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

1. The Future of Work:The Social SideChristine CharlesManaging DirectorDesign 4 Growth

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

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

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

5. Women comprise around 15% of minerals industry workforce (both sites and corporate) compared to a national participation rate of 45%. • Women represent a much smaller proportion of employees at mine sites and minerals processing operations Women in the Australian minerals industry SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

6. 2014 Workforce Participation SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

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

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

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

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

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

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

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

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

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

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