Positive Traditional Aboriginal Owner engagement during exploration:

A case study from Western Arnhem Land

Adam Thompson

Overview

Achievements and highlights of Industry – Land Councilcooperative approach include:

• Positive employment, education and training results;

• Improved land management outcomes;

• Non-exploration improvements and cultural benefits.

Why has this collaborative approach been more successfulthan others?

A case study of Traditional Aboriginal Owner engagement:

The NLC & Alligator Energy Pty Ltd in Western Arnhem Land

The Northern Land Council

• The Northern Land Council (NLC) is a non-regulatorystatutory authority created under the CommonwealthGovernment's Aboriginal Land Rights (NorthernTerritory) Act 1976 (ALRA). This Act provides Aboriginalpeople with freehold title over their traditional landsand the right to veto certain development proposals.Close to 50% of land in the Northern Territory (NT) issubject to ALRA.

• NT Land Councils administer the act (ALRA) and assistTraditional Owners to manage their lands and seas andassociated legal rights.

• The NLC maintains a neutral position when dealingwith the minerals and petroleum sectors and strives toprovide the most current and credible scientificinformation available, often delivered via interpreters.

Alligator Energy Pty Ltd

• Alligator Energy took overexploration of the Tin Camp CreekProject (ELs 24921, 24922, 25002)from Cameco Australia Pty Ltd inNovember 2010.

• In 2014 Alligator Energynegotiated a ‘buy-in’ JV withCameco for the Beatrice projectwhere Cameco retains a ‘buyback’ option if a significanturanium resource is found.

• Alligator Energy also have anumber of exploration licenceapplications which the NLC willprogress through establishedALRA process.

Achievements - Employment

• Over the past 5 yearsAlligator Energy hasemployed local 32 indigenousstaff.

• Indigenous employmentmostly as field assistants,some as kitchen hands.

• Local indigenous employmentcoordinated through the NLCand senior TraditionalAboriginal Owners:employment usually for 7-day swings, sometimeslonger.

Senior Traditional Aboriginal Owner conducting fieldwork inspection during

active drilling program

Achievements - Education

Alligator Energy has contributed more than $40,000 to regionaleducation through the Gunbalanya School and College over the past 7years with the following donation, sponsorship and engagementactivities:

• Student awards donation – Oct 2011;

• College vehicle lease donation – April 2012;

• Role models academy vehicle sponsorship – Sept 2013;

• School bus sponsorship - June 2014;

• Alligator Energy visit and presentation at Gunbalanya school –Aug 2015;

• School visit to Myra Camp – Aug 2016.

Achievements- Training

Alligator Energy conduct their own on-the-job training covering WHS,exploration fieldwork protocols, GPS , satellite phone and all terrainvehicle use.

Importantly employment prospects have been improved through capacitybuilding as several indigenous staff obtained material handling tickets,including:

• 2 x Bobcat (Skid-Steer) tickets;

• 1 x Backhoe ticket;

• 1 x Grader ticket;

• 2 x Excavator tickets;

• 1 x Front End Loader ticket.

Achievements- Land ManagementRanger Group Collaboration

• Alligator Energy inherited a number of weed issues on theirtenements which were likely to have originated from historicexploration activities conducted in the 70’s & 80’s. The mainproblem weeds in this area are Mission Grass and Mimosa.

• Alligator Energy have worked collaboratively with the NLCthrough the Warddeken, Njanjma and Kakadu Ranger Groups toestablish a weed eradication program on their tenements andthe wider area.

• Alligator Energy facilitated CSIRO visits to investigate a biologicalcontrol (moth) for Mimosa eradication.

Weed spraying along the main access to Myra Camp

Managing weeds: Mission Grass infestation at Caramal Prospect

Local Assistance at Kudjamundi Camp

Kudjamundi camp is aplace where TraditionalAboriginal Ownerscamp during the DrySeason.

This camp is locatedapprox. 2 Km from thecompanies explorationfield camp (MyraCamp).

Non-Exploration Improvements:Ranger Group Base

In collaboration with the NLC, Alligator Energy assisted theNjanjma Ranger Group establish a ranger group base at MikginjValley in 2016.

Alligator Energy provided labour, plant and other assistance to :

• Provide access (track clearing);

• Assist establish water supply;

• Install 4x long-drop toilets (fabricated in-house);

• Build a shower block and 4x toilet pads.

Site visits - Engagement

Drug and Alcohol Policy

Alligator Energy developed a site appropriate drug and alcohol policy in consultation with Traditional Owners and NLC, which applied to all workers. This consisted of-

• Operating a ‘dry’ camp.

• Random Breath testing

• Random drug testing using urine sampling test kits which screened for marijuana, amphetamines and other drugs

Challenges to Traditional Owner Employment

Money management – Key cards are often be collective property

not individual. Traditional Owner workers can often find

themselves in the situation whereby they are away working and

others are dipping into the account

Employment

Get to know your Traditional Owner workers!

Ask them what their financial goals are.

Think about if you can help them achieve their goal

Why has the NLC – Alligator Energy approach proven so successful?

• Alligator Energy have spent a long time listening toTraditional Aboriginal Owners to better understandtheir needs and aspirations (weed control,employment) ect;

• Developed strong working relationships with NLCand local indigenous organisations

• They have a fit for purpose drug and alcohol policy

• Respect culture and listen to Traditional AboriginalOwners.

Thank-You