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Rio Tinto Alcan Weipa2013 Sustainable Development Report

yearsCelebrating 50 years of

operations

From the general managerI am pleased to present Rio Tinto Alcan Weipa’s Sustainable Development Report for 2013.

While 2013 remained challenging due to uncertainly in global markets, the Weipa mine achieved record production (26.4 million tonnes of bauxite shipped) which is approximately 14 per cent more than the previous year.

We work hard to provide a workplace where everyone can go home safe and healthy after each shift. While we recognise there is still work to do to improve our safety performance, we did make some inroads with the first decline in our All Injury Frequency Rate since 2008. However we must remain committed to ensuring that a positive safety culture is embedded into all levels of our business to ensure our shift starts are strong, and every single employee and contractor sets themselves up for a safe job – every task, every time.

In 2013, we recognised 50 years of operations and the 500 millionth tonne of bauxite shipped. The last 50 years have provided a great legacy, which we continue to build the future of our business on. We remain committed to innovation and supporting our people, which will continue to drive significant economic activity on the Western Cape and for the broader Queensland community, for generations to come.

It is important to note that we were only able to achieve such a significant milestone with the support of Traditional Owners, our employees, contractors, community and other stakeholders. I also acknowledge that the past 50 years were not entirely positive for our Traditional Owners, however I look forward to strengthening these relationships and ensuring the prosperity generated from mining continues to be shared across the community and region.

Other highlights from the year include more than $1.6 million provided in financial and in-kind support to support community organisations, services and events, and exceeding our goal to rehabilitate more land than was cleared for mining, with 1,361 hectares of land regenerated.

Our Sustainable Development Report is a good opportunity to learn more about our business and some of the key social, cultural, environmental and economic activities we have undertaken in 2013 to maintain our position as a world class operation.

As always, we welcome your feedback on this report or our activities generally. Please contact us via our community hotline 1800 707 633 or email [email protected]

Gareth Manderson General manager, Operations

Front cover: A commemorative aluminium coin was presented to all employees, to mark 50 years of operations and 500 million tonnes of bauxite shipped. Both the RTM Piiramu and RTM Wakmatha are proudly displayed on the coin, representing two of the men who helped Harry Evans discover bauxite in 1955—George Wilson (Piiramu) and Old Matthew (Wakmatha). To capture the importance of our people and community over the past 50 years, one side also features one of our long serving employees, Michael Machan, with a young Kirra Woodham, who grew up in Weipa.The other side of the coin features an integral asset to the Weipa mine—a bottom-dumping haul truck, with a trailer manufactured specifically for our operation. This coin is significant as it represents both the 50 year story of our business and the platform for our future in the Western Cape.

Rio Tinto Alcan Weipa 2013 Sustainable Development Report 1

ContentsGOVERNANCE 2

The way we work 2

Sustainable development 2

Our operations 2

Our agreements 4

East Weipa mine 6

Andoom mine 8

SOCIAL 10

Our people 10

Health and safety 16

Our communities 20

ENVIRONMENT 30

Environmental operations 30

Land and rehabilitation 34

ECONOMIC 36

Regional economic development 36

50 years young for the Weipa operations 41

The 500 millionth tonne was loaded onto the RTM Twarra in December 2013.

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Our reputation for acting responsibly plays a critical role in our success as a business and our ability to generate shareholder value. That reputation stems from our four core values: accountability, respect, teamwork and integrity. The way we work, our global code of business conduct, supported by our global policies, standards and guidance notes—in conjunction with the requirements of local law and our voluntary commitments—forms the basis of our governance systems.

Governance

Governance

Sustainable developmentOur approach to sustainable development has evolved over time, and in 2011 Rio Tinto reviewed its approach globally in consultation with stakeholders. This process ensured we could better understand which issues were important and of concern in our communities. Our sustainable development wheel reflects this feedback.

This report provides our neighbouring communities, employees and other stakeholders with a more detailed understanding of our activities, and is structured to address the sustainable development wheel key focus areas: governance, social, environment and economic.

Our operationsRio Tinto Alcan owns and operates the Weipa bauxite mine located on Western Cape York Peninsula. Our mining operations occur on mining leases ML 7024 and ML 7031, spanning 3,860 square kilometres.

The way we workRio Tinto Alcan Weipa, as with all Rio Tinto businesses globally, adheres to a statement of business practice known as The way we work. This document summarises Rio Tinto's principles and policies for all employees to ensure our actions and operations reflect standards and values of accountability, respect, teamwork and integrity. The way we work includes policies covering human rights; communities and environment; business integrity; group assets and information management; the workplace; and government, media and investor relations.

The Way we work can be found on the Rio Tinto website at http://www.riotinto.com/documents/ReportsPublications/The_way_we_work_2009.pdf

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The 500 millionth tonne was loaded onto the RTM Twarra in December 2013.

Rio Tinto Alcan Weipa 2013 Sustainable Development Report

Fina

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perfo

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Regional

economic

development

Engagement

HumanrightsIntegrity and

compliance

Safe

ty

Heal

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People

Communities

ProcessTechnologyand Innovation

Sustainabledevelopment

Waste

Energy

Land

Climate

change

Air

Water

Biodiversity

Economic

Social

Enviro

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Govern

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Our operation consists of two continuous mining operations at East Weipa and Andoom, two beneficiation plants, 19 kilometres of railway to transport bauxite to the port area and two ship loaders.

Rio Tinto Alcan also operates two diesel power stations (26 and ten megawatts at Lorim Point and Andoom) supplying the mine, the Weipa town and neighbouring community of Napranum. The main administration, warehouse, laboratory, ship loading and port facilities are also located at Lorim Point, on the Embley River in Weipa.

Our port services Post-Panamax vessels up to a capacity of 88,000 tonne cargoes, and last year 26.4 million tonnes of metal grade bauxite was shipped on 435 vessels to both domestic and international customers to alumina refineries, including Rio Tinto Alcan’s Yarwun refinery and Queensland Alumina Limited, both in Gladstone.

Rio Tinto Alcan Weipa is a major contributor to the regional economy and continuously invests in local infrastructure to support the Weipa Township.

About this report4

Our agreementsRio Tinto Alcan Weipa recognises mining occurs on Aboriginal land, and three Aboriginal agreements underpin all operations and activities—the Western Cape Communities Co-existence Agreement, the Ely Bauxite Mining Project Agreement and the Weipa Township Agreement. These agreements provide economic, education and employment benefits as well as cultural heritage support and formal consultation processes between the company and the Traditional Owners of the land on which we operate.

On 3 September 1997, The Ely Bauxite Mining Project Agreement was signed by six Traditional Owner groups, Mapoon, Napranum and New Mapoon communities, Cape York Land Council and Alcan South Pacific Pty Ltd. Rio Tinto Alcan committed to upholding this agreement after acquiring Alcan in 2007.

On 14 March 2001, Traditional Owners of the Western Cape area, Rio Tinto (formally Comalco) and the State Government, signed the Western Cape Communities Co-existence Agreement.

The third agreement is the Weipa Township Agreement which was signed with Alngith Traditional Owners, which covers land within the Weipa town boundaries, and also appoints a Traditional Owner representative onto the Weipa Town Authority.

SNApShOT:

Bursary increases access to educational resources

Several students from around the Cape received laptops from Linda McLachlan, Chair of the Ely Coordination Committee, through the 2013 round of the Ely Bursary Education Assistance Scheme.

Ms McLachlan, also a workplace mentor for Rio Tinto Alcan Weipa, said she was delighted to see the Ely bursary assist the younger generation in their educational pursuits.

“The educational bursary is available to applicants of all ages, to assist with the costs associated with studying,” Ms McLachlan said.

Through the scheme, funds are allocated annually for educational assistance to local Aboriginal students who either have a connection to one of the six traditional owner groups under the Ely Bauxite Mining Project Agreement (EBMPA), or have a historical connection with Mapoon, Napranum or New Mapoon.

“Students who are awarded the bursary during their high school or university studies are also encouraged to undertake work experience with Rio Tinto Alcan Weipa, in the form of the vacation programme, graduate programme and cadetships—just to name a few,” Ms McLachlan said.

“Past recipients of the bursary have used the funds for boarding school fees, courses and HECS fees, textbooks, laptops and rental assistance.”

The bursary scheme is an integral part of the company’s commitment in partnership with the EBMPA, providing local Aboriginal people with support to attain educational outcomes.

The Western Cape Communities Co-Existence Agreement was signed in 2001.

Linda McLachlan (Chair of the Ely Coordination Committee and Rio Tinto Alcan Weipa workplace mentor) presents laptop packs to bursary recipients Laura Mara, Lilah Jia and Samuel Jia.

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Billy's Lagoon

York Downs

Watson R iver

M AP O O N

WE IPA

NAP R AN U M

AU R U K U N

CAPE ALUMINIAEPM

RIO TINTO ALCANML 7024



CAPE

YORK

P E N I N S U L A

LegendArea RoadsOther leasesRio Tinto mining lease ML70

24

Rio Tinto mining lease ML70

31

Vacant crown landParks or government reserv

es

Private land holdingsDOGIT landsPeppan Land TrustAurukun ShireScherger RAAF Base

Penin sula Development

Road

Mapoon road

GULF

OF

AL BAT R OSSBAY

Duyfken Point

Pera Head

Thud Point

Boyd Point

Port Musgrave

ANDOOM

ELY

0 10 20 30 40 50 60 70 80 90 100

Kilometres

WE ST E R N C APE YOR K PE NINSU L A R E GION AL M AP

YUPUNGATHI

TJ UNGUNDJ I TAEPADHIGHI

THANIKWITHI ANATHANGAYTH

ALNGITH

WATHAYN

PEPPAN

WIK WAYA

WIK

WARRANGGU

Vrilya Point

Auru kun Road

ANKAMUTHI

C ullen Point

DULHUNTY

CARPENTARIA


Rio Tinto Alcan Weipa recognises that mining occurs on Aboriginal land.

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About this report6

Wik Waya Traditional Owner, Henry Kelinda, and Rio Tinto Alcan Weipa Cultural Heritage adviser, Bella Savo.

East Weipa mineWhen mining operations began on Cape York Peninsula in 1963, bauxite was mined in areas now known as the Weipa Township and the East Weipa operation (approximately 15 kilometres east of the township).

In addition to the mine and a Beneficiation Plant, the East Weipa team are also responsible for operating the ship loading infrastructure at Lorim Point. In 2013, our East Weipa operation processed over 11 million dry product tonnes of bauxite and shipped over 26.4 million dry product tonnes, which includes Andoom production delivered to the port.

An overview of Rio Tinto Alcan Weipa's two bauxite stockpiles in Lorim Point.

7Rio Tinto Alcan Weipa 2013 Sustainable Development Report

SNApShOT:

Innovative project the key to breaking shipping records

A new way of loading ships, which capitalises on the tide cycle, has helped Rio Tinto Alcan Weipa achieve another year of record production. Dual, or concurrent loading of ships is a system where two ships docked at the wharf are simultaneously loaded with bauxite.

Concurrent loading requires a new way of thinking, and fundamental changes to our business’ approach to improvement and how bauxite can be delivered onto ships, scheduling of shipping movements, and challenging ourselves to work in different ways.

Rio Tinto Alcan Weipa manager, East Weipa Operations, Geoff Pedemont, said in the past the focus had been to load one ship at a time and the team had to address several key challenges to ensure the concurrent loading process could be sustained.

“Last year we saw continuous upgrades to the process which delivers bauxite from the stockpiles to the ship loader. Additionally, we worked closely with the shipping team to schedule and coordinate shipping movements, maximising the advantages of the tides,” Mr Pedemont said.

“The months where we consistently concurrently loaded ships multiple days in a row, were the months where we exceeded our site monthly shipping records,” he said.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson said the ingenuity of the workforce was a key asset for the business.

“The East Weipa team should be acknowledged for their efforts in achieving these great outcomes. They have tested the limits of what many thought was impossible, particularly given the difficultly of working across multiple teams in and outside of Weipa,” Mr Manderson said.

“This work has significantly contributed to the site achieving another year of record production, which is approximately 14 per cent more than what was shipped in 2012,” he said.

An overview of Rio Tinto Alcan Weipa's two bauxite stockpiles in Lorim Point.

About this report8

Wik Waya Traditional Owner, Henry Kelinda, and Rio Tinto Alcan Weipa Cultural Heritage adviser, Bella Savo.

Andoom mineAndoom is approximately 15 kilometres north of the Weipa Township. Andoom has its own Beneficiation Plant, which started processing bauxite in 2005. In addition to the mine and Beneficiation Plant, our Andoom team operate and maintain 19 kilometres of railway crossing two waterways, to transport bauxite to the stockpiles. In 2013, Andoom produced over 14 million dry product tonnes of bauxite.

Rio Tinto Alcan Weipa’s Andoom mine has been leading the way during economically challenging times.


SNApShOT:

Andoom production continues to exceed expectations

Rio Tinto Alcan Weipa’s Andoom mine has been leading the way, turning challenge into opportunity and consistently delivering more tonnes at a lower cost.

Andoom mine manager, Scott Oakley, said the Beneficiation Plant at Andoom has consistently delivered above its name plate and design specifications, which has translated to enormous value for the business.

“The plant started processing bauxite in 2005, and was originally constructed to process nine million tonnes of bauxite per year,” Mr Oakley said.

“Over the last eight years our team has been able to increase this capacity significantly by 50 per cent, processing over 14 million tonnes of bauxite in 2013.”

The Weipa bauxite mine is regarded globally as world class, and for good reason. An organisation is ultimately as good as its people, and the team at Andoom have shown strength in responding to the economic challenges the aluminium industry has been facing recently.

“We strive for incremental growth through the plant, ensuring we contribute to the Weipa mine remaining robust and competitive,” Mr Oakley said.

"The team at Andoom have been making continuous improvements over the years, and in 2013 pushed through an extra four and a half million tonnes than what the plant was originally designed for."

“Our team culture has always been to do more with less—so we are focusing on those projects which can provide a strong foundation for further improvements to be made."

One of the projects which has contributed to significant growth over the years, is the full automation of the plants control system, eliminating the labour-intensive requirement for operators to set manual limits. This initiative saw the Andoom operations collaborate with Rio Tinto Technology & Innovation and increase its capacity by over 30 per cent between 2007 and 2009, delivering a stable increase of over a million tonnes of extra ore each year.

By far the most important feature of the Andoom year on year success is the culture of continuous improvement in the plant operations and maintenance teams. This has driven improvement on the larger-scale projects but has also resulted in numerous smaller improvement projects which when combined, have led to more increased operating time, by either improved reliability or reduced change-out time.

“Our priority for the future is to keep Andoom strong. We are aiming to process over 16 million tonnes through the plant in 2014,” Mr Oakley said.

General manager, Operations, Gareth Manderson said that the Andoom production example speaks volumes for our business and shareholders, and also thanked the Andoom team for their commitment to continuous improvement while running the business like owners.

“It is important to also acknowledge the broader Andoom Plant Operations team who have contributed to these achievements—the mine, who supply the ore, the rail team, ensuring the transportation network to the port is reliable and those in the port who stockpile and load the ships,” Mr Manderson said.

“Importantly I am very pleased to report that the Andoom team is not taking their foot off the pedal, further improvement work is also planned to keep the plant running consistently and stronger into 2014. I am excited about the next steps in innovation that the team are working on.”

Rio Tinto Alcan Weipa’s Andoom mine has been leading the way during economically challenging times.

The 2013 intake of apprentices with their trade mentors: (back L-R) Trevor Henderson, Jack Carter, James Walker, Bradley Bowden, Brayden Cassady, Sheldon Gilbert, Joe Bond, Tyson Pedersen and Grahame Piper. (Front L-R) Sharee Yamashita, Callan Armstrong, Matthew Kerwick, James Gannon, Denica Russ and Karo Cardelli.

10 Social

We're committed to providing a safe and healthy workplace for our employees where their rights and dignity are respected. We set out to build enduring relationships with our neighbours that demonstrate mutual respect, active partnership, and long- term commitment. In the long run, the trust that is engendered by these solid relationships will reinforce our ability to gain preferential access to resources.

Our peopleOur people make our organisation what it is, and 2013 saw many activities underway to help support and grow our people. We undertook our bi-annual intake of participants into our Local Aboriginal Person (LAP) traineeship programme, made improvements to the way we manage new contractors working with us on site and

reviewed our Indigenous Employment and Training Strategy, developed and reviewed in partnership with the Western Cape Communities Co-existence Agreement. Professional development of our people will be a key focus in 2014.

To meet operational demand, our workforce numbers increased by almost five per cent in 2013. Turnover across the mine has stabilised at 12 per cent given the current market conditions, a two per cent improvement over the last two years.

Maintaining high levels of diversity within the workforce was a challenge in 2013, however Indigenous female participation rates improved by two per cent, and almost 25 per cent of Weipa’s workforce is female.

In 2013, we employed 257 (full-time equivalent) Indigenous people in our operations. Whilst this number is fewer than in 2012, the development of our local Aboriginal employees remains a key focus for the business.

Apprenticeships and traineeshipsThe site’s apprenticeship programme is run in conjunction with Skill360 Australia and enables participants to gain a nationally recognised trade certificate in their field. Continuing to make a significant investment in our people’s training and skill development, fifteen first-year apprentices were recruited in 2013. Two of the apprentices who commenced in the programme were progressed from Weipa’s school-based traineeship programme, which helps develop future diesel fitters, fitter and turners, electricians and boilermakers. Eight apprentices successfully completed their apprenticeships, and four were offered full-time employment with Rio Tinto Alcan Weipa.

In 2013, 21 local Aboriginal people were employed in traineeships. Eleven trainees who completed their training certificates were offered ongoing employment. There was a slight increase in participation in

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The 2013 intake of apprentices with their trade mentors: (back L-R) Trevor Henderson, Jack Carter, James Walker, Bradley Bowden, Brayden Cassady, Sheldon Gilbert, Joe Bond, Tyson Pedersen and Grahame Piper. (Front L-R) Sharee Yamashita, Callan Armstrong, Matthew Kerwick, James Gannon, Denica Russ and Karo Cardelli.


SNApShOT:

Local apprentices scoop training awards

At the 2013 Skill360 Australia Employment and Training Awards ceremony in Cairns, Rio Tinto Alcan Weipa’s James Baira and Jordan Viti received encouragement awards in recognition for their excellent contribution to the site’s apprenticeship programme.

Mr Baira, a fourth year electrical apprentice, and Ms Viti, a second year fitting and turning apprentice, scooped up the prestigious encouragement awards in the ‘Mature Age Apprentice’ and ‘Aboriginal or Torres Strait Islander Apprentice’ categories respectively.

Both were selected from over 140 nominations across 12 different categories designed to recognise the outstanding achievements of North Queensland’s apprentices, trainees and students across a large range of industries.

the Destinations Programme— our pre-work development programme which aims to increase the participation levels of Aurukun people in the workforce—with eight participants. One Destinations programme participant graduated the programme, and was offered a full-time role with the business.

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James Baira (electrical apprentice) accepts his award.

Linda McLachlan (workplace mentor, Pre-Work Development).

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Skill360 Australia 2013 Western Cape Apprentice and Trainee AwardsPeople from all over the Western Cape celebrated the achievements of our local apprentices and trainees in September at the Skill360 Australia 2013 Western Cape Apprentice and Trainee Awards. The following employees were nominated for their outstanding efforts:

– Evan Krall (engineering apprentice) won the most prestigious award of the night – Overall Apprentice/Trainee of the Year.

– Aaron Lobley (refrigeration apprentice) was awarded Combined Trade Apprentice of the Year, and Anukie Tamwoy received an encouragement award (pictured below).

– Wanitta Blanco, Derek Luxford and Denica Russ were nominated for Electrical Apprentice of the Year. James Baira took out the category and Darryl French received an encouragement award.

– Heath Gilmore, Clayton Ginn, William Parker Jordan Viti and James Backo were nominated for Engineering Apprentice of the Year for their apprenticeships in Diesel Fitting, Fitting and Turning and Boilermaking. Evan Krall was awarded Engineering Apprentice of the Year and Anna Kepper received an encouragement award.

– Keyra Adams, Samantha Bowie and Peter Oui were nominated for Trainee of the Year, and Ronald Clermont won this category with Wesley Adidi receiving an encouragement award.

– Hayden Brook, Zac Freier, Chris Lee and Wuralumbe Pablo were nominated for School-based Apprentice/Trainee of the Year. Madison Edwards won this category for her school-based electrical apprenticeship.

– Karo Cardelli and Brayden Cassady were nominated for the Murphy Rehn Memorial Award for their Boilermaking apprenticeships, and Bradley Bowden (fitting and turning apprentice) won the award.

– Janelle Ling, Billy Motton and Egito Motton were nominated for the Allan Sarago Trainee Award. Joshua Foote won this award and Sharume Creed was awarded a merit.

Indigenous Employment and Training StrategyRio Tinto Alcan Weipa’s Indigenous Employment and Training Strategy defines our long-term commitment to increasing the participation, retention and advancement of local Aboriginal people in our operation.

Gareth Manderson (general manager, Operations) congratulates Evan Krall (engineering apprentice).

L-R Kelly-Anne Tierney (officer, Training and Development), with encouragement award recipient, Anukie Tamwoy and Steve Mackanes, from the FNQ Institute of TAFE.

Cherie Woodham (support officer, Community Relations) and Emily Haw (process engineer, East Weipa Production Support) celebrate how diverse the roles for women are in the mining industry.


Cherie Woodham (support officer, Community Relations) and Emily Haw (process engineer, East Weipa Production Support) celebrate how diverse the roles for women are in the mining industry.

SNApShOT:

2013 › Collaborative review of the Indigenous Employment

and Training Strategy undertaken with members from the Western Cape Communities Co- existence Agreement.

› Increased total workforce by five per cent.

› Reduced turnover by one per cent.

2010 2011 2012 2013

Employees 871 1,024 1,019 1,073

Total Indigenous participation

23% 26% 24.11% 22.1%

Local Aboriginal participation

15% 16% 13.71% 11.8%

Female employees 26% 25% 24.6% 24.4%

The collaborative strategy was developed with members from the Western Cape Communities Co-existence Agreement and was reviewed together and updated in 2013. Finalising the strategy in 2014 will provide a strong platform to continue improving participation rates and development of local Aboriginal employees.

Empowering women in miningIn 2013, the women in Weipa decided being remote was not an obstacle to professional networking and an event was held to gather women who work across the mine. Many expressed interest in starting a Weipa chapter of Women in Mining & Resources Queensland. In 2014 a Weipa chapter will be formed, with representation across all areas of the mine and community.

Definitions

1. A Local Aboriginal Person (LAP) is:

– a member of a Traditional Owner Group;

– an Indigenous person connected to a Traditional Owner Group by marriage or adoption;

– a person recognised as a Local Aboriginal Person by the majority of the Indigenous members of the Coordinating Committee who, once the decision is made, will always be a Local Aboriginal Person.

2. Indigenous employees are those that identify as of Aboriginal or Torres Strait Islander descent.

Priorities 2014 › Focus on the professional development of

employees, including frontline leaders.

› Finalise the review of the Indigenous Employment and Training Strategy and continue implementation.

Case study:

The number of local Weipa students completing their senior certificate has more than doubled since 2006.

Indigenous student representation in grade 12 has also increased by 50 per cent in that time, since Rio Tinto Alcan Weipa partnered with the Western Cape College after a shortage of skilled local workers was realised.

Leon Proud, Western Cape College principal, said the partnership has seen the school and mine meet quarterly, to increase the employability of our local students.

“Education is the pathway to employment, and a collaborative approach to addressing social issues and challenges is the most effective way of up-skilling our local talent,” Mr Proud said.

Harris van Beek, senior consultant with Nous Group, has been facilitating the quarterly forums since the beginning, and believes that skilled employees that have knowledge and connection to country, are a significant advantage to a mining operation.

“This partnership has been a transformative experience for both organisations—the Western Cape region’s two biggest employers have long term collaboration to support local youth. It’s a privilege to be part of these constructive, practical and outcome- focused discussions,” Mr van Beek said.

The Building Our Local Talent (BOLT) strategy was established by the partnership to implement effective structured school-to-work pathways.

It was expanded in 2011 to better link local school-based programmes with core industry requirements, providing opportunities to students such as: employment, education, career advice and training.

Training has taken on many forms, including work experience, school based traineeships, traineeships and apprenticeships with Rio Tinto Alcan Weipa.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson, said the business supports the Western Cape College, who strive for 100 per cent of graduates to receive either an OP score, complete a school-based apprenticeship or traineeship, be on a clearly articulated Vocational Education Training pathway or gain employment.

“We recognise this as a big job for us to achieve through the challenges at hand, and the partnership’s quarterly forums and pathways are helping support this goal,” Mr Manderson said.

“By far the best work readiness for local children is to finish Year 12 at the Western Cape College.”

Bringing industry and education closer together

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Leon Proud (principal, Western Cape College) and Brad Welsh (manager, Community Relations).


Leon Proud (principal, Western Cape College) and Brad Welsh (manager, Community Relations).

About this report16

performanceDuring 2013 we made some inroads on our safety performance, with the number of injuries decreasing from 13 to 12. This was also the first year we saw a decline in our All Injury Frequency Rate since 2008.

Improvement work at the mines, including reassessing intersections, delineating standards and reviewing and updating mine road traffic rules led to a 50 per cent reduction in critical incidents on our haul roads.

Site Safety Acceleration ProcessThe Site Safety Acceleration Process (SSAP) was instigated in late 2011, with a goal to improve the site’s safety performance. The process identified four improvement areas across the operation:

– Creating a safety culture that believes zero harm is possible;

– Improving employee hazard/risk awareness;

– Holding people more accountable for unsafe behaviours; and

– Accelerating the implementation of basic safety systems and processes.

SSAP priorities for 2013 included working on the quality of our shift starts across the operation, ensuring each crew and team are set up for a safe shift. The quality of our safety interactions with Leaders was also a priority action, as well as increasing awareness around hazard identification and compliance of our standards.

Various standards (such as working at heights, cranes and lifting, confined spaces and isolation) were assessed and are being simplified. We will continue to increase the awareness and compliance of our standards, and monitor the effectiveness of critical controls across site that keep us safe.

Safety engagementTo improve the quality of our shift start sessions on site, the majority of Leaders have been trained in a Leading for Improvement course. This has seen safety standards become more visual and prominent in our team information centres, and frontline leaders are working on effective communication and engagement.

health and safety

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Matthew Kerwick (fitting and turning apprentice) in the Andoom heavy equipment workshop.


In addition to developing our leaders, the safety interaction process has been reviewed with some fundamental changes being implemented.

A safety interaction is essentially a conversation. The process encourages leaders to observe their team members completing a high risk task, and identify ways to work safer or reinforce best practice through discussion. This process positively recognises employees and provides constructive feedback on where improvements can be made.

These changes assist all employees in becoming experts at identifying hazards and putting the right controls in place.

Why the change? Over time, the value of our safety interactions across site deteriorated because of the negative perception that surrounds the process. The system has become more valuable for those involved, by broadening the focus to encourage positive feedback and enhancing coaching discussions.

SNApShOT:

2013 › 100 per cent closure rate of Significant Potential

Incident investigations.

› No new cases of occupational illness.

› Achieved target of employees participating in voluntary wellness assessments.

2010 2011 2012 2013

All Injury Frequency Rate (AIFR) 0.79 0.87 0.97 0.95

Significant potential Incidents (SpI) - 15 20 15

SpI Closure Rate - 92% 100% 100%

Recordable Occupational Illnesses 2 0 0 0

Definitions

What is an All Injury (AI)? All Injuries include lost time injuries and medical treatment cases.

What is an All Injury Frequency Rate (AIFR)? We use the AIFR to convert the number of AIs into a frequency rate per 200,000 hours worked. This is equivalent to the number of AIs per 100 employees per year.

What is a Significant potential Incident? Any incident that meets the following criteria:

1. Has a health, safety or environmental impact, and

2. A Maximum Reasonable Outcome (MRO) of critical, and

3. An actual consequence of near hit/miss, minor, medium, or serious

Priorities 2014 › Move site from SSAP actions to HSE Leadership

road map, focusing on leadership accountability, employee engagement and fatality prevention.

› Continue to embed Golden Rules and safety standards, and further simplify safety systems.

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Health, Safety and Environment (HSE) Innovation AwardsWe continued to benefit from the ingenuity of our employees and contractors with 21 health, safety and environment improvements entered into our HSE Innovation Awards. These improvements help reduce the risk rating of tasks across the site.

Heath monitoringMonitoring was undertaken for employees exposure in the workplace to dust, noise, heat, welding and diesel particulates as part of the annual occupational hygiene monitoring programme.

Medical assessmentsPeriodic medical assessments were implemented in 2012 and were continued in 2013, ensuring all employees in safety critical roles are assessed annually, if not more frequently. Employees in non-safety critical roles are assessed at a frequency determined by their role.

Improvements have been made over the last couple of years which has seen the medical assessments tailored to more accurately address the requirements of each individual’s role.

We were close in achieving our target of assessing all employees in safety critical roles, at 97 per cent.

Workforce sheds 159 kilogramsIn 2009, employees working at our East Weipa mine developed the Wellness Challenge as an initiative to improve the team’s fitness for work.

Since then, the Wellness Challenge has expanded from the East Weipa mine across the whole site, even encompassing our contracting companies.

The challenge runs for 12 weeks, and provides a platform for lifestyle changes in a supportive team environment. The 2013 Wellness Challenge saw some impressive results with participants losing a whopping 25 per cent of their collective body weight.

By combining the results, participants are 159 kilograms lighter, and have shrunk 161 centimetres and 128 centimetres from their waistlines and hips respectively. Stephen Fairbrother (mechanical tradesperson) accepts an employee BRAVO! award from Gareth

Manderson (general manager, Operations) for his hydraulic valve opener improvement.

Wellness Challenge team winners, “The CHEMPS”, collectively lost 13.5 per cent of their body weight. Team members include Lisa Stamm, Siobhan Walker, Bella Savo, Frances Zrimsek and Cherie Woodham. Not pictured, but also in the team are Nikki Rose and Eloise Hoffman.


SNApShOT:

Warehouse team set global safety standard

In 2013, Rio Tinto Alcan Weipa’s Procurement team undertook a project that saw significant safety improvements made to their warehouse.

Driven by the need to reduce operational risks, the team implemented several safety features including:

› Installing barriers, which help to separate pedestrians from the operating mobile equipment used in the warehouse;

› Improvements to the shelving, including modifying the height-to-weight ratio and installing specific shelving suited to heavy and bulky items;

› A redesign of the warehouse layout, widening each aisle for forklift use;

› Implementing a traffic management plan, ensuring compliance with our standards; and

› Weight signage to highlight potential manual handling risks to employees.

A key achievement for the team was delivering the project not only on time, but under budget. Approximately $150,000 was saved through sourcing appropriate racking equipment.

While visiting Weipa in 2013, Rio Tinto Group representatives recognised the significant improvement in the warehouse. The team was acknowledged as becoming global leaders in the company in addressing traffic management risks in warehouses.

Manual handlingWe continue to focus on reducing risks posed by poor manual handling practice. We achieved our target, and improvements were implemented for 30 tasks identified as posing a moderate or high manual handling risk profile.

One action included developing a hydraulic valve opener to help reduce the risks associated with opening and closing multiple valves on site. The improvement has significantly reduced the potential of musculoskeletal strain to the upper body and back while completing this task.

The standard of Rio Tinto Alcan Weipa's warehouse is recognised globally.

Many community events are now held at the Western Cape Cultural Centre, after undergoing a refurbishment by Rio Tinto Alcan Weipa in 2012.

20 Social

Our communities

21

Many community events are now held at the Western Cape Cultural Centre, after undergoing a refurbishment by Rio Tinto Alcan Weipa in 2012.


performanceFor the third consecutive year, Rio Tinto Alcan Weipa received no serious community complaints. We understand that some of our community infrastructure projects do impact the community, and appreciate the community’s patience during the ongoing construction.

Cultural heritage management and Traditional Owner engagementTraditional Owners worked closely with us again during 2013 to maintain cultural heritage values on land within our mining lease. Our Cultural Heritage team and Traditional Owners surveyed approximately 2,300 hectares of land for mining-related activities. The team also continued to collaborate with Traditional Owners to manage and maintain cultural heritage buffer areas and scarred tree monuments.

Several workshops were convened in 2013 to increase Traditional Owners’ understanding of our mining process and to provide information about future mining areas. These workshops fostered a significant level of engagement, which lays the platform for the implementation of future mining activities.

During 2013, the South of Embley Project team and Wik and Wik Waya Traditional Owners hosted students from the Western Cape College Aurukun Campus on Country. The Aurukun campus has introduced a Club and Culture Camp where students can learn more about country and culture from their elders. This annual event provided a great opportunity for representatives to talk through potential changes to the area associated with the development and operation of the South of Embley Project.

Traditional Owner elders, Rio Tinto Alcan Weipa representatives and Western Cape College Aurukun Campus students celebrate a successful 2013 Club and Culture Camp.

Rio Tinto Alcan Weipa representatives and Wathayn and Peppan Traditional Owners look at proposed future drilling plans for the East Weipa mine.

Rio Tinto Alcan Reconciliation Action Plan

We made good progress against our commitments in the Rio Tinto Reconciliation Action Plan (RAP), which was signed in 2011.

Rio Tinto Alcan Weipa RAp Commitment

progress

Formally engage and consult with Traditional Owners through representation at quarterly Leader Forums and other relevant committees to facilitate the effective implementation of Rio Tinto Alcan Weipa’s Agreement with Traditional Owners.

All agreement meetings attended by appropriate Rio Tinto Alcan Weipa representatives throughout 2013.

Actively participate as signatory to the Regional Partnership Agreement (RPA) to improve Indigenous employment outcomes for the region.

Attended and chaired all RPA meetings and had appropriate representation on the sub-committee.

Implement cultural heritage management processes to consult with Traditional Owners and identify and manage cultural heritage sites that may be impacted by our mining activities.

Surveyed all areas required for the 2014 mining clearing plan. The cultural heritage management plans for these areas are being discussed with Traditional Owners (this is typically done over the wet season).

Develop and deliver a cultural awareness training programme for all site employees and contractors.

A local Indigenous business continues to run our cultural awareness training programme for all new employees and contractors.

An improvement programme to improve the cultural awareness training package on site commenced in late 2012 and continued throughout 2013.

Conduct annual leadership Cultural Immersion Programme at Rio Tinto Alcan Weipa on Country to increase cultural awareness and competencies of leaders to assist in fostering a work environment that is conducive to local Aboriginal employment.

Site management team members participated in workshop on Country with Traditional Owners as part of our cultural immersion programme.

Continue to increase representation of Indigenous people across the business through implementation of Indigenous employment and training strategies.

Though we did not meet our 2013 target, our local Aboriginal employment representation is 11.8 per cent, and 22.1 per cent of our workforce is Indigenous.

Turnover of our local Aboriginal and Indigenous employees improved from 16 and 14 per cent in 2012 respectively, to approximately 11 per cent in 2013.

Proactively identify opportunities to engage local Aboriginal businesses to provide goods and/or services to the Rio Tinto Alcan Weipa operations.

Continued to engage with, and consider, local Aboriginal businesses to provide goods and services. The site Procurement team started developing a local sourcing strategy in 2012, which continued throughout 2013.

22 Social

Rio Tinto Alcan Weipa representatives and Wathayn and Peppan Traditional Owners look at proposed future drilling plans for the East Weipa mine.


24 Social

Cultural awareness improvement projectCultural awareness training was continued to be delivered to new employees and contractors. In late 2012, work started on reviewing the cultural awareness training package, including the delivery and content. Work on this improvement project continued in 2013, with several working group meetings held throughout the year and a third-party consultant visiting Weipa and engaging stakeholders.

Community forumsFour community forums were held in 2013, to update interested community members about Rio Tinto Alcan Weipa’s performance and activities. The last community forum of the year included free mine tours for residents and employees. These forums were attended by more than 200 residents.

Gareth Manderson (general manager, Operations) speaks at one of the mine’s quarterly community forums.

John Kennedy (owner, Goodline) accepts a $1,000 donation cheque from Scott Goodson (specialist, Community Relations) for their ‘Shave for a Cure’ community fundraiser.

Weipa’s Volunteer Marine Rescue (VMR) receives a boost after Gareth Manderson (general manager, Operations), presents a $10,000 cheque to Peter Graham (skipper, VMR). This donation has helped to complete the VMR’s rescue boat shed.

Frank Fell (specialist, Pre-work Development) talks about challenges in the workplace at the Napranum Men’s Health workshop, held at Bouchat in 2013.

Local traditional Aboriginal dancing at the 2013 Western Cape NAIDOC gala.


SNApShOT:

2013 › No significant community complaints in 2013.

› Surveyed over 2,300 hectares of land with Traditional Owners, for mining-related activities.

› More than $1.6 million provided to community organisations, services and events.

› More than $358,000 of in-kind support provided to the community.

2010 2011 2012 2013

Community complaints (medium consequence and above)

1 0 0 0

Community forums 1 4 4 4

Priorities 2014 › Continue to work with Traditional Owners to

meet all commitments and obligations under our agreements.

› Continue to work on our local Indigenous Sourcing Strategy, which supports opportunities for local and Indigenous businesses to participate in the regional economy.

› Effectively mitigate community impacts of infrastructure projects on site and around town.

Donation and Partnership ProgrammeWe continued to support many organisations that deliver important services and events to the communities of the Western Cape region. Some of the programme recipients in 2013 included the Western Cape NAIDOC celebrations, Weipa Fishing Classic, Mapoon’s Paanja Cultural Festival, Weipa Wildlife Care, Aurukun Art Centre and the State Dirt Kart titles held in Weipa.

In 2013 Rio Tinto Alcan Weipa invested more than $140,000 in a new facility that can provide out of school hours care for Weipa families, through their partnership with the Western Cape College. Sea Swift and Remote Building Solutions also contributed to the project through freight, and designing and delivering the new facility.

Western Cape NAIDOC celebrationsNAIDOC Week celebrations are held annually across Australia to celebrate the history, culture and achievements of Aboriginal and Torres Strait Islander people. The Western Cape region celebrates NAIDOC Week with events in Weipa, Mapoon and Napranum. Rio Tinto Alcan Weipa is an active member of the Western Cape NAIDOC Planning Committee and also provided $10,000 to contribute to the region’s celebrations, which included a gala under the stars honouring local Traditional Owners.

The annual NAIDOC celebrations is also an opportunity for Rio Tinto Alcan Weipa to hold open days at each community event, showcasing the mine’s activities.

The new out of school hours care facility.

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Case study:

High school students from Weipa’s Western Cape College were given a first-hand look at a ground-breaking archaeological research project that has been underway on the land of Wathayn Traditional Owners.

During their visit, the year ten high school students learned how university researchers examined shell mounds to find out how local Aboriginal people have adapted to changing environments over the past several thousand years.

Rio Tinto Alcan Weipa was the industry partner in a three year Australian Research Council (ARC) Linkage Grant involving researchers from six universities – Macquarie University, Australian National University, The University of Auckland, Waikato University, Queensland University of Technology and the University of York.

The project also looked at how the environment has changed over the past 6,000 to 7,000 years since the development of the estuaries around Weipa. This was the third and final year of the ARC Linkage Grant, which has seen researchers scan, photograph, log and sample more than 60 shell mounds.

Three year archaeological study wraps up

Social26

Dr Justin Shiner (field manager) explains to the year ten students how the research team excavated and collected shell mound samples.

L-R Siobhan Walker (specialist, Archaeology), Anthony Boxer (member, WCCCA Environment & Heritage sub-committee), Simon Holdaway (professor, University of Auckland), Lloyla Chevathen (chairperson, WCCCA Coordinating Committee), Trevor John (member, WCCCA Environment & Heritage sub-committee), Bella Savo (adviser, Cultural Heritage), Dr Justin Shiner (field manager), Patricia Fanning (associate professor, Macquarie University), and Linda Cooktown (member, WCCCA Environment & Heritage sub-committee).

27Rio Tinto Alcan Weipa 2013 Sustainable Development Report 27Rio Tinto Alcan Weipa 2013 Sustainable Development Report

Dr Justin Shiner (field manager) explains to the year ten students how the research team excavated and collected shell mound samples.

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Case study:

Weipa takes innovative approach to land management after mining

Social28

The team, comprising of Wathayn and Peppan Traditional Owners and Rio Tinto Alcan Weipa employees from the Mine Services and Cultural Heritage teams, come together after the project is completed. L-R back row: Mclofty Sanai, Glenn Aldcroft, Brieana Gordon, Howard Waretini, Graham Pienkinna, Kelvin O’Brien, Beaven Gordon, Beatrice Gordon, Stephanie Gordon, Robert Woosup, Lance Motton, Jerry Wapau, Tony Boxer and Clifton Boseun. L-R front row: Dave Arkinstall, Telena Waia and Bella Savo.

Rio Tinto Alcan Weipa’s Cultural Heritage team have been working closely with Traditional Owners on an innovative approach to put scarred trees back on country after mining. The collaboration comes after building a strong relationship between the business and our Traditional Owners, whereby we were able to better understand aspirations and expectations of rehabilitation after mining is completed.

Scarred trees, which can be culturally significant to Traditional Owners of the Western Cape region, are identified in areas earmarked for mining through pre-clearing cultural heritage surveys.

Throughout 2012 and 2013, the Weipa team worked closely with local Traditional Owners to establish appropriate ways of managing cultural heritage sites, including scarred trees found on the mining lease. Traditional Owners made clear that ‘Country’ is very important and the legacy of ‘strong Country’ after mining, which includes regenerating the bush for future generations, was paramount.

In parallel, our Environmental team had been trialling placing log habitat structures in various areas on the lease ready for regeneration, providing shelter for small animals and an inviting environment for soil and seed to flourish during regeneration.

Rio Tinto Alcan Weipa advisor, Cultural Heritage, Bella Savo was one of the key drivers for the project and said by working collaboratively with Traditional Owners we were able to deliver better outcomes to suit both the business and Traditional Owner needs.


“Once we decided to collaborate on a strategy, we held several workshops with Peppan and Wathayn Traditional Owners to capture aspects of cultural significance like scarred trees and the post-mining regeneration process, integrating their aspirations,” Ms Savo said.

“These workshops allowed us to visit regenerated areas with Traditional Owners, and discuss the possibility of putting scarred trees in keeping places, back on Country as part of the regeneration process, as they have strong connections to Traditional Owner elders.”

Once the decision was made to place scar trees into rehabilitation areas, Weipa’s Mine Planning team assisted in utilising scarred trees to construct habitat structures on the rehabilitation land. Once the project was completed, a traditional ceremony was held to mark the significance of the work with Traditional Owners and the Rio Tinto Alcan employees involved.

General manager, Operations, Gareth Manderson said that the benefit of our investment in relationships with our Traditional Owners is highlighted by cutting edge and innovative programmes like this that meet both the business and Traditional Owner aspirations for final land use.

“I would like to congratulate all of the people across the mine, Peppan and Wathayn Traditional Owners involved in this project. By working together we have achieved a world class outcome and continuing Weipa’s proud reputation for Traditional Owner relationships and innovation,” Mr Manderson said.

The next step is to work with other Traditional Owner groups in a similar way to ensure that not only are the benefits of mining shared, but that the final land use is meeting or exceeding expectations.


Tony Boxer, Stephanie Gordon, Janelle Gordon, Lance Motton, Robert Woosup and Telena Waia with a log habitat structure.

A scarred tree monument, at Willum Swamp, East Weipa.

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Respect for the environment is central to our approach to sustainable development. Wherever possible, we prevent, or otherwise minimise, mitigate and remediate, harmful effects of the Group's operations on the environment. We have developed a number of practical programmes for environmental management, which includes input from our local communities, as well as from experts in these fields.

performanceThere were two environmental incidents (rated of medium consequence or above) reported in 2013. These were a discharge of water from the town’s Lorim Point sewerage treatment plant, and a release of waters from one of the site’s vehicle wash down pads—both of which are non- compliances under our Environmental Authorities.

This was a significant improvement on our 2012 performance (six incidents) due to increased employee awareness and revising operating procedures as we continue transitioning to our new Environmental Authority. In 2013, we also undertook a compliance audit of our Authority which covers the Ely lease area.

In 2011, our new Environmental Authority was negotiated to meet new compliance standards. Work continues on meeting these new stringent conditions, including development of and submission to the regulator a Land Use Management Plan and a Rehabilitation Management Plan. The Environmental Authority has also initiated work on a Receiving Environment Management Programme, which involves monthly sampling of rivers and creeks within the mine lease over a two year period to understand baseline and impacts to water quality conditions. In 2013, interim water quality guidelines were developed from this programme and ongoing sampling and monitoring activities will help refine the guidelines further.

Work also progressed in 2013 to transition to contemporary operating conditions for the Lorim Point Shiploader and sewage treatment plant. This will continue as a priority for 2014.

Environmental operations

Environment

Jacinta Smith (crew leader, Water Treatment) and Eddie Fox (technician, Environment) collect some water samples as a part of regular monitoring.


Jacinta Smith (crew leader, Water Treatment) and Eddie Fox (technician, Environment) collect some water samples as a part of regular monitoring.

Greenhouse gas and energy efficiencyGreenhouse gas emissions from our operations are largely generated from three sources – power generation at the site’s two diesel-fired power stations, the mining fleet’s diesel use, and land clearing for mining. Over the last two years, we have changed the way we measure and report on our greenhouse gas and energy efficiency performance, and now have metrics that are based on our controllable diesel consumption.

Power generation efficiency measures how effectively we are producing power from our power station. Diesel efficiency in mining operations allows us to track how well we are running trucks to ensure maximum efficiency.

In 2013, our greenhouse gas emissions— measured as carbon dioxide equivalents—from our operations were once again slightly above target. Contributing factors include land clearing and fuel usage both exceeding plan.

Water useWe achieved a significant five per cent increase in the amount of recycled water used in our mining operations, further reducing our use of water withdrawn from aquifers. The higher water recycling rates were due to improved efficiency and effective use of tailings facilities.

Waste management Rio Tinto Alcan Weipa’s $2.5 million upgrade to the Evans Landing landfill in 2011 continued to reap benefits in 2013, its second full year of operation.

Since the upgrade, waste collection from our operations and the general public has significantly increased, due to a broader awareness of the landfill’s facilities combined with Rio Tinto Alcan Weipa absorbing the cost of waste disposal (excluding tyre and battery disposal).

At the landfill’s transfer station, there has been an improvement in waste segregation, and a ten per cent decrease of solid waste being buried at the landfill in the past two years. It is hoped this pattern will continue with the site-wide roll out of an environmental awareness training package for employees.

32 Environment

Land and rehabilitation

Lloyd Stainkey (crew leader, Andoom Operations) at the environmentally protected Bouchat Swamp.


SNApShOT

2013 › Development and implementation of our new

management plans and monitoring programmes to ensure compliance with our Environmental Authority, including a Land Use Management Plan and a Rehabilitation Management Plan.

› Established a rehabilitation advisory panel, comprised of rehabilitation experts from within Rio Tinto and externally.

Priorities 2014 › Improving waste segregation and recycling

across site.

› Ongoing development of our Receiving Environment Monitoring Programme, to ensure compliance with our Environmental Authority.

› Implementation of our Land Use Management Plans and Rehabilitation Management Plans, ensuring compliance with our updated Environmental Authority.

› Continuous improvement in rehabilitation outcomes through continued engagement with the Rehabilitation Advisory Panel.

› Improve management of water run-off from operational areas where ground has been disturbed.

Lloyd Stainkey (crew leader, Andoom Operations) at the environmentally protected Bouchat Swamp.

34

performanceIn 2013, we exceeded our overall target of maintaining a one to one ratio of land cleared for mining to land rehabilitated. A further 28 hectares of land was cleared for mine infrastructure, including haul roads. A highlight of 2013 was the establishment of a rehabilitation advisory panel, comprised of rehabilitation experts from within Rio Tinto and externally.

‘Deriving Cultural Values’ project Work continued on the ‘Deriving Cultural Values’ project, which commenced in 2012 and saw collaboration with Traditional Owners to capture thoughts, values and aspirations relating to rehabilitation sites on our lease. Through this project, several community-based workshops were held with Traditional Owners which facilitated two-way learning, Traditional Owner input into our rehabilitation process on site and also enabled Traditional owners to tour recently rehabilitated areas.

In 2013, a second workshop was held, which built upon the collaboration established in the first year, with the outcome of developing and finalising a report that looks at priority plants and the cultural framework that creates the significance of the plants.

Environment

SNApShOT:

Community seed collection ensures sustainable land rehabilitation

A highlight for 2013 was another successful season for Rio Tinto Alcan Weipa’s community seed collection programme. We engage local Indigenous business, Northern Haulage and Diesel Services (NHDS), to facilitate community engagement with Weipa and its surrounding communities—Napranum, Mapoon and Aurukun—to ensure appropriate and high quality seed are collected for rehabilitation activities.

In 2013, more than 843 kilograms of seed and 234 bags of pandanus were collected by 82 registered pickers. The programme sources more than 42 species from local Aboriginal collectors for use in rehabilitation.

When land is rehabilitated after mining, it is crucial that seed native to the Cape York area is dispersed in order to revegetate the land. We work in partnership with NHDS to ensure an appropriate schedule and viable seed amount is collected. The outcomes from the Deriving Cultural Values project are used to continually refine the species list and to ensure that the species of cultural importance are collected.

Over 843 kilograms of seed were collected in the 2013 community seed collection programme.

Quentin Rainbow (operator, Mine Services) and Des Land (operator, Mine Services) survey a piece of land ready for seed dispersion and rehabilitation activities.


Weed managementWe continued to treat invasive weed species, gamba grass and leucaena, which threaten our rehabilitation efforts and local biodiversity. The Weed Management Strategy was developed in 2012, and continued to be integrated into Rio Tinto Alcan Weipa’s environmental management in 2013. In addition to ongoing weed treatment activities, we continued to work closely with CSIRO and Rural Industries Research Development Corporation on research to better understand the weed issues we face in the Western Cape region.

The Northern QuollIn 2013, Rio Tinto Alcan Weipa identified the presence of Northern Quolls in an area of our lease north of the Embley River. The finding of the native species was welcomed, as the Northern Quoll, which was once found across northern Australia, has been under threat from the spread of cane toads across its habitat.

The species is listed as ‘endangered’ by the Commonwealth Government and of ‘least concern’ by the Queensland Government. We have been working to better understand the area and the Quoll population which has included engaging expert ecologists to assist us with a trapping programme. In 2013, we placed 46 night vision cameras at more than 140 points on and off the lease areas to help ascertain how far the quolls are roaming. In conjunction with this effort, additional trapping and tracking, with specifically made collars, was also undertaken throughout 2013 to better understand the distribution of the species.

2009 2010 2011 2012 2013

Environmental incidents (medium consequence and above)

6 6 1 6 2

Freshwater withdrawn (kilolitres per tonne of bauxite produced)

1.14 1.02 0.86 0.81 0.65

Total water recycled (per centage)

31 19 25 27 32

Diesel efficiency – power generation (gigajoules/kWh*)

- - - 9.64 9.65

Diesel efficiency – mining (gigajoules/kWCT.km**)

- - - 2.96 3.10

C02 equivalent (t C02) 149,831 238,415 278,922 317,154 359,215

Diesel efficiency is a new indicator for Rio Tinto Alcan Weipa.* expanded Kilowatt hours** meaning 1,000 wet crude tonnes per kilometre

2009 2010 2011 2012 2013

Total new land disturbed (hectares)

445 768 1,069 1,147 *1,362

Total new land rehabilitated (hectares)

858 465 1,092 1,104 1,361

The rehabilitation target is 1:1 (land cleared for mining: land rehabilitated)*Includes land cleared for mining (1,334) and land cleared for infrastructure (28).

Quentin Rainbow (operator, Mine Services) and Des Land (operator, Mine Services) survey a piece of land ready for seed dispersion and rehabilitation activities.

Sustainable development is underpinned by sustainable economies. Our continuing financial success is based on our ability to secure access to land, people and capital. We use our economic, social, environmental and technical expertise to harness these resources and create prosperity for our shareholders, employees, communities, governments and business partners.

performanceWe mined a record amount of bauxite during 2013. We shipped 26.4 million tonnes of bauxite via 435 ships loaded at Lorim Point. This is approximately 14 per cent higher than our 2012 production levels.

As a major employer and with responsibility for the administration and maintenance of the town, Rio Tinto Alcan Weipa makes a very significant, annual contribution to regional economic development.

We continued to invest in our regional infrastructure and services in Weipa, and the Western Cape, during 2013. Developing and investing in this infrastructure assists with maintaining the liveability of the region and secures a strong future for Cape York. Rio Tinto Alcan Weipa has invested over $60 million into the Weipa community since 2007, which continued throughout 2013 and into 2014.

Regional Partnership AgreementThe Western Cape Regional Partnership Agreement (RPA) is an agreement between industry, three levels of Government and Indigenous stakeholders of the Western Cape. The agreement sits under a national Memorandum of Understanding, which aims for all parties involved to work together to overcome Indigenous challenges, grow the Western Cape region’s economy and create a sustainable increase in Indigenous participation in the broader workforce and Indigenous enterprise development.

The RPA’s key objectives are to:

– implement initiatives to address barriers to Indigenous employment;

– maximise local industry’s capacity and willingness to engage with and employ local Indigenous people, and diversify Indigenous employment in a wider range of sectors; and

Rio Tinto Alcan Weipa has 19 kilometres of railway infrastructure to transport mined bauxite to the port area and two ship loaders.

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Regional economic development

Economic

37

– link Indigenous businesses to major project opportunities while influencing governments’ service delivery to support the RPA’s objectives.

Rio Tinto Alcan Weipa is a signatory to the agreement and in addition to hosting the RPA Coordinator, the general manager, Operations, leads the RPA steering committee as Chairperson. Three of the RPA’s major initiatives in 2013 were introducing an accelerated literacy and numeracy programme into the Western Cape College, a driver license ‘One Stop Shop’ open day and the Indigenous Work Skills Program of 32 local Indigenous participants gaining training and work experience, with 26 gaining employment outside of the mining sector. This was supported by local businesses and members of the RPA.

Rio Tinto Alcan Weipa has 19 kilometres of railway infrastructure to transport mined bauxite to the port area and two ship loaders.


SNApShOT

2013 › Increased bauxite production by approximately

14 per cent.

› Contributed $1 million towards the town’s annual road reseal programme.

› Work commenced on upgrading the town’s water supply network.

2010 2011 2012 2013 Notes

production (million dry product tonnes shipped)

18.6 20.7 23.1 26.4 Figures are for tonnes shipped.

Employee contributions ($m)

101 127 146 154 Includes salaries, wages, benefits and superannuation contributions. Does not include training and recruitment costs.

Taxes and royalties ($m)

50 57 71 90 Includes payroll tax, fringe benefit tax, royalties paid to the Queensland Government and payments for indigenous agreements. Excludes income tax.

Priorities 2014 › Stabilise current bauxite production levels.

› Release residential lots in Golf Links Estate stage two to market.

› Complete project to upgrade the town’s water supply network.

› Support the upgrade of the town’s key road intersections.

› Continue to support potential land development opportunities in Weipa, through the Regional Partnership Agreement, the Weipa Town Authority and the Chamber of Commerce.

Golf Links Estate stage one.

38 Economic


Accommodation developmentsSeveral initiatives were underway in 2013 to alleviate the accommodation pressures in Weipa. To assist with employee accommodation, construction on approximately 80 dwellings commenced, with a mix of local and Cairns-based developers securing contracts for the $35 million project. Work on these will be completed in 2014. The construction of the second stage of the Golf Links Estate commenced in 2012. This was a $12 million land release project to help alleviate housing pressures in town and was completed in 2013. The new residential lots are planned to be released to the market in 2014.

Water supplyA $7 million project to upgrade the water supply system, to ensure capacity for current and future demand in the Weipa Township, is progressing. The information that was sourced in 2012 about the town’s water usage helped determine the best engineering solution for ongoing water requirements. Construction kicked off in 2013, with $4 million contributed to pipe maintenance and replacement works. Work will be completed in phases, with improvements to domestic water pressure expected in late 2014.

Electrical infrastructureMaintenance work continued in 2013 to upgrade the electrical infrastructure network around the town. Completed and partially completed works to date include power pole replacement, installation of major substations in the Trunding suburb, upgrades to pillar boxes around the Rocky Point suburb, electrical support to new housing developments and replacement of underground services. Our investment in the electrical distribution network will continue into 2014.

SNApShOT:

Reflecting on a lifetime in Weipa

Michael Machan, specialist, Asset Management Systems, has been with Rio Tinto Alcan Weipa for over 30 years and works within the Site Services team.

Mr Machan first moved to Weipa in 1970 and began kindergarten, while his father was working at Comalco. Thirteen years later, he himself, joined Comalco as a Fitting and Turning apprentice.

Remembering his first role, he said “I actually wanted to be a refrigeration mechanic, but back in those days, you weren’t able to work for a relative.”

Since then, Mr Machan has held numerous positions within the company, but has been in his current line of work for 15 years.

“I have seen a lot of changes over the years from a business perspective, but the town is probably the biggest change. I’ve seen it grow from one neighbourhood to what it is today,” he said.

Remembering one of his highlights of living in Weipa, he also quipped “in the early 1980’s I was one of the first members of Dogs of Weipa, and we pretty much mapped the Cape. I’ve seen a lot of places you probably wouldn’t be able to get into now.”

“I still love the town and lifestyle like I did back then, and that’s a big part of the reason I’m still here,” Mr Machan said.

“Everyone has a hometown and Weipa is mine.”Golf Links Estate stage one.

NOW: Michael Machan (specialist, Asset Management Systems) has been in the role for 15 years.

THEN: A young Michael Machan, early 1970s.

40 Environment

L-R Pat Fiore (former president and chief executive, Bauxite & Alumina), Janice Wilson, Camilla Wilson and Lois Matthew unveil a commemorative plaque at the event.

In 2013, Rio Tinto Alcan Weipa marked a significant milestone – 50 years of operating and 500 million tonnes of bauxite shipped.

In December, an event was held as a tribute to the thousands of people who have played a part in the development of our business and community over the past half a century.

Rio Tinto Alcan Weipa general manager, Operations, Gareth Manderson acknowledged that reaching this significant milestone would not have been possible without the support of employees, Traditional Owners, local businesses and the broader community.

The Weipa operation has experienced a tough global economic environment, and has successfully responded to these challenges through innovative projects and achieving consistent reliable bauxite production.

“While we operate under three Agreements that provide mutual and sustainable benefits for the region, it is important to acknowledge that the past 50 years have not been entirely positive for Traditional Owners,” Mr Manderson said,

“Since signing the Agreements and embedding them into the way we operate, our business has gone from strength to strength,” he said.

“I look forward to continuing to collaborate and strengthen our relationships with all stakeholders, building a stronger future for the Western Cape region, for generations to come.”

50 years young for the Weipa operations


L-R Pat Fiore (former president and chief executive, Bauxite & Alumina), Janice Wilson, Camilla Wilson and Lois Matthew unveil a commemorative plaque at the event.

Above Left: L-R George Wilson, Pat Fiore, Janice Wilson and Camilla Wilson. Left: L-R Pat Fiore (former president and chief executive, Bauxite & Alumina) and Gareth Manderson (general manager, Operations) on board the RTM Twarra. Above right: The 500 millionth tonne was loaded onto the RTM Twarra in December 2013.

Do you want to ask us a question or give us feedback?Email us at [email protected] or call our freecall community hotline 1800 707 633.

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