appendix g - new hope coal · elimatta social impact management plan i september 2012 document...

Document Name i Insert Month/Year

Appendix G Social Impact Management Plan

Elimatta Coal Project Social Impact Management Plan

Prepared for:

Taroom Coal Pty Ltd

September 2012

Elimatta Social Impact Management Plan i September 2012

Document History and Status

Issue Rev Issued To Qty Date Reviewed Approved

1 Draft PI 1 03/04/12 PI PI

2 Final NEC 1 05/04/12 GB GB

3 Final NEC 1 17/09/12 GB GB

Project Manager: Gareth Bramston

Name of Client : Taroom Coal Pty Ltd

Name of Project: Elimatta Coal Project

Title of Document: Social Impact Management Plan

Document Version: Final

This controlled document is the property of AustralAsian Resource Consultants Pty Ltd and all rights

are reserved in respect of it. This document may not be reproduced or disclosed in any manner

whatsoever, in whole or in part, without the prior written consent of AustralAsian Resource

Consultants Pty Ltd. AustralAsian Resource Consultants Pty Ltd expressly disclaims any responsibility

for or liability arising from the use of this document by any third party.

Opinions and judgments expressed herein, which are based on our understanding and interpretation

of current regulatory standards, should not be construed as legal opinions. Information obtained from

interviews and contained in the documentation has been assumed to be correct and complete.

AustralAsian Resource Consultants Pty Ltd does not accept any liability for misrepresentation of

information or for items not visible, accessible, nor able to be inspected at the sites at the time of the

site visits.

Elimatta Social Impact Management Plan ii September 2012

EXECUTIVE SUMMARY ............................................................................................ 1

1.0 INTRODUCTION ............................................................................................. 4

1.1 PURPOSE .............................................................................................................................. 4

1.2 OBJECTIVES ........................................................................................................................ 4

1.3 STRUCTURE ......................................................................................................................... 5

2.0 PROJECT SUMMARY .................................................................................... 6

2.1 IMPACT AREA ...................................................................................................................... 7

2.2 WORKFORCE ....................................................................................................................... 7

2.3 CONTRIBUTION TO REGIONAL DEVELOPMENT ............................................................. 8

3.0 EXISTING SOCIOECONOMIC ENVIRONMENT .......................................... 10

3.1 SIA STAKEHOLDER ENGAGEMENT ................................................................................ 10

3.2 LANDHOLDER PROFILE ................................................................................................... 11

3.2.1 Mining Lease.................................................................................................................... 11

3.2.2 Rail Corridor ..................................................................................................................... 11

3.2.3 Land Use .......................................................................................................................... 11

3.2.4 Native Title ....................................................................................................................... 11

3.3 LOCAL COMMUNITY .......................................................................................................... 12

3.4 GENERAL DEMOGRAPHIC PROFILE .............................................................................. 13

3.5 INDIGENOUS DEMOGRAPHIC PROFILE ......................................................................... 14

3.6 HOUSING AND ACCOMMODATION ................................................................................. 15

4.0 STAKEHOLDER ANALYSIS ........................................................................ 17

5.0 SOCIAL IMPACT AND MITIGATION/OPPORTUNITY ANALYSIS .............. 23

6.0 STAKEHOLDER ENGAGEMENT ................................................................. 32

6.1 COMMUNITY REFERENCE GROUPS ............................................................................... 33

6.2 GENERAL COMMUNICATION ........................................................................................... 33

7.0 SOCIAL IMPACT MANAGEMENT ................................................................ 34

8.0 MONITORING AND EVALUATION ............................................................... 40

8.1 MONITORING FRAMEWORK............................................................................................. 40

9.0 ENQUIRIES AND COMPLAINTS MANAGEMENT ....................................... 41

9.1 FREQUENTLY ASKED QUESTIONS ................................................................................. 41

9.2 ENQUIRIES/COMPLAINTS REGISTER ............................................................................. 41

9.3 ENQUIRIES/COMPLAINTS PROCESS .............................................................................. 42

TABLE OF CONTENTS

Elimatta Social Impact Management Plan iii September 2012

9.4 CONFLICT RESOLUTION .................................................................................................. 43

10.0 REFERENCES .............................................................................................. 44

Figure 1 Elimatta Project Location ................................................................................................ 6

Figure 2 Enquiries/Complaints Management Process ................................................................42

Table 1 Elimatta Study Areas ...................................................................................................... 7

Table 2 Key Stakeholders and Impact Areas ............................................................................17

Table 3 Social Impact and Mitigation/Opportunity Analysis .......................................................23

Table 4 Summary of SIMP Actions ............................................................................................34

Table 5 Sample Monitoring Framework .....................................................................................40

Table 6 Sample Enquiries/Complaints Register ........................................................................41

LIST OF FIGURES

LIST OF TABLES

Elimatta Social Impact Management Plan iv September 2012

AARC AustralAsian Resource Consultants

APLNG Australia Pacific Liquefied Natural Gas

BSC Banana Shire Council

CIP Community Investment Program

CLO Community Liaison Officer

COC Local Chamber of Commerce

CRG Community Reference Group

DEHP Queensland Department of Environment and Heritage Protection

DETE Queensland Department of Education, Training and Employment

DSDIP Queensland Department of State Development, Infrastructure and Planning

DCCSDS Queensland Department of Communities, Child Safety and Disability Services

DTMR Queensland Department of Transport and Main Roads

EAP Employee Assistance Program

EIS Environmental Impact Statement

EPC Exploration Permit (Coal)

FAQ Frequently Asked Question

FIFO Fly-In/Fly-Out

FCRC Fraser Coast Regional Council

GLNG Gladstone Liquefied Natural Gas Project

GP General Practitioner

ha hectare

ICN Industry Capability Network Qld

km kilometre

m metre

MLA Mining Lease Application

Mtpa million tonnes per annum

NRW Non-resident worker

QCLNG Queensland Curtis Liquefied Natural Gas Project

QMEA Queensland Minerals and Energy Academy

ROM Run of Mine

SBC Surat Basin Corporation

SIA Social Impact Assessment

SIMP Social Impact Management Plan

SLA Statistical Local Area

TAFE Technical and Further Education

TC Taroom Coal Pty Ltd

TOR Terms of Reference

WDRC Western Downs Regional Council

LIST OF ABBREVIATIONS

Elimatta Social Impact Management Plan 1 September 2012

EXECUTIVE SUMMARY

Taroom Coal Pty Ltd’s (Taroom Coal’s) Elimatta thermal coal project is located in the Surat Basin,

approximately 290 kilometres (km) west of Maryborough and 45km southwest of Taroom.

The proposed open-cut mine will produce around 7.5 million tonnes of run-of-mine (ROM) coal per

annum, which will be processed onsite to produce five million tonnes per annum (Mtpa) of product

coal. Estimated mine life is 30 years, extending to 37-40 years when taking into account construction

and rehabilitation periods.

Taroom Coal understands that its Elimatta mine has the potential to impact (positively and negatively)

on the local region. The company is, therefore, committed to working closely with all stakeholders to

optimise benefits and mitigate impacts, so as to ensure sustainable development of the project and

the region.

Driving the social impact management process is the Social Impact Assessment (SIA). Through the

SIA, a comprehensive picture of the existing socio-economic environment was obtained and included

such baseline information as:

The Elimatta project area is surrounded by pastoral properties used for cattle grazing;

Local community values can be described as those based on traditional family ideals and

underpinned by country people who have an affinity with the land;

Elimatta’s two closest towns – Wandoan and Taroom (and their post code surrounds) had

populations of 654 and 1,093, respectively;

The Miles-Wandoan and Banana Statistical Areas have seen steady population decline since

the 2006 Census, while the broader Western Downs and Banana LGAs have been growing –

albeit at half the rate of the entire state;

The Socio Economic Index of Disadvantage indicated that in the Miles-Wandoan and Banana

Statistical Areas, some 28% were in the most disadvantaged quintile when compared to

Queensland at 20%;

In 2006, the local region’s main employment industry was agriculture, forestry and fishing;

Health services across the region are considered to be an issue. Limited hospital and

outpatient facilities in both Taroom and Wandoan mean that acute cases need to be referred

to Toowoomba, Rockhampton or Brisbane;

Competitively-priced housing is also a challenge with higher-than-average mining salaries

having a flow-on effect in terms of house prices. Stakeholders report that Wandoan and (to a

lesser extent) Taroom have already started to experience this as a result of mining interest in

the region; and

A Cultural Heritage Management Plan is being developed with the Iman People #2.


While the 2006 and 2011 Censuses provided a useful demographic snapshot of the area, assessment

of the current regional environment was obtained through engaging with a number of key stakeholder

groups:

Queensland Government ministerial and departmental representatives;

Banana Shire Council;

Western Downs Regional Council;

Fraser Coast Regional Council;

Landholders;

Community (including the Wandoan Liaison Group, Taroom District Development Association,

and residents of Wandoan and Taroom and their surrounds);

Community services (including health, education, emergency services and community support

organisations); and

Local businesses.

In addition to baseline data, the SIA stakeholder engagement process also identified a number of

potential social impacts, along with a series of recommended mitigation strategies. Key project-related

impacts included:

Cumulative impacts and regional economic development;

Pressure on community values, lifestyle and culture;

Psychological impacts (especially on landholders);

Impact on land value and security;

Land use and compensation;

Pressure on health and emergency services;

Impact on social order;

Pressure on highways, roads and public transport;

Opportunities for local business and enterprise (including procurement);

Opportunities for local training and employment;

Impact on housing availability and affordability;

Impact on short-term accommodation (including motels);

Impact of workforce accommodation;

Cultural heritage management;


General environmental impacts, such as weed management;

Specific environmental impacts, such as noise and vibration, dust, lighting and visual amenity;

and

Mine closure.

Through open and two-way stakeholder engagement – combining general communication tools, such

as newsletters, with tailored stakeholder liaison, such as consultative groups – Taroom Coal will

deliver the following impact mitigation strategies:

Cumulative Impact Management/Regional Development Collaboration Strategy;

Community Wellbeing, Infrastructure and Services:

Community Integration Strategy;

Community Investment Program;

Community Health and Safety Strategy; and

Community Infrastructure and Services Impact Management Strategy.

Local Content:

Education, Training and Employment Strategy;

Business Participation Strategy; and

Indigenous Participation Strategy.

Land Access and Use;

Employee Relations:

Workforce Accommodation Strategy;

Employee Support Strategy; and

Employee and Contractor Induction Program.

Each strategy is supported by a series of actions that are aligned with the SIA-recommended social

impact mitigation activities. Success of these actions will be measured quarterly against a series of

performance indicators and timelines. The quarterly reports will form part of the Elimatta project’s

social monitoring and evaluation framework, which will also incorporate Taroom Coal’s

enquiries/complaints process.


1.0 INTRODUCTION

The Elimatta Social Impact Management Plan (SIMP) will guide the management of social impacts

identified through the SIA as part of the Environmental Impact Statement (EIS) process, as required

under the Environment Protection Act 1994.

In line with the Sustainable Resource Communities Policy 2008, the SIA identified social impacts for

both project construction and operation phases. This SIMP reinforces key SIA findings and

recommendations, while further developing mitigation measures to be implemented by project owner,

Taroom Coal.

The SIMP is an evolving document, which will be further developed and updated on an annual basis

so as to adapt to future changes in both community and Queensland Government requirements.

1.1 PURPOSE

The purpose of this SIMP is to define the roles of Taroom Coal, government and the community in

mitigating and managing social impacts throughout the life of the Elimatta coal project.

The SIMP also aims to:

Reflect the findings and recommendations of the project’s SIA, including results of

engagement with stakeholders;

Present a summary of SIA findings, including analysis of the existing social and cultural area;

Summarise for all stakeholders potential positive and negative project impacts, proposed

mitigation and management strategies, as well as implementation actions; and

Promote an active and ongoing role for communities, local authorities and all levels of

government through Elimatta project construction, operation and decommissioning.

1.2 OBJECTIVES

Taroom Coal’s objectives in implementing this SIMP are to:

Maintain positive stakeholder relations throughout the life of the project;

Achieve stakeholder acceptance of and where appropriate, participation in the project;

Provide timely information to key stakeholders about project progress and initiatives;

Ensure early identification, as well as effective and timely management, of potential issues;

Minimise stakeholder dissatisfaction with potential delays in response to issues;

In conjunction with key stakeholders, develop sustainable communities and local businesses;

Maintain Taroom Coal’s focus on effective direct negotiation and participation in solutions to

social issues which the project’s establishment and operations have caused impact; and

Maintain Taroom Coal’s focus on its operations aligning with documented community,

government and stakeholder desired outcomes for regional growth management.


1.3 STRUCTURE

Aligned with the Queensland Department of State Development, Infrastructure and Planning’s SIMP

guidelines, this document comprises eight sections, as detailed below:

Project summary;

Existing socio-economic environment;

Stakeholder analysis;

Social impact and mitigation/opportunity analysis;

Stakeholder engagement;

Social impact management;

Social monitoring; and

Enquiries/complaints management and conflict resolution.


2.0 PROJECT SUMMARY

The Elimatta project is located 35km west of Wandoan and 45km southwest of Taroom, within the

boundaries of the Western Downs Regional Council. Wandoan is located 69km from Miles, 165km

from Roma, 278km from Toowoomba and 403km from Brisbane.

Figure 1 Elimatta Project Location


The Elimatta project involves establishment of a new thermal coal mine and associated infrastructure

on a 4,300-hectare site. The mine is anticipated to have an initial export capacity of 5 Mtpa with a

mine life of 30 years. Product coal will be transported via rail approximately 420km to the Wiggins

Island Coal Terminal at Gladstone.

Key components of the proposed mine include:

An open-cut mining operation using truck and excavator methods;

Development of associated infrastructure, including workers’ accommodation camp and water

supply infrastructure; and

Construction of a 36km rail connection to join the Surat Basin Rail project 10km northeast of

Wandoan.

Construction is planned to commence for Elimatta in the second half of 2013, subject to mining lease

approval, with first production scheduled for mid to late 2015.

2.1 IMPACT AREA

Five study areas were created to ensure adequate coverage of the region and to provide up-to-date

and accurate statistics for the project area:

Table 1 Elimatta Study Areas

Study Area 2011 Census 2006 Equivalent 2011 Population

Wandoan Wandoan State Suburb Wandoan and Guluguba State Suburbs

654

Taroom Taroom and Kinnoul State Suburbs

Taroom State Suburb 1,093

Miles-Wandoan/ Banana

Miles-Wandoan and Banana Statistical Areas Level 2

Murilla, Banana and Taroom Statistical Local Areas

12,367

Western Downs/ Banana

Western Downs and Banana Local Government Areas

Chinchilla, Dalby, Murilla, Tara, Wambo, Banana and Taroom Statistical Local Areas

46,044

Queensland Queensland Queensland 4,332,739

The Wandoan and Taroom study areas represent the two townships (and their surrounds) nearest to

the Elimatta project. They have been included to deliver analysis of the immediate impact area, while

Taroom has been earmarked as a potential service town to the project. The Miles-Wandoan and

Banana Statistical areas represent the immediate region, while the Western Downs and Banana Local

Government Areas provide a broader view of other Surat Basin localities.

2.2 WORKFORCE

Elimatta will require a workforce of approximately 500 personnel during construction and an average

of 300 during mine operation. Preference will be given to recruiting employees from the surrounding

local communities; however, given the size of the proposed construction and operations workforces, a

significant proportion may have to be sourced more broadly.


The potential need for a wider recruitment pool is further amplified when considering other planned

and developing coal and gas projects in the region, including the Wandoan coal project, Woori coal

project, Cameby Downs mine and Surat Basin rail. Subsequently, Taroom Coal’s proposed workforce

strategy will be underpinned by a fly-in/fly-out (FIFO) or bus-in/bus-out program.

Through its subsidiary Colton Coal Pty Ltd, Taroom Coal’s parent company, Northern Energy

Corporation, is developing the Colton project near Maryborough, on the Queensland coast. The

company proposes to use its presence in the Wide Bay-Burnett area as a recruitment source for the

Elimatta project. In particular, the Fraser Coast Regional Council area, which is largely based on the

Maryborough/Hervey Bay population, has one of the highest rates of population growth in Queensland

but also one of the lowest rates in terms of economic development. Taroom Coal’s employment

strategy seeks to source the additional workforce required for the project from this area, thereby

delivering increased employment and economic opportunities to the Fraser Coast region.

The Fraser Coast is already host to a significant number of FIFO and drive-in/drive-out (DIDO) mining

industry employees, providing a compatible skills base for the Elimatta project. As part of its workforce

recruitment strategy, Taroom Coal will investigate provision of transportation between

Maryborough/Hervey Bay and the Elimatta project, including potential upgrade of Taroom Airport.

Hervey Bay Airport, a wholly-owned business of the Fraser Coast Regional Council, can

accommodate charter services for jets to a size of Boeing 737 800s and Airbus A320s. The Fraser

Coast Airports Master Plan 2011-2031, adopted by Council in December 2011, aims to provide a clear

planning framework for airport users, the local community, regulators and the commercial sector. The

plan provides a guide for future development of regional airports, including potential for expanding

FIFO charter operations supporting the mining industry from both Hervey Bay and Maryborough

Airports. Issues such as hours of operation, noise levels, increased traffic movements and parking

capacity are being addressed as part of the Fraser Coast Airports Master Plan.

2.3 CONTRIBUTION TO REGIONAL DEVELOPMENT

Elimatta development will result in a positive contribution to local, Queensland and Australian

economies through purchase of equipment, goods and services. During the project’s operating phase,

which is estimated to be 30 years, mining-related industries will be positively impacted through the

provision of services, equipment and supply of consumables.

The project will produce thermal coal suitable for export to overseas markets. In accordance with

Queensland legislation, Taroom Coal will pay royalties to the Queensland Government for the right to

mine the resources. These royalties will be paid on an ad valorum (or value) basis, calculated as a

percentage of the value of the coal as determined by the Minister for Natural Resources and Mines.

The Wandoan and Taroom economies are expected to benefit from project flow-on effects, including

(but not limited to) in the areas of:

Vehicle hire;

Aviation services;

Bus services;

Light-vehicle servicing;

Light engineering;


Road transport services;

Fuel supply and transport;

Training and personnel management services;

Plant maintenance and fabrication services; and

Electricity and water supply.

The project is also likely to have a positive impact on the establishment of new small businesses in

Wandoan and Taroom over time, to service project needs.


3.0 EXISTING SOCIOECONOMIC ENVIRONMENT

The following is a summary of the existing socioeconomic environment encountered during the

Elimatta SIA.

3.1 SIA STAKEHOLDER ENGAGEMENT

As part of the SIA process, a stakeholder engagement program was developed to support the local

community in:

Becoming fully informed of project status and the likely impacts of any development on the

local community prior to approval;

Expressing any concerns regarding current or planned project activities and their

environmental impacts; and

Discussing, reviewing and contributing to development of strategies to mitigate any potential

adverse impacts that may arise.

To date, the community consultation program has included the following consultation methods:

Advertising the draft Terms of Reference (TOR) in local and state media for the duration of the

draft TOR comment period;

Facilitating a public comment period for the draft TOR;

Inviting comments and providing responses;

Mailing information directly to landholders;

Organising face-to-face meetings with affected and interested community members;

Implementing postal surveys for affected and interested community members;

Presenting to gatherings of stakeholders and other interested groups; and

Facilitating Landholder Agreements.

Once the EIS has been submitted, Taroom Coal plans to:

Advertise the draft EIS;

Facilitate a public comment period; and

Manage responses to comments on the draft EIS and incorporate these comments into the

final EIS.


3.2 LANDHOLDER PROFILE

3.2.1 Mining Lease

There are 11 properties within the project’s boundaries, with eight registered owners of one or more

properties, in addition to one trustee-held reserve.

It is planned that properties directly affected by the Mining Lease Applications (MLAs) will either be

purchased by the proponent or surface rights will be acquired where applicable. These arrangements

will be subject to individual discussions with each affected landholder. Surface rights arrangements

provide the mining lease holder with use of the land for the term of the lease. The land reverts to the

original owner when the lease is relinquished by the proponent.

3.2.2 Rail Corridor

There are 21 properties with some registered owners (including Xstrata Coal) owning one or more

properties situated along the proposed 36km-long rail corridor, which will connect the mine rail loop to

the proposed Surat Basin Railway. It is intended that a rail corridor approximately 100-150m wide will

be excised from the properties, with compensation being negotiated with the affected landholders. In

addition, the proponent will explore with landholders practical ways to continue grazing/farming

activities on land adjacent to the rail corridor.

3.2.3 Land Use

The project area and surrounds are predominantly used for grazing and some cropping. Beef

production is the main land use, with many blocks delegated specifically to cattle fattening. During

favourable seasonal conditions, the region is purported to have some of the best cattle-fattening land

in the state.

Lot sizes are relatively small (averaging 1,200 acres), so there has been a tendency for local

landholders or larger pastoral companies to buy up neighbouring blocks to increase their overall

holding, thereby making them economically viable. This trend has led to many landholders selling up

and moving out of the area, resulting in many properties no longer having residential housing

attached.

3.2.4 Native Title

The Iman #2 People are recognised as Traditional Owners of a 14,025m2 area located south of

Theodore around Taroom and Wandoan.

The Elimatta project mining lease area, with two exceptions, is not subject to Native Title. For

exploration activities on EPC 650 and EPC 1171, Taroom Coal conducted exploration under

Queensland’s Native Title protection conditions. Cultural heritage surveys were conducted prior to any

exploration activity within the Native Title area in that tenure and no sites or items of cultural

significance were identified.

To the extent allowed under the Native Title Act, Taroom Coal intends to follow the Right-to-Negotiate

procedure to enable the granting of Elimatta project mining leases.


3.3 LOCAL COMMUNITY

Communities across the study areas, particularly the townships of Wandoan and Taroom, are

essentially rural, with the majority of residents reporting that they enjoy the benefits of a relaxed rural

lifestyle, friendly people, strong sense of community and family-oriented focus.

Community population, particularly Wandoan and Taroom, has been declining over the past 10 years.

Despite this, community and cultural networks have remained solid, with local towns embodying the

spirit and character of close-knit rural communities.

Local community values can be described as those based on traditional family ideals and underpinned

by country people who have an affinity with the land. Residents have indicated that one of the

significant attractions of the region is the presence of strong family and friendship networks.

A number of residents indicated their concerns about increased crime rates resulting from current and

future influxes of resources industry personnel. However, Queensland Police statistics for Wandoan

and Taroom over a five-year period indicate that while there was an increase in offences against the

person (homicide, assault, sexual offences, robbery, etc.) around 2008-2009, there was a decrease in

these types of crimes in more recent times, despite Wandoan’s significant growth due to new mining

and energy projects.

Western Downs Regional Council’s Community Facilities and Services Report, dated March 2011,

delivered an audit and summary of existing Wandoan community facilities and services and

recommended future infrastructure needs, including childcare facilities, youth centre, tertiary education

and aged-care facilities.

Banana Shire Council’s 2011/2021 Place-Based Plan states that Taroom is striving to be a

continuously achieving community that provides services to thriving grazing, farming and resource

industries. Taroom residents are focused on the protection and growth of their grazing and agricultural

land and see opportunities in attracting service industries to town as well as identifying with the

opportunities to build on tourism.

As at September 2012, Wandoan State School (P-10) had 108 students, while Taroom State School

(P-10) had an enrolment of 136. There are significant higher education facilities within and near to the

study areas. The Southern Queensland Institute of TAFE has campuses in Chinchilla, Roma and

Dalby; while the University of Southern Queensland, headquartered in Toowoomba, offers a wide

range of courses, both on campus and via long-distance education. At end August 2012, the Western

Downs and Banana Local Government Areas had a total of 36 early childhood education and care

services, nearly all of which are not in Wandoan or Taroom.

Lack of health services and access to health professionals is a major concern in the region. This issue

was further reinforced during consultation undertaken by the Western Downs Regional Council, which

highlighted a shortage of doctors, dentists and specialist health practitioners. There are no specific

aged-care facilities in Wandoan, although the Wandoan Housing Association provides 10 independent

living units for local elderly residents. Wandoan hospital offers support services such as Meals on

Wheels. The Southern Cross Care Leichhardt Villas in Taroom provide the region with hostel (low-

care) services.

Wandoan and Taroom have dedicated police stations, each manned by two police officers who report

to the Roma Police District. Both towns are also part of QAS’s South Western Region, which is

headquartered in Toowoomba. Toowoomba is also the base for QFRS’s South West Fire and Rescue

headquarters and Fire Communications Centre, of which Wandoan and Taroom are members. The


region has Queensland’s highest percentage of auxiliary (part-time) fire fighters working alongside full-

time staff, with 463 auxiliaries and 100 full-time fire fighters across 42 fire stations.

Residents report that they value their outdoor way of life, which is reflected in the wide range of

recreational activities on offer throughout the region. However, falling levels of participation in

Wandoan and Taroom sporting clubs and community organisations over the past decade are

threatening the viability of many groups.

A private coach company (Greyhound) operates bus services within the region, while Queensland Rail

provides a passenger service, the Westlander, which travels from Brisbane to Charleville twice weekly

and stops in Dalby, Chinchilla and Miles on Wednesdays and Fridays. Wandoan Aerodrome is located

on the northern outskirts of town and features a 1,000m all-grass, dry-only airstrip. Taroom Aerodrome

is located 20km south of the town centre and will be upgraded to become the entry point for the

Elimatta project’s FIFO workforce.

Wandoan and Taroom are located on the Leichhardt Highway, which provides an important inland

freight route from as far south as Melbourne via the Newell Highway and Goondiwindi. While the

Leichhardt is currently in reasonable condition, there are concerns that the increased cumulative

heavy vehicle traffic will quickly contribute to pavement deterioration.

Project impact on water supply is a key issue for Wandoan; while Taroom already has a secure supply

from the Great Artesian Basin.

Indigenous families in the study areas are offered similar community services relating to health, social

welfare, housing, employment and training, as are available to the broader community. In addition, Miles,

Dalby and Chinchilla have a number of Indigenous organisations providing services in the region.

Agriculture – including beef, wool, wheat and sorghum – is a key industry across all study areas and

has been a significant economic and employment driver across the region. In 2005-2006, the total

value of agricultural production across the Western Downs and Banana LGAs was $890.5 million –

more than 10% of Queensland’s total agricultural commodities. The local economy is characterised by

small business, with the large majority reporting an annual turnover of less than $500,000.

3.4 GENERAL DEMOGRAPHIC PROFILE

The Miles-Wandoan and Banana Statistical Areas have seen steady population decline since 2006,

while the broader Western Downs and Banana LGAs have been growing – albeit at half the rate of the

entire state. The Queensland Office of Economic and Statistical Research population projections to

2031 indicate that Western Downs and Banana LGAs will increase by an average annual growth rate

of 0.8% over the 20-year period between 2011 and 2031.

In 2011, all study areas had almost even proportions of male to female. Wandoan had the largest

gender variation at 52.9% males. With regard to age structure, a consistent theme across the regional

study areas was the generally low representation of 15-34 year olds and high representation of

middle-aged adults.

All regional study areas recorded significantly lower ethnic diversity characteristics than for

Queensland. In Wandoan and Taroom, 90.5% and 94.8% of individuals were born in Australia, while

countries of origin for those not born in Australia were predominantly English speaking.

In 2006, Taroom had the lowest rate of migration over five years at 27.3%, followed by Wandoan at

32.1%. Of those who changed addresses in the four regional study areas, about one-third stayed

within the same statistical local area.


More than half of Wandoan and Taroom residents earned less than $600 per week in 2011 (compared

to Queensland at 46.2%); while in excess of 16% of Wandoan and Taroom individuals earned $1,000

per week or more (compared to Queensland at 25.5%). Around 39% of households in the Miles-Wandoan

and Banana Statistical Areas and Western Downs and Banana Local Government Areas earned less

than $1,000 per week; while just over two per cent reported weekly earnings of more than $4,000.

The existence and accessibility of regional health services affect liveability of the area’s communities

for both existing and new residents. Recent developments in the Surat Basin are adding to pre-

existing factors such as an ageing population, the general challenges of service delivery in a rural

environment, ageing infrastructure and available government funding.

At the time of the 2011 Census, there were 2,004 persons in need of assistance for a profound or

severe disability across the Western Downs and Banana LGAs, which equated to one per cent of the

Queensland population of people with a disability. More than 3,600 Western Downs and Banana LGA

residents provided unpaid assistance to a person/s with a disability, which equates to more than four

per cent of the region’s population. Miles-Wandoan and Banana Statistical Areas had the lowest

proportion of carers, while Wandoan had the highest.

With regard to the Socio Economic Index for Areas, Miles-Wandoan and Banana Statistical Areas had

the highest percentage of residents in Quintile 1 (most disadvantaged) at 28.4%, compared to the

Queensland result of 20%. At the opposite end of the spectrum, Quintile 5 (least disadvantaged), the

Western Downs and Banana LGAs study area had lowest proportion, compared to Queensland at 20%.

Taroom had the lowest rate of residents who had completed year 12 or equivalent (29.3%), while

Queensland had the highest (48.0%). Across the regional study areas, the percentages of population

with a tertiary qualification ranged from Taroom at 26.0% to Miles-Wandoan and Banana Statistical

Areas at 44.4%. Across all study areas, engineering and related technologies was the most popular

tertiary field in 2006, ranging from 20.4% participation in Wandoan to 30.7% across the Miles-

Wandoan and Banana Statistical Areas.

2006 Western Downs and Banana LGA unemployment figures were lower than for Queensland, with

an average unemployment rate across the four regional study areas of 2.9%, compared to

Queensland’s 4.3%. The main industry of employment for the region was agriculture, forestry and

fishing, with Wandoan at 53.5%, Taroom at 50.6%, Miles-Wandoan and Banana at 24.9% and

Western Downs and Banana LGAs at 23.2%, compared to all of Queensland at 3.4%. All regional

study areas had higher proportions of managers, labourers, and machinery operators and drivers.

These professions may have related to positions on rural/agricultural properties, as well as to

government/public administration positions.

While the broader Western Downs and Banana LGAs have been experiencing significant resources

industry development for some time, Wandoan and Taroom have only just commenced the journey.

As such, local skill levels are agriculture-focused, with many young adults who take on different skill

sets relocating to major centres.

3.5 INDIGENOUS DEMOGRAPHIC PROFILE

In 2011, Wandoan had the smallest number of Indigenous residents, both in number and proportion of

total population. The Western Downs and Banana LGAs had the highest ratio of Indigenous residents

at 4.3%. The median age across all study areas indicated a young Indigenous population; while

Indigenous females outnumbered males in all study areas bar Taroom, where 61.5% of the population

was male.


Miles-Wandoan and Banana Statistical Areas had the most affluent Indigenous individuals of the study

areas, with 20.4% earning $1,000 or more, compared to Western Downs and Banana LGAs at 14.9%

and Queensland at 13.3%. Conversely, Miles-Wandoan and Banana had the largest proportion of

individuals earning negative or no income, at 11.7%.

For weekly household earnings of $2,500 or greater across the study areas, in Miles-Wandoan and

Banana, 13.6% of Indigenous residents were in this income bracket compared to 15.9% of the general

population. The gap widened in the broader study areas: nine per cent of Western Downs and Banana

LGAs’ Indigenous households took home $2,500+ each week, compared to 14.8% of the general

population; while 10.1% of Queensland’s Indigenous households earned $2,500 or more compared to

16.3% of the general population.

Accessibility of regional health services overtly affects the liveability of the area’s Indigenous

communities. Regional health workers reported the presence of various health issues common to

many other Indigenous communities, and of the challenges to convince people to consult available

health services on a regular basis.

At the time of the 2011 Census, there were 134 Indigenous persons in need of assistance for a

profound or severe disability across the Western Downs and Banana LGAs, which equated to 1.8% of

the Queensland Indigenous population of people with a disability.

Some 39% of Miles-Wandoan and Banana Statistical Area Indigenous residents had completed years

11, 12 or equivalent in 2011, compared to 34.7% in the Western Downs and Banana LGAs, and

42.3% across Queensland. In 2006, 22% of Queensland’s Indigenous population had achieved tertiary

qualifications, compared to 36% of the general population. The majority of tertiary qualified Indigenous

persons in the study areas had achieved certificate level.

2006 Indigenous unemployment in Queensland was approximately 7.5%. Indigenous unemployment

across the Western Downs and Banana LGAs was at 9.1%; while Miles-Wandoan and Banana

Statistical Areas faired the best at 5.0%.

The largest industries of Indigenous employment across the regional study areas were mining (14.7%

in Miles-Wandoan and Banana) and healthcare and social assistance (14.8% in Western Downs and

Banana). In 2006, ‘labourer’ was the most popular profession in all study areas: 32.4% in Miles-

Wandoan and Banana; 28.6% in Western Downs and Banana; and 26.6% in Queensland.

3.6 HOUSING AND ACCOMMODATION

In 2011, there were 243 separate houses in Wandoan and 410 in Taroom, representing an average of

95%, compared to Queensland at 78.5%. There were low numbers of semi-detached, row, terrace or

town houses in the regional study areas, while Wandoan had the highest rate of unoccupied dwellings

at 35.1%, followed by Taroom at 24.3%.

Wandoan and Taroom had the highest rate of home ownership at 43.4% and 46.1% respectively.

Some 39.0% and 37.4% of Wandoan and Taroom residents supported weekly housing loan

repayments of $0-$599, with 34.1% and 38.5% paying $600-$1,399 per week for rental

accommodation. In early 2012, around 30% of Wandoan’s houses were private rentals, which were all

fully occupied. High demand and a current waiting list are putting pressure on rental prices, more so in

Wandoan than Taroom. However, available rental properties are also fully occupied in Taroom and of

some 400 houses in the town, three per cent were listed on the market for sale in early 2012. At the

2011 Census, maximum rental repayments in Wandoan did not exceed $349 per week; while in Taroom,

only 7.8% of the population paid more than $199 per week. Higher rental repayments were evident in

the Western Downs and Banana LGAs, with 11% of residents paying weekly rent of $350 or more.


Property sales in Wandoan have been comparatively high over the past three years (approx 80

houses sold), which has led to a dearth of available houses. This situation is exacerbated by a

shortage of available development blocks. From 2006 to 2011, median house prices increased in

Wandoan by $222,500 and Taroom by $106,250 (including a 1.7% decrease last year). Wandoan

community consultation indicated that standard house blocks sell for an average of $160,000; while

blocks with houses (for demolition) average $225,000. In Taroom, 850m2 house blocks range in price

from $50,000 to $80,000.

In the 12 months to 30 June 2012, residential building approvals in the Miles-Wandoan and Banana

Statistical Areas, and Western Downs and Banana LGAs were valued at $17 million and $97 million

respectively, the latter accounting for 1.2% of the total value of Queensland’s residential approvals.

The main constraint to development in Wandoan is that the town is surrounded by Crown Land

covered by Native Title. Western Downs Regional Council advised that some stages of the Crown

Land lots would soon become available and that Council was aiming to streamline future approvals

processes. Taroom has no obvious development constraints as there is good availability of appropriately

zoned vacant blocks and a large number of existing houses available for purchase or rental.

In 2011, accommodation camps or villages were the predominant non-resident worker (NRW)

accommodation type across the Surat Basin in 2011, housing some 2,110 workers on shifts (64.9%).

Hotels/motels (28.0%) and caravan parks and other accommodation (7.1%) made up the rest. There

was a total capacity of 2,110 beds in accommodation villages across the Surat Basin, while hotels and

motels only had 15.5% availability due to NRWs, contractors and associated workers making use of

the accommodation on a long-term basis.

Higher Wandoan rental levels preclude community groups from obtaining rental properties, resulting in

shortages of houses at competitive rental rates to accommodate disadvantaged and needy families.

The Queensland Government has one house available in Taroom for low-income families or

individuals, or for emergency use. In Wandoan, three Social Housing properties are available for low

rental community housing.


4.0 STAKEHOLDER ANALYSIS

The following table summarises Elimatta’s key stakeholders and their specific impact areas of interest:

Table 2 Key Stakeholders and Impact Areas

Stakeholder Impact Area

State Government

Department of Agriculture, Fisheries and Forestry

Regional economic development

Cumulative impacts/benefits

Local business (procurement) opportunities

Impact on local industries

Department of Communities, Child Safety and Disability Services

Social order

Pressure on general and Indigenous community services

Pressure on local community organisations

Housing affordability and availability

Impact of FIFO workforce

Department of Education, Training and Employment

Education programs

Pressure on education resources

Pressure on childcare services

Traineeship and apprenticeship programs

Local training and employment opportunities (including Indigenous)

Department of Environment and Heritage Protection

Cultural heritage

Environmental impact

Department of Housing and Public Works



Department of Resources and Mines



Pressure on regional infrastructure (i.e. rail)


Local training and employment opportunities


Project safety



Department of State Development, Infrastructure and Planning

Compliance with Coordinator-General's conditions


Pressure on regional infrastructure

Department of Transport and Main Roads

Queensland Rail

Pressure on local road networks

Road access and upgrade requirements

Pressure on rail services

Queensland Ambulance Service

Queensland Fire and Rescue Service

Queensland Police Service

Changing demographic profile (i.e. increased population)

Pressure on emergency services

Social order

Project safety

Queensland Health Changing demographic profile (i.e. increased population)

Pressure on health services

Federal Government

Key Portfolios

Economic flow-on effect of project


Federal road network



Local Government

Banana Shire Council (BSC)

BSC Councillors

Western Downs Regional Council (WDRC)

WDRC Councillors


Pressure on regional infrastructure



Impact on community identity and values

Pressure on local education providers


Pressure on local health services

Social order


Road access and upgrade requirements

Pressure on local infrastructure and services (water, waste, public

transport, public space)


Impact on other industries (agriculture, tourism, etc.)



Regulatory controls for temporary/workforce accommodation



Landholders

Directly impacted landholders

Land use

Land access


Impact on property value/livelihood - land purchase/lease

negotiations and compensation arrangements

Property security

Psychological impact

Environmental impact (noise, dust, lighting, visual impact, weed

management)

Safety and access impacts of road upgrade requirements and

increased traffic


Access to information

Mine closure/rehabilitation



Indirectly impacted landholders


Impact on property value

Property security


increased traffic



Native Title claimants

Iman People #2

Gurang Land Council


Cultural heritage



Community

Local residents (Wandoan, Taroom and surrounds)



Pressure on education resources




Social order



increased traffic

Pressure on local infrastructure and services

Pressure on local community organisations






Indigenous communities and organisations


Pressure on Indigenous community services (Miles and mostly Dalby)

Local Indigenous business (procurement) opportunities






Community Services and Organisations

Health services (including Wandoan and Taroom hospitals, dentists, general practitioners, allied services and aged care facilities, etc.)

Changing demographic profile (i.e. increased population, change in

age or gender structure)

Pressure on services


increased traffic


Education services (including schools, tertiary education providers and training organisations)



Community organisations (including the Wandoan Liaison Group, Arts Council, Lifeline, Meals on Wheels, Taroom District Development Association, etc.)


Impact on community values, lifestyle and culture


Social order


Environmental impacts

Social investment opportunities (i.e. sponsorships)

Local Business and Industry

Other coal mining proponents, including Xstrata Coal, Cockatoo Coal, MetroCoal and Yancoal



Competitive employment market

Coal seam gas proponents, including APLNG, Arrow Energy, GLNG and QCLNG



Competitive employment market



Local businesses

Wandoan Chamber of Commerce

Taroom District Development Association



Changing demographic profile (i.e. increased income)


Pressure on local infrastructure and services (water, waste, public

transport, public space)


Impact on other industries (agriculture, tourism, etc)


Competition for local labour



Surat Basin Corporation





Competition for local labour

Queensland Resources Council



Sustainable resources industry development

Taxes and royalties



Project safety

Project

Employees



Impact of FIFO work arrangement (including camp accommodation

and roster system)

Project safety


5.0 SOCIAL IMPACT AND MITIGATION/OPPORTUNITY ANALYSIS

Following is a detailed breakdown of all impacts identified in the SIA process and their mitigation or opportunity strategies. Each impact is rated by:

Nature – type of impact (perceived by the community as positive or negative)

Probability – likelihood of the impact occurring (high, medium or low)

Consequence – degree of benefit or harm to affected stakeholders (high, medium or low)

Long-term risk – negative consequence of the impact after mitigation measures have been put in place (high, medium or low).

Table 3 Social Impact and Mitigation/Opportunity Analysis

Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)

Impact Stakeholder Mitigation/Opportunity

Cumulative impacts P/N H H Qld Govt

WDRC

BSC

Local business

COCs

Local communities

Other proponents

SBC

Cooperate with local councils and key community influencers, State

Government and potentially other proponents in their initiatives to monitor

and address cumulative impacts jointly, holistically and relatively

Cooperate with regional agencies to develop a regional planning framework

to proactively contribute to and achieve sustainable communities

Provide information to agencies who communicate to Wandoan and Taroom

communities local resources industry progress (both for planned and

operational projects)

L


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Community demographics

P/N M M WDRC

BSC

Community

organisations

Local communities

Monitor major demographic changes, such as affordable housing and skills

shortages for non-resources businesses

Address expected male gender bias with career opportunities for women

(who currently only represent 14 per cent of Queensland Resources Council

member company employees)

Communicate Taroom Coal’s equal employment opportunity and local

employment focus to the surrounding communities to encourage local

participation in the project, including by minority groups. Local employment

can also mitigate the region’s historical migration of young adults to larger

urban centres

Encourage Elimatta staff members to relocate to the local area

L

Land impacts N H H Landholders


WDRC

BSC

Negotiate purchases and leaseback/compensation in a timely manner

Ensure ongoing open communication with landholders

Maintain cyclic meetings with directly affected landholders throughout the

project’s life to monitor impacts and mitigation success

Implement a comprehensive Land-Access Management Plan (including weed

management) to reduce impacts on adjoining landholdings

Implement a strict employee and contractor behavioural code in line with

community values in relation to land access

Implement a comprehensive employee and contractor induction process

M

Land use N H M Landholders

Local communities

Implement Elimatta’s Environmental Management Plan

Regularly and transparently monitor water source impact throughout the life

of the project

Communicate to landholders and wider communities Elimatta’s Progressive

Mine Rehabilitation Program and continuing agribusiness focus

M


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Psychological impacts N M H Qld Govt

WDRC

BSC

Landholders

Community

organisations

Local communities

Maintain cyclic meetings with directly affected landholders throughout the life

of the project to monitor impacts and mitigation success

Refer any obvious counselling needs of landholders to appropriately

qualified agencies

L

Community values and lifestyle

P/N M M Qld Govt

WDRC

BSC

Community

organisations

Local communities

Monitor impacts relating to community values and lifestyle

Cooperate with programs to minimise pressure on health, education,

emergency and other government services

Promote project integration with the community through Elimatta resident

employee participation in community and sporting organisations

Develop a Community Investment Program (CIP) that aligns with established

Community Planning

Communicate to landholders and wider communities Elimatta’s Progressive

Mine Rehabilitation Program and continuing agribusiness focus

L

Community facilities and services (including Indigenous services)

P/N M M WDRC

BSC

Community

organisations

Local communities

Indigenous

communities

Monitor impacts on local facilities and services

Cooperate with programs to attract key service providers to the region (i.e.

recreation centres)

Cooperate with key community organisations to ensure longevity of critical

services

Cooperate with state and local governments to support their programs that

contribute to sustainable Indigenous communities – including health, training,

employment and business development initiatives

L


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Education P/N L L Qld Govt

WDRC

BSC

QMEA

TAFE

Local schools

Local communities

Indigenous

communities

Monitor changes in population numbers that may affect local schools

Collaborate with education authorities, along with the Queensland Minerals

and Energy Academy (QMEA), to promote high school curricula to align with

the skills needs of the mining industry

Encourage TAFE (especially Chinchilla and Dalby campuses) to introduce

and/or enhance mining-industry related curricula (i.e. engineering

certification)

Encourage specific attention by educational and industry partners to the

interests of Indigenous students to improve transition to and retention at high

school, and improved transition to apprenticeships, traineeships and full-time

employment

L

Health services N L H Qld Govt

WDRC

BSC

Wandoan and

Taroom hospitals

Local communities

Elimatta employees

Monitor and address impacts on health services

Implement onsite medical facilities to cater for non-emergency project

requirements, so as to limit impact on community health services

Propose memorandum of understanding with health services providers for

measured augmentation of health services

L

Emergency services N M H Qld Govt

WDRC

BSC

Emergency services

Local communities

Elimatta employees

Develop comprehensive Emergency Response and Crisis Management

Plans that include direct input from, and involvement of, emergency services

Implement detailed Traffic Management Plan in conjunction with emergency

services

Implement community/road safety awareness training for all project

employees

L


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Social order N M H Qld Govt

WDRC

BSC

Emergency services

Community

organisations

Local communities

Elimatta employees

Cooperate with Wandoan and Taroom police to monitor and address impacts

on social order


community values. The code would apply to employees and contractors both

on and offsite


L

Public and community transport

N M M Qld Govt

WDRC

BSC

Emergency services

Local communities

Elimatta employees

Promote safe driving behaviour by employees and contractors, and education

and awareness programs that reiterate the expectation of responsible driving

to and from the workplace

Promote the Bowen Basin-based Mining Industry Road Safety Alliance, which

conducts a range of activities to reduce the incidence and severity of road

crashes

L

Highways and roads/ Public safety

N H H Qld Govt

WDRC

BSC

Emergency services

Local communities

Elimatta employees

Undertake representation and advocacy for upgrading the Leichhardt

Highway

Implement a detailed Traffic Management Plan in conjunction with

emergency services

Promote safe driving behaviour by employees and contractors and education

and awareness programs which reiterate the expectation of responsible

driving to and from the workplace

Promote the Bowen Basin-based Mining Industry Road Safety Alliance, which

conducts a range of activities to reduce the incidence and severity of road

crashes

M


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Utilities N H H WDRC

BSC

Landholders

Local communities

Liaise directly with local governments, providers and agencies to monitor and

address impacts on water, waste, energy, telecommunications and other

utilities

Cooperate with private sector feasibility investigation initiatives

M

Business and enterprise P H H Qld Govt

WDRC

BSC

COCs

Local businesses

SBC

Cooperate with economic and business development agencies, and industry

organisations to maximise local business opportunities for project

participation through supply chains

Promote sustainable local procurement

Communicate clear supply-chain prequalification requirements

Promote local registered training organisations to deliver project training

requirements

L

Local training and employment

P H H Qld Govt

WDRC

BSC

Local businesses

Local communities

Indigenous

communities

SBC

Implement equal opportunity policy

Implement local employment policy

Regularly promote training and employment opportunities to local

communities

Cooperate with schools-based programs (including work experience) that aim

to attract local students to the mining industry

L


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Fraser Coast Recruitment Strategy

P H H Qld Govt

FCRC

Employees

Implement equal opportunity policy

Encourage FCRC to monitor employment and skill levels and where possible,

address any gaps in responding to Elimatta’s ongoing recruitment strategy

Collaborate with FCRC to facilitate practical transport infrastructure

Implement Indigenous training and employment program

L

Housing and accommodation

N H H Qld Govt

WDRC

BSC

Local businesses

Local communities

Promote private sector collaboration with the Queensland Government,

WDRC, BSC and other organisations to address land availability and housing

affordability issues

Encourage Elimatta employees to reside locally

M

Short-term accommodation

N H H WDRC

BSC

Local businesses

Local communities

Collaborate with local businesses to monitor and potentially address ongoing

short-term accommodation needs for project personnel nominated to reside

in townships

M


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Workforce accommodation (including impact of FIFO workforce)

N H H Qld Govt

WDRC

BSC

Local businesses

Community

organisations

Local communities

Employees

Develop a project-specific Workforce Accommodation Strategy that includes

rostering, travel to site, FIFO impact, etc.


community values. The code would apply to employees and contractors both

on and offsite


Ensure high-quality accommodation to attract high-calibre employees

Implement an employee satisfaction program to maintain employee

satisfaction with work accommodation conditions

Encourage staff to reside locally

L

Cultural heritage P H M Qld Govt

WDRC

BSC


Indigenous

communities

In conjunction with the Iman People, continue to implement Elimatta’s

Cultural Heritage Management Plan

L

Environmental impact N H H Qld Govt

WDRC

BSC

Landholders


Community

organisations

Local communities

Implement Elimatta’s Environmental Management Plan

monitor and address environmental impacts

Regularly and transparently monitor water source impact throughout the life

of the project

Implement a comprehensive Land Access Management Plan

Implement and communicate a Progressive Rehabilitation Program

L


Natu

re

(P/N

)

Pro

bab

ilit

y

(H/M

/L)

Co

nseq

uen

ce

(H/M

/L)

Lo

ng

-term

ri

sk

(H/M

/L)


Noise and vibration N M H Qld Govt

Landholders

See Elimatta Environmental Impact Statement L

Dust N M H Qld Govt

Landholders


Lighting N M H Qld Govt

Landholders


Visual amenity N M H Qld Govt

Landholders


Mine closure P/N H H All Implement and communicate widely the project’s effective Progressive Mine

Rehabilitation Program

M


6.0 STAKEHOLDER ENGAGEMENT

Taroom Coal will continue to consult with stakeholders, such as the following, to agree project SIMP

objectives and mitigation strategies:

Banana Shire Council (BSC);

Communities of Wandoan and Taroom;

Fraser Coast Regional Council (FCRC);

Queensland Department of Communities, Child Safety and Disability Services (DCCSDS);

Queensland Department of Education, Training and Employment (DETE);

Queensland Department of Housing and Public Works (DHPW);

Queensland Department of Natural Resources and Mines (DNRM);

Queensland Department of State Development, Infrastructure and Planning (DSDIP);

Queensland Department of Transport and Main Roads (DTMR);

Queensland Health;

Emergency services (i.e. local ambulance, fire and police services);

Industry Capability Network Qld (ICN);

Landholders (including Traditional Owners);

Local community organisations (including hospitals, schools, etc.);

Local community services;

Surat Basin Corporation;

Taroom District Development Association;

Wandoan Liaison Group; and

Western Downs Regional Council (WDRC).

This consultation will generally be facilitated by Taroom Coal to ensure that information and advice is

received directly and unfiltered so as to increase the effectiveness of its social impact management

initiatives.


6.1 COMMUNITY REFERENCE GROUPS

Taroom Coal will, when appropriate, establish and facilitate Community Reference Groups (CRGs) to

explore specific issues and to develop propositions for their mitigation or advancement in the case of

opportunities. The company will proffer specialist facilitation when required so as to provide

foundational research capacity and capability based on specialist expertise in the issue area.

CRGs would include representatives from a number of the aforementioned stakeholders and

potentially, other resources industry proponents. Groups would meet as determined by Taroom Coal

within a specifically assigned period of commission and respond to a defined brief. In addition to the

brief, groups may liaise between the project and its key stakeholders for information sharing, review

and feedback in relation to the brief.

Development of a brief, terms of reference, membership structure and facilitation engagement, as well

as objectives and strategies, will be defined by Taroom Coal in collaboration with members that have

specific expertise. It is intended that briefs be assigned annually to allocate tasks to groups and that

the make-up of the groups will reflect the diversity of project stakeholders.

Taroom Coal would support lead agencies in forming broader reference groups, so as to identify and

qualify cumulative impacts. It would envisage participation by key mining and coal seam gas

proponents, as well as representatives of local and state governments and community groups.

6.2 GENERAL COMMUNICATION

Early, transparent and regular liaison will drive Taroom Coal’s ongoing stakeholder engagement

strategy. To facilitate this approach and to meet its social impact management objectives, the

company will maintain the following communication tools:

1800 Telephone Number

Taroom Coal will maintain a toll-free number to facilitate fast stakeholder access to project personnel.

This number will be manned during business hours to ensure that stakeholders are able to contact the

project team.

Feedback, Enquiries and Complaints Management

An enquiries/complaints process will be maintained for Elimatta to ensure effective and timely

responses to all stakeholder feedback (refer Section 9).

Community Engagement

As well as the above communication tools, Taroom Coal will develop an overarching continuing

engagement strategy.


7.0 SOCIAL IMPACT MANAGEMENT

In addition to stakeholder engagement initiatives, a number of mitigations and opportunities were

identified in the Elimatta Social Impact and Mitigation/Opportunity Analysis, as outlined in Section 5.

The following table details implementation strategies for key mitigations and opportunities, as well

corresponding performance indicators, timeframes and responsibilities. Each strategy will be

developed into a full implementation plan post project approval but prior to project start-up.

Table 4 Summary of SIMP Actions

Action Performance Indicator Timeframe* Responsible Party

Cumulative Impact Management/Regional Development

Cooperate with government initiatives to develop a sub-regional plan to take advantage of synergies associated with close proximity of similar major projects

Community satisfaction

with management of

cumulative impacts

1 year

Ongoing

TC, Qld Govt Depts, WDRC, BSC, SBC, other proponents

Cooperate with nearby resources and energy projects to mitigate cumulative impacts on infrastructure, towns and businesses in the region


with management of

cumulative impacts

1 year

Ongoing

TC, Qld Govt Depts, WDRC, BSC, SBC, other proponents

Communicate project progress to the broader community

Community awareness 6 months

Ongoing TC

Community Wellbeing, Infrastructure and Services

Community Integration Strategy

Gain increased understanding of community values and lifestyle ideals through direct and unfiltered information gathering


with level of project

integration

6 months

Ongoing TC

Monitor the impacts of major demographic changes and cooperate with lead mitigation initiatives



integration

1 year

Ongoing TC

Undertake specific issue research to inform SIMP initiatives, such as regional planning and community planning



integration

1 year

Ongoing TC

Encourage project personnel integration into the community through participation in community and sporting organisations

25% project management

participation in community

organisations


with level of personnel

participation

6 months

Ongoing TC

Assess and implement project employment opportunities for women, so as to address common gender imbalance

Greater than 5% female

employees

Operations start-up

Ongoing

TC



Community Investment Program

Develop Community Investment Program (CIP) and procedures aligned with formal processes of local government, regional agencies forum, Queensland Government and not-for-profit peak industry bodies

CIP and implementation

plan prepared 6 months TC

Implement community investment opportunities through direct negotiation with community, health and social infrastructure and services

CIP in place and

implementation plan

commenced

1 year

Ongoing TC

Community Health and Safety Strategy

Implement employee safety education and awareness programs, with support from local emergency services

Zero traffic-related

incidents on public roads

6 months

Ongoing

TC, emergency services

Establish a self-sufficient onsite health service so as to ensure minimal impact on regional hospitals and health service providers

Limited day-to-day use of

local health services


with impact on local health

services

2 months TC

With support from emergency services, develop, implement and maintain full emergency response and crisis management procedures for the project

Emergency response and

crisis management

procedures implemented

Start up

Ongoing maintenance

TC

Negotiate and maintain functional emergency response connectivity, though direct negotiation with emergency services, so as to ensure minimal impact on regional fire and rescue service providers

Limited use of local fire

and rescue services

Emergency services

satisfaction with impact

level on local services

Start up

Ongoing

TC, emergency services

Implement comprehensive Traffic Management Plan and accompanying community notification system, with support from road agencies

Apply advice of the Mining Industry Road Safety Alliance in mitigating incidence and severity of road accidents

Zero traffic incidents on

public roads


with notification times and

information


with level of disruption

Before project start-up

Ongoing

TC, WDRC, BSC, DTMR

Community Infrastructure and Services Impact Management Strategy

Cooperate with DTMR, WDRC, BSC and other proponents, to identify and potentially jointly mitigate cumulative impacts on highways, roads and airport

Impacts identified and

mitigated by lead agencies

6 months

Ongoing

TC, DTMR, WDRC, BSC, other proponents

Cooperate with private sector and local stakeholders, including WDRC and BSC, community organisations and other proponents, to stimulate market/lead agency responses to cumulative impacts on regional housing and utilities


mitigations agreed to by

lead agencies and market

leaders

1 year

Ongoing

TC, WDRC, BSC, private sector, community orgs, other proponents

Collaborate with community services providers (including hospitals and emergency services) to identify and directly negotiate measured responses to impacts on social infrastructure


direct negotiation of

specified support/or

collaboration concluded

1 year

Ongoing

TC, health and emergency services, other proponents



Support and cooperate with strategies to attract key services to the region (i.e. childcare and youth centres)

Increased number of

centres in Wandoan and/or

Taroom

1 year

Ongoing TC

Collaborate with the private sector, surrounding proponents, WDRC, BSC and local businesses to assess and identify solutions for Wandoan’s and Taroom’s ongoing short-term accommodation needs


with availability of short-

term accommodation (i.e.

motels, caravans, etc.)

6 months

Ongoing

TC, WDRC, BSC

Collaborate with FCRC to monitor and where possible, plan practical transport infrastructure

Six-monthly meetings with

FCRC

FCRC satisfaction with

Elimatta impact

6 months

Ongoing TC, FCRC

Local Content

Education, Training and Employment Strategy

Encourage DETE, schools and QMEA to align parts of the high school curriculum with required resources industry skills

Change in curriculum 1 year

Ongoing TC

Encourage TAFE (especially Chinchilla and Dalby campuses) to enhance resources industry-related curricula

Change in curricula 1 year

Ongoing TC

Provide and communicate to local communities ongoing training and employment opportunities (including apprenticeships and traineeships, as well as administrative, technical and services roles)

5% of employment for life

of project sourced locally

1 year

Ongoing TC

Work with DSDIP and DCCSDS to identify initiatives to enhance training and employment opportunities for women and people with a disability, where possible

Taroom Coal Equal

Opportunity policy applied

to project

Agree and achieve

employment target

6 months

Ongoing

TC, DSDIP, DCCSDS

Business Participation Strategy

In conjunction with WDRC, BSC and SBC, support supply chain inclusion of local businesses

Supply chain propositions

delivered 3 months

TC, WDRC, BSC, SBC

Implement Elimatta’s local business supply chain inclusion policy

Policy implemented Start up TC

Develop and communicate fair and equitable prequalification guidelines to local businesses (i.e. minimum safety, environment and quality standards)

Minimum 5% local

procurement for life of

project

6 months

Ongoing TC, ICN

Work with business support entities such as DSDIP, ICN, WDRC and BSC to maximise local business capacity for project participation

Minimum 5% local

procurement for life of

project

1 year

Ongoing

TC, DSDIP, ICN, WDRC, BSC



Indigenous Participation Strategy

Implement CHMP in conjunction with Iman People #2

Industry-standard CHMP

in place

All cultural heritage

impacts mitigated in line

with Iman and Gurang

Land Council

requirements, and

government legislation


Ongoing

TC, TOs

Collaborate with FCRC to develop an Indigenous employment and training program

2% Indigenous

employment

1 year

Ongoing TC, FCRC

Land Access and Use

Land Access Management Strategy

Consolidate and maintain cyclic liaison program with affected landholders to enable timely and concise issues identification and resolution

Scheduled program with

directly affected

landholders completed on

annual cycle

1 month

Ongoing

TC, landholders

In conjunction with local landholders, agree and implement compensation and Land Access Management Plan, and include land-access protocols in employee induction program

Plan implemented

Landholder satisfaction

with access procedures

and how they are adhered

to by project employees

100% employees and

contractors inducted in

landholder-related

protocols


Ongoing

TC, landholders

Implement and communicate to landholders Elimatta’s employee and contractor Code of Conduct and employee and contractor Induction Program

Programs implemented

Landholder awareness of

programs

Structured landholder

satisfaction assessment of

employee and contractor

behaviour

1 month

Ongoing TC

Maintain awareness of landholder counselling needs and make appropriate referrals

Landholders aware of

external agency availability

Project start-up

As required

TC, landholders

Land Use Management Strategy

Regularly and transparently monitor groundwater impact throughout the life of the project

Number/nature of

stakeholder

enquiries/complaints


Ongoing

TC

Implement and communicate Progressive Mine Rehabilitation Program

Rehabilitation targets set

and achieved

Landholder and

community awareness of

program


Ongoing

TC



Employee Relations

Workforce Accommodation Strategy

Develop a Workforce Accommodation Strategy that includes commitment to local employment, places selected roles in Taroom as permanent residents and encourages employees to settlement in the local district

Strategy implemented

One per cent staff

members relocate to

Taroom

Project start-up

Ongoing

TC

Collaborate with FCRC, WDRC and BSC to monitor and potentially address FIFO impacts

Six-monthly meetings with

FCRC, WDRC and BSC

6 months

Ongoing

TC, FCRC, WDRC and BSC

Cooperate with local stakeholders, including WDRC and BSC, community organisations and other proponents, to identify and potentially mitigate any resulting impacts on regional housing, utilities and services

Active participation in

collaborative identification

and mitigation planning

6 months

Ongoing

TC, WDRC, BSC, agencies, community orgs

Include initiatives such as offering transport to Taroom-based staff members, through use of the FIFO bus service, as appropriate

Taroom-based staff use of

bus service

Project start-up

Ongoing

TC, employees

Reduce likelihood of occupational fatigue and diminished wellbeing associated with FIFO by implementing long-term family/community-friendly roster

Seven-days-on-seven-

days-off roster system

implemented (operations)

Operations start-up

TC, employees, contractors

Provide employees with industry best-practice accommodation and facilities

Compliance with

documented industry best-

practice

Project start-up

Ongoing


Implement camp rules to maintain a cohesive workforce, supportive environment, 100% compliance targets for health, safety and behaviour

Camp rules implemented

Camp rules adhered to


Ongoing

TC

Employee Support Strategy

Provide Employee Assistance Program (EAP) to support employees in issues that impact on workplace performance and continuity of focus during shifts and rosters (including phone access to qualified psychologists and social workers)

EAP communicated and

made available to all

employees

Project start-up

Ongoing

TC

Implement a comprehensive internal communications and engagement program

Biannual employee

surveys

6 months

Ongoing TC

Employee and Contractor Induction Program

Develop a comprehensive Induction Program to educate employees and contractors on local community standards, regional agribusiness sector values, community safety, land access and general behaviour

Assessment of awareness

level

100% of all employees and

contractors inducted


Ongoing




Implement and enforce employee and contractor Code of Conduct, both on the project site and within the community

Assessment of awareness

level

Demonstrated analysis of

performance and

remediation of the

systemic cause of

stakeholder enquiries/

complaints

Structured community

satisfaction assessment of

employee and contractor

behaviour


Ongoing

TC

* Timeframes are based on project construction start-up (i.e. 6 months = 6 months post project construction start-up).


8.0 MONITORING AND EVALUATION

8.1 MONITORING FRAMEWORK

Taroom Coal has developed a draft framework to provide structure and integrity in its monitoring and

evaluation processes. The framework will measure performance indicators (see Section 7) against

baseline SIA data, as well as progressive data. The latter will be sourced with support from

Queensland Government and local councils, as well as via ongoing project evaluation tools, including:

Community perception surveys: These will be conducted annually to gauge Elimatta’s

reputation within the community, as well as the community’s satisfaction with consultation

methodology;

Enquiries/complaints reports (see Section 9), including close-out performance; and

Sustainability Report: Safety, health, environment and community information will be made

available in Northern Energy Corporation’s annual Sustainability Reports.

A sample framework is detailed below; however, Taroom Coal is committed to working with its

stakeholders to finalise a mutually agreeable monitoring and evaluation process. In consultation with

stakeholders, the framework will be in place within six months of project start-up and will be reviewed

quarterly.

Table 5 Sample Monitoring Framework

Mitigation Strategy Performance Indicator Responsible Monitoring Tools

In conjunction with local landholders, agree and implement land-access protocols

Landholder satisfaction with access procedures and how they are adhered to by Elimatta employees

Project Manager Baseline SIA data

Enquiries/complaints

reports


9.0 ENQUIRIES AND COMPLAINTS MANAGEMENT

9.1 FREQUENTLY ASKED QUESTIONS

From SIA research and ongoing liaison with project stakeholders, frequently asked questions (FAQs)

and responses will be developed to support the community enquiries/complaints process. The FAQs

will cover a broad spectrum of stakeholder queries, including such areas as:

How do I get a job at Elimatta?

How can I sell my product or service to the mine?

A gate has been left open on my property

How will Elimatta ensure no impact on local groundwater?

Will the project sponsor my child’s sporting team?

Work has already commenced on the FAQs, with a number of questions and responses prepared for

the community information sessions held as part of the SIA consultation program (refer Elimatta SIA).

9.2 ENQUIRIES/COMPLAINTS REGISTER

All stakeholder enquiries and complaints will be entered onto a register (outline below), from which

weekly reports will be generated for the project management team.

Table 6 Sample Enquiries/Complaints Register

Time/date Details of call received

Name Name of enquirer/complainant

Address Residential address of enquirer/complainant

Contact details Telephone and email details of enquirer/complainant

Received by Employee who received the call

Enquiry/complaint Including time/date of any incident

Responsible person

Employee responsible for enquiry/complaint area

Follow-up actions If required, including times and dates

Written advice If required. Include copy of correspondence in register

Closed out Including time/date and name of employee closing out enquiry/complaint


9.3 ENQUIRIES/COMPLAINTS PROCESS

The following diagram broadly outlines Taroom Coal’s enquiries/complaints management process:

Figure 2 Enquiries/Complaints Management Process


9.4 CONFLICT RESOLUTION

If the enquiries/complaints process is unable to resolve a conflict between the project and a key

stakeholder, Taroom Coal will seek to take a collaborative conflict resolution approach to achieving a

joint solution. This will include implementing a small working group comprising the complainant and

project management representatives, including the Elimatta Project Manager, who will have training in

the areas of conflict resolution and negotiation. If required, an independent arbitrator will be

commissioned.


10.0 REFERENCES

2006 Census and 2011 Census, Australian Bureau of Statistics

Elimatta Social Impact Assessment September 2012, AARC.

Office of Economic and Statistical Research, Queensland Treasury

Surat Population Report, 2011, 2012, Queensland Treasury and Trade

Taroom 2011/2021 Place-Based Plan, Banana Shire Council

Western Downs Community Plan; Community Facilities and Services Report March 2011, Western

Downs Regional Council

www.realestate.com.au, REA Group

www.wdrc.qld.gov.au, Western Downs Regional Council

www.rpdata.com, CoreLogic

www.banana.qld.gov.au, Banana Shire Council

appendix g - new hope coal · elimatta social impact management plan i september 2012 document...

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