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<P><B></B></P>
<P><B>Young Professions </B><B>Australia</B><B> Roundtable- Achieving a Sustainable Future</B></P>
<P><B></B></P>
<P><B>An Australian Minerals Industry Perspective</B></P>
<P><B></B></P>
<P><B>Brigette Hall, Policy and Research Coordinator, The AusIMM</B></P>
<P><B></B></P>
<P><B>1. </B><B><U>Sustainability of Higher Education</U></B><B> </B></P>
<P><B></B></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia to work together with higher education providers, industry and government to increase the awareness of the impending crises and to ensure the viability and sustainability of the small, specialised courses that will provide the future generation of professionals.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P Indent>The AusIMM continues to work with the relevant stakeholders to address these issues and reinforces its commitment to informing students of all levels of the career opportunities and progressions available to them in the minerals sector.<SPAN> The AusIMM is also recommended to ensure that an entry-level component on sustainability is incorporated as a requirement in the course recognition process.</P>
<P></P>
<P></P>
<P><B>2. </B><B><U>Continuing Professional Development for Sustainability</U></B><B></B></P>
<P><B></B></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia to work together with industry, government and higher education providers to recognise and reinforce the importance of professional development and to promote best practice examples of professional development initiatives to ensure the vibrancy and sustainability of the professional workforce.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>Continue working to raise the awareness of knowledge management and professional development issues in the Australian Minerals Sector through research, collaboration and promotion/facilitation of mentoring and career development. </P>
<P><B></B></P>
<P><B></B></P>
<P><B>3. </B><B><U>Professions and Public Policy for Sustainability</U></B><B> </B></P>
<P><B></B></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia should coordinate the responses of its individual members on relevant issues.<SPAN> If Professions Australia identifies inquiries and issues requiring submissions or correspondence it should identify the members the issue is relevant to and advise them to make a submission and/or contribute to a Professions Australia submission.<SPAN> This united front under the auspices of Professions Australia adds weight and added credibility to the efforts</P>
<P></P>
<P Indent>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM to continue and better promote the work being done by The AusIMM in policy, advocacy and representation.<SPAN> The AusIMM should take the lead in establishing a dialogue between and network of policy people from the other professional bodies.</P>
<P></P>
<P></P>
<P><B>4. </B><B><U>New Professionals and Sustainability</U></B><B> </B></P>
<P></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia is recommended to continue and encourage the Young Professions Australia Roundtable and maintain the dialogue between the professions and their new professionals.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM to consider how new professionals might be better integrated in The AusIMM structure and to encourage and support the involvement of new professionals in initiatives such as the Young Professions Australia Roundtable.</P>
<P><B><U>
<P></U></B><B>5. </B><B><U>The Role of Professional Associations and Integrated Approaches to Sustainability Among The Professions</U></B></P>
<P><B></B></P>
<P Indent>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia should facilitate greater communication and collaboration between the professions.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM should through Professions Australia encourage and participate in greater communication and collaboration between the professions.</P><B></B><B><FONT size=3>Young Professions Australia Roundtable- Achieving a Sustainable Future</FONT></B>
<P><B></B></P>
<P><B>An Australian Minerals Industry Perspective</B></P>
<P><B></B></P>
<P>The Australian Minerals Industry and indeed the global minerals industry was forced to confront sustainability in response to growing pressure from the global community to right the perceived and actual environmental and social wrongs of its past.<SPAN> The minerals industry is characterised by large-scale projects in regional and remote locations as well as in developing nations.<SPAN> The sheer size of these projects often meant that when something went wrong both environmentally and/or socially- it went really wrong. The perception of the mining industry as being dirty, dumb and dangerous is one that prevails to this day even though the industry has evolved to become increasingly high tech, with major achievements having been made in the fields of occupational health and safety and environmental management.</P>
<P></P>
<P>Fifteen years ago few in the minerals industry had heard of the term sustainable development, let alone knew what it meant.<SPAN> Today, industry leaders have embraced the concept.<SPAN> They have taken action, incorporating the values and principles of sustainable development into the policies and modus operandi of their companies.<A title="" href="#_ftn1" name=_ftnref1>[1]</A><SPAN> Sustainability can be defined as 'development that meets the needs of the present without compromising the ability of future generations to meet their own needs', originating from 'Our Common Future' (the Brundtland Report) by the World Commission on Environment and Development in 1987.</P>
<P></P>
<P>Initially the path towards sustainability meant being proactive and successful in addressing mine site environmental management.<SPAN> While environmental catastrophes remain a critical risk factor, the key challenge identified by the Mining Minerals and Sustainable Development (MMSD) Process was managing social impacts.<SPAN> The minerals industry is arguably behind other industries in recognising that important economic relationships such as those between investors and customers may/ will become reliant on how production processes and practices impact on people.<SPAN> Increasingly environmental issues impact on our health and the health of future generations.<SPAN> It is important to realise that environmental sustainability is as much a social and political question as much as it is a scientific one.<A title="" href="#_ftn2" name=_ftnref2>[2]</A><SPAN> There are already signs that the future of minerals will not be one of simple commodity pricing but differentiated on the basis of the environmental and social factors.</P>
<P></P>
<P>Social impacts may be summarised briefly as relations with affected communities, indigenous peoples and the workforce of the industry.<SPAN> While the Australian minerals industry has been making increasing progress in the last decade with respect to the first two of these, "its approach to the third is mired in engineering-based managerialism.<SPAN> Workers- both blue and white collar are viewed as factors of production, to be cajoled into optimum performance".<A title="" href="#_ftn3" name=_ftnref3>[3]</A><SPAN> The majority of minerals industry companies do not include their workforce among their stakeholders.<SPAN> Indeed companies in other industries are similar in their attitudes to their workforce.<SPAN> The phrases 'human rights are not an issue with our workforce' and 'doesn't everyone work 60-70 hours per week?" indicate the unwillingness of the minerals industry to regard its employees as partners and a valuable asset.<SPAN> “When will the industry move beyond technical fatigue management? Mining is already seen as a high-risk business, can it afford the escalating risk attached to treating its workers as a production factor?” (Peter Colley).</P>
<P></P>
<P>Key to being recognised as employers of choice are issues around staff satisfaction and developing employee focussed work practices.<SPAN> A company's ability to innovate, and its commitment to, and reputation for, being ethical are also associated with increased employee loyalty and confidence. <A title="" href="#_ftn4" name=_ftnref4>[4]</A><SPAN> In recent times the working age population (18-64) has increased by 170,000 per year.<SPAN> Access Economics estimates that for the entire decade of the 2020's the working age population will grow by only 125,000.<A title="" href="#_ftn5" name=_ftnref5>[5]</A><SPAN> The implications of this statistic on the ability of the minerals industry to attract quality staff from a reduced pool of available employees, and in a competitive market where other industries are seeking a similar skill base, are profound.<SPAN> This structural change in workforce participation also requires a rethink of the industry's pool of potential employees. <A title="" href="#_ftn6" name=_ftnref6>[6]</A><SPAN> The Global Reporting Initiative (GRI) has recognised the sustainability implications of employee turnover by including it as a core indicator for social performance.<A title="" href="#_ftn7" name=_ftnref7>[7]</A><SPAN> As professionals increasingly make decisions to lead balanced lives with as much social and family time as time at work, as students increasingly chose not to study engineering and the sciences, as the working population ages and is reduced, society must go back to the drawing board if sustainability is to be conceived achievable. </P>
<P></P>
<P>The benefits to the business in this area are greater than merely attracting and retaining high quality employees.<SPAN> In addition, through effective training schemes and through incorporating the diverse opinion of employees into the business decision-making process, companies can also ensure the continued growth and development of the corporate knowledge base.<SPAN> Capacity building and institutional strengthening can be achieved by raising awareness, by human resource development and by strengthening government, industry, community and other stakeholders to learn how to address and resolve sustainable development issues.<A title="" href="#_ftn8" name=_ftnref8>[8]</A><SPAN> Quality leadership at all levels is paramount.<SPAN> Mining professionals must take the lead in the transition to a more sustainable minerals sector.</P>
<P></P>
<P><B><U>
<P></U></B><B><U>Sustainability of Higher Education</U></B></P>
<P></P>
<P>Higher Education for minerals related professions is of increasing concern to the minerals industry and its professional associations.<SPAN> The mining industry employs 75,000 people<A title="" href="#_ftn9" name=_ftnref9>[9]</A> and the sector employs roughly twice that.<SPAN> The number of people employed by the mining industry with bachelor degrees and above qualifications is only 13000<A title="" href="#_ftn10" name=_ftnref10>[10]</A>.<SPAN> In such a small population of bachelor degree and above qualified professionals it is becoming increasingly hard to maintain the viability of those small and specialised courses that will provide the professionals of the future.<SPAN> Courses such as RMIT's Applied Geology and Geological Engineering undergraduate courses are the last of their kind in Australia and are being closed.<SPAN> No further enrolments will be taken for these courses in 2003 even though the students graduating from them had 100% employment within the minerals industry.</P>
<P></P>
<P>Employing less than 2% of the Australian labour force direct and indirect employment combined, the Australian Mining Industry contributed 33.8 billion dollars to the Australian GDP in 2002.<SPAN> In the same year, the Australian Agriculture Industry contributed 21.2 billion dollars to the Australian GDP, but employed 404, 800 people.<A title="" href="#_ftn11" name=_ftnref11>[11]</A><SPAN> University chancellors and vice chancellors who are running their institutions as businesses do not understand the importance to Australia of the Minerals Industry.<SPAN> The viability of the mining and minerals school at the University of Queensland was recently questioned.<SPAN> It was discovered that accounting practices meant all the research work done with industry collaboration and the incomes of the CRC's affiliated with the school were not counted as income into the school.<SPAN> This meant that the economic viability of the school was being based on undergraduate enrolments and in courses with a few as 15 students this would clearly be perceived as not viable.</P>
<P></P>
<P>The Minerals Tertiary Education Council (MTEC) established by the Minerals Council of Australia have been actively seeking to establish collaborative and flexible programs across its member institutions such as the G3 Masters program.<A title="" href="#_ftn12" name=_ftnref12>[12]</A><SPAN> The MTEC program does not include all course providers and does have its pros and cons, but ultimately it seems that this collaborative approach may be the option that provides a sustainable future for the Australian minerals industry.<SPAN> The VET sector is also concerned about the sustainability of higher education.<SPAN> Minerals industry professionals recognise the fragmentation of disciplines such as metallurgy.<SPAN> Chemical Engineering courses are increasingly options based courses.<SPAN> This means for metallurgy that in a graduating class of over 110 students from The University of Melbourne in 2002 less than 20 students took the minerals engineering elective.<SPAN> With the increasing popularity of options based courses it is necessary for the minerals industry to attract these students to take the minerals electives.<SPAN> This is not a simple task when many students are either not aware or not well informed of the opportunities in the minerals industry and the diversity of career paths it can offer.</P>
<P></P>
<P>There are also issues around attracting secondary school students into science and engineering courses.<SPAN> In order to maintain enrolment numbers the universities have lowered entry requirements, particularly in the earth sciences courses.<SPAN> If the industry is to attract the brightest students then it needs to make itself more attractive and exclusive.<SPAN> Many of the top students with the highest marks would feel that a course with a low entry requirement would not be as challenging or rewarding as one with a very high entry requirement.</P>
<P></P>
<P>Highly technical professionals are often characterised as being highly proficient technically but not as successful in their people skills.<SPAN> This characteristic has been observed in engineers and other technical professions by studies on Employability Skills conducted by ACER<A title="" href="#_ftn13" name=_ftnref13>[13]</A> and the Employability Skills for the Future project.<A title="" href="#_ftn14" name=_ftnref14>[14]</A><SPAN> Minerals related courses need to ensure that concepts of sustainability, business and the so called ‘soft’ skills are incorporated and reinforced as being important for making graduates more employable.</P>
<P></P>
<P>There are many postgraduate courses that provide professionals with the opportunity to multiskill, and/or become more specialised.<SPAN> Chemical engineers can take postgraduate courses while working fulltime to become rebranded as metallurgists and geologists and civil engineers can take postgraduate courses to become rebranded as mining engineers and geotechnical engineers.<SPAN> However, there still needs to be the undergraduate courses to feed into these courses and professionals need to be made aware of these opportunities. </P>
<P></P>
<P>In my experience with chemical engineering the course delivery needs to integrate practical and course work, to instil a greater understanding of what being a chemical engineer is and what they do when employed.<SPAN> Geology courses should have a mine geology component also. </P>
<P></P>
<P>“Tertiary geology courses still tend to train ‘general’ or ‘academic’ geologists with the odd elective or subject thrown in to cover exploration or mineral economics.<SPAN> Most of those teaching our geologists have little industry experience, and even fewer have mine geology experience.<SPAN> There is a belief by those providing courses at universities that mine geology will be taught on the job by industry.<SPAN> However, increasingly the number of professionals at mine sites is reducing and there is not the luxury of having graduate positions that spend years learning the basics under close supervision and mentoring by senior professionals.<SPAN> I would suggest that it is not unreasonable to expect that a graduate mine geologist should have a basic understanding of drilling, sampling theory, the principles of QA/QC, basic orebody modelling in one of the commonly used general mine planning systems, same basic statistics and geostatistics,…….It has been our experience that many graduate mine geologists commence their careers with virually none of these skills, and even worse, graduates are often not aware that these skills might be useful to them.<SPAN> The industry does need to work more closely with universities to ensure training is more aligned to their expectations, and even get involved in curriculum design and delivery.”<A title="" href="#_ftn15" name=_ftnref15>[15]</A></P>
<P></P>
<P>This experience with geology is common to many disciplines and professions.<SPAN> It is my opinion that if higher education for minerals industry professions is to be sustainable then industry, professional associations and government need to work more closely with higher education providers, and that higher education providers must work together to provide flexible and collaborative courses.<SPAN> </P>
<P></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia to work together with higher education providers, industry and government to increase the awareness of the impending crises and to ensure the viability and sustainability of the small, specialised courses that will provide the future generation of professionals.</P>
<P></P>
<P></P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM continues to work with the relevant stakeholders to address these issues and reinforces its commitment to informing students of all levels of the career opportunities and progressions available to them in the minerals sector.<SPAN> The AusIMM is also recommended to ensure that an entry-level component on sustainability is incorporated as a requirement in the course recognition process.</P>
<P></P>
<P></P>
<P><B><U>Continuing Professional Development for Sustainability</U></B></P>
<P></P>
<P>Continuing professional development for sustainability is increasingly important.<SPAN> The mineral industry workforce is aging, as is much of the Australian workforce.<SPAN> Professionals not only need to maintain and update their technical skills, but older workers need to ensure that they develop their knowledge and understanding of sustainability issues and changing management and soft skills practices.<SPAN> Professional Associations provide many continuing professional development opportunities.<SPAN> As the Institute of Engineers has their Chartered Professional Accreditation, The AusIMM has a Chartered Professional Status.<SPAN> These schemes, which undergo an audit process, are designed to show that professionals are ensuring that they maintaining and develop their own expertise.<SPAN> Increasing working hours and responsibility means that many professionals, particularly the young and new professionals, do not have the support of their employers or the time available to invest in their continuing professional development.<SPAN> The mining industry has the highest proportion of working hours across all industries with almost 50% of its workforce working more than 50 hours per week every week of the year.<SPAN> While this means that employees have less time for professional development, it also raises issues of professional fatigue.</P>
<P></P>
<P>There is also an apparent gap in between the numbers of new professionals and the older generation of the workforce.<SPAN> Knowledge Management will become an increasing priority as those older members of the workforce retire and take their knowledge with them.<SPAN> The new professionals need to have the time to acquire the knowledge of older professionals and incorporate that into their own experience.<SPAN> High turnover rates in the industry also have very significant implications for knowledge management.<SPAN> </P>
<P></P>
<P>“The difficult question is how to retain the knowledge from people within your organisation.<SPAN> More regularly we are working on the same project again and again because the person that did the project has left, taking all the valuable knowledge with them.<SPAN> What makes this situation worse is the electronic media. Most of the project correspondence and results are within my email system, which is deleted along with my profile when I resign, requiring the next project leader to begin from the start. Or the project was saved on floppy disk which I can no longer read with my CD drive. The paper copy would have gone along with the librarian in one of the cost cutting exercises.<SPAN> In the past we could grow stronger with the dedicated work force staying at the same plant year after year, retaining knowledge and moving forward.<SPAN> </P>
<P></P>
<P>I believe minerals companies that move forward in the future will either have exceptional systems for retaining valuable employees or will have excellent systems for managing knowledge.”<A title="" href="#_ftn16" name=_ftnref16>[16]</A></P>
<P></P>
<P>Companies are often unaware of the value-add that a long-standing, high-calibre and nurtured professional can add.<SPAN> One example of value-add and corporate memory is the discovery of a new resource at a mine, which was thought to have exhausted its resources. A production foreman, previously a geologist with the same company, suggested that the plans be checked again.<SPAN> This suggestion resulted to the extension of the mine life by another 12 or so years.<A title="" href="#_ftn17" name=_ftnref17>[17]</A><SPAN> “Rising to the Challenge- Building professional Staff Capability in the Australian minerals industry” conducted by World Competitive Practices Pty Ltd for The AusIMM in May 2001 addressed many issues including issues of retention and meeting the needs of high calibre staff.<SPAN> A testing question for companies was put forward; ‘How clear are our professional staff- from graduate recruits to executive managers- about the answers to three key employee questions, ‘What is my job?’, ‘How am I doing?’ and ‘What’s my future?’.<SPAN> “Organisations that put effort into establishing conditions for their staff to answer those questions in the affirmative maximise their chances of having motivated and effective staff.”<A title="" href="#_ftn18" name=_ftnref18>[18]</A></P>
<P></P>
<P>Mentoring too is no longer a priority for companies.<SPAN> With reductions in the professional workforce of the industry there are fewer opportunities for mentoring.<SPAN> Mentoring should be a vital part of the industry especially in shifting to an ‘ageless’ workforce rather than a polarised older/younger generational workforce.<SPAN> Not only can mentoring facilitate knowledge sharing and enhanced communication but it also plays an important role in career development.<SPAN> The tendency to outsource is also probably not sustainable as the consulting workforce is also ageing and tends to draw its employees from the companies who are no longer training the numbers of staff they once did.<SPAN> Where do all the employees with 5 to 10 years experience come from if the sector does not invest in graduates to retain them to the sector and give them the training and professional development to get them to that level?</P>
<P></P>
<P></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia to work together with industry, government and higher education providers to recognise and reinforce the importance of professional development and to promote best practice examples of professional development initiatives to ensure the vibrancy and sustainability of the professional workforce.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>Continue working to raise the awareness of knowledge management and professional development issues in the Australian Minerals Sector through research, collaboration and promotion/facilitation of mentoring and career development. </P>
<P></P>
<P></P><B><FONT size=3>Professions and Public Policy for Sustainability</FONT></B>
<P></P>
<P>Increasingly Professions are aware of public policy issues and their impact.<SPAN> No longer can government set the macro-economic settings and expect market forces to do the rest.<SPAN> Viability of industry and a sustainable future means that industry, government and professions must work together.</P>
<P></P>
<P>The Australian Minerals Industry has a long and documented history of cyclical ‘boom-bust’ events.<SPAN> 1996 was a period of heightened activity, increased employment and a thriving exploration sector.<SPAN> Increasing globalisation, mergers and acquisitions saw many of the big multi-national companies absorb many of the smaller players in the industry (and some of the larger ones), cut their exploration budgets dramatically<A title="" href="#_ftn19" name=_ftnref19>[19]</A> and move major decision making overseas. Of the global copper, diamond, gold, iron ore, nickel and zinc production the top five producers now control between 40-70%.<A title="" href="#_ftn20" name=_ftnref20>[20]</A> Decreases in employment levels, mine closures and improvements in efficiency and methods have been the order of the day as producers strive to remain competitive in the face of uncertain economic climates and weaker commodity prices.<A title="" href="#_ftn21" name=_ftnref21>[21]</A><SPAN> No longer are the big mining companies in Australia, Australian Companies.<SPAN> Corporate decision-making tends to regard the Australian Minerals Industry as a component of a global portfolio.<A title="" href="#_ftn22" name=_ftnref22>[22]</A></P>
<P></P>
<P>In order for the minerals industry to maintain its viability it needs to make sure that public policy encourages sustainability, the higher education sector, innovation and an engaged workforce.<SPAN> I see a real role for Australia to position itself as the leading minerals knowledge and human resources provider to the world.<SPAN> Already the Federal Government Action Agenda on the Mineral Technology Services Sector (MTSAA) identifies a burgeoning industry as a services provider.<SPAN> The recommendations from the MTSAA have a common feel about promotion and marketing of the sector and the encouragement of innovation and inspiration.<A title="" href="#_ftn23" name=_ftnref23>[23]</A><SPAN> If Australia nurtures and invests in its workforce, knowledge management and intellectual capital, then it has this opportunity. </P>
<P></P>
<P>“I would suggest that the major change which the Minerals Industry has to face is knowledge management which has been created through the increased mobility in people. For the first time in history I can rely on being able to fly to Sydney for $130, New Zealand $400 and Perth for about $200.<SPAN> I no longer need to live in the same state as my friends to maintain the security of only being a couple of hours away. Especially when working within the minerals industry, which delivers an income allowing me to travel, when I want for an acceptable price.<SPAN> The industry now has to accept that if people don't like working at your mine site or smelter they will simply leave. It is not uncommon to come across graduates having worked at five different sites in as many years.<SPAN> You can try hard to keep people with high salaries, a nice gym, ethical environmental policy and a reasonable safety standard but its still unfashionable to work at the same site for 10 years. People expect and want change.”<A title="" href="#_ftn24" name=_ftnref24>[24]</A></P>
<P></P>
<P>The AusIMM has been proactive in instigating and involving itself with federal government action agendas relevant to the minerals industry and its professionals.<SPAN> Education issues and impending skills shortages are being addressed through engagement with relevant stakeholders.</P>
<P>In March 2004 The AusIMM is going to be holding a series of workshops on "Sustaining Knowledge and Human Capital- The Future of The Minerals Industry".<SPAN> The objectives of the workshops are to identify factors that are impacting on the ability of the industry to attract and retain professional staff, to ascertain how attraction and retention issues are currently being managed within the industry, and to develop a research and information strategy that will assist the industry to improve its performance in these areas.<SPAN> The workshops are being supported by many bodies including the Minerals Council of Australia, The Minerals Tertiary Education Council, The University of Queensland Centre for Social Responsibility in Mining, The AJ Parker Centre and The Queensland Mineral Council.<SPAN> Topics to be covered include knowledge management, employment practices impact, myths and realities, professional fatigue, ageing workforce, mentoring and coaching, cost of turnover, expectations, where do they go, and how to get them and how to keep them.</P>
<P></P>
<P></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia should coordinate the responses of its individual members on relevant issues.<SPAN> If Professions Australia identifies inquiries and issues requiring submissions or correspondence it should identify the members the issue is relevant to and advise them to make a submission and/or contribute to a Professions Australia submission.<SPAN> This united front under the auspices of Professions Australia adds weight and added credibility to the efforts</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM to continue and better promote the work being done by The AusIMM in policy, advocacy and representation.<SPAN> The AusIMM should take the lead in establishing a dialogue between and network of policy people from the other professional bodies.</P>
<P></P>
<P><B><U>
<P> </P></U></B><B><FONT size=3>New Professionals and Sustainability</FONT></B>
<P></P>
<P>New Professionals are the future workforce of the minerals industry.<SPAN> It is imperative that we arm them with the necessary skills to support them through their careers in an increasingly competitive and demanding climate.<SPAN> The AusIMM has students and new professionals committees that are made up of representatives from all around Australia.<SPAN> The AusIMM also holds an annual New Leader's Conference, which allows students, and new professionals to come together to network, share experiences and discuss issues that they feel are most relevant to them.</P>
<P></P>
<P>In order to both attract and retain new professionals to the industry it is necessary to provide them with support.<SPAN> In the minerals industry, professionals are dispersed across Australia often in remote and isolated areas.<SPAN> The AusIMM has established a national mentoring program that will be essentially web and email facilitated.<SPAN> This allows minerals industry professionals nationally of all ages to communicate and share experiences right through their careers.<SPAN> In conjunction with the MCA and other organisations The AusIMM is taking a real focus on careers.<SPAN> By informing students and new professionals of the career opportunities and opportunities for continuing professional development, greater confidence can be imparted to them. </P>
<P></P>
<P>Many of the issues associated with Young/New Professionals and sustainability have been raised in the previous sections of this report.<SPAN> Young/New professionals tend to be well versed in sustainability.<SPAN> They have an insight and perspective that reflects their knowledge that the industry of their future is being decided in main part by the industry of today.<SPAN> This perspective and an unwillingness to be satisfied with what is given and status quo, is a key driver for new professionals to become actively involved and at least ensure that their views are expressed and heard.<SPAN> Professionals with many years of experience in the industry are unable to have the perspective on the industry and the professions that new professionals do.<SPAN> By integrating new professionals into the structures of professional organisations rather than keeping them separate in a new professionals committee, the whole association benefits.<SPAN> Older professionals come to understand better the perspectives and ideas of new professionals and vice versa.</P>
<P></P>
<P>New Professionals and students have an enthusiasm and drive both for the industry and their professions.<SPAN> Empowering students and new professionals gives them the skills to shape their future and the future of the industry.</P>
<P></P>
<P></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia is recommended to continue and encourage the Young Professions Australia Roundtable and maintain the dialogue between the professions and their new professionals.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM to consider how new professionals might be better integrated in The AusIMM structure and to encourage and support the involvement of new professionals in initiatives such as the Young Professions Australia Roundtable.</P>
<P></P>
<P><B><U>
<P></U></B><B><U>The Role of Professional Associations and Integrated Approaches to Sustainability Among The Professions</U></B></P>
<P></P>
<P>The Australasian Institute of Mining and Metallurgy (The AusIMM) differs to many other professional associations in that it represents many professions bounded by one industry rather than one profession across many industries.<SPAN> Minerals Industry professionals are and indeed the membership of The AusIMM are traditionally characterised by a male dominated workforce of mining engineers, geologists and metallurgists.<SPAN> The AusIMM began as a learned institution focussed on the sharing of knowledge and networks.<SPAN> Today The AusIMM is a professional association-offering whole of life services to its membership and is increasingly involved in advocacy and representation.</P>
<P></P>
<P>The AusIMM membership has decreased from a maximum of 8609 members in 1992 to about 7,500 in 2001<A title="" href="#_ftn25" name=_ftnref25>[25]</A>.<SPAN> This is in line with employment trends in the Australian Minerals Industry.<SPAN> There is a long-term role for The AusIMM as the leading professional association for minerals industry professionals.<SPAN> As the population of professionals decreases and is increasingly dispersed, there is an increased demand for an association such as The AusIMM to facilitate knowledge sharing and support professional networks.<SPAN> The AusIMM is furthering its role in policy and advocacy on behalf of its members.<SPAN> Increasingly issues such as education, professional development and careers take priority as does the issues of attraction and retention of talent.</P>
<P></P>
<P>Many issues facing minerals industry professionals are common amongst all professionals and professional associations.<SPAN> Forums such as FASTS and Professions Australia allow greater collaborated effort and sharing of skills.<SPAN> Sustainability requires a holistic approach to the way professions conduct their business.<SPAN> No longer can professionals work in isolation within their specific disciplines.<SPAN> With cradle to grave thinking issues such as mine closure are being addressed in the mine development phase.<SPAN> As mining, processing and total product life are all considered concurrently it is clear that professionals must work together to achieve the best possible outcome with respect to sustainability.</P>
<P></P>
<P></P>
<P>RECOMMENDATION TO PROFESSIONS AUSTRALIA:</P>
<P></P>
<P>Professions Australia should facilitate greater communication and collaboration between the professions.</P>
<P></P>
<P>RECOMMENDATION TO THE AUSIMM:</P>
<P></P>
<P>The AusIMM should through Professions Australia encourage and participate in greater communication and collaboration between the professions.</P>
<P><B><U></U></B></P>
<P><B><U>Conclusions</U></B></P>
<P></P>
<P>While the global industry will ultimately survive, the Australian industry will increasingly only be a component of the global portfolio and not be in control of its own viability.<SPAN> The Minerals Industry in Australia has the opportunity to establish itself as the provider of leading professionals to the global industry.<SPAN> To achieve this aim industry, associations and government need to work together with higher education providers to ensure that higher education is providing the number and quality of graduates the industry requires.<SPAN> Not only must the quality and number of graduates be addressed but also addressed must be the issues surrounding attraction and retention of high calibre employees to the industry.<SPAN> Professional development, knowledge management, mentoring, employment practices and career paths all play a role in the sustainability of the Australian minerals industry and of the professions.</P>
<P></P>
<P>Associations have an increasing role to play in public policy and in advocating on behalf of their professional members.<SPAN> This role can be greatly enhanced as can sustainability with a holistic approach through enhanced communication and work with professional associations from other professions and industries.</P>
<P></P>
<P>New professionals are the future of Australian industry and can make an outstanding contribution worldwide.<SPAN> Professional Associations need to support and nurture their new professionals so that they have the confidence, skills and enthusiasm to take their professions and their industries forward.</P>
<P></P>
<P>Sustainable development is a journey rather than a destination.<SPAN> The concept must evolve in response to changing societal values, priorities and needs.<SPAN> To move forward against this backdrop the mining and minerals sector needs to adapt; to create a whole new way of doing business.<A title="" href="#_ftn26" name=_ftnref26>[26]</A></P>
<DIV><BR clear=all><B>
<DIV id=ftn1>
<P><A title="" href="#_ftnref1" name=_ftn1>[1]</A> Mitchell, Paul 2003 Sustainable development in the mining, minerals and metals: progress on the journey <I>in Abstracts of The MCA Sustainable Development Conference 2003, </I><I>Brisbane</I><I>, </I><I>Queensland</I><I>, </I><I>Nov 10-14, 2003</I><I> pages 98-99</I></P></DIV>
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<P><A title="" href="#_ftnref2" name=_ftn2>[2]</A> Kelly, R 2003 Who's gonna work for you? <I>Presentation to The MCA Sustainable Development Conference 2003,</I><I>Brisbane</I><I>, </I><I>Queensland</I><I> </I><I>Nov 10-14, 2003</I><I></I></P></DIV>
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<P><A title="" href="#_ftnref3" name=_ftn3>[3]</A> Colley, P2003<SPAN> Mineworkers: Partner or Production Factor <I>Proceedings of The MCA Sustainable Development Conference 2003, </I><I>Brisbane</I><I>, </I><I>Queensland</I><I> Nov10-14, 2003 page55</I></P></DIV>
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<P><A title="" href="#_ftnref4" name=_ftn4>[4]</A> Kelly, R 2003 Who's gonna work for you<I>? Presentation to The MCA Sustainable Development Conference 2003, </I><I>Brisbane</I><I> </I><I>Queensland</I><I> </I><I>Nov 10-14, 2003</I><I> </I></P></DIV>
<DIV id=ftn5>
<P><A title="" href="#_ftnref5" name=_ftn5>[5]</A> Access Economics Jan 2001, Population Ageing and the Economy</P></DIV>
<DIV id=ftn6>
<P><A title="" href="#_ftnref6" name=_ftn6>[6]</A> Kelly, R 2003 Who's gonna work for you<I>? Presentation to The MCA Sustainable Development Conference 2003, </I><I>Brisbane</I><I> </I><I>Queensland</I><I> </I><I>Nov 10-14, 2003</I><I> </I></P></DIV>
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<P><A title="" href="#_ftnref7" name=_ftn7>[7]</A> Beach, R, Brereton, D, Cliff, D 2003 Employee Turnover as a Sustainability Issue in Proceedings of The MCA <I>Sustainable Development Conference 2003, Brisbane Queensland Nov 10-14, 2003 </I></P></DIV>
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<P><A title="" href="#_ftnref8" name=_ftn8>[8]</A> Katz, M 2003 Education and Training for a Sustainable Mining Industry <I>Poster Display in the abstracts of the MCA Sustainable Development Conference 2003, Brisbane Queensland Nov 10-14, 2003</I></P></DIV>
<DIV id=ftn9>
<P><A title="" href="#_ftnref9" name=_ftn9>[9]</A> ABS Australian Census 2001</P></DIV>
<DIV id=ftn10>
<P><A title="" href="#_ftnref10" name=_ftn10>[10]</A> Hall, B 2003 The Membership Bucket 2001- Employment trends in the Australian Minerals Sector (The Australasian Institute of Mining and Metallurgy: Melbourne 2003)</P></DIV>
<DIV id=ftn11>
<P><A title="" href="#_ftnref11" name=_ftn11>[11]</A> The Department of Industry, Tourism and Resources, <I>Key Facts Australian Industry 2002</I></P></DIV>
<DIV id=ftn12>
<P><A title="" href="#_ftnref12" name=_ftn12>[12]</A> Tuckwell,K and Dominy,S 2003.<SPAN> Educating Tomorrows Geoscientists and Engineers: Minerals Education Australia- the MTEC Initiative in Proceedings 5<SUP>th</SUP> International Mining Geology Conference, Bendigo, Nov 17-19, 2003 (The Australasian Institute of Mining and Metallurgy: Melbourne)</P></DIV>
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<P><A title="" href="#_ftnref13" name=_ftn13>[13]</A> Curtis D and McKenzie P. 2001 <I>Employability Skills for Australian Industry: Literature Review and Framework Development</I>, Melbourne, Australian Council for Educational Research</P></DIV>
<DIV id=ftn14>
<P><A title="" href="#_ftnref14" name=_ftn14>[14]</A> Employability Skills for the Future project 2001 <I>Employability Skills for the Future</I> A report to the Department of Education Science and Training March 2001 (Commonwealth of Australia: ACT)</P></DIV>
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<P><A title="" href="#_ftnref15" name=_ftn15>[15]</A> Yeates G. 2003 <I>Mine Geology- The Professional Approach</I> Proceedings of the 5<SUP>th</SUP> International Mining Geology Conference, Bendigo, Vic, 17-19 November 2003 (The Australasian Institute of Mining and Metallurgy: Melbourne)</P></DIV>
<DIV id=ftn16>
<P><A title="" href="#_ftnref16" name=_ftn16>[16]</A> Anonymous Personal Correspondence October 30, 2003</P></DIV>
<DIV id=ftn17>
<P><A title="" href="#_ftnref17" name=_ftn17>[17]</A> Dunn D and Hanna P 2003 The Value of The Company Geologist- A Forgotten and Increasingly Rare Commodity in the Australian Minerals Industry <I>Proceedings of the 5<SUP>th</SUP> International Mining Geology Conference </I><I>Bendigo</I><I> Vic 17-19 November 2003 </I>(The Australasian Institute of Mining and Metallurgy: Melbourne)</P></DIV>
<DIV id=ftn18>
<P><A title="" href="#_ftnref18" name=_ftn18>[18]</A> Rising to the Challenge- Building professional staff Capability in the Australian minerals industry for the new century report prepared by World Competitive Practices for the Australasian Institute of Mining and Metallurgy 2001 (DETYA:Australia) </P></DIV>
<DIV id=ftn19>
<P><A title="" href="#_ftnref19" name=_ftn19>[19]</A> Minerals Council of Australia, <I>Minerals Industry Survey Reports 2000-2002</I></P></DIV>
<DIV id=ftn20>
<P><A title="" href="#_ftnref20" name=_ftn20>[20]</A> Draft Recommendations Prepared by the Strategic Leaders Group for the Mineral Exploration Action Agenda as at June 2, 2003</P></DIV>
<DIV id=ftn21>
<P><A title="" href="#_ftnref21" name=_ftn21>[21]</A> The Australian Bureau of Statistics, 2001 <I>Mining, Electricity and Gas Operations 1999-2000, 8401.0</I>, (The Australian Bureau of Statistics: Australia)</P></DIV>
<DIV id=ftn22>
<P><A title="" href="#_ftnref22" name=_ftn22>[22]</A> The Australian Bureau Statistics, 2000 <I>Australian Mining Industry 1998-1999, 8414.0</I>, (The Australian Bureau of Statistics: Australia)</P></DIV>
<DIV id=ftn23>
<P><A title="" href="#_ftnref23" name=_ftn23>[23]</A> Report of the Mining Technology Services Action Agenda May 2003</P></DIV>
<DIV id=ftn24>
<P><A title="" href="#_ftnref24" name=_ftn24>[24]</A> Anonymous Personal Correspondence October 30, 2003</P></DIV>
<DIV id=ftn25>
<P><A title="" href="#_ftnref25" name=_ftn25>[25]</A> The AusIMM Central Services Records</P></DIV>
<DIV id=ftn26>
<P><A title="" href="#_ftnref26" name=_ftn26>[26]</A><SPAN> Mitchell, Paul 2003 Sustainable development in the mining, minerals and metals: progress on the journey <I>in Abstracts of The MCA Sustainable Development Conference 2003,</I><I>Brisbane</I><I>, </I><I>Queensland</I><I>, </I><I>Nov 10-14, 2003</I><I> page98-99</I></P></DIV></DIV></B></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN></SPAN>
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