Sandvik 2021 Innovate Reconciliation Action Plan Progress Report

OUR INNOVATE RECONCILIATION ACTION PLAN 2021 PROGRESS REPORT OUR PROGRESS TOWARDS RECONCILIATION

CONTENTS Welcome from Managing Director

2

Welcome from Community Engagement

3

Our Achievements

4

and Indigenous Participation Advisor

Highlights 6 Relationships 8 Respect 10 Opportunities 12 Corporate Governance

14

Governance, Tracking Progress and

15

About Sandvik

16

Reporting

ACKNOWLEDGMENT OF COUNTRY Sandvik acknowledges the Traditional Owners of Country throughout Australia and recognises their continuing connection to lands, waters, and communities. We pay respect to elders both past and present, and we acknowledge all Indigenous and non-Indigenous persons.

OUR VISION FOR RECONCILIATION Sandvik acknowledges and respects Aboriginal and Torres Strait Islander peoples as the First Australians. We value and celebrate the uniqueness of knowledge, cultures, histories and languages that have been created and shared for at least 65,000 years.

We continue to grow our vision of building a strong sense of belonging within an inclusive Sandvik environment.

We prioritse working respectfully with Aboriginal and Torres Strait Islander employees, stakeholders and communities in partnerships, learnings and collaboration whilst embracing and enhancing the best of our nation’s and the world’s diversity.

Our vision for reconciliation is that Aboriginal and Torres Strait Islander people of this country will be restored to a place of equity, dignity and respect.

Sandvik is committed to creating and strengthening opportunities for First Nations peoples.

MESSAGES

MESSAGE FROM MANAGING DIRECTOR As a global organisation that operates in Australia, it is imperative we contribute to and have a positive influence on reconciliation with First Nation Australians. At Sandvik, we are committed to working together and continuing relationships with First Nation’s people, communities and organisations to create a reconciled Australia which appreciates the language, stories and traditions of it’s First Peoples.

I’m extremely proud of the progress we have made in the last 12 months in support of our Innovate Reconciliation Action Plan (RAP) commitments. Our RAP has already influenced change within the organisation and the communities in which we work, through sponsorships, cultural awareness training, production of merchandise and more. To date, we have completed 39% of our targets, with another 30% on track to be completed within the designated timeline.

Unfortunately, due to COVID some of our deliverables were impacted, but we have strategies to ensure these are achieved with the conclustion of our Innovate RAP. This is to the credit of our Sandvik employees who have whole heartedly supported our commitment to reconciliation.

We first commenced our reconciliation journey in 2017 with our Reflect RAP. Since then, we have made significant progress on our journey and are proud of the steps we have made and note there is still a way to go. We will continue to work with and listen to First Nation’s people, communities and organisations to deepen our knowledge and understanding of our shared histor y. We are committed to reconciliation and will continue to deliver on our commitments, in line with our RAP. More than a word. Reconciliation takes action.

Wayne Scrivens Managing Director Sandvik Mining and Construction Pty Ltd

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MESSAGES

MESSAGE FROM COMMUNITY ENGAGEMENT AND INDIGENOUS PARTICIPATION ADVISOR I am pleased to introduce our 2021 Innovate RAP Progress Report which details how we have tracked with our commitments in the last year.

Over the past 12 months, Sandvik have developed multiple initiatives, sponsorships and relationships with First Nation’s people and organisations.

This has positively impacted our company’s knowledge, skills and cultural understanding of First Nation Australians throughout our global organisation.

This is clear through Sandvik staff wearing their RAP polo’s proudly all over the world, self-enrolling in cultural awareness courses and participating in First Nation’s events.

It fills me with pride to work for an organisation who is genuinely committed to reconciliation and is willing to listen, learn and grow on this journey. We are proud of the progress we are making in all aspects of our RAP and look for ward to continuing to deliver on our commitments.

Melita Hegarty Community Engagement and Indigenous Participation Advisor Sandvik Australia

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OUR INNOVATE RAP ACHIEVEMENTS

The 2021 Sandvik Progress Report (progress report) provides information on how we have tracked against our 2020-2022 Innovate Reconciliation Action Plan (RAP) commitments, between 1 October 2020 and 30 September 2021.

Sandvik is committed to using engineering and innovation to make the shift towards more sustainable business.

Integrating sustainability into our business model and ways of working creates value for all stakeholders: customers, employees, shareholders, but most importantly – society.

As part of our commitment to sustainability, we view it as imperative to develop and maintain meaningful relationships in the communities in which we work.

Reconciliation with First Nations Australians is a key priority for our business and a journey we are proud to be part of.

Over the past 12 months, we have made great strides against our Innovate RAP commitments.Our Innovate RAP has 64 deliverables aligned to 16 actions.

OUR PROGRESS REPORT AT A GL ANCE RAP DELIVERABLES PROGRESS Complete, 38% On track, 31%

In progress, 11%

Not yet due, 11% Delayed, 9%

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The ongoing effects of COVID-19 are still clear in 2021, within the community, our company and the world. As a result, we had to make the shift and pivot on various commitments to ensure we would still be able to deliver. We were able to host internal events and meetings online however, significant impacts on external engagement with the community and our customers were still seen. During 2021, there were some role changes in the organisation and the transition period slightly impeded on our RAP. The seven deliverables that are delayed were unfortunately impacted due to the transition between employees within the Community Engagement and Indigenous Participation Advisor role; however, there are strategies in place to ensure deliverables are still achieved with the conclusion of our Innovate RAP. Our progress against each deliverable is detailed in this report.

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OUR ACHIE VEMENTS

PROGRESS REPORT KEY üü

Complete

When we have completed the requirement of an annual deliverable.



On track /In progress

When an annual deliverable has been completed or when an item is in progress to be completed.

X

Delayed

When we have not met a deliverable by the due date.

О

Not yet due

When the deliverable’s due date is after September 2021.

HIGHLIGHTS Partnering with Indigenous business (Yakeen Safety)

In July 2021, we of ficially onboarded our first Major National

Indigenous Supplier Agreement, in line with our RAP deliverables.

Yakeen Safet y provides personal protective equipment clothing

requirements for all divisions across Australia. This initiative alone has increased our spend significantly on Indigenous businesses.

Making the shift with our RAP merchandise (Geared Up Culcha)

We par tnered with Indigenous promotional products supplier,

Geared Up Culcha, to design and produce Sandvik merchandise with

our RAP ar t work. This was an impor tant shif t to make, and we are proud our RAP merchandise is now produced by an Indigenous supplier.

Supporting communities in which we operate (YPA)

Over the past t welve months we have continued to suppor t communit y led initiatives, including the Young People Ahead ( YPA) Learner Driver Program in Mount Isa. We note, a main barrier to obtaining a job in the

mines is the requirement of a drivers license. Through this initiative we have suppor ted over 10 young people earn their driver’s license.

Increasing cultural awareness and understanding (Mirri Mirri Productions).

I n 2021, Sandvik par tnered up with Mirri Mirri Productions to deliver cultural awareness training to staf f. Mirri Mirri Productions provide a three hour session to assist Sandvik staf f build their knowledge of First Nation Australian

cultures and heritage. To date, Mirri Mirri Productions have delivered

three cultural awareness sessions to over 80 self-enrolled Sandvik staf f members.

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Productivity skyrocketed when Japanese valve producer Fujikin started using a solid carbide drill from Sandvik.

RELATIONSHIPS

Building strong relationships between First Nation Australians and non-Indigenous peoples is important to Sandvik and our core business.

Through maintaining and continually creating connections and partnerships, we build and expand the body of knowledge for creating change. Allowing us to advance ideas that benefit the world and in the spirit of reconciliation we work together to collaborate and nurture these ideas.

With the Sandvik Group being a global company, we have opened the question to other Sandvik global locations as to their relationships with their respective First Nations people.

Building and maintaining respectful and sustainable relationships with First Nation Australians is core to our values and the way we do business. It enables Sandvik to better understand the needs and aspirations of First Nation Australians, and to encourage them to consider Sandvik as an employer of choice.

In 2020, we were proud to launch our Innovate RAP with an event. The launch ceremony commenced with a Welcome to Country and smoking ceremony by Shannon Ruska, a bloodline descendant of the Yuggera, Turrbal, Nunukul, Gorenpul/Cooperoo and Yugembir nations.

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On 1 September 2021, Sandvik came together to celebrate Indigenous Literacy Day to raise awareness and improve the literacy of First Nation Australians in remote communities. Sandvik Australia staff donated over 280 books to the Australian Literacy and Numeracy Foundation through their Share-A-Book initiative. This initiative provides new and quality pre-loved books to Indigenous, refugee and marginalised communities in need of resources. Additionally, we donated $5,000AUD to the Indigenous Literacy Foundation. This money went towards the purchase of culturally relevant books for First Nation’s children in remote Australian communities.

OUR REL ATIONSHIPS APPROACH

ACTION

DELIVER ABLE STATUS PROGRESS

1. Sandvik’s Reconciliation Steering Committee (RSC) actively monitors RAP development and implementation of actions, tracking and repor ting on progress.

1.1 Ensure Aboriginal and Torres Strait Islander staf f are represented on the RSC.

2. Celebrate and par ticipate in National Reconciliation Week (NRW ) by providing oppor tunities to build and maintain relationships between Aboriginal and Torres Strait Islander peoples and other Australians.

2.1 Plan and organise at least one internal event for NRW each year at each Sandvik hub location.



On track. In 2021 we held an event at Milton Green (Brisbane head of fice). A vir tual webinar was also held and new Acknowledgement of Countr y cards were distributed to all employees. Local events employees could attend were also promoted internally.

2.2 Register all NRW events via Reconciliation Australia’s NRW website.

X

Delayed. This item was not complete as it was during the transition period, but will be achieved before the end of the Innovate RAP.

2.3 Ensure our RSC par ticipate in an external event to recognise and celebrate NRW.



On track. In 2021 our staf f in the Milton of fice attended a NRW event held by the wider of fice building.

2.4 Extend an invitation to Aboriginal and Torres Strait Islander peoples in each respective site location to share their reconciliation experiences or stories.



On track.

2.5 Encourage staf f to par ticipate in external events to recognise and celebrate NRW. Any internal events to be “livestreamed” and published on the Sandvik Intranet.



On track. Intranet ar ticle was posted to share information and resources for staf f to par ticipate in external NRW events.

2.6 Create an NRW Tool Kit for all Site Managers/ Super visors to promote and disseminate to their respective staf f.



On track.

1.2 Revise and apply Terms of Reference for the RSC. 1.3 RSC meets at least four times a year to monitor and repor t on RAP implementation with all information published on Sandvik’s Intranet.

üü

üü



Complete. We currently have 20% representation of First Nations staf f on the RSC. Complete.

On track. All meetings have occurred to present date.

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REL ATIONSHIPS

ACTION

DELIVERABLE

3. Develop and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations to suppor t positive outcomes.

3.1 Meet with local Aboriginal and Torres Strait Islander stakeholders and organisations to develop guiding principles for future engagement across all sites.



On track.

3.2 Actively par ticipate in the Indigenous Reference Group for the MoU of Queensland Resources Council.

üü

This was completed; however the MoU group is no longer funded by the Queensland Government and has been disassembled as a result.

We are still continuing to work with the Queensland Resources Council on its new scope of works.

3.3 Develop and implement an Engagement Plan to work with Aboriginal and Torres Strait Islander stakeholders and organisations.

О

Not yet due. This has continued to be developed and implemented in the communities in which we operate.

4.1 Communicate our commitment to reconciliation publicly and share on Sandvik’s intranet.

üü

Complete. The launch of our RAP was announced via press release, social media and on the intranet. We continue to showcase our commitment to reconciliation via Sandvik’s intranet and on social media.

4.2 Explore oppor tunities to positively influence our external stakeholders to drive reconciliation outcomes.

üü

Complete.

4.3 Promote reconciliation through ongoing active engagement with all stakeholders.

üü

Complete. Acknowledgment of Countr y slides are compulsor y in the Sandvik Australia’s PowerPoint template. Additionally, we have utilised meetings with our customers to promote our ongoing commitment to reconciliation.

4.4 Create a flowchar t that displays the life cycle of an employee with focus on their RAP journey as a newstar ter throughout their employment.

X

Delayed. This item was not complete as it was during the transition period, but will be achieved before the end of the Innovate RAP.

4.5 Create an E-Learning of Sandvik’s Reconciliation Action Plan that can be viewed at any time on Sandvik’s intranet.

X

Delayed. This item was not complete as it was during the transition period but will be achieved before the end of the Innovate RAP.

4. Raise internal & external awareness of our RAP to promote reconciliation across our business and sector.

STATUS

PROGRESS

REL ATIONSHIPS

ACTION

DELIVERABLE

4. Raise internal & external awareness of our RAP to promote reconciliation across our business and sector.

4.6 Implement strategies to engage our staf f in reconciliation.

üü

Complete. We have implemented a number of initiatives including: Acknowledgment of Countr y slides, Welcome and Acknowledgment of Countr y e-learning module and consistent sharing of events and initiatives via the intranet.

4.7 Request quotes for the animated version of our RAP ar t work that will explain in detail all elements within our Sandvik RAP ar t work.

üü

Complete. We requested quotes and decided we would not proceed with animating the ar t work and invest those funds into Cultural Awareness training and increasing our RAP merchandise range.

4.8 Develop a list of RAP organisations and other likeminded organisations that we could collaborate with on our reconciliation journey. This list to be published on Sandvik’s Intranet.

X

Delayed. We will focus on this in the second half of our RAP.

5.1 Conduct a review of HR policies and procedures to identif y existing anti-discrimination provisions, and future needs.

üü

Complete.

5.2 Engage with Aboriginal and Torres Strait Islander staf f and/or Aboriginal and Torres Strait Islander advisors to consult on our antidiscrimination policy.

X

Delayed. We will focus on this in the second half of our RAP.

5.3 Develop, implement and communicate an anti-discrimination policy for Sandvik.

üü

Complete.

5.4 Educate senior leaders on the ef fects of racism.



On track. Senior leaders have been under taking Mirri Mirri Cultural Awareness Training.

5. Promote positive race relations through antidiscrimination strategies.

STATUS

PROGRESS

Productivity skyrocketed when Japanese valve producer Fujikin started using a solid carbide drill from Sandvik.

RESPECT

Sandvik actively seeks to build respect for First Nation Australian peoples, cultures, lands, waters, knowledges, histories, and rights through its core business and throughout all our site locations.

We will continue to foster an inclusive and respectful work environment in which our staff acknowledge and develop an understanding of and respect for First Nation Australians cultures and heritage.

To assist Sandvik staff build their knowledge of First Nation Australians cultures and heritage, Mirri Mirri Productions was brought on board to deliver cultural awareness training. To date, Mirri Mirri Productions have delivered three cultural awareness sessions to over 80 self-enrolled Sandvik staff members.

2021 marked twenty years of Reconciliation Australia and almost three decades of Australia’s formal reconciliation process. Sandvik Australia, not only encouraged every staff member to participate in National Reconciliation Action Week activities, Acknowledgement of Traditional Custodian cards were designed and distributed to all employees nationally.

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RESPECT

ACTION

DELIVERABLE

6. Engage employees in continuous cultural learning oppor tunities to increase understanding and appreciation of Aboriginal and Torres Strait Islander cultures, histories and achievements.

6.1 Develop and implement an internal cultural awareness training strategy, which defines cultural learning needs of employees in all areas of our business and considers various ways cultural learning can be provided (online, face-to-face workshops or cultural immersion).



In progress. Cultural awareness sessions have been implemented. Strategy document is being developed.

6.2 Provide oppor tunities for RSC members, RAP champions, HR managers and other key leadership staf f to par ticipate in face-to-face cultural training.



On track. Face to face sessions have been moved online due to COVID-19 however, RSC members, HR managers and other key leadership staf f have/ are going to par ticipate in Mirri Mirri Cultural Awareness training.

6.3 Consult local Traditional Owners and/or Aboriginal and Torres Strait Islander advisors on the development and implementation of a cultural learning strategy.

X

Delayed. We will focus on this in the second half of our RAP.

6.4 Conduct a review of cultural learning needs within our organisation.

X

Delayed. We will focus on this in the second half of our RAP.

7.1 Increase staf f ’s understanding of the purpose and significance behind cultural protocols, including Acknowledgement of Countr y and Welcome to Countr y protocols.



On track. E-learning module has been developed for staf f to self-enrol and understand the purpose and significance of Acknowledgement and Welcome to Countr y protocols.

7.2 Ensure that all staf f are aware that our Safet y Slide and our Acknowledgement of Countr y slide are compulsor y items for presentations.

üü

Complete. This has been successfully implemented and well received by Sandvik Australia staf f.

7.3 Ensure all staf f use the Acknowledgement to Countr y email signature on their email addresses. This signature block to be made available on the Intranet.

üü

Complete.

7. Engage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols, such as Welcome to Countr y and Acknowledgement of Countr y, to ensure there is a shared meaning.

STATUS PROGRESS

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RESPECT

ACTION

DELIVERABLE

7. Engage employees in understanding the significance of Aboriginal and Torres Strait Islander cultural protocols, such as Welcome to Countr y and Acknowledgement of Countr y, to ensure there is a shared meaning.

7.4 Invite a local Traditional Owner or Custodian to provide a Welcome to Countr y or other appropriate cultural protocol at significant events each year.

8. Provide oppor tunities for Aboriginal & Torres Strait Islander staf f to engage with their culture and communities by celebrating NAIDOC Week.

8.1 Provide oppor tunities for all staf f to par ticipate in NAIDOC Week.

9. Recognise and celebrate Aboriginal and Torres Strait Islander dates of significance.

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STATUS PROGRESS 

On track. We had a Traditional Owner per form a Welcome to Countr y at our RAP Launch event.

7.5 Organise and display an Acknowledgment of Countr y plaque or on display signs in our site locations and of fice/s which also displays Sandvik RAP ar twork.

üü

Complete.

7.6 Develop, implement and communicate a cultural protocol document, including protocols for Welcome to Countr y and Acknowledgement of Countr y.

üü

Complete.



On track. Resources were shared with staf f via the intranet to par ticipate in NAIDOC Week.

8.2 Consult with Aboriginal and Torres Strait Islander peoples to hold an internal or external NAIDOC Week event.



On track. An internal event was held with a local Aboriginal woman, Melody Ingra, to share the histor y of NAIDOC and its meaning to First Nation Australians.

8.3 Reconciliation Steering Committee to par ticipate in an external NAIDOC Week event.



On track.

8.4 Review HR policies and procedures to remove barriers to staf f par ticipating in NAIDOC Week.



On track.

9.1 Create an internal staf f calendar.

Specifically, to promote local communit y events recognising Aboriginal and Torres Strait Islander dates of significance.



On track. A calendar has been developed and shared on the Communit y Engagement intranet page.

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OPPORTUNITIES

A key deliverable of Sandvik is to provide employment opportunities and pathways for First Nation Australians to build the diversity of our workforce while contributing to the greater understanding of First Nation Australian peoples and cultures.

Sandvik have a Diversity and Inclusion Strategy which now includes reference to First Nation Australians. We are creating a culturally safe organisation and want Sandvik to be an Employer of Choice for Aboriginal and Torres Strait Islander peoples across our Australian sites and locations.

Sandvik have committed to employing more First Nation Australian peoples and one of our deliverables is to increase to 4% by the end of this Innovate RAP in 2022.

Sandvik is also committed to including Aboriginal and Torres Strait Islander businesses in our nation-wide supplier list and will make adjustments in our procurement process to ensure Indigenous products headline our product selections.

Sandvik is committed to continually investing in a culturally safe organisation through regular review of policies and processes and training for our employees.

OPPORTUNITIES

ACTION

DELIVERABLE

10. Investigate oppor tunities to improve and increase Aboriginal and Torres Strait Islander employment outcomes within our workplace

10.1 Engage with Aboriginal and Torres Strait Islander employees to consult on our recruitment, retention and professional development strategy.

üü

Complete.

10.2 Review HR and recruitment procedures and policies to remove barriers to Aboriginal and Torres Strait Islander par ticipation in our workplace.

üü

Complete.

10.3 Create and review an Indigenous Employment Strategy to attract and retain Aboriginal and Torres Strait Islander employees and future applicants par ticipating in our workplace.



In progress. Sandvik is working with Shine People Solutions to attract First Nation’s employees.

10.4 Adver tise job vacancies to ef fectively reach Aboriginal and Torres Strait Islander stakeholders via Aboriginal and Torres Strait Islander media outlets.



On track. Ads have been posted in Koori Mail and Shine People Solutions to adver tise job vacancies.

10.5 Develop and implement Aboriginal and Torres Strait Islander employment pathways (e.g. traineeships or internships).

üü

10.6 Create pathways to increase Aboriginal and Torres Strait Islander employment rate to 4%.

11. Investigate oppor tunities to incorporate Aboriginal and Torres Strait Islander supplier diversit y within our organisation.

STATUS PROGRESS

О

Complete. We have created a traineeship program for First Nation’s people in our Milton of fice. Apprenticeship oppor tunities are advised across several of our sites in Australia.

Not yet due. Currently sitting at 2.4%.

11.1 Review and update procurement policies and procedures to ensure there are no barriers for procuring goods and ser vices from Aboriginal and Torres Strait Islander businesses.

üü

Complete.

11.2 Develop and implement an Aboriginal and Torres Strait Islander Procurement Strategy.



In progress.

11.3 Develop and publish on Sandvik Intranet a list of Aboriginal and Torres Strait Islander businesses that can be used to procure goods and ser vices, that are registered suppliers of Sandvik.



In progress. Indirect Purchasing have a list of Aboriginal and Torres Strait Islander businesses that are registered suppliers with the intention to post it to the intranet in the near future.

OPPORTUNITIES

ACTION

DELIVERABLE

11. Investigate oppor tunities to incorporate Aboriginal and Torres Strait Islander supplier diversit y within our organisation.

11.4 Develop at least one commercial relationship with an Aboriginal and/or Torres Strait Islander owned business.

12. Investigate oppor tunities to grow networks for Aboriginal and Torres Strait Islander staf f within Sandvik.

STATUS PROGRESS üü

Complete. Sandvik has created two commercial par tnerships with Indigenous Businesses, Yakeen Safet y and Geared Up Culcha.

11.5 Update and maintain a list of key contacts (approved suppliers) for organising a Welcome to Countr y and maintaining respectful par tnerships which will be shared on company Intranet.

üü

Complete.

11.6 Investigate Supply Nation membership.

üü

Complete.

12.1 Create and develop a cultural mentoring network for existing staf f and managers.

12.2 Establish access to an Aboriginal and Torres Strait Islander staf f net work to provide peer suppor t to the wellbeing and morale of employees. This is a positive way for Sandvik to show suppor t to our Aboriginal and Torres Strait Islander employees who may also find a mentor who is right for them by par ticipating in the network.

X

Delayed. This item was not complete as it was during the transition period, but will be achieved before the end of the Innovate RAP.

üü

Complete. Sandvik’s First Nation Staf f Net work has been established to provide peer suppor t, share information and collaborate across dif ferent areas of the business.

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Productivity skyrocketed when Japanese valve producer Fujikin started using a solid carbide drill from Sandvik.

GOVERNANCE, TRACKING PROGRESS AND REPORTING We have set-up a RSC which is made up of both Indigenous and non-Indigenous employees. All RSC members are committed to ensuring we meet all of the deliverables we’ve set-out to achieve in this RAP. After we achieve these deliverables, we aim to progress to implementing the next RAP to continue on with our reconciliation journey.

RSC MEMBERS • • •

Melita Hegarty, Community Engagement

•

Kylie Cook, Workforce Planning Manager

& Indigenous Participation Advisor

•

Andrew Avard, Indirect Purchasing

Kate Bills, Sustainable Business,

Manager

Marketing & Communications Manager

•

David Gill, Warehouse Operator

Allen Bellew, General Manager - HR &

•

Tanya Llado, Central Maintenance

EHS • •

Planner

Andrew Dawson, Business Line Manager

•

Simon Adams, Technical Sales Manager

- Load & Haul

•

Michael Zirbel, Account Manager

Nathan Cunningham, Business Line Manager - Services

GOVERNANCE , TR ACKING PROGRESS AND REPORTING

ACTION

DELIVERABLE

13. Provide appropriate suppor t for ef fective implementation of RAP commitments.

13.1 Define resource needs for RAP implementation.

13.2 Engage our senior leaders and other staf f in the deliver y of RAP commitments.

14. Repor t RAP achievements, challenges, and learnings to Reconciliation Australia.

15. Review, refresh, and update RAP.

STATUS PROGRESS О

üü

Not yet due.

Complete. Senior leaders are engaged in the deliver y of RAP commitments through the RSC.

13.3 Define and maintain appropriate systems to track, measure and repor t on RAP commitments.

üü

Complete. An excel spreadsheet was created and shared with RSC to measure and repor t on RAP commitments.

13.4 Appoint and maintain an internal RAP champion from senior management.

üü

Complete. Allen Bellew, General Manager- HR and EHS SA APAC, was appointed as RAP Champion.

14.1 Complete and submit the RAP Impact Measurement Questionnaire to Reconciliation Australia annually.



On track.

14.2 Publicly repor t our RAP achievements, challenges, and learnings annually.



On track.

14.3 Repor t RAP progress to all staf f and senior leaders quar terly.



On track.

14.4 Investigate par ticipating in Reconciliation Australia’s biennial Workplace RAP Barometer.

О

Not yet due.

15.1 Liaise with Reconciliation Australia to develop a new RAP based on learnings, challenges, and achievements.



In progress. Meeting scheduled for Jan 2022.

15.2 Send draf t RAP to Reconciliation Australia for review and feedback.

О

Not yet due. In line with above, draf t RAP will be sent af ter meeting with Reconciliation Australia.

15.3 Submit draf t RAP to Reconciliation Australia for formal endorsement.

О

Not yet due.

ABOUT SANDVIK

ABOUT SANDVIK

Sandvik is a high-tech and global engineering Group with approximately 40,000 employees and a strong commitment to enhancing customer productivity, profitability and sustainability.

Our operations are based on unique expertise in materials technology, extensive knowledge about industrial processes and close customer cooperation. This combination, coupled with continuous investments in research and development (R&D), has enabled us achieve world-leading positions in the following areas: • Tools and tooling systems for industrial metal cutting.

•

Equipment and tools, and service and technical solutions for the mining and construction industries.

• Advanced stainless steels and special alloys as well as products for industrial heating.

Where possible, Sandvik buys locally to provide small enterprises with support to build local communities’ procurement opportunities.

The Sandvik Group conducts operations in four business areas: SANDVIK MANUFACTURING AND MACHINING SOLUTIONS A global market-leading manufacturer of tools and tooling systems for advanced industrial metal cutting.

Products are manufactured in cemented carbide and other hard materials such as diamond, cubic boron nitride and special ceramics. The business area also comprises the areas of additive manufacturing and digital manufacturing.

SANDVIK MINING AND ROCK SOLUTIONS A leading supplier in equipment and tools, ser vice and technical solutions for the mining and construction industries. Application areas include rock drilling, rock cutting, loading and hauling, tunneling, and quarr ying.

SANDVIK ROCK PROCESSING SOLUTIONS A leading supplier of equipment, tools, par ts, ser vice and solutions for processing rock and minerals in the mining and construction industries. Applications include crushing, screening, breaking and demolition.

SANDVIK MATERIALS TECHNOLOGY A world-leading manufacturer of advanced stainless steels and special alloys for the most demanding industries. The of fering covers a large variet y of product forms, such as tube, pipe, bar and strip steel as well as products for industrial heating.

Sandvik has locations throughout Australia and employs over 1000 people locally.

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ENQUIRIES For public enquries about our Innovate RAP Progress Report please address requests to: community engagement@sandvik.com

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