Sustainability
We achieve Sustainability when everyone... Takes responsibility for the health, safety and welfare of self and others and takes the necessary action to minimise environmental
impacts. Identifies and understands relevant health, safety, environment and community risks. Builds and maintains meaningful, long-term relationships with internal and
external stakeholders.
Example Team Member Charter Values in Action
We are successful when every team member:
 Takes personal ownership of HSEC performance and adheres to our
mandatory controls and procedures
 Makes decisions that contribute to positive and enduring outcomes for
business and communities
 Identifies and always stops to check and correct if something does not look
right or does not comply with HSEC standards
 Reports any accident, illness, injury, unsafe or unhealthy condition, incident,
spill or release of hazardous material to the environment
 Takes steps to control HSEC risks and hazards associated with their work
 Verifies variations in HSEC, production and maintenance metrics and follows
up on deviations
Examples of behaviours that do not support Sustainability:
 Fails to report or challenge unsafe behaviours
 Blames others for HSEC incidents
 Undertakes work for which they are not trained, competent, medically fit or
sufficiently rested and alert to perform
 Does not follow established standards and procedures
Example Team Leader Charter Values in Action
We are successful when every team leader:
 Ensures HSEC considerations are applied to every decision made
 Spends time with the team to describe a compelling picture of what the future will look like
 Frequently talks about HSEC issues with energy and passion and role models behaviours consistent
with a commitment to excellence in HSEC performance
 Commits time to ensure appropriate planning, scheduling, training and tools have been provided to
improve HSEC and business practices
 Engages people in conversations about health, safety, environment and community issues
 Asks questions and verifies controls are in place to make sure risks are controlled
 Celebrates health, safety, environment and community successes
 Verifies that all team members are trained to do their job and know what is expected of them
Examples of behaviours that do not support Sustainability:
 Allows team members to be complacent or do things they are not competent to do
 Does not explain targets and plans for the team
 Prioritises production over HSEC
 Prioritises production over maintenance schedules
 Does not spend time developing meaningful, long-term stakeholder relationships
 Does not ask the right questions to diagnose potential risks or search for the root cause of an issue

Integrity
We act with Integrity when everyone…Acts in a way that is consistent with Our Charter values. Builds trust, can be relied on, stands by commitments and delivers on what is
expected for their role, even when faced with difficult or adverse situations.
Example Team Member Charter Values in Action
We are successful when every team member:
 Follows through on commitments
 Identifies and has the courage to stand up to any behaviour
that is not in line with Our Charter
 Follows correct procedures
 Is honest, forthright and transparent in communications
 Acts with humility and looks to learn from everyone in the
team
Examples of behaviours that do not support Integrity:
 Does not keep promises or deliver what has been
committed to
 Performs an act, even at the direction of a manager, that
compromises Our Charter values
 Takes shortcuts and does not admit mistakes or fault
 Engages in counterproductive or political behaviours
 Does not identify and discuss concerns
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Example Team Leader Charter Values in Action
We are successful when every team leader:
 Communicates openly and frequently
 Creates an environment that fosters transparency and doing the right thing
 Recognises others for having the courage to stand up when Our Charter values are not being
followed
 Demonstrates the courage to make tough decisions and have challenging conversations in
order to achieve a positive business outcome
 Admits when they are wrong, seeks feedback and strives to improve by learning from others
Examples of behaviours that do not support Integrity:
 Withholds information, does not identify and discuss issues or concerns and is inconsistent in
communications
 Does not demonstrate the courage and conviction to stand up for what is right
 Creates a siloed environment that does not promote learning or collaboration across
the business

Respect
We act with Respect when everyone... Works collaboratively with others within and across teams. Listens first and values the views of others. Demonstrates openness by
encouraging transparent discussions and promotes the diversity of ideas, gender, experience and ethnicity. Earns the trust of colleagues by treating them with care and courtesy,
even in difficult situations.
Example Team Member Charter Values in Action
We are successful when every team member:
 Actively listens, learns from and respects others by
encouraging open expression of thought or ideas
 Treats colleagues with dignity and courtesy
 Asks questions to seek understanding
 Values the contribution of a diverse workforce and
encourages inclusion by providing people with an opportunity
to provide input
 Builds and maintains relationships
Examples of behaviours that do not support Respect:
 Creates barriers that limit input and discussion
 Does not listen to or incorporate people’s perspectives
 Does not take a stand with others or address issues
 Does not regularly ask for feedback
 Calls other team members names, swears or shouts
 Uses or tolerates threats or intimidation at work
 Does not help out team mates
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Example Team Leader Charter Values in Action
We are successful when every team leader:
 Creates an environment of teamwork by proactively sharing knowledge, information and own
expertise and showing genuine interest when interacting with others
 Delegates appropriately to create opportunities that help others achieve their goals
 Openly encourages and role models sharing of information, removes obstacles and
recognises success
 Engages and enrols others in ideas and plans
 Encourages input from people on issues that will affect them when implementing changes
 Debates the issue or problem, not the person
Examples of behaviours that do not support Respect:
 Creates an environment that allows fear or intimidation to persist
 Does not get “out and about” to gather and share information
 Ignores conflicts or issues within the team without talking about them openly and honestly
 Does not seek or consider the input of others
 Dominates or cuts off conversations
 Gives negative feedback in front of others or is condescending

Performance
We achieve superior Performance when everyone... Delivers results through structured and rigorous planning, monitoring and execution. Drives to consistently improve and
learns through effective feedback and coaching. Shows passion for their work.
Example Team Member Charter Values in Action
We are successful when every team member:
 Sets challenging goals to enable ongoing improvement
 Applies process discipline by consistently planning well in advance
 Considers who should be involved, who will be affected, sets
realistic targets, builds in regular reviews, identifies and closes
gaps early, and measures progress
 Works to solve a problem
 Learns from experiences
 Acts in ways that promote operating discipline
Examples of behaviours that do not support Performance:
 Is not proactive and allows problems to continue
 Does not learn from mistakes
 Does not seek out further information or support when unable to
progress a task
 Does not hold peers accountable for performance
 Is not structured or rigorous in planning
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Example Team Leader Charter Values in Action
We are successful when every team leader:
 Inspires and motivates their team to high performance in line with the strategy
 Conducts regular and transparent reviews of performance
 Provides ongoing feedback and develops people for current and future roles
 Creates an environment that fosters operating discipline and functional excellence
 Sets clear KPIs regularly and tracks performance against KPIs
 Makes time to provide recognition to others in formal and informal situations
 Influences and persuades through discussion and content versus positional power
 Delivers business communications in a practical and empowering way
 Creates a positive environment that motivates the team; congratulates team members
when they have done a good job
 Makes good decisions by conditioning out what is not important
Examples of behaviours that do not support Performance:
 Does not take interest in the development of the team
 Fosters poor morale by not addressing issues and concerns as they arise
 Does not identify or align people to what is required to execute on time and to a superior
standard
 Fails to search for and consider facts when making decisions
 Does not provide clear and actionable feedback

Simplicity
We achieve Simplicity when everyone... Identifies and focuses on the critical few things that add the most value by making fact-based choices and prioritising effort. Adheres
to the prescribed method to do the work. Identifies ways to reduce complexity through standardisation and stopping low-value work.
Example Team Member Charter Values in Action
We are successful when every team member:
 Identifies the critical few things that add maximum value and focuses on
doing them well
 Executes in line with the proven work method or approach
 Can determine what is not important during decision making
 Manages and reduces complexity
 Shows courage to challenge and remove processes that do not add the
most value
 Prioritises their time and effort well
Examples of behaviours that do not support Simplicity:
 Uses complex language unnecessarily
 Does not look to learn from other areas of the business or make processes
more efficient or effective
 Does not provide others with the information they need to complete tasks
right the first time
 Does not support change and defends things on the basis of the status quo
 Focuses on activities that are not core to their role
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Example Team Leader Charter Values in Action
We are successful when every team leader:
 Organises work according to the prescribed organisation model
 Knows the business and executes in a standardised way by collaborating across
teams
 Organises work in line with the proven work method or approach
 Creates systems that enable simplicity and stops things that do not work in a
responsible way
 Actively manages those things that really make a difference to team results
 Understands where complexity or bureaucracy occurs and takes action to
simplify
 Empowers others to stop activities that waste time, resources or materials
Examples of behaviours that do not support Simplicity:
 Does not provide clear instruction or direction
 Is unable to effectively prioritise
 Does not identify or seize opportunities for improvement, or encourage others to
do so, when they arise
 Wastes people’s time with unnecessary meetings or inappropriate channels of
communication
 Does not simplify things for others, or ensure that they understand

Accountability
We are Accountable when everyone.... Establishes clear purpose and accountabilities. Holds self and others accountable to deliver on commitments. Demonstrates sound
judgement that enables positive business outcomes.
Example Team Member Charter Values in Action
We are successful when every team member:
 Takes personal responsibility by being clear on what needs to be
achieved, when and who is accountable for delivery
 Uses initiative to ensure things get done
 Delivers on commitments
 If unable to deliver, proactively gains agreement on new deliverables
 Demonstrates good judgement based on a solid understanding of the
business
Examples of behaviours that do not support Accountability:
 Does not deliver on time, blames others for mistakes or does not take
responsibility for actions
 Does not report errors or take responsibility for seeing things through
to completion
 Does not follow up with others and hold them accountable for agreed
actions
 Does not have a clear understanding about what they are accountable
for and does not seek to clarify
 Takes credit for the work of others
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Example Team Leader Charter Values in Action
We are successful when every team leader:
 Creates an environment where people take accountability
 Communicates clear accountabilities and measurable goals for individuals and the
team
 Encourages and supports people to take responsibility for their own performance
and the performance of the team
 Challenges individuals constructively about performance in a firm, but fair way
 Fosters a sense that people are responsible for the level of performance in their
business area
Is sought out by others for advice and solutions
Examples of behaviours that do not support Accountability:
 Does not clearly communicate expectations of what people are accountable for
delivering
 Does not hold people accountable for commitments
 Does not make himself/ herself regularly available to the team