Australasian Mining Review
Issue link: http://ebook.aprs.com.au/i/37922
16 Australian Cultural Heritage Management Giving the past a future in the mining boom Australian Cultural Heritage Management (ACHM) is playing a pivotal role in ensuring mining projects deliver profi table outcomes while fulfi lling their obligations under the various pieces of Aboriginal heritage legislation across Australia. T he nation’s leading heritage management fi rm specialises in managing the heritage requirements of mining projects and scores of other developments across Western Australia, Queensland, South Australia and Victoria. It sets the Australian benchmark for facilitating a consensus between miners, statutory authorities and indigenous groups ensuring projects meet their objectives while at the same investigating, protecting and preserving Aboriginal cultural heritage values. ACHM Chief Executive, Dr Neale Draper, said over the course of literally hundreds of projects, the company had consistently demonstrated an ability to deliver outcomes that satisfi ed all parties. “We would have the largest and most diverse permanent workforce in our line of business in the country and we have enormous depth of experience, particularly in senior staff and management,” Dr Draper said. “Our consultants are recognised leaders in their fields and no other firm in the cultural heritage management sector possesses such a broad range of experience, qualifications and expertise gained from all around the world.” Dr Draper said the company’s work for both native title groups and government regulatory departments also gave it an unparalleled understanding of the differing regulatory environments of each state and the perspective of Aboriginal stakeholder groups. “Our experience working with miners and other developers, Aboriginal groups and government agencies means we understand the perspectives and motivations of each stakeholder, thereby uniquely positioning us to facilitate a consensus for moving forward. “Few other cultural heritage management fi rms in Australia have the skills and experience in ensuring projects can progress without undue delay while demonstrating a commitment to respecting and preserving Aboriginal cultural heritage. “While we may have over 100 projects in progress at any one time, we can put people on the ground anywhere within a very short period, which is becoming more and more important for mining projects that are extremely time pushed.” ACHM currently employs approximately 50 full-time and 40 casual staff including some of the country’s most qualified and experienced archaeologists, anthropologists and geographic Information systems analysts. Executive Manager for Victoria, Dr Shaun Canning, said ACHM had a proven track record in delivering outcomes in projects ranging from exploration drilling surveys lasting just one or two days to greenfield open cut mine sites covering many thousands of hectares, and just about everything in between. “You name it: from railways and railway infrastructure, power lines, water infrastructure, roads and highways and residential and industrial developments. We’ve managed the heritage requirements for them all,” Dr Canning said. “Many of these are complex, politically charged projects that require significant expertise and skill to negotiate acceptable solutions for all parties.” ACHM’s project experience includes the Woodside Pluto Project and NWSJV gas processing plant extensions on the Pilbara Coast, as well as the Rio Tinto, BHP Billiton and Fortescue Metal Group iron ore mining and infrastructure development projects in the Pilbara. The company was also involved in helping to chart a way forward for the Oxiana Prominent Hill Mine, Illuka mineral sands projects and numerous wind power projects in Victoria and South Australia. ACHM has managed the cultural heritage management requirements for a wide range of major infrastructure projects such as the Burrup Service Corridors in Western Australia, water supply extensions in Perth, Adelaide, Melbourne and regional South Australia and Victoria, regional road and rail extensions in several states, water and electricity supply infrastructure in South Australia, Western Australia and Victoria. Dr Canning said ACHM was often “right at the nexus between the developer, the indigenous stakeholders and government approval authorities and our job is to manage the relationship between all of those parties. “It’s definitely about relationship management and ensuring everyone gets what they want, which quite often involves carefully balancing opposing and competing demands,” he said. “Our clients know they will get the best possible job in any given circumstance and the results of our work speak for themselves. We navigate a cost-effective way through the range of issues