The Future of Work: The Social Side...SA Copper Strategy – The Future of Work September 2016 Workforce participation rates \⠀吀爀攀愀猀甀爀礀䤀渀琀攀爀最攀渀攀爀愀琀椀漀渀愀氀

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The Future of Work: The Social Side

Christine Charles Managing Director Design 4 Growth

A post mining economy?

SA Copper Strategy – The Future of Work September 2016 www.d4g.com.au

• A digitally enabled society - changing demographics and expectations

• A globalised professional industry • A cyclical industry which promises: • Local Jobs • Local benefits • Diversity – Indigenous, women, cultural

CMEWA Workforce Report (2014) • Workforce is expected to decline but be around double

the levels in 2004. • Labour productivity to increase and then plateau to

2025. • % women in the resources sector workforce is forecast

to increase by 1.5% by 2020. • % Aboriginal people in the resources sector workforce

is forecast to increase by 2.3% by 2020. • The construction workforce is expected to decline and

the operational workforce is expected to peak before declining

• % FIFO workers is expected to increase to slightly.


• Attraction and Recruitment Strategies

• Systems and Information

• Attraction and retention of Indigenous women.

• Structural changes to improve work practices flexibility.

• Improvements in the Work Environment

• Workplace Culture and Life Work Balance

• Career Management and Development Followed by a 2013 MCA Report – mixed results

Recommendations from MCA Women and Mining dialogue (2007):


• Women comprise around 15% of minerals industry workforce (both sites and corporate) compared to a national participation rate of 45%.

• Women represent a much smaller proportion of employees at mine sites and minerals processing operations

Women in the Australian minerals industry


Presenter

Presentation Notes

Workforce participation rates (Treasury Intergenerational Report) - over the past few years in Australia the working age population (18-64) has increased by 170,000 per year. Based on current trends the ABS estimates that for the entire decade of the 2020s the working age population will grow by only 125,000 These statistics have been a key driver in the minerals industry seeking to better understand its own employment demographics and to look to areas where future labour sources can be found In the minerals industry, the statistics are stark. Women comprise only 18% of the total minerals industry workforce, which includes corporate office employees, site employees and a number of key service providers to the industry. As such it includes the high numbers of clerical and administrative personnel located in corporate offices as well as other non-technical roles This compares to a national participation rate for women of 45% Focussing specifically on mine sites and minerals processing operations, women represent 3% of all employees, with the majority of these in administrative, catering or non-technical roles. The figures on Indigenous employment have improved markedly across the minerals industry in the past decade, however it is clear that gender diversity is an issue among Indigenous employees as well, with women comprising only 12% of all Indigenous employees.

6


2014 Workforce Participation

• Develop strategies to effectively engage and maximise opportunities for women.

• Recognise the differing needs of women, including Indigenous women, historically disadvantaged women, or older women.

• Develop policies and practices to eliminate discriminatory behaviours (culture of zero tolerance for discrimination

• Recognise the costs of losing highly skilled and experienced staff, and capitalise on the benefits of workplace diversity

• Provide visible leadership (especially from senior men) to achieve cultural change

Strategies for Success


Companies who want fresh ideas, strong growth, increased productivity, a positive company image and an enhanced ability to hire and retain the right people should be aggressive about workforce diversity. An inclusive workplace works for all groups and for the business.

Business Case for Diversity


Australian Defence Force After nearly 18 months of consultation with the CDF Reference Group on Women and 17 roundtables with 200 ADF women across Australia, the Chief of the Defence Force (CDF) Action Plan for the Recruitment and Retention of Women was released in 2009, aiming to improve workplace flexibility, accountability and career management for women across the ADF.


• The action plan targets six priority areas and introduces a cultural change program.

• The six priority areas are:

• Enlistment • Workplace flexibility • Career management • Accountability • Mentoring, and • Communication.

ADF Action Plan


Your Workforce meets many Corporate Objectives • To operate • Be productive • Ensure operational continuity • Grow innovation and success • Meet obligations and promises • Support local engagement • Meet Stakeholder expectations


Delivering on the Promise In addition to the expected HR

outcomes you should consider commitments made during permitting and construction: • Local and Regional employment • Diversity • Indigenous economic participation


An integrated approach – Employment, Procurement, Community Engagement and SCM

The reasons must be understood internally – the business case.

Policies, systems and processes must be linked.

In addition to systems, culture is the biggest determinant of success.


Working with Culture • Understanding across cultures • Shared vision • Skills • Roles and Responsibilities • Attitudes and Behaviours • Systems • Leadership • Rewards and sanctions • Valuing Diversity


Community Engagement and Economic Development

• Diversity is everyone’s business • The elements identified for women echo the

requirements for community development, external engagement and regional economic development

• Addressing these issues through HR, across functions, in management capability and leadership is required

• Internal cultural change and skill development is critical


Harnessing the Future • A long view of the people you need • Collaboration within the workplace • Flexible and changing skills • Investment in innovation, leadership

and disruption • Your workforce strategy is your best

community engagement investment


Documents

The Future of Work: The Social Side...SA Copper Strategy – The Future of Work September 2016 Workforce participation rates \⠀吀爀攀愀猀甀爀礀 䤀渀琀攀爀最攀渀攀爀愀琀椀漀渀愀氀

The Future of Work: The Social Side...SA Copper Strategy – The Future of Work September 2016 Workforce participation rates \⠀吀爀攀愀猀甀爀礀䤀渀琀攀爀最攀渀攀爀愀琀椀漀渀愀氀