Page 87 - pd296-August21-mag-web

“It’s not just about Aboriginal people
having a seat at the table, it’s actually
placing weight and value on what Abo-
riginal people say to make decisions.
That’s really, really important and I urge
everyone to consider employing more
Aboriginal people when developing a
business strategy because that’s where
we’ll have effective change that is inte-
grated into our business in the future. I
feel very lucky to be able to work at BHP
in a strategic role where I can do this,
and so I urge every other company to do
that as well.”
Davenport also urged companies to
seek out Aboriginal businesses rather
than the other way around.
“All too often when I’m sitting and talk-
ing with Aboriginal business they say:
‘we just don’t know who to talk to’ and the
bigger the organisation, the harder it is
to get access, so you need to go to them
and make them aware of what the op-
portunity is and what the process is for
being part of the supply chain,” she said.
Ahead of NAIDoC week, the WA Mining Club monthly luncheon focused on indigenous “As a contractor, part of that process
relationships in the resources sector. The panel session was moderated by Indigenous is to engage with Aboriginal businesses
Women in Mining and Resources Australia co-founder Florence Drummond (far left) with and those communities before we even
discussion from Brenden Taylor (Cundaline Resources), Emma Garlett (BHP), Yuluwirri put a tender submission, so we are pre-
McGrady (Fortescue) and Nevinia Davenport (Thiess)
pared to bring them into our supply chain
at the commencement of the project,
ed over a cheque every month. There starting to employ more indigenous peo- rather than waiting until we win.
was no capacity building whatsoever,” he ple in executive-level roles and believed “If you’re not doing that with intent, you
said. it would not be long before they were el- will not succeed and you will not have
“We’re trying to get out of that black evated to board positions. However, she mutually beneficial relationships. See it
cladding scenario…in saying that, the stressed such promotions should not be as any opportunity for an organisation to
Tier 1 contractors and other non-indig- seen as simply having a seat at the table. grow and do better in this space.”
enous contractors “When it comes McGrady also encouraged companies
have come a long to governance, it’s to look beyond the terms of a potential
way over the last very important to contract with an indigenous group and,
couple of years It’s not just have Aboriginal in particular, at the long-term damage it
and especially the “ about Aboriginal people in execu- could create if not executed with the best
big companies tive-level roles and of intentions.
like BHP and es- people having a on boards because “We need to know that there is actu-
pecially FMG who seat at the table, it’s that can drive the ally going to be capability transferred
gave us our first strategy of the and what’s the plan for that knowledge
contract.” actually placing weight company and that’s transfer,” he said.
Garlett said and value on what where we can have “If you’re looking to do an Aboriginal
E S G -f o cu s e d real, effective and JV, it has to be a long-term plan. If you’re
companies such Aboriginal people say lasting change,” not looking to get into this venture for five
as BHP were now to make decisions. Garlett said. years, don’t do it. Aboriginal people are
sick of short-term opportunities and peo-
ple looking to make a quick buck.
“It’s critical for those relationships to
have open dialogue. There needs to be
a dedicated champion internally that up-
holds that relationship to make sure that
you sit down, have a cup of tea, listen to
the community and translate that back to
the boardroom.”
– Michael Washbourne

Brenden Taylor
and Emma Garlett

aUSTRaLIa’S PaYDIRT aUgUST 2021 Page 87