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1. Remedying and rebuilding our relationship with the Puutu Kunti Kurrama and Pinikura people

In November 2022 we signed a remedy agreement with the Puutu Kunti Kurrama and Pinikura Aboriginal Corporation and agreed to create the Juukan Gorge Legacy Foundation. In accordance with the right to self-determination, the agreement reflects the desire of the Traditional Owners to create a foundation that supports the cultural, social, educational and economic aspirations of the group. The Foundation, to be led and controlled by Traditional Owners, will also enable the delivery of broader benefits through commercial partnership opportunities.

Under the agreement, we will provide financial support to the foundation to progress major cultural and social projects including a new keeping place for storage of important cultural materials.

In May 2022, we signed a co-management Heads of Agreement with the Puutu Kunti Kurrama and Pinikura Aboriginal Corporation, which sets out how we will work together in partnership on a co-management approach to mining activities on Puutu Kunti Kurrama and Pinikura Country. We are committed to building stronger relationships and working in partnership on-Country with all Indigenous people of the lands on which we operate.

In July 2022, in collaboration and with Traditional Owner oversight, we commenced re-excavation on Juukan Gorge 2 at the request of the Puutu Kunti Kurrama and Pinikura people as part of the broader Juukan Gorge project. The Iron Ore Heritage Management team has been working with Puutu Kunti Kurrama and Pinikura Traditional Owners and Specialist Heritage consultants to plan the re-excavation since mid-2021.

We are working under the direct guidance of the Puutu Kunti Kurrama and Pinikura people to remediate country. Throughout our journey with the Puutu Kunti Kurrama and Pinikura people, they have graciously shared their knowledge to ensure our remediation efforts deliver the best possible outcomes. During this time, we have been reminded of the importance of trusted relationships and valued partnerships through listening and continuously demonstrating mutual respect.

2. Partnering and working collaboratively with Traditional Owners

We are finding better ways to work with communities and Indigenous Peoples, particularly in how we protect heritage. We are moving to a model of co-management, working in partnership with Indigenous Peoples across our operations. Our approach aims to enhance our understanding and appreciation of Indigenous cultural heritage and ensure that Indigenous voices inform our planning and decision making.

6. Reducing barriers to, and increasing, Indigenous employment

We are fast-tracking Indigenous Australians into professional and leadership roles to ensure we have a stronger representation of diverse voices at our decision-making tables in Australia. In 2023, we revised our target to have 100 Indigenous leaders by 2025. Having true diversity of perspectives, and an Indigenous lens on decision making, will guide our company moving forward. 

Creating an environment that is safe for Indigenous employees is a priority. Our cultural safety initiative “Care for Mob” will be delivered against a national framework in partnership with the Everyday Respect taskforce to ensure all employees feel safe, supported and respected.

7. Increasing Indigenous leadership and developing cultural competency

More than 200 Indigenous employees across our Australian business have enrolled in a professional leadership programme as part of our commitment to developing Indigenous employees and elevating Indigenous voices.

We want all our leaders to be culturally competent and successfully navigate across the various cultures they operate in. The Cultural Connection Program ensures leaders can navigate and understand Indigenous culture and build strong trusted relationships with the Indigenous community and Indigenous employees in Australia. More than 87% of our senior leaders have completed this programme.

In Canada, we continue to create learning opportunities for our people to raise awareness about the history, culture and rights of Indigenous Peoples. In 2023, we introduced a new online training on awareness of Indigenous culture and issues, across all our Canadian sites.

8. Establishing a process to redefine and improve cultural heritage management standards

Our Integrated Heritage Management Process (IHMP) embeds heritage considerations throughout the mine development process, from early resource planning and studies through to closure. The process clarifies leadership accountability to inform field teams about heritage sites and management controls.

We have upgraded our heritage data management systems to ensure that we effectively record knowledge gained through our cultural heritage assessment processes with Traditional Owners.

9. Establishing an Australian Advisory Group

We established the Australian Advisory Group (AAG) in 2022 to provide independent expert advice to our executives on matters impacting our operations in Australia, with a priority focus on Indigenous issues and opportunities. The group met four times in 2023, including site visits to Weipa and the Pilbara. An independent review of the AAG was finalised in October to ensure the AAG continues to operate in a way that adds genuine value to our business.

10. and 11. Increasing consultation and engagement

We are challenging ourselves to be more transparent, sharing not only the good news stories but the ones that identify areas for improvement. We have focused on keeping stakeholders updated on our progress to improve cultural heritage management and protections, including the modernisation of agreements.