The GrainCorp Foundation was established as an initiative of the GrainCorp Board, with the mission to represent the Company’s social responsibility to the communities - particularly rural and regional - in which GrainCorp staff, shareholders and customers live and work. Each regional division has also had a training officer appointed. This delivers a lot more on the ground capability for GrainCorp, in line with its commitment to ensuring all staff have access to training opportunities. Harvest training is now more thorough and better resourced to ensure that harvest runs smoothly and that all staff are aware of customer service expectations. This year, training also became a focus among management and administrative staff. Frontline Management Initiative competencies are slated to  be delivered as a series of workshops to the  management team.  The GrainCorp Foundation aims to support programs making a ‘real difference’ and support those regions in which GrainCorp’s stakeholders live and work. Perhaps most importantly, the Foundation aims to encourage optimism and positiveness within rural communities. Each year the Foundation receives one per cent of GrainCorp’s after tax profits. In 2001 the GrainCorp Foundation received $487,000. The first cycle of the Foundation has proved a great success, with monies allocated to a range of beneficial community projects and initiatives.  In another move to encourage professional  development of staff, a tertiary qualifications program  has been initiated. These included the Tottenham Central School who received $12,000 for a storage shed on its agricultural block and the Loddon Murray Community Leadership Program, which provides leadership courses in rural Victoria, was granted $6,500 annually for three years.  The Central West Youth Support Group in NSW, who support youth in rural areas by providing recreational  and educational programs will also be furnished with substantial funds over two years. The Country Education Foundation will receive $125,000 a year for three years. One of the major challenges confronting GrainCorp in the past 12 months has been reviewing the different industrial relations instruments that exist in NSW and Victoria and finding commonality between the two. With nine separate workplace agreements now covered inside GrainCorp, this process is ongoing. GrainCorp is continuing to ensure that its industrial instruments are in place in such a manner that the Company is able to respond to commercial initiatives.  As industrial relations continues on its path towards a more legally based system, GrainCorp is working with unions and employee groups to achieve the highest  levels of productivity. Industrial Relations Training - continued Our People Growing Communities  GrainCorp 2001 Annual Report 28