Professional Documents
Culture Documents
Sustainability Report
2014
Committed to Sustainable
Mining Development
Section Heading
Contents
4
5
6
7
8
9
CEO Message
Our Vision
Performance Highlights
Our People
Corporate Governance
Stakeholders
10 Environment
12 2013 Environment Achievements
13 Environmental Compliance
14 Energy and Greenhouse Gas
14 Environmental Spills
15 Waste Management
16 Water Management
18 Biodiversity and Land Management
20 Community
22 2013 Community Achievements
24 Human Rights
26 Philippine Communities
29 New Zealand Communities
30 Health and Safety
and the Workplace
32 2013 Health and Safety
Achievements
34 Health and Safety Statistics
35 Health and Safety Training
36 Employment Statistics
and Diversity
37 Talent Management
38 Global Reporting Initiative (GRI)
Tables
Section Heading
CEO Message
Our values:
Respect, Integrity, Teamwork,
Innovation, Action, Accountability
Our Vision
Performance Highlights
Our People
In The Spotlight:
First female executive
Our people are the foundation of our growth and success, working
to our core values of respect, integrity, teamwork, innovation,
action and accountability, every day.
Corporate Governance
Stakeholders
In The Spotlight:
Didipio Emergency
Response Team a call to duty
Internal Stakeholders
External Stakeholders
Employees
Contractors
Service providers
Business partners
Mining industry peers
Number of
Complaints
Unresolved
Complaints
(as at end 2013)
New Zealand
Philippines
55
15
Environment
Protect.
Restore. Enhance.
Committed
to excellence in
environmental
management.
Section Heading
11
Macraes
Reefton
Leading
Indicators
Environment
Environmental Compliance
Business
Unit
2001
2012
2013
Event
Classification
Macraes
Minor
Reefton
Minor
Didipio
Moderate
Environment
13
Environmental Spills
Environmental Spills
45
140
40
120
35
100
25
66
20
Macraes
GHG Scope 1
(Direct GHG emissions)
Reefton
GHG Scope 2
(Indirect GHG emissions)
10
Macraes
Reefton
Didipio
2013
2012
2011
2013
2012
2011
2013
2013
2011
Didipio
2012
2010
2013
2011
2012
2010
2013
2012
2011
20
15
2012
46
2011
NUMBER OF SPILLS
80
2010
30
Waste Management
Tailings Management
Our tailings management uses the highest standards of disposal
and includes transport to a single facility with perimeter
deposition and no other materials of any description placed in
these facilities.
Our monitoring practices include the following elements listed
below. Note, only the Macraes process plant uses cyanide in the
gold extraction process.
> Daily water sampling of tailings discharge, reclaimed tailings
return water, Carbon-in-Leach (CIL) tails discharge and INCO
discharge. (Macraes only) INCO is the company whose patented
technology is used globally to destroy cyanide before it is
pumped to the tailings impoundment
> Continuous cyanide detoxification using the INCO process with
online monitoring (Macraes only)
> Daily sampling and analysis of the INCO discharge stream to
ensure cyanide levels are below the INCO destruction detection
limits (Macraes only)
> Daily inspections and quarterly planned maintenance of
the pipelines, valves and discharge spigots of the tailing
impoundments and seepage systems
> Daily monitoring of the water levels in the tailing impoundments
and seepage systems
> Daily monitoring of wind/weather for dust suppression at the
tailings dam.
The Didipio tailings storage facility has been engineered to
withstand a maximum category credible earthquake and typhoon.
In 2013, we began building a water treatment plant to further
improve the quality of the water above and beyond the levels
required in our tailings discharge permit.This plant will be
completed and operational in 2014.
In 2013, Macraes undertook an innovative tailings rehabilitation
trial on the surface of its tailings impoundment prior to seeding
for the purposes of dust suppression. The results of the trial are
currently being analysed.
Waste to Landfill
10
11%
2
Macraes
Reefton
Philippines
2013
2012
2011
0
2010
000 TONNES
Macraes
Reefton
Environment
46%
Overall Company reduction in waste
sent to landfills
15
Water Management
22%
Reduction in water usage across
New Zealand operations
75%
Percentage water recycled at Didipio
compared with 0% in 2012
In The Spotlight:
Building community
champions in effective river
basin management
Water Consumption
In 2013, total water consumption at our New Zealand operations
was again reduced. The majority of all water used at Macraes,
Reefton and Didipio was also recycled. While our intention is to
maximise recycled water at each operation, the actual amount
recycled is largely dependent on annual rainfall in our mine
catchment areas throughout the year. A lower amount of rainfall
would require the operations to draw an increased amount of
surface water while a higher amount of rainfall would provide
enough water that can be recycled.
Macraes
> Reduced total water consumption by 14% over 2013
> Approximately 87% of water used at Macraes is recycled,
a small reduction on 90% the previous year
Reefton
> Reduced total water consumption by 27% over 2013
> Approximately 67% of water used at Reefton is recycled,
compared with 75% the previous year
Didipio
> Increased water consumption to approximately 2.27 million
litres from 2012 as a result of the commencement of full scale
operations. The Didipio Mine began operating in late 2012
> Approximately 75% of the water used at Didipio is now recycled,
compared with 0% the previous year.
OceanaGold
Macraes
6
OceanaGold
2.5
Macraes
5
6
2.0
2.5
4
5
1.5
2.0
Reefton
Philippines
4
Reefton
2.5
Philippines
2012
2013
2012
2013
2011
2011
0
0.5
2010
2013
2013
0.5
1.0
2010
2012
2012
000 ML
000 ML
2011
2011
2010
1
2
0
1
1.0
1.5
2
3
2010
000 ML
000 ML
3
4
2.0
2.5
4
3
1.5
2.0
3
2
Environment
2012
2013
2012
2013
2011
Groundwater
2011
0
0.5
Surface water
2010
2013
2013
0.5
1.0
2010
2012
2012
000 ML
000 ML
2011
2011
2010
1
0
2010
000 ML
000 ML
1.0
1.5
2
1
17
179,603
Total number of trees planted in the
Philippines in 2013
428
Total number of hectares rehabilitated
at Macraes to date
In The Spotlight:
Long, rich history of
cohabitation: mining and
agriculture
Rehabilitation
Our land rehabilitation program is comprehensive and driven
by our commitment to best practice restoration and biodiversity
protection. In New Zealand, our environmental bonds total
nearly NZ$40 million, while in the Philippines we have turned
our statutory rehabilitation responsibilities into opportunities
to provide training and employment for local communities.
At Macraes, we have built an excellent record of rehabilitation
success. Rehabilitation is undertaken progressively with the end
land use being improved pasture for agriculture. Rehabilitation
of disturbed areas at Macraes involves the following steps:
> Stripping and stockpiling of topsoil prior to mining activities.
Wherever possible topsoil is taken directly to rehabilitation sites
for spreading
> Temporary seeding of any topsoil stockpiles to minimise erosion
and dust
> Stockpiling of oxidised rock or direct carting to rehabilitation sites
> Once a section of waste rock stack is complete, shaping the final
surface and covering with a layer of oxidised rock followed by a
layer of topsoil
> Prompt seeding and fertilising
> Follow-up weed and pest control
> Regular fertiliser application if the site is being actively grazed
with stock.
In 2013, a further 8 hectares of rehabilitation to the Frasers East
waste rock stack brought to 428 the total number of hectares
rehabilitated to date. Macraes also has a strong program planned
for 2014, with at least 1,600 native plants earmarked for planting
at the Highlay Creek and Cranky Jims covenant areas and within
the general locality of Top Tipperary Storage Facility.
At Reefton, progressive restoration continued, with an additional
5.5 hectares of disturbed mine area being restored with a
variety of native species. A formal monitoring system was also
established to measure rehabilitation success. This innovative
system includes a series of photo-monitoring points to visually
indicate planting progression. A further 10 hectares of land
rehabilitation is planned at Reefton in 2014.
At Didipio, we maintained our involvement in the Mines
Rehabilitation Fund Committee responsible for engagement
with local communities on the eventual Didipio Mine closure and
reforestation in 2028.
Environment
19
Community
Section Heading
21
Macraes
Reefton
Leading
Indicators
Community
In The Spotlight:
Protecting the environment
and creating opportunities
in agroforestry
We respect the human rights of all and work hard to build and
nurture strong, lasting partnerships with local communities and
organisations. Its one of our most important and meaningful
investments.
We focus on effective, targeted community development
programs that aim to deliver enduring social and economic benefits.
Investments into our communities from revenue generated by the
business have clearly demonstrated the opportunities that exist for
community members and the broader region in which we operate.
In New Zealand and the Philippines our community investment
initiatives are guided by OceanaGolds Corporate Social
Responsibility (CSR) Policy, a copy of which is available on our
website: www.oceanagold.com
Over the last five years we have implemented and sponsored
a varied number of community development programs in the
areas of health, education, infrastructure development, training,
employment and livelihood, agricultural research, culture, sport
and youth development. As we continue to grow, our capacity to
expand and enhance these important programs will also increase.
OceanaGolds sustainability steering committee is currently
updating its stakeholder management process which includes the
update to stakeholder maps. The Company is also embarking on
third-party socio-economic baseline assessments that will act as
a major input to the enhancement of our community programs and
will serve as a tool to measure the success and performance of
these programs.
Community
23
Human Rights
98%
Percentage of Filipino employees
at the Didipio operation.
55%
Percentage of Didipio workforce
from local communities.
Didipio
Operations/Project
Total workforce
1,296
514
% of workforce from
the Philippines
99%
95%
The Macraes and Reefton operations are on land over which the
Iwi (Maori people) of the Ngai tribe have an interest. The subtribe, Kati Huirapa ki Puketeraki is mana whenua (people of the
land) for Macraes and the Te Runanga o Ngatifor Reefton. Both
tribes have interests in our operations and we respect their human
rights by maintaining ongoing liaison and consultation with them
on all aspects of our operation from exploration through to mining
operations.
Community
25
Philippine Communities
Education Program
Investment in education initiatives is an integral component of
our sustainable development program in the Philippines. Since
2007, we have helped fund many different programs designed to
give our communities the opportunity to improve their education
and equip the education system with the tools needed to facilitate
learning. Our education program includes three main components;
subsidy to teacher salaries, additional classroom construction and
scholarship grants and education assistance.
In 2013, we provided full or partial subsidisation to 36 daycare,
elementary and high school teachers including 10 in Didipio. We
achieved this by working collaboratively with government agencies
such as the Department of Social Welfare and Development to
coordinate funding of the education system.
Scholarship grants and education assistance are also important
parts of our education program. We currently provide scholarships
to 95 students and education assistance to an additional 99
students. Most of these students are enrolled at the Nueva
Vizcaya State University and the new Quirino State University.
In 2013, 6 scholars graduated, with 3 finishing a Bachelors
Degree and the other 3 completing their Masters Degree. Since
2007, 56 of our college scholarship recipients have graduated and
of that number, approximately 17 are employed by OceanaGold or
working with our main contractors Delta or the Didipio Community
Development Corporation.
In 2014, we will continue these important education investments
and seek new opportunities by working closely with the Didipio
and neighbouring communities and government agencies.
Additionally, the Didipio operation is seeking to partner with
Mining Matters, a Canadian based not-for-profit organisation that
educates aboriginal communities in Canada on mining operations,
technology, geology and social topics. The partnership will mark
the first time in its 20-year history that Mining Matters will take
their program outside Canada.
US$2.4m
Approximate community spend
at Didipio and neighbouring communities
194
Total number of students given scholarship
or education assistance by OceanaGold
5 6
3
1
1
2
3
4
5
6
Infrastructure 52%
Education 18%
Capacity building 18%
Sports & socio-cultural 6%
Enterprise development & Agriculture 3%
Health 3%
Community
27
In The Spotlight:
Why we work: the heart and
soul of our Company
296%
Increase in DiCorp spend on host
community suppliers
80%
Percentage of NZ spend on local suppliers
Macraes employee shuttle bus leaves
mine site, New Zealand
Community
29
Section Heading
31
Macraes
Reefton
Leading
Indicators
In The Spotlight:
Safety first: one of our great
achievements
33
10 million
Number of man hours worked
at Didipio without a lost time injury
(as at March 20, 2014)
32%
Reduction in the Companys Total
Recordable Injury Frequency Rate
from 2012
14
45
40
12
35
10
30
8
25
20
15
4
10
2
Macraes
Philippines
OceanaGold
Macraes
Reefton
Didipio
2012
2013
2011
2013
2011
2012
2013
2011
2012
2013
2011
2012
2013
2011
2012
2010
2013
2011
2012
2010
2012
Reefton
2013
2011
2010
2013
2011
2012
2010
OceanaGold
In The Spotlight:
Building capacity for new
opportunities
35
Employment Statistics
and Diversity
Staff Turnover
Staff turnover at our New Zealand operations was impacted by
restructuring of the Dunedin head office and cost saving measures
undertaken at Macraes and Reefton. Macraes staff turnover was
33% and Dunedin head office 61%. Reefton staff turnover was
28% in 2013.
Philippines employee turnover remained low at 5%, compared with
4% in 2012, confirming our status as a preferred employer in the
region and increased full-time employment opportunities.
Melbourne employee turnover also remained similar to the
previous year at 13% when compared with 12.5% in 2012.
Gender Diversity
Male employees account for the majority of our full time
workforce reflecting the fact that mining related roles have
historically been held by males. However, our efforts to promote
and encourage greater gender diversity in recent years have
resulted in increased female employees who now account for
18% of our total full time workforce.
This trend is reflected in the Philippines, where 16% of the total
full-time workforce is female compared with 13% in 2012. New
Zealand full time female employees jumped to 14% of the total
New Zealand workforce compared with 13% in 2012. Melbourne
female employees slightly increased in 2013 to 9 full-time staff
women.
In 2013, the Company added its first female executive and
additionally, 33% of our professional workforce is now comprised
of female employees. This is a step in the right direction on gender
diversity and we aim to continue achieving strong gains in female
employment in the years ahead.
13%
Increase in employees across
the Company
16%
Percentage of female employees
across the Company
Talent Management
In The Spotlight:
A foresters legacy:
Tenessee Baguilat
37
Profile Disclosures
Profile
Disclosure
Disclosure
Full/Partial Disclosure
1.1
pg 4
2.1
OceanaGold
2.2
2014 Factbook
2.3
Operational structure of the organization, including main divisions, operating companies, subsidiaries,
and joint ventures.
2.4
Melbourne, Australia
2.5
Number of countries where the organization operates, and names of countries with either major
operations or that are specifically relevant to the sustainability issues covered in the report.
2014 Factbook
2.6
2.7
Markets served (including geographic breakdown, sectors served, and types of customers/
beneficiaries).
2014 Factbook
2.8
2014 Factbook
2.9
Significant changes during the reporting period regarding size, structure, or ownership.
2.10
pgs 6, 9
3.1
Dec 31,2013
3.2
May 17 2013
3.3
Annual
3.4
info@oceanagold.com
3.5
pg 5
3.6
pg 5
3.7
pg 5
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations,
and other entities that can significantly affect comparability from period to period and/or between
organizations.
3.10
Explanation of the effect of any re-statements of information provided in earlier reports, and the
reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature
of business, measurement methods).
None
3.11
Significant changes from previous reporting periods in the scope, boundary, or measurement
methods applied in the report.
pg 5
3.12
pgs 38, 39
4.1
Governance structure of the organization, including committees under the highest governance
body responsible for specific tasks, such as setting strategy or organizational oversight.
4.2
Indicate whether the Chair of the highest governance body is also an executive officer.
2014 Factbook
4.3
For organizations that have a unitary board structure, state the number and gender of members
of the highest governance body that are independent and/or non-executive members.
4.4
Shareholder queries
http://www.oceanagold.com/
investors-and-media/shareholderinformation/
4.5
Linkage between compensation for members of the highest governance body, senior managers,
and executives (including departure arrangements), and the organizations performance
(including social and environmental performance).
4.8
Internally developed statements of mission or values, codes of conduct, and principles relevant
to economic, environmental, and social performance and the status of their implementation.
pg 8
www.oceanagold.com
4.12
Externally developed economic, environmental, and social charters, principles, or other initiatives
to which the organization subscribes or endorses.
pgs 5, 8, 12-14, 25
4.14
pg 9
4.15
pgs 5, 9
Performance Indicators
Indicator
Disclosure
Full/partial disclosure
EC1
Direct economic value generated and distributed, including revenues, operating costs, employee
compensation, donations and other community investments, retained earnings, and payments to
capital providers and governments.
EC6
pgs 26-29
EC7
Procedures for local hiring and proportion of senior management hired from the local community
at significant locations of operation.
pgs 25, 36
EC8
Economic
Environmental
EN3
2,780,000 GJ
EN4
879,000 GJ
EN8
pg 17
EN10
pgs 16, 17
MM1
Amount of land (owned or leased, and managed for production activities or extractive use)
disturbed or rehabilitated.
EN13
pg 19
EN14
Strategies, current actions, and future plans for managing impacts on biodiversity.
pgs 18-19
EN16
pg 14
EN17
pg 14
EN18
pg 14
EN22
pg 15
MM3
Total amounts of overburden, rock, tailings, and sludges and their associated risks.
EN23
pg 14
EN24
Weight of transported, imported, exported, or treated waste deemed hazardous under the terms
of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped
internationally.
pg 15
EN28
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance
with environmental laws and regulations.
Total workforce by employment type, employment contract, and region, broken down by gender.
pg 36
LA2
Total number and rate of new employee hires and employee turnover by age group, gender, and region.
pg 36
LA7
Rates of injury, occupational diseases, lost days, and absenteeism, and number
of work-related fatalities by region and by gender.
pg 34
LA13
Composition of governance bodies and breakdown of employees per employee category according
to gender, age group, minority group membership, and other indicators of diversity.
pg 36
Total hours of employee training on policies and procedures concerning aspects of human rights
that are relevant to operations, including the percentage of employees trained.
pg 25
HR6
Operations identified as having significant risk for incidents of child labor, and measures taken
to contribute to the elimination of child labor.
pg 25
HR8
pg 25
MM5
Total number of operations taking place in or adjacent to Indigenous Peoples territories, and number
and percentage of operations or sites where there are formal agreements with Indigenous Peoples
communities.
pgs 25, 28
Social: Society
MM6
Number and description of significant disputes relating to land use, customary rights of local
communities and Indigenous Peoples.
pg 9
MM7
The extent to which grievance mechanisms were used to resolve disputes relating to land use,
customary rights of local communities and Indigenous Peoples, and the outcomes.
pgs 9, 24
SO8
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance
with laws and regulations.
MM10
100%
GRI Tables
Total number of incidents of non-compliance with regulations and voluntary codes concerning health
and safety impacts of products and services during their life cycle, by type of outcomes.
pg 13
39
OceanaGold Corporation
Corporate Office
Level 5, 250 Collins Street
Melbourne, Victoria, 3000
Australia
PO Box 355,
Flinders Lane Post Office
Melbourne, Victoria, 3000
Australia
T: +61 3 9656 5300
F: +61 3 9656 5333
E: info@oceanagold.com
www.oceanagold.com