinto Alcan Weipa 2011 Sustainable Development Report41The future:South ofEmbley projectThe ProjectRio Tinto Alcan is conducting a feasibilitystudy to extend its Weipa bauxite mine in anarea covered by the existing mining leasesouth of the Embley River. The Project willprogressively replace depleting economicbauxite reserves at the East Weipa andAndoom mining areas, maintain continuityof supply to Rio Tinto Alcan's two Gladstonealumina refineries, and continue to generateemployment and other economic benefitson the Western Cape. The South of Embley(SoE) Project, located near Boyd Point, 45kilometres south west of Weipa and 50kilometres north of Aurukun, will extend thelife of the mine by 40 years and employ upto 1,200 people when operational.The SoE Project involves a staged increasein production up to 50 million dry producttonnes per annum. Beneficiation plants, adiesel-fuelled power station, barge and ferryfacilities, a dam, and an access road will beincluded in the infrastructure for the mine,which will supply the Rio Tinto Alcan Yarwunand the Queensland Alumina Limitedrefineries in Gladstone. The constructionworkforce will be accommodated in atemporary construction village on the siteand, once operational, employees wouldcommute daily from Weipa to the mine.2011 updateDuring 2011, Rio Tinto Alcan released anEnvironmental Impact Statement (EIS) forthe South of Embley Project which assessedthe environmental, social and economicbenefits and impacts of the project. RioTinto Alcan conducted extensive communityconsultation on the EIS and addressedissues raised in a Supplementary Report.One of the key changes made to theProject following community feedbackwas a realignment of the proposed portinfrastructure and dredge channel requiredfor the project to reduce impacts on theThree Mile recreational boating and charterfishing area.Also, a ferry terminal area has beenredesigned to incorporate feedback in regardto access for recreational fishing. The newdesign will incorporate a public car park areaand provide access to the foreshore areaeast of the proposed ferry pontoon once theferry terminal is commissioned.Through the EIS consultation process,Rio Tinto Alcan identified several key socialissues of importance to stakeholders.A Social Impact Management Planwas developed outlining how Rio TintoAlcan would address and mitigate theseissues and was included as part of theSupplementary Report submitted to theQueensland Government in early 2012.Recently, the EIS received QueenslandGovernment approval for the project.Rio Tinto Alcan will continue to work withthe Commonwealth Government to obtainthe necessary approvals for this project.Bella Savo, Community Liaison officer, and Jerry Wapau, Heritage Liaison officer, on Country at the SoE project site.

Do you want to ask us a questionor give us feedback?Email us at RTAWeipafeedback@riotinto.com or callour freecall community hotline 1800 707 633.