Management of Salient Issues
Together these policies, along with relevant external standards and initiatives (such as the Voluntary Principles on Security and Human Rights, of which we were a founding member) form the overall framework that guides our sustainability programs, and by extension, our management of human rights. Supporting this framework are internal governance and management systems that provide the details on how we operate.
As noted above, all employees are trained on our PBC, which sets forth the global system of principles that our workforce must follow in all activities and integrates our commitment to promoting the rule of law and respecting human rights. In addition, all suppliers (including contractors) receive our Supplier Code of Conduct, which is based on our PBC and helps ensure our expectations and standards will be applied by all involved in our operations.
For more information on our application of the Voluntary Principles on Security and Human Rights (including associated training) refer to: 2016 Report to the Voluntary Principles Plenary.
In the ‘internal’ context, for example, employees may be engaged on an ongoing basis via:
In the ‘external’ context each of our mine sites maintains 5-year community engagement and development plans that identify affected or interested parties for ongoing engagement and consultation. Issues raised help inform each operation’s Sustainable Development Risk Register and assist in developing social investment strategies. Hundreds of individuals and entities are engaged annually via (for example):
External engagement also occurs through regulatory consultation processes with local governments and community groups, including indigenous peoples.
Beyond this, dedicated in-field human rights engagement takes place under our series of site-level HRIAs. These are organized around the level of risk or impact posed by each site (as determined by the 2014 Corporate HRIA) and/or practical considerations.
Under our site-level HRIA process, we use third-party consultants to conduct structured interviews with stakeholders, all of whom are offered the option of anonymity. Interviews are carried out without the presence of Freeport-McMoRan personnel (other than when those interviews are of such personnel). Interviews with 'internal' stakeholders (such as employees and onsite contractors) are held onsite, while interviews with 'external' stakeholders (such as community members, NGOs, officials, etc.) are either held at locations of their choosing or in "neutral" premises.
Key criteria for identifying stakeholders to engage as part of our series of site-level HRIAs include the following:
Examples of the kinds of stakeholders we engaged in the TFM HRIA can be found here: 2015 Working Toward Sustainable Development Report.
Examples of the kinds of stakeholders we plan to engage in our 2017 Cerro Verde HRIA can be found here.
For information on our ongoing stakeholder engagement refer to: Stakeholder Engagement.
Our ongoing program of site-level HRIAs act as a form of ‘deep-dive’ verification exercise that builds on our established Sustainable Development Risk Register process. These assessments use a comprehensive and dedicated HRIA methodology that is aligned with the UN Guiding Principles to identify and prioritize each site’s human rights risks and impacts. In many cases, some of these risks and impacts may already have been identified via the site’s ‘mainstream’ Sustainable Development Risk Register. But the application of a specific ‘human rights lens’ means these site-level HRIAs are able to:
As such, these site-level HRIAs help us test our established human rights relevant management systems to ensure they are effective in identifying and mitigating human rights risks and impacts.
Integrating Findings and Taking Action
These action plans are embedded and tracked within the site’s Sustainable Development Risk Register process. For information on the results of the TFM HRIA and how they were integrated and acted upon prior to TFM’s sale refer to: 2015 Working Toward Sustainable Development Report.
The 2015 TFM HRIA results, for example, confirmed that TFM’s:
For more information on the TFM HRIA refer to pages 19-20 of our refer to: 2015 Working Toward Sustainable Development Report.
We do not tolerate retaliation against any employee for raising a question or concern in good faith. Use of our internal and external grievance mechanisms does not preclude access to judicial or other non-judicial grievance mechanisms.
In 2017 we are embarking on a project to review our community grievance management standard operating procedure against the UN Guiding Principles effectiveness criteria for non-judicial grievance mechanisms. Before finalization, the procedure will be reviewed with a set of community stakeholders to ensure its effectiveness from their perspective. This process will include an examination of whether community stakeholders believe local mechanisms are well known, understood and fit for purpose based on the local context.
For information on complaints received via the Freeport-McMoRan Compliance Line and how they are processed, refer to: Principles of Business Conduct.
For information on complaints received via the Community Grievance Mechanism and how they are processed, refer to: Assessing and Managing Impacts.
For information on the number of complaints received via the Human Rights Grievance Mechanism and how they are handled, refer to: 2016 Report to the Voluntary Principles Plenary.