Tracking Development - Rio Tinto - Qit Madagascar Minerals

Tracking Development
A collection of QIT Madagascar Minerals’ (QMM) socioeconomic contributions

Tracking Development
A collection of QIT Madagascar Minerals’ (QMM) socioeconomic contributions

Executive summary.......................6
Introduction..............................10
A Partnership....................................10
The Exploration & study Phase
1986 - 2005
A Unique Context.......................................14
The Red Island...................................................14
The Anosy Region..............................................16
QMM at a Glance...............................................17
REGIONAL PLANNING...................................18
Background of the project............................18
Public Consultations.......................................19
Planning the Region’s Development...............21
the Global Development Alliance...................22
A Growth Pole...................................................22
The Regional Development Committee...........23
The Construction Phase
2006 - 2009
managing the impacts................................26
stimulating local employment.........................27
monitoring inflation and migration.................27
Promoting healthy behaviour...........................28
infrastructural change.........................30
A Resettlement action plan.............................30
A weir and the andrakaraka fishermen.............33

The production Phase
2009 - present
supporting a healthy community................36
encouraging educational opportunities...38
maximising the economic impact..................42
ensuring sustainable development............46
.
managing natural resources......................54
fostering good governance......................58
The future
Long-Term SUSTAINABILITY.................................62
The flagship programmes: fagneva and pdi.............62
A regional mining foundation....................................63
The importance of stakeholder engagement..........64
THE NEXT Mining ZONES......................................66
Sainte LUCE and petriky...............................................66
Conclusion..........................................................68
Useful Abbreviations and Acronyms.........................69
Sources.......................................................................70

The Production Phase
executive summary
QIT Madagascar Minerals (QMM), a joint venture between
Rio Tinto (80 per cent) and the Government of Madagascar
(20 per cent), has been active in the Anosy region of
southeastern Madagascar since 1986. An exceedingly poor
and isolated area, the Anosy region is environmentally fragile
and faces major social challenges. Given this context, QMM
has made social and environmental action a central theme
to good business policy. Recognising that any large project
in an economically deprived area will have both positive and
negative impacts, Rio Tinto, and QMM in particular, has made
transparent, measurable commitments to ensure its actions
generate a net positive improvement for local society and the
environment. QMM is working to maintain its commitments
over the next fifty years of expected production, as the
company will be held accountable to these commitments.
QMM understands it must fulfil its obligations to communities
directly affected by the project, as well as ensure it contributes
to the overall development of the region. However, it has never
been QMM’s objective to become a regional development
agency, as this role is politically inappropriate, unsustainable
and ill suited to the capacities and experience of the company.
While QMM is working to contribute to the sustainable social
well being of the host region’s population, its main challenge
is to manage expectations as to what the project can and
cannot provide. Thus, QMM has also worked to establish clear
boundaries regarding its commitments and responsibilities.
This allows QMM to operate more productively and ensure
its investments generate sustainable socioeconomic and
environmental benefits for the Anosy region and Madagascar.
This social narrative is written 25 years later to capture
the history of QMM with regards to its efforts promoting
sustainable development in the Anosy region. Although, in
its brevity, this narrative cannot possibly embody everything
that has taken place, nor the intricacies of Madagascar’s social
context and QMM’s role in it, this piece captures the actions
implemented, challenges encountered and progress made
pertaining to socioeconomic development. Current initiatives,
as well as future plans, are highlighted. Recognising QMM’s
interventions have taken place in a context involving many
different partners, this summary primarily focuses on QMM’s
activities and its role in these activities.
The QMM project is a mineral sand mining operation
extracting ilmenite and zirsill (zircon mixed with sillimanite)
from coastal plain sand located across three separate
deposits near the city of Tolagnaro, commonly known as Fort
Dauphin. Rio Tinto, a leading global mining group, undertook
the first ilmenite exploration in the late 1980s. Realising the
area’s mineral potential, QMM embarked on extensive social
and environmental impact assessments (SEIAs). To learn
from public dialogue and to explain the project through
6

executive summary
direct discourse, public consultations were widely held with
interested and affected parties at the local, regional, national
and international level beginning in 1998. Recognising
sustainable socioeconomic and environmental benefits
could flow from QMM investment only if it was part of a
long-term regional development strategy, the project was
designed to function as part of a multi-partnership effort
involving government officials, civil society organisations,
international donor agencies and the private sector. Special
attention was paid to integrating the project in a regional
development context. QMM sponsored a far-reaching Plan
de Développement Régional (PDR, or Regional Development
Plan) and the Comité Régional de Développement (CRD,
or Regional Development Committee) was formed to lead
the planning process. Alliances were forged with key actors
working in the region, including the United States Agency for
International Development (USAID) and the World Bank.
(see The Exploration & study Phase, p. 12-23.)
In late 2006, the project entered its initial construction
phase at the first mining site of Mandena. The first and
single largest industrial development project ever carried
out in Madagascar, investment totalled US$931 million, with
US$675 million going towards mining infrastructures and
US$256 million towards the establishment of the new Port
of Ehoala. The construction phase spanned three years and
brought about rapid and drastic change to the Anosy region.
An unprecedented level of economic activity was generated,
directly creating approximately 4,500 jobs, while indirectly
inducing up to three times as many jobs. The sudden
intensity in economic activity also caused inflation, especially
evident in the price of housing and food commodities,
which in turn impacted most heavily on the very poor.
Measures were taken to mitigate impacts, including the
supply management of rice, Madagascar’s staple crop, and
price monitoring of other major commodities. Additionally,
mass sensitisation and awareness campaigns were organised
to convey prevention messages about HIV/AIDS. As some
of the infrastructures necessitated the resettlement of local
communities, a programme benefiting Persons Affected by
the Project (PAPs) was implemented focusing on livelihood
restoration and development. (See The Construction
Phase, p. 24-33.)
QMM’s investments are those of a socially responsible
enterprise. Numerous initiatives encompassing health,
education, economic empowerment, good governance,
sustainable development and natural resource management
are currently being carried out.
Whether at the workplace or in the communities with
which QMM is involved, activities involving health promotion
are of paramount importance to the company. The fight
against HIV/AIDS and sexually transmitted infections
(STIs) has been a cornerstone of QMM’s interventions in
the Fort Dauphin area. Condoms, as well as Information,
Education and Communication (IEC) materials, are always
readily accessible and available to employees across all sites.
Wellness campaigns, in which volunteer peer educators
sensitise target populations on key health issues such as
HIV, STIs, malaria and diarrhoeal diseases, while distributing
condoms, chlorine solution (Sur Eau) and mosquito nets,
are frequently sponsored by QMM. Water wells and health
centres have been installed and constructed in communities
previously without these basic facilities. Acknowledging the
importance of maternal and child health, QMM finances a
mother and child health programme and is an active partner
with the Ministry of Health in the biannual and nationwide
Mother and Child Health Week. (See The Production
Phase, Supporting a Healthy Community, p. 36-37.)
7

executive summary
Recognising the shortcomings of local educational facilities,
QMM has funded the construction and rehabilitation of public
schools in its neighbour communities. Offering scholarships
and financing literacy programmes, many who never had the
possibility to attend or complete school are being given a
chance. To build people’s capacity so everyone has an equal
opportunity to be involved in the project, a first-of-its-kind
vocational and technical training centre was opened in
2007. For students who wish to apply their studies through
practical training, an apprenticeship programme commenced
at Mandena in 2010. QMM invests in its employees and
numerous technical and leadership trainings have taken place
internally and externally, within the region, across Madagascar
and abroad. (See The Production Phase, Encouraging
Educational Opportunities, p. 38-41.)
Economic development, through the recruitment of local
personnel, the construction of new infrastructure or the local
procurement of goods and services, is essential for the Anosy
region. QMM has adopted a hiring process intended to grant
preference to local applicants. Over 90 per cent of current
employees are Malagasy. In 2011, of the 652 total direct
hires, 70 per cent were recruited from the region. For those
who do not have a particular skill set or qualification, HIMO
projects (Haute Intensité de Main d’Oeuvre or High Intensity
Labour Projects) are being carried out, generating hundreds
of jobs. To enable local businesses to continually develop
technical and managerial skills, QMM participates in various
support and capacity building sessions. As one of the primary
obstacles to local participation in economic opportunities
was the absence of microfinance, in 2007 the region’s first
microfinance institution was established. In April 2010, QMM
transferred its original 50 shares from the institution to three
farmers’ associations for future development. Infrastructure,
most notably the Port of Ehoala, but also roads, electricity and
a potable water treatment plant, have been constructed and
are operational. Access to this infrastructure is shared with
the public. Situated as the principal structure for economic
development in the region, Madagascar’s second largest
port, the Port of Ehoala, offers opportunities for agricultural
production and business development, while acting as a
catalyst for investment in the region and country as a whole.
(See The Production Phase, Maximising the Economic
Impact, p. 42-45.)
Sustainable development is a cornerstone of QMM’s
approach to business. The company is committed to
supporting activities that contribute to more prosperous
communities. To improve local living standards and enhance
livelihoods, QMM launched two flagship programmes
with annual budgets totalling over US$1.5 million.
The Programme de Développement Intégré (PDI, or
Integrated Development Programme), managed jointly
with government representatives, promotes incomegenerating
activities, alleviating pressure on natural resources
and improving income-levels of the population residing
around mining and mining-related activities. Over 2,000
participants across 33 villages in the rural communities
bordering Mandena are currently involved in 17 projects
including animal husbandry, vegetable cultivation, fisheries
and handicraft production. The Fagneva programme, a fiveyear
community plan with interventions in Fort Dauphin
and its immediate surroundings, was launched in 2010.
This collaborative effort with government representatives,
community representatives, the private sector, NGOs
(non-governmental organisations) and QMM includes six
projects targeting governance, sports and culture, education,
security, sanitation and economic development. (See The
Production Phase, Ensuring Sustainable Development,
p. 46-53.)
8

executive summary
To achieve a Net Positive Impact (NPI) on biodiversity,
QMM has engaged in programmes including conservation,
rehabilitation, restoration and natural resource management.
Over 1.5 million trees have been cultivated in the region’s
largest tree nursery at Mandena and replanted, providing
a sustainable source of fuel for the local population and
reducing pressure on remaining fragments of natural forest.
To co-manage natural resources and conservation zones,
the dina, a traditional and uniquely Malagasy social contract,
has been established. Management committees have been
formed by the communities, government and QMM in each
of the mining sites to apply and enforce the dina. Recognising
the importance of environmental education, especially for
Madagascar’s future generations, QMM has planted green
spaces around primary schools and distributed learning
materials which communicate the importance of protecting
Madagascar’s unique natural environment. (See The Production
Phase, Managing Natural Resources, p. 54-57.)
Since March 2009 Madagascar has experienced political
instability. The socioeconomic repercussions have had
wide-ranging impacts on the project and have complicated
relationships with stakeholders, positioning QMM in a very
different context than ever anticipated. Deutsche Gesellschaft
für Internationale Zusammenarbeit (GIZ) and QMM have
signed a partnership agreement and are working together to
promote good governance and economic diversification in
the communities living around mining activities. As stipulated
in the Mining Code, royalties, taxes and dividends are being
distributed at the national, regional and local level. GIZ and
QMM are supporting the Extractive Industry’s Transparency
Initiative (EITI), with capacities in participatory planning and
budgeting being strengthened and public awareness about
the importance of the EITI generated. (see The Production
Phase, Fostering Good Governance, p. 58-59.)
The QMM project is anticipated to span over 50 years,
from operation to closure. QMM is investing for the longterm
and remains committed to the region’s development
and to the project delivering positive outcomes. QMM’s two
flagship programmes, the PDI and the Fagneva programme,
will continue to strengthen people’s livelihoods and promote
socioeconomic development. To ensure sustainability of
the programmes, QMM recommends the establishment
of a regional mining foundation to capitalise on part of
the royalties. Applied correctly, the foundation can be the
principal vehicle to share the benefits derived from mineral
production with communities and the means to work towards
effective, balanced and equitable development in the Anosy
region. Understanding the need to continue strengthening
stakeholder engagement, a Conseil des Parties Prenantes
(CPP, or Stakeholders Council) composed of government
members, civil society and QMM, has been established as
an important component in the recently developed Conflict
Prevention Strategy. As the company’s profitability will
depend on exploitation of all three orebodies, the next mining
zones of Sainte Luce and Petriky will later be developed.
QMM has had an active presence within these communities
for many years and will continue to do so, explaining the
project, preparing the population for the changes to come
and building positive relations based on respect, trust and
mutual understanding. (See The Future, p. 60-67.)
The 230 hectare Mandena conservation zone
shelters 414 plant species, 21 species of mammals,
40 species of reptiles and 44 species of birds.
9

The Production Phase
introduction
The QIT Madagascar Minerals (QMM) project is an
undertaking that has spanned several decades, with the first
activity beginning in the mid-1980s. Located in a fragile and
declining physical, biological and social environment in the
remote Anosy region of southeastern Madagascar, the project
represents a large-scale and long-term investment in fixed
capital. As the first extensive mining project in Madagascar,
QMM is committed to setting a high standard of social and
environmental stewardship and to maintaining this standard
throughout the project. QMM has made measureable,
transparent commitments to the population directly affected
by the project, with initiatives aimed squarely at achieving
sustainable development. QMM is further contributing to
the region’s overall development. From the earliest onset of
the project, QMM recognised sustainable socioeconomic and
environmental benefits could flow from its investment only
if it were firstly, part of a long-term regional development
strategy and secondly, part of development efforts involving
government, international donor agencies and civil society.
Thus, QMM has sought to ensure and has given significant
support to regional planning, local ownership of development
efforts and increasing investment from donors.
Understanding the significance of collective efforts to work
towards shared development goals, QMM strives to create
durable partnerships and sustainable relationships built
on trust and mutual respect. Through risk assessments
for local populations affected by construction and mining,
social and environmental impact studies and mitigation and
development measures to improve people’s livelihoods,
QMM is invested in the long-term. Acting responsibly results
in long-term business benefits, thus QMM strives to maintain
a responsible and supportive work environment.
As a Rio Tinto company, QMM has made a strategic
commitment to sustainable development. QMM policy
prescribes that its activities contribute constructively to the
company’s global transition to sustainable development. In
this social narrative, QMM’s commitment is explored through
the many initiatives specifically targeted toward this goal.
A Partnership
QMM and Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ), a federally owned enterprise
supporting the German government in achieving its objectives
in the field of international cooperation for sustainable
development, are working together to promote local good
governance and economic diversification in the communities
bordering mining activities in the Anosy region of Madagascar.
GIZ, with its well-established country and international
experience, and QMM have signed a partnership agreement.
This publication has been made possible through GIZ and
QMM’s partnership.
10

Anosy is an exceedingly poor and isolated
region of Madagascar.
11

The exploration Phase
Rice is Madagascar’s staple crop,
eaten at almost every meal.
12

The Exploration &
Study Phase
1986 - 2005
A Unique Context
The Red Island
The Anosy Region
QMM at a Glance
Regional Planning
Background of the Project
Public Consultations
Planning the Region’s Development
The Global Development Alliance
A Growth Pole
The Regional Development Committee
13

The Production Phase
a unique context
The Red Island
Located in the Indian Ocean, Madagascar is the fourth largest
island in the world, after Greenland, New Guinea and Borneo.
With a high, central plateau and thousands of kilometres
of white, sandy beaches spanning its pristine coastline,
Madagascar stretches 1,500 kilometres (km) north to south
and 500km east to west. Eighteen ethnic groups makeup the
current population of 22 million, and all inhabitants share the
common language of Malagasy, spoken in various dialects 1 .
biodiversity. Unique, rare, and in many cases endemic species
of flora and fauna inhabit the island. However, it is one of
the most threatened ecosystems on the planet. Only ten to
15 per cent of Madagascar’s land mass is covered by forest
and what remains continues to be cut down or burned at a
high rate 4 . As a result of its rapid environmental degradation
and high concentration of unique species, Madagascar is
considered to be a global biodiversity “hotspot.”
Despite its image as a tropical paradise, Madagascar is
one of the poorest countries in the world, with an annual
gross national income per capita of US$420 1 . Ranking 151
out of 187 countries in the 2011 United Nations Human
Development Index (HDI) 2 , 68 per cent of the population
is estimated to live below the international poverty line of
US$1.25 per day. Life expectancy is 61 years and the underfive
mortality rate is 58 per 1,000 live births, with an infant
mortality rate of 41 per 1,000 live births 3 .
Due to its impoverished state, the majority of Madagascar’s
population depend on natural resources for their daily survival.
Cast adrift from the east coast of mainland Africa more
than 140 million years ago and isolated from the rest of the
world, Madagascar, a place unlike any other, has tremendous
14

The Production Phase
The city of Fort Dauphin is located
on a short, narrow peninsula at the
southeastern tip of Madagascar.
15

The Production Phase
The Anosy Region
Madagascar is composed of 22 regions. The QMM project is
located in the Anosy region of southeastern Madagascar, covering
25,000 square kilometres. Two main ethnic groups, the Antanosy
and Antandroy, makeup the population of approximately 550,000.
The largest city and capital of Anosy, Tolagnaro, commonly referred
to as Fort Dauphin, has a population of approximately 75,000.
Once the most viable French settlement in Madagascar, Fort
Dauphin is one of the least developed urban centres in the country.
Far from the capital of Antananarivo and virtually inaccessible by
land due to extremely poor roads, all socioeconomic indicators
related to poverty are present. Very low school enrolment rates,
limited access to health care and high rates of unemployment
characterise the region. Physical infrastructure and social wellbeing
in Anosy continue to decline and deteriorate in one of the
poorest areas in an already impoverished country.
Anosy is a wet region, with varied agricultural practices. The
communes of Ampasy Nahampoana and Mandromondromotra
border the first QMM mining site of Mandena, approximately
10km from Fort Dauphin. Although no villages were located on
the ilmenite deposit, approximately 15,000 people currently live
within a few kilometres of the mining zone. The communes are
primarily dependent on agriculture, producing and harvesting
rice, fruit, vegetables and spices, while coastal communities rely
mainly on fishing and lobstering. The surrounding forests have
historically been a source of wood for construction, fuel and
charcoal production. They are also home to medicinal plants
and honey bees. Reeds (mahampy in Malagasy) harvested from
wetlands are commonly used for weaving material for baskets,
mats and other crafts. Zebu, domestic cattle with a fatty hump
on their shoulders, are regularly found grazing around the
deposit. The littoral forests where the mining zones are located
are also a particularly threatened forest type, containing highly
localised plant and animal species.
16

The exploration & study Phase
QMM At A Glance
Rio Tinto is a leading global mining group, combining Rio
Tinto plc, a London listed public company, with headquarters
in the United Kingdom, and Rio Tinto Limited, listed on
the Australian Stock Exchange, with executive offices in
Melbourne. The two companies are joined in a dual listed
companies (DLC) structure as a single economic entity, called
the Rio Tinto Group 7 . With several operating assets across
the globe and Africa, QMM is one such venture. QMM is 80
per cent owned by Rio Tinto and 20 per cent owned by the
Government of Madagascar.
The project, with a total lifespan of approximately 50 years,
is a heavy mineral sand mining operation extracting ilmenite
and zirsill (zircon mixed with sillimanite) from silica sand
covering an area of 6,000 hectares (ha). Located in three
blocks over a distance of approximately 60km parallel to the
coast, current mining activity is taking place at the 2000ha
Mandena site. Other deposits are found at Sainte Luce and
Petriky. The deposits contain nearly 70 million tonnes of
ilmenite. This quantity accounts for approximately ten per
cent of the world’s deposits. The ilmenite contains 60 per
cent titanium dioxide, making it higher quality than most
other global sources. The minerals are shipped through the
Port of Ehoala to Rio Tinto’s processing facilities in Canada.
Once upgraded, the raw material produces a new 90 per
cent titanium dioxide chloride slag, which is then sold to
titanium pigment producers and used as a white finish in
paints, plastics, paper and dyes 7 . Rio Tinto has invested in a
long-life mine and profitability will depend on exploitation of
all three orebodies.
The Mandena mining complex includes a floating separation
unit connected to a dredge, a mineral separation plant (MSP),
a storeroom, a power plant and a weir.
17

The Production Phase
The exploration Phase
Regional Planning
“The aim has been to develop a project that will meet high environmental and social
standards and to maintain the same high standards throughout the life of the project 8 .”
Background of the project
1950’s:
1986:
1990-1992:
1998:
2001:
2003-2005:
2005:
The existence of mineralised sand deposits in south-eastern Madagascar is confirmed.
Geological prospecting is initiated by Rio Tinto, focusing on Mandena, Sainte Luce and Petriky zones.
Independent baseline social and environmental studies are commissioned.
The Framework Agreement, ratified and enacted by the National Assembly of Madagascar, establishes
the legal and fiscal framework of the project and defines the rights and obligations of the
government and QMM, specifically regarding the Social and Environmental Impact Assessment (SEIA).
The SEIA is submitted to the Government of Madagascar. Six months later, the environmental permit
is granted to QMM.
Feasibility reports are carried out to determine whether the context fosters a compatible
investment climate.
The decision to invest US$585 million in the construction of the mine, port and roads, with an
expected lifespan of 50 years, is made by Rio Tinto.
18

The exploration & study Phase
Public Consultations
To plan and develop the project, QMM took significant steps to
learn from public dialogue. Public consultations were carried
out with the local population, regional and national authorities,
environmental non-governmental organisations (NGOs) and
international development agencies. Such efforts were aimed
at gathering essential knowledge and building constituency
through a transparent and open process. The consultations
were also an opportunity to explain the project through direct
discourse at the village level and to clarify the changes to come.
This was a daunting challenge, as people had no reference point
to comprehend the transformation the mine would produce.
Independent baseline social and environmental studies were
carried out between 1990 and 1992. Interested and affected
parties were extensively consulted at the local, regional and
national level before the Social and Environmental Impact
Public consultations were carried out extensively at the local level,
with over 120 villages included in the process (Picture from 2000).
Assessment (SEIA) study programme was initiated in 1998.
Throughout the process, particular attention was given to
populations presumed to be most impacted by the project.
To prepare an inclusive and fully informed SEIA and define its
terms of reference, which was submitted to the Government
of Madagascar for acquisition of an environmental permit
for Mandena, views, opinions and knowledge of the local
population was gathered. The public consultations were a
mechanism for permanent and open dialogue; a means to
build trust and foster mutual respect, allowing involvement
of all parties in the planning process. Conforming to social
organisational structures common to Madagascar and
allowing residents to express their views outside of formal
public meetings, QMM ensured close proximity with
interested populations within their environments, often
eating, drinking and living in the villages. Question and answer
sessions, in which communities could discuss their concerns,
fears, expectations and hopes, were an integral element of the
consultations. All individuals, women alike, were able to voice
their opinions. Information obtained from the sessions was
documented by staff working on the project and validated
back to the community. Over 120 villages were included in
the process, carried out in two rounds, through hundreds of
hours of extensive fieldwork.
A governmental entity, Le Commissariat Général pour le
Développement Intégré du Sud (CGDIS), was established to
lead the planning process in the region. Roles and responsibilities
of all stakeholders, partners and QMM were noted and
clarified. Obligations and commitments were established and
clearly defined. Potential impacts, both positive and negative,
were identified and explained and all stakeholders became
involved in mitigation and maximisation measures.
19

The exploration & study Phase
The consultations enriched the SEIA study programme and
the project development process. Traditional and practical
knowledge impacted decisions and provided solutions during
planning. Major components of the project were modified
and redesigned due to information gathered during the
consultations. For example, the originally envisaged location of
the Port of Ehoala and haul roads were revised. Other design
changes addressed many of the social and environmental
concerns and enabled the project to become more
compatible with the economic development aspirations of the
region. National and international specialists were consulted
concerning social and environmental aspects, with many
NGOs included throughout the process.
Expectations of the local population
The population’s concerns, fears, expectations and hopes
predominated the local consultations. Some expectations
fell under QMM’s responsibility, while others were
the responsibility of the government. For this reason,
government officials collaborated with QMM throughout
the process. When concerns were expressed, they were
noted and addressed by the respective parties.
The biggest challenge during the consultation process,
which is ongoing, was to establish realistic expectations
and to manage them effectively. No roadmap existed on
how to achieve this under the social conditions prevailing
in Anosy.
The local population was primarily concerned with
recruitment. The promise of jobs and the economic
benefits QMM would bring to the region was widely
acknowledged and well received. Whenever possible,
residents requested QMM hire locally before recruiting
outside of the region. QMM made repeated efforts to
communicate a relatively small number of permanent
jobs would be created (eg after the construction phase).
In spite of these efforts, expectations have proved
difficult to manage.
The public consultations allowed all individuals to voice their
opinions and participate in public dialogue (Picture from 2000).
The improvement of health and educational resources,
as well as infrastructure, most notably roads for opening
up the region and generating opportunities for future
growth, were also commonly voiced.
20

The exploration & study Phase
Planning the Region’s Development
Recognising the need to plan the development of the region
in the context of a large mining project, the local prefect,
other community leaders and QMM, with support from
the World Bank, initiated a regional planning process in
1999. The process gained the support of a wide range of
stakeholders; local community members, government officials,
donors, including the United States Agency for International
Development (USAID), the European Union (EU) and
the World Bank, local businesses and NGOs. The Comité
Régional de Développement (CRD, or Regional Development
Committee) was elected to lead the planning process.
The CRD functioned as a platform for dialogue between all
stakeholders for the sustainable development of the Anosy
region. The CRD established a structure and process to
prepare the Plan de Développement Régional (PDR, or
Regional Development Plan). The process covered all areas,
economic, social, environment and infrastructure, and identified
key commercial sectors intended to stimulate economic
growth. The PDR evaluated two different scenarios; a first that
would include the QMM project in development planning for
the Anosy region and a second that would factor it out of the
equation. Its conclusion considered QMM and its infrastructure,
such as the Port of Ehoala, as the main engine for the vehicle of
regional development. However, it was recognised the region
and its partners must build the rest of the vehicle in order to
establish a synergy between the mine and other economic
sectors. Agriculture was identified as the base for long-term
sustainable development of the region and as the most likely
economic opportunity for subsistence and employment.
Tourism, mining, fishing and lobstering were also pinpointed
as planned economic activities to stimulate the economy and
create jobs. Improved infrastructure was acknowledged as an
important component needed to promote this growth.
A goal of the CRD was to operate as locally as possible,
with representation at the commune level across the region.
Once the PDR established an economic vision at the macro
level, this vision was to be implemented on the micro level,
involving communes, developing small enterprises and
allowing local achievements to shape the global goal. By
developing the local market and incorporating it into larger
investments, the PDR’s initiatives hoped to contribute to
long-term development of the region.
One of many Comité Régional de Développement (CRD, or Regional Development Committee) meetings held during the committee’s
operating period (Picture from 2000).
21

The exploration & study Phase
The Global Development Alliance
A Growth Pole
In 2001, the Global Development Alliance (GDA) was
launched, establishing a public-private alliance between USAID
and QMM and contributing directly to the achievement of
priorities outlined in the PDR. The USAID-QMM alliance
set out to “address some of the root causes of poverty and
environmental degradation in the region of Fort Dauphin, one
of USAID’s priority eco-regions. The alliance also served to
bridge economic growth and natural resources conservation and
management.” Motivated by “the deep poverty of Malagasy
people, especially in the region of Fort Dauphin, exacerbated
by their vulnerability to recurrent natural disasters, continued
food insecurity, and shortcomings in government management
of social sector priorities,” USAID’s primary objective was
to “manage Madagascar’s rich natural resources, notably its
unique biodiversity, which is of immeasurable global importance,”
while QMM’s primary objective was to “ensure the mining
investment will serve as an economic engine for the region,
while also contributing to the long-term resolution of social
and environmental issues 9 .” QMM’s responsibilities included
supporting regional stakeholders in validating and finalising the
PDR and assisting communes in developing their communal
development plans. To support local communities manage
their natural resources, QMM agreed to help contribute to
the sustainable supply of wood and alternative energy sources
for the population. QMM also pledged to provide technical
assistance to the regional HIV/STI Coordination Committee
and guarantee Fort Dauphin’s use as a behavioural and
surveillance site.
The presence of QMM and the regional planning process
initiated through the CRD enabled the Anosy region to
become one of three Pôle Intégré de Croissance (PIC, or
Integrated Growth Poles) in the World Bank programme
beginning in 2005. The growth pole model linked public-private
development investments in three areas of Madagascar, Fort
Dauphin, Nosy Be and Antsirabe. The growth poles centred on
mining, public infrastructure, tourism and industrial parks and
were intended to have catalytic and demonstrative impacts on
other regions of Madagascar. To open up the isolated Anosy
region, facilitate growth in tourism and agribusiness and to
catalyse private sector growth in the mining sector, the World
Bank partially funded the construction of the Port of Ehoala,
as well as contributed to road construction, capacity building
and training programmes in Fort Dauphin. Additionally, the
CRD and regional planning process, including the formation
of the PDR, were heavily supported by the World Bank PIC
programme.
““The mining project had been designed to
function as one part of a multi-partnership
effort involving national, regional
and local governments, international
development and civil society organisations
and the Regional Development Committee 10 .”
QMM actively participated in regional development planning to avoid creating the isolated “enclaves” of
development that had characterised so many extractive industry investments in developing countries 11 .
”
22

The exploration & study Phase
The Regional Development Committee
The CRD, composed mainly of members of civil society,
was a key development actor in the Anosy region and an
indispensable catalyst to the formulation of the Anosy regional
development strategy and plan. Its broadly representative
makeup granted it legitimacy. Its capacity to bring together
community members to discuss issues, challenges, constraints,
resource needs and priorities was an important factor in
the selection of Fort Dauphin for a significant growth pole
investment and a national development priority 10 .
Unfortunately, the CRD has become virtually inactive. The
departure of key members and the termination of direct
funding from partners such as the World Bank, USAID, the
EU and QMM had decreased the level of activity before the
national political crisis. Practical activity ceased altogether with
the onset of the crisis in March 2009. Without an effective
CRD, the region has been left without a region-based, multistakeholder
platform for the formulation of regional strategy
and planning. However, within the last year efforts have been
made to reassemble the CRD.
““QMM paid special attention to
inserting the project in a regional
development context with the double
objective of preparing the region to
receive a large-scale investment while
simultaneously creating synergies
with other economic activities that
could develop in parallel 8 .”
”
Today, the CRD has reverted to its initial composition,
with volunteers from different entities gathering on an
informal and voluntary basis. A small group, including QMM
representatives, are formulating a plan for a restructured CRD,
which will avoid previous heavy structure and transaction
costs and function with greater flexibility and agility. The need
for technical support, which previously existed under USAID
and the World Bank PIC programme, is great. However, local
groups are working together to define priority actions and
create an action plan, proof there still exists a shared desire
to reinvigorate a regional development platform for Anosy.
23

The exploration Phase
Logistics was a major challenge during the construction
phase, with all material brought through Fort Dauphin’s
decaying port before the Port of Ehoala was constructed.
24

The construction Phase
2006 - 2009
managing the impacts
Stimulating local employment
monitoring inflation and migration
Promoting healthy behaviour
infrastructural change
A Resettlement action plan
A weir and the andrakaraka fishermen
25

The Production Phase
managing the impacts
Construction of Mandena and additional mine-related
infrastructure began in 2006. Spanning three years, a
comparatively short period relative to the mine’s expected
life, the construction phase brought about far-reaching change
to the Anosy region. Thousands of jobs were generated for
the local and national population, numerous trainings were
conducted and capacities strengthened, all within a proper safety
culture. However, the construction boom also prompted inmigration
and inflation, while exacerbating regional inequalities
and generating resentment. Problems and increased hardships
were inevitable, yet mitigation measures and positive actions
produced overall impacts much better than anticipated.
“The QMM project was the first and
largest single industrial development
project ever carried out in Madagascar.
The construction phase generated
an unprecedented level of economic
activity in the Anosy region, creating
approximately 4,500 jobs and up to
three times as many induced jobs.
Infrastructure included:
--
The mining complex at Mandena
--
A power station and fuel deposit
--
A weir to ensure the availability of fresh
water
--
A public utility port for shipping the
ore, serving simultaneously as a public
and multi-purpose port
--
A haul road linking the port and the
mining site
--
Accommodation infrastructures for
employees and their families
Investments totalled US$931 million;
US$675 million for the mining
infrastructure and US$256 million for the
port, with the World bank contributing
US$35 million through the PIC Programme.
26

The construction Phase
stimulating Local Employment
Although skilled positions were generally externally recruited,
all unskilled or semi-skilled labour was recruited locally; of
the 4,500 total jobs, 3,600 positions were filled by Malagasy
people, of which 70 per cent were from the Anosy region.
To prepare for the construction phase of the project, a
qualitative aptitude test, the Dover test, was administered to
interested local applicants. The test was conducted to screen
and quantify available candidates above a certain threshold,
assessing hand-eye coordination, short training time and
retention of acquired skills over time. This enabled QMM to
select the most suitable applicants and provide a pre-selected
list of potential employees to contractors, ensuring effective
and efficient local recruitment.
A key challenge was the safety and training of employees,
many of whom were farmers and fisherman who had
never worked on a construction site before. This was done
successfully, with over 14 months without a Lost Time Injury
and the lowest All Industry Frequency Rate in the Rio Tinto
Group. As a result, the project was awarded the Chief Safety
Award “in recognition of efforts taken to achieve outstanding
safety performance and a sustaining safety culture.”
Monitoring Inflation and Migration
QMM is committed to mitigating any potential negative
impacts its operations could have on the Anosy region.
To manage inflation, QMM monitored the prices of major
commodities in Fort Dauphin between 2005 and 2008
through a contract with the Institut National de Statistique de
Madagascar (INSTAT, or National Institute of Statistics). The
changes in consumer prices in the region before and during
construction were examined. Studies also compared prices in
Fort Dauphin with those of other major cities in Madagascar
over a designated period of time. The data was then made
available to partners and local NGOs. To improve the quality
of information, QMM introduced a “mystery shopper”
programme, whereby residents from Fort Dauphin’s poorest
areas were given a small amount of shopping money once
per week. Purchasing specific products from different
markets, they reported the costs and kept the goods as
compensation.
Rice is the staple food and crop in Madagascar. During
the lean season, typically from October to April, rice
shortages have been recorded in Fort Dauphin. Recognising
a population influx could have an effect on rice availability,
QMM initiated a programme to stabilise the price of rice.
Through meetings with stakeholders; affected households,
local government members and regional authorities, a rice
monopoly was discovered to exist in the region. QMM
assembled and supported a group of local wholesalers and
encouraged networking between the different entrepreneurs.
Provisioning and logistical support was provided, including a
storehouse. Working with a local bank, QMM supported
the wholesalers in their microfinance initiatives and provided
a letter of guarantee for the participants. As a result, the
price of rice in the local markets fell by 15 per cent between
January 2007 and January 2008.
Despite numerous positive efforts undertaken, the price
of certain staples and services, such as housing and many
food products, inexorably climbed. This created tangible
problems for those in the population who were not
employed or indirectly benefiting from QMM, with the poor
most heavily impacted. The influx of some available income
also increased local inequality even as it benefited the many
who were employed.
27

The construction Phase
Anticipating how a large project would attract people from
other regions, QMM communicated extensively across
Madagascar that priority would be given to local applicants.
All semi-skilled and unskilled positions were filled locally.
For positions initially recruited from outside the region,
QMM sent a strong signal discouraging individuals to come
to Fort Dauphin in hopes of finding employment. To track
this movement, QMM supported the urban commune of
Fort Dauphin in establishing a management system on
migration flows.
Promoting Healthy Behaviour
With less than one per cent of the population estimated
to be HIV positive, Madagascar continues to be one of
the few low prevalence countries in sub-Saharan Africa.
As a large company with thousands of employees, QMM
acknowledges its important role in working to maintain, if
not reduce, the country’s low HIV prevalence. Substantial
investments have been made in programmes aimed at
preventing HIV transmission and other sexually transmitted
infections (STIs).
A baseline study on knowledge, practices, perceptions and
beliefs about STIs and HIV/AIDS was undertaken before
construction commenced. The study functioned as a
double framework for implementing the National Strategic
Plan to Fight against AIDS for 2001 to 2005 and the actual
contribution of QMM in the promotion and protection of
its employees. As one of the most effective tools against
HIV is knowledge of one’s own HIV status, awareness and
voluntary counselling and testing campaigns (VCT) were
organised on a number of occasions, ensuring all personnel
an opportunity to take an HIV test.
Great measures were taken to sensitise local populations.
QMM partnered with local organisations, as well as
Population Services International (PSI), the International HIV/
AIDS Alliance, the Malagasy Ministry of Health, USAID and
SantéNet to launch an extensive campaign informing people
about risky behaviours and promoting condom use. Special
interventions targeted specific groups, such as sex workers.
Well before construction commenced, a formal Association of
Sex Workers was created. With financing provided by QMM,
the Association conducted its own study of local prostitution.
It identified local women engaged in prostitution and worked
with the women, providing awareness and prevention
resources. The innovative initiative was very successful,
with all new entrants into prostitution quickly identified and
consulted by their peers.
A mobile cinema, the Cinemobile, was purchased through a
project implemented successfully by PSI and funded by QMM.
Screening awareness materials pertaining to HIV/AIDS and
educating audiences through films and music videos, the
Cinemobile reached 6,000 individuals per month. In addition
to movies, social theatre productions and cultural and social
events were used to convey messages about HIV/AIDS.
A health impact assessment (HIA) was carried out on
behalf of QMM by International SOS focusing on the heath
of all people living in communities which could be directly
or indirectly affected by the project’s development. The
focus of the HIA was on the final phase of construction
activities and the early commissioning and operational
phases. From the beginning of 2006 to the end of 2008,
the assessment documented numerous health impacts facing
the communities and proposed a variety of interventions to
mitigate the potential impacts.
28

Challenges on Site
The development of a company the size of QMM
within a region like Anosy presented major challenges,
some of which were anticipated, while others could
not have been foreseen. Despite the many years
of planning and preparation, the local population
was not always prepared for the dramatic changes
brought about by the QMM project.
QMM attempted to manage the unrealistic
expectations that came with the announcement
of the mine’s construction. Although aware of
the local populations’ expectations of jobs, the
scale of demand, especially after the construction
phase ended and a large number of positions were
eliminated, was overwhelming. Much of the local
population, employed on short-term contracts, were
dissatisfied when their positions were no longer
needed. Many misunderstood the termination of
contracts as firing. Local businesses that prospered
during the height of construction, providing services
such as hotel accommodation and vehicle rentals,
saw their markets disappear after the large number
of construction workers left.
Nevertheless, employment goals set by the SEIA in
2001 were far exceeded. For example, local and
national construction workforce hired from 2006 to
July 2008 was approximately 87 per cent of the total
workforce, significantly surpassing the initial target of
35 per cent 14 .
29

The Production Phase
The construction Phase
infrastructural change
A Resettlement Action Plan
Resettlement was a significant issue for many people who
lived in or near areas designated for QMM infrastructure. The
construction of the Port of Ehoala, the operation of a quarry
and the building of an access road required households to
be resettled as close to their original homes as possible. The
resettlement process was guided by a Resettlement Action
Plan (RAP), prepared by the Government of Madagascar
under the World Bank assisted PIC programme. Throughout
the process all possible measures were taken to minimise
the number of people requiring resettlement and to ensure
livelihoods of those impacted were protected to the
maximum.
To develop the RAP, a socioeconomic and sociocultural
survey of households affected by land acquisition was
commissioned. The Déclaration d’Utilité Publique (DUP, or
Public Utility Declaration) established the legal and operating
framework to compensate affected persons. It assigned
decisions on the form and amount of compensation to the
regional government and established QMM’s financial and
related obligations. Ninety-five households were identified as
being affected by the infrastructures and in need of relocation.
The RAP designed a mechanism to ensure fair and timely
compensation of all 498 Persons Affected by the Project
(PAPs). Several committees, with representatives including
local authorities, PIC, QMM and PAPs, were established to
manage the various aspects of the programme. A Dispute
Settlement Committee informed the PAPs of their rights,
ensured transparency, assessed grievances and processed
approved claims. A local Land Expropriation Committee
received the grievances and claim documents, while a Field
Verification Committee tested the grievances and verified
the legitimacy of the claims. The NGO Cielo Terra was
commissioned to represent the community; to ensure the
PAPs voices were heard and their rights justly observed.
The resettlement process has not been without challenges.
The nature and amount of compensation, particularly for
replacement land, has been problematic. Some affected
persons preferred cash rather than in-kind compensation
and used their compensation payments for consumption
rather than investment. Many had no reference point to
assist them deal with this new change in their lives. However,
particular attention has been given to vulnerable groups,
such as the least educated and very poor, in recognition that
these populations are often the most adversely affected and
the least equipped to benefit from the positive impacts of
the project.
30

The construction Phase
A Handicraft Centre
QMM has been funding sustainable livelihood and development projects
as part of its obligation to affected populations (PAPs). Implemented
by the NGO Cielo Terra, the projects ran from 2007 to 2011, and
continue to operate under the Programme de Développement Intégré
(PDI, or Integrated Development Programme). Activities take place
at the Soaniavy Centre, known during the construction phase as
the “Airport Village,” due to its proximity to Fort Dauphin’s airport.
Housing contractors throughout the construction of the Port of Ehoala,
the complex is now a first-of-its-kind training centre.
Workshops in handicraft production are being offered. Through an
initial six-month training course, followed by a trial period and refresher
courses, women artisans have developed skills unmatched from the
region in four different specialities; embroidery, sewing, weaving and
braiding. Working mainly with natural materials found abundantly in the
area, including raffia, sisal and mahampy, 190 women residing near the
port and quarry have participated in these initiatives. Demonstrating
steady quality improvement over the past four years, the products
represent some of the finest craftwork in Madagascar and have been
sold internationally in Italy and La Reunion. Over 21,000 pieces have
been produced for a total income generation of 38 million Ariary
(US$19,000).
Participants, typically “mariners,” (wives of fishermen who fish from the
sea and lake systems) can earn up to 125,000 Ariary (US$63) per month.
With additional disposable income, changes are taking place across
households. Cielo Terra’s director, Veronica Bevivino explains, “The
beneficiaries are more empowered, more outspoken, make more frequent
trips into Fort Dauphin and are more proactive in their communities 15 .”
Nutrition standards and hygiene practices have also improved. Overall
quality of life has increased, proof this fruitful opportunity is making a
positive contribution in people’s lives.
Participants earn at minimum
40,000 Ariary (US$20) per
month and can generate a
monthly income up to 125,000
Ariary (US$63).
Mahampy reeds are harvested,
dried, dyed and woven into
placemats, table runners, wall
hangings and baskets.
Cielo Terra purchases embroidery
and sewing supplies from
Antananarivo for the production
of tablecloths, pillowcases,
curtains and other merchandise.
31

32
Motorised pirogues allow fishermen to reach new
fishing areas up to 14 kilometres from Fort Dauphin.

The construction Phase
Through close consultations with the affected communities
and support from the government and the World Bank, most
of the issues have been resolved. All claims for compensation
have been investigated and 91.5 per cent of the claims have
been settled. From the beginning, QMM stressed the objective
of the resettlement programme was more than to simply
provide cash or in-kind compensation for the loss of land or
assets, but to ensure livelihoods were restored, if not improved.
Livelihood restoration projects have since been implemented
in collaboration with Cielo Terra, the regional government, the
World Bank and QMM to increase literacy, improve fishing,
aquaculture, agriculture and develop handicraft production.
Community health initiatives have also been implemented
and infrastructure built, including wells, latrines, a community
drugstore, a basic health centre and a training centre.
A Weir and the Andrakaraka Fishermen
Part of the infrastructure included the construction of a weir in
the lagoons downstream from lake Ambavarano. During the
extraction and separation of minerals from sand, fresh water
is used. The weir was built to prevent salt-water intrusion
into the lagoon system, from where water is pumped to the
mineral separation plant (MSP). This infrastructure also allows
future restoration efforts to take place, as salt water cannot be
used for replanted forests and fuel-wood plantations.
The Ambavarano lake and lagoon system is important in the
daily lives of surrounding communities, who fish from the lake
and use the water system to access the ocean. To identify
users and stakeholders, define issues and impacts and develop
a management plan and communication strategy, an impact
assessment was undertaken with the various stakeholders.
To accommodate local fishing boats and tourist vessels, a lock
was built as per suggestions from stakeholders’.
The weir has been a point of dispute for some stakeholders.
The new infrastructure has been perceived to restrict
movement, while contributing to diminished fish intake.
To investigate these grievances, extensive surveys were
commissioned. Studies tracked and recorded species variety
and quantity and the lagoon system users. Restricting the
natural flow of water, the weir changed the lake and lagoon
ecosystem from a brackish ecosystem to a freshwater
ecosystem, which has in turn influenced the aquatic species
living in the system. Certain species thrive, while others
decline in the new freshwater system. The surveys also
discovered fishermen increased by three-fold during the
study period, which has contributed to overfishing.
Measures were established to mitigate many of the weir’s
impacts. To strengthen technical capacities and enhance
intake, theoretical and practical training was offered to users.
New regulation fishing nets were distributed, as the previous
use of small mesh nets contributed to reduced fish numbers
and environmental damage. Microfilament rope, weighing
scales and traps were provided. Fibreglass pirogues and
motors were supplied, with trainings conducted on motor
maintenance and use. An association of fishermen from
Andrakaraka, FIMIRA, was formed to manage the lagoon
system. Eighty-four lake and sea fishermen benefited from
the initial project.
Transition to sustainable fishing practices has not been easy,
particularly the use of large mesh nets and initial neglect of
women’s roles in marketing the fish. However, continuing
dialogue with the fishermen and an increase in fish stocks are
addressing the remaining points of dispute. The Programme
de Développement Intégré (PDI, or Integrated Development
Programme) is currently being implemented to mitigate impacts
of the weir and ensure the affected population continues to
receive support.
33

The Production Phase
New fishing materials, techniques and
practices have been introduced which are
less environmentally destructive and generate
improved yields.
34

The production Phase
2009 - present
supporting a healthy community
encouraging educational opportunities
maximising the economic impact
ensuring sustainable development
managing natural resources
Fostering good governance
35

The Production Phase
supporting a healthy community
Good health is a key component to a happy life. Whether at
Mandena or in the communities in which QMM is involved,
activities involving health promotion are paramount for the
company. QMM prioritises a Safe and healthy workplace.
With the goal of zero occupational illness and injury for
employees and their families, activities involve continuous
monitoring of different contaminants, including dust, noise and
radiation. Between 2010 and 2011, over 1,650 employees
underwent medical examinations. As the fight against HIV/
AIDS and STIs has been a cornerstone of QMM’s activities in
the Fort Dauphin area, condoms are always readily accessible
and available to employees across all sites, with over thirtytwo
thousand condoms distributed to date. The provision of
Information, Education and Communication (IEC) materials
and the regular distribution of impregnated mosquito nets
and sodium hypochlorite solution (Sur Eau) for point of use
treatment of drinking water is routine, with 6,000 bottles
distributed in 2011.
QMM strives to contribute to the advancement of
public health in the region and to promote community
health in communities surrounding the project. In Sainte
Luce and Ambinanibe, where the population previously
lacked easy access to a health centre, QMM financed
the construction of a CSB (Centre de Santé de Base -
primary health care centre). In the communes of Ampasy
Nahamponana and Mandromodromotra, where health
centres existed but were in need of repair, QMM funded
their rehabilitation. Previously, health staff working across
the two communes commuted over an hour between
Fort Dauphin and their respective CSB’s. Through QMM
support, two housing complexes for doctors, nurses and
other health staff have been built. This has generated more
time for consultations, contributing to more productive
and efficient health care.
To provide communities with improved access to clean
drinking water, QMM financed the installation of 20 water
wells. Residents no longer have to travel long distances
36

The Production Phase
on foot to access potable water. The water wells also
help reduce the incidence of waterborne diseases.
In collaboration with the Ministry of Health and partners
such as the United Nations Children’s Fund (UNICEF),
QMM supports the biannual and nationwide Mother
and Child Health week. By supplying transportation,
vaccinations, nutritional supplementation and other
supplies, staff and materials are able to travel to the
eight communes in which QMM is working. QMM has
identified populations previously unable to participate
in the events due to their remote location. Once a
month, since 2005, health staff access these isolated
populations and provide essential health services.
A maternal and child health programme, implemented
in collaboration with the CSB in Ambinanibe, involves the
establishment of a health and management committee
composed of 60 mothers. Community health agents, along with
committee members, have undergone training on the main highrisk
and prevalent diseases. They are active in their communities,
taking part in vaccination campaigns, the regular follow-up of
undernourished children and monitoring of pregnant and
breast-feeding women. QMM continues to sponsor wellness
campaigns in which volunteer peer educators, “wellness
champions,” sensitise target populations on key health issues
such as HIV, STIs, malaria and diarrhoeal diseases. They are
also involved in the mass distribution of condoms, disinfectant
solution (Sur Eau) and impregnated mosquito nets.
Community health agents regularly provide consultations on high-risk and prevalent diseases within the communities they work.
37

The Production Phase
encouraging educational opportunities
It is QMM’s aim to strengthen local populations’ capacities,
enabling everyone the same opportunity to be involved
in the project. The shortcomings noticed at the level of
education and qualification in Fort Dauphin motivated
QMM to establish partnerships from the beginning of
the project, promoting education and training of local
populations.
training has taken place within the region, across
Madagascar and abroad, primarily in South Africa and
Canada. Two hundred and fifty QMM employees have
travelled to South Africa for technical training at Richards Bay
Minerals (RBM). Leadership trainings for QMM managers
were also conducted in South Africa. Superintendents
working for the company travelled to Canada and eighty
employees participated in technical and robotics training in
Fort Dauphin, with trainers flown in from abroad.
Through a joint partnership between the Ministry of
Education, the region of Anosy, the World Bank PIC
programme, UNDP and QMM, the Centre Regional de
Formation professionnelle et De technique d’anosy
(CRFPTA, or Anosy Vocational and Technical Training
Centre), a first-of-its-kind institute in the region, opened in
November 2007. Collaborating with the Alliance Française
for language courses, CRFPTA offers modules in computer
science, accounting, electrical engineering and industrial
mechanics. For students who wish to put their studies into
practice, an apprenticeship programme, providing additional
practical training, commenced in 2010 at Mandena. A group
of 20 apprentices have been awarded scholarships for
their yearlong studies in industrial production, mechanics,
electricity and mineralogical laboratories. Some of the
apprentices will continue to work at QMM, while others
will enrich the skills’ pool of the region.
The establishment of QMM has introduced professionals
with new skills and expertise to the region. QMM
employees frequently provide technical support, advice and
experience sharing in the community outside of work hours,
participating on steering committees, as board members and
leaders in community projects. For example, at the CRFPTA
training centre, QMM employees perform functions of fulltime
board members, providing technical support, assisting
in instructor searches and budget management.
QMM has funded the construction and rehabilitation of
public schools in its neighbouring communities. To date,
ten primary schools have been built with QMM support,
with US$2.6 million invested in education initiatives before
Mandena was built. Essential learning materials have been
donated, such as desks, chairs, lockers, books, notebooks and
38

The Production Phase
chalkboards. Teacher housing near the schools has been
provided, as previous conditions required teaching staff
to travel long distances for their work. A school canteen
programme, in partnership with the National Office for
Nutrition (ONN) is also in operation and aims to increase
nutritional intake and generate higher attendance rates.
Realising the lack of secondary education in the region, QMM
carried out feasibility studies to open a secondary school of
quality in Fort Dauphin. A partnership was formed with a
private institution from Antananarivo, the Clairefontaine
School, which opened in 2008.
Since 2004, QMM has awarded scholarships annually to
enable graduates to pursue superior technical education in
the capital of Antananarivo or at other tertiary institutions
in Madagascar. To date, 60 students have been recipients of
these scholarships. In 2010, eight scholarships were awarded
to graduates to pursue higher education in maintenance and
laboratory studies. Scholarships are also offered to children
from regional communities to attend the Clairefontaine
School. With good grades and proof of financial need, QMM
subsidises up to 40 per cent of educational costs Radio
announcements, television advertisements and brochures
publicise this valuable opportunity.
A primary school in the village of Andrakaraka and an ASAMA (Asa Sekoly Avotra Malagasy) literacy school in the background,
both examples of QMM’s educational initatives.
39

The Production Phase
The programmes follow the national educational curriculum
and instructors are trained through UNDP in Antananarivo
and Fort Dauphin. Once students complete the tenmonth
ASAMA programme, they take the nationwide CPE
(Certificate of Primary Education) exam to enter into
secondary school. There are five ASAMA programmes
currently operating in the communities surrounding the project
area. Previous ASAMA graduates from the programmes first
class are presently in their fourth year of secondary school.
This outcome demonstrates the programme’s success
and confirms children who once might not have had the
opportunity to learn are succeeding in their studies.
QMM is involved in literacy programmes, providing
educational opportunities to those who formerly did
not have the chance. The programmes, developed in
collaboration with the University of Fianarantsoa, the United
Nations Educational, Scientific, and Cultural Organization
(UNESCO), UNDP, and implemented by the NGO Cielo
Terra, have been operating since 2006.
Five years of primary school are taught across 13 months
through the Planète des Alpha and ASAMA (Asa Sekoly
Avotra Malagasy) programmes. Youth ages 11 to 17, who for
various reasons did not previously attend or complete primary
school, first participate in the Planète des Alpha programme.
After a three-month intensive reading and writing course,
students who successfully pass a final exam continue onto
the ASAMA programme. Currently 50 students are enrolled
in the programme.
Acknowledging the importance of proper nutrition, QMM
subsidises a school lunch programme for Planète des Alpha
and ASAMA. Students are served meat and seafood dishes,
as well as fresh, seasonal fruit and vegetables. Snacks are also
provided twice per day. QMM constructed the school buildings
and provides pens, notebooks, books, desks and chairs. The
Planète des Alpha and ASAMA programmes operate in close
cooperation with the public school in Fort Dauphin, to ensure
a strong partnership and the students smooth transition into
secondary school. The Regional Directorate of National
Education officially validates the certificates issued to the
students. QMM is further assisting students participating in
the literacy programmes to attend secondary school through
scholarships and by subsidising school fees.
The AFID (Alphabetisation Fonctionelle Intensive pour le
Développement) programme is an adult literacy programme
operating at two sites, the Soaniavy Centre specifically targeting
artisans and women involved in the programme for handicraft
production and in Ampasy Nahampona commune. Each session
runs for six months, with literacy and math courses offered.
40

The Production Phase
A second chance
According to UNICEF, for every 100 Malagasy children who
enter grade one, only 60 will complete the full five-year
primary school cycle. The average Malagasy adult finishes
only 4.4 years of school. This is because Madagascar does
not have enough trained teachers and enough classrooms
or schools 16 .
The Planète des Alpha and ASAMA (Asa Sekoly Avotra
Malagasy) sister programmes are unique in both their
duration and teaching styles. Using practical teaching
methods different from typical instruction common across
Malagasy public and private schools, the programmes
emphasise logic building and make learning as relevant as
possible. Recognisable examples, in which students can
relate to and associate with, are frequently used. Addition
problems are presented with props; eg oranges are used
when counting. The alphabet has been renamed and each
letter corresponds to a phonetically similar sounding word;
Rabesosasosa (snake) for S and Rafofofofo (wind) for F.
Active participation is key with games, images, drawing and
theatre frequently used. All subjects are also conducted in
Malagasy. French language is taught as a separate subject.
These pilot programmes, which have demonstrated positive
results, may be the solution to education in a poor country
such as Madagascar. While working out the specifics in the
communities surrounding Mandena, perhaps this teaching style
will be developed into a model and applied throughout the
Anosy region, which encompasses one of the most illiterate
populations in the nation.
ASAMA students outside
their school building in
Mandromondromotra.
A Malagasy storybook
produced by UNDP hangs
in the classroom.
Planète des Alpha students
from Ampasy Nahampoana
participate in an exercise
to practice the alphabet.
41

The Production Phase
maximising the economic impact
The presence of QMM has generated significant economic
opportunities for Madagascar in general and the Anosy
region in particular. To attain long-term sustainable
development in the Anosy region, QMM recognised from its
earliest examination of the project the need to require the
stimulation of broad-based economic activities extending far
beyond its own project. Explicitly, the danger of the mine
becoming an enclave industry was acknowledged. Thus,
QMM has and continues to encourage the development of
a “parallel economy.” To contribute to the development of
this economy, QMM has invested in the region by sourcing
products, services and much of its workforce locally, enabling
a positive business environment and financing additional nonmine
related infrastructure.
Strengthening economic opportunities for local populations
is an important goal of QMM’s. From its inception, QMM
adopted a hiring process intended to grant preference to
local applicants. Recruitment is handled through a “Guichet
Unique,” administered by the Ministry of Employment. Lowlevel
posts are advertised solely in Fort Dauphin and highlevel
posts in both Fort Dauphin and Antananarivo. Over 90
per cent of current employees are Malagasy, with 15 per cent
being women. In 2011, of the 652 total direct hire QMM
employees, 5 per cent were expatriate hires, 70 per cent local
hires and 25 per cent Malagasy from other regions.
To develop a positive and enabling business environment for
small and medium sized enterprises, QMM has participated
in various support and capacity building projects with local
businesses. Initiatives include technical training and English
and business management support courses. The objective
is to enable entrepreneurs and businesses to comply with
the standards required by QMM, allowing the company to
procure goods and services locally. In 2011, QMM
spent approximately US$94 million on procurement, with 40
per cent going to local suppliers. Local and national suppliers,
837 of whom have worked with QMM, are complied in a
company database. New service providers are continuously
responding to tenders published by the company. These
include opportunities for housekeeping, cleaning, gardening,
guarding, accommodation and catering. QMM activities
have also generated business opportunities for nationally
registered companies, which have opened branches in Fort
Dauphin, including Henry Fraise & Fils, SICAM, Orange, Telma,
Total, Jovenna and Colas.
The generally low level of economic activity in the region and
QMM’s position as one of the few investors in Fort Dauphin
has generated some discontent among local suppliers. Many
face insecurity generated by short-term contracting and are
understandably pressing for a greater share of procurement.
QMM is working to improve dialogue with local businesses
42

The Production Phase
and engage them in joint initiatives to promote local
procurement and employment.
To assist local residents generate income employment
while acquiring specific skill sets, over one hundred HMO
Projects (Haute Intensité de Main d’Oeuvre, or High
Intensity Labour) have been implemented. Requiring no
particular qualifications, HIMO projects have taken place
surrounding Mandena and other mine-related infrastructure,
as well as in Fort Dauphin. Projects include the rehabilitation
of footpaths, street cleaning, garbage removal and sanitation
activities, as well as reforestation, gardening, digging firebreaks
and constructing soccer fields. To date, 2,200 individuals
from some of the poorest households have taken part in
these activities, providing income of about 40 million Ariary
(approximately US$20,000).
An analysis of the regional context has highlighted the difficulty
in accessing credit as a major obstacle in business/enterprise
development. A feasibility study for the establishment of a
regional microfinance institution was initiated in 2005
by the Association Internationale de Crédit Agricole et
Rural (ICAR, or the International Association of Agricultural
and Rural Credit) with the support of QMM and UNDP.
The regions first financing institution, Institution Financière
Régionale d’Anosy (IFRA, or the Regional Financial Institution
of Anosy), financed by the Government of Madagascar and
QMM, was established in 2007. Providing loans through
microfinance in Fort Dauphin with the goal of increasing
productive capacity, by December 2011 the IFRA had 316
clients.
In April 2010, QMM transferred its original 50 IFRA shares
to three farmers’ associations for a total value of 16 million
Ariary (approximately US$8,000). As these associations
include populations affected by the relocation process, the
transfer falls within the scope of support activities targeting
relocated populations surrounding the quarry and Port of
Ehoala.
QMM is involved in sponsoring activities, including cultural,
sporting and social events. In 2011 alone, sponsoring of
these events reached over 50 million Ariary (approximately
US$23,000).
Numerous site visits have been organized for local small
and medium sized enterprises to explore potential business
opportunities offered by QMM and the Port of Ehoala.
As part of the required infrastructure and the company’s
contribution to the region’s economic development,
QMM, with World Bank support, built a public-private
deepwater port on the Ehoala peninsula. The Port
43

The Production Phase
of Ehoala, Madagascar’s second largest port, opened
to the public on July 8, 2009. Offering opportunities for
agricultural production and business development through
the provision of an import and export channel, the port
acts as a catalyst for investment in the region and country
as a whole. Supporting the impoverished Anosy region,
which historically has remained relatively isolated, the port
now exports all the region’s formal sector products; frozen
fish and lobsters, scrap iron, sisal, mica, fruit and ilmenite.
In addition, commercial cruise liners carrying up to 1,000
tourists dock for day trips into Fort Dauphin, bringing an
increase in tourist income to the region. To date, over 340
ships of all categories have utilised the new port, which
has also handled thousands of containers. Many of these
have contained rice and humanitarian aid for emergency
assistance.
plant, which includes a sewage collection system, was
designed and constructed. With a combined estimated
cost of US$4 million, the rehabilitated plant and new
plant sufficiently meet the water needs of the urban
population.
QMM purchased and installed a generator for the city
to have a reliable source of electricity. QMM provides
maintenance of the facilities and supplies heavy fuel,
which JIRAMA purchases. The provision of electricity to
Fort Dauphin has huge value to the morale of the city’s
population.
The current major obstacle to the full use of the Port of
Ehoala is the near-impassable state of RN 13, the road out
of Fort Dauphin. Road infrastructure within the immediate
region and connections to other parts of the island is very
poor, which affects terrestrial transfer of goods, mainly to
and from the capital Antananarivo. QMM constructed and
improved several roads in the surrounding area for the
operation of the mine. Road development was one of the
initiatives under the World Bank PIC programme, which
was suspended following the political crisis, but has recently
been reinitiated. Rehabilitated roads will help reduce the
Anosy region as an enclave and increase exports of its
lucrative commodities.
QMM, with the government and local utility company
JIRAMA, rehabilitated the city’s existing and very old
potable water treatment plant. Additionally, a new
The first cruise ship, MSC Sinfonia, docked at the Port of
Ehoala in March 2010.
44

The Production Phase
The Port of Ehoala, a multi-purpose public
utility port, is Madagascar’s second largest.
45

The Production Phase
ensuring sustainable development
“Sustainable development is not a programme independent from QMM, it is rather an
approach underpinning the whole company’s activities 17 .”
Ny Fanja Rakotomalala, President of QMM
QMM acknowledges the three main sources of success for
the company are access to land, people and capital. To sustain
access to these essentials, QMM devotes great attention and
resources to protecting the environment, ensuring management
systems and social policies are well established and contributing
to the economic prosperity of local communities.
QMM’s pledge to sustainable development has evolved from
two frameworks, The way we work and the PDR. The way we
work contains Rio Tinto’s global statement of business practices
and outlines the principles and standards of behaviour, which
guide QMM in its commitment to social responsibility. The
PDR serves as a reference in the development of external
intervention strategies specific to the Anosy region.
In 2009, QMM created a Directorate comprised of the
departments of Biodiversity, Community Relations and
Sustainable Development. A team of 97 employees work
collaboratively everyday towards sustainable development in
the Anosy region.
A Socioeconomic Baseline Study
Towards the end of construction, with data gathered
in 2008 and a final report submitted in 2009, a
socioeconomic baseline study was conducted in the
communities surrounding Mandena. With the purpose
of gathering baseline data before the start of any
programmes, the study evaluated living conditions
in Ampasy Nahampoana and Mandromondromotra
communes. Basic indicators were defined. Access to
basic infrastructure (water points, health centres and
schools), the current state of such infrastructure, the
income level of the population, sources of income,
means for household production, as well as the general
situation in terms of health, education, employment,
public safety, food security and recreation and sports,
were detailed. The study was carried out in the
framework of the Programme de Développement
Intégré (PDI, or Integrated Development Programme).
46

The Production Phase
To Improve local living standards and
enhance household livelihoods of
communities bordering mandena and
living in fort dauphin, two flagship
programmes were launched.
executing agencies
Operating in a consortium of five Agents d’Exécution
(AGEX, or executing agencies), these QMM partners
bring their individual skills and expertise to the PDI
by implementing the projects with the communities.
• Agrivet: A national veterinary company implementing
beekeeping and poultry production activities.
• ASOS (Action Socio-Sanitaire et Organisation
Secours): A Malagasy NGO specialised in health,
sanitation and rural development and implementing
vegetable cultivation activities.
• Manoa Company: A local company implementing
sustainable fisheries and eel production activities.
• FAFAFI (Fanentanana Fambolena sy Fiompiana):
A faith-based Malagasy NGO specialised in agricultural
development, implementing pig farming and rice
production activities.
• Cielo Terra: A local NGO implementing handicraft
production, sea fishing, lake tourism, literacy
programmes and community health activities.
The Programme de Développement Intégré (PDI, or
Integrated Development Programme), initiated in 2009
with a projected time frame of three years and an annual
budget of US$ one million, targets rural communities
bordering Mandena, primarily residing in the communes of
Ampasy Nahampoana and Mandromondromotra, as well as
communities in the Fort Dauphin area and surrounding the
Port of Ehoala. Jointly managed by QMM and government
representatives, the programme is intended to be a timelimited
contribution to the sustainable development of the
region beyond specific contractual obligations. The PDI aims
to improve living standards and conditions of the population
directly affected by the project, with an overall objective of
minimising any adverse impacts the mining operation might
have on the community and environment while maximising
the positive benefits.
From the programme’s launch, a participatory approach
was adopted to determine the needs and problems of the
target population, which the PDI has worked to address and
improve. Priorities originated from the communities, with
three key areas of intervention determined; the construction
of infrastructure, training and education and incomegenerating
activities (IGA).
Currently, 33 villages and 2,000 people are directly benefiting
from the PDI. A major strategy adopted by QMM is the
promotion of IGA to alleviate pressure on natural resources
and to improve income levels of the local population. To
date, 17 IGA projects working towards building sustainable
livelihoods have been identified and are in operation. As
grassroots undertakings, these projects have the ability
to produce tangible results in the short-term but are
envisioned to operate for the long-term. Projects include
animal husbandry, agriculture, sustainable fishing and honey
production (for a complete list see page 48).
47

The Production Phase
Income generating activities
--
Bee keeping and honey production
--
Sustainable Fisheries and sea and lake
fishing techniques
--
Animal Husbandry, including poultry
and pig farming
--
Eel breeding
--
Agriculture, including vegetable and
Rice cultivation and cash crop
production
--
Small-Scale food processing, including
the Transformation of fruits and
vegetables
--
Handicraft manufacturing, including
embroidery, sewing, Sisal and Rafia
weaving and mahampy braiding
--
Composting and earthworm culturing
--
barge and Fiberglass boat
manufacturing
--
Brick making
--
Small tool manufacturing and wood
workshops
Other initiatives
--
Literacy Programs
--
Ecotourism
--
community Health and Sanitation
48

The Production Phase
A Vegetable Garden
In 2010, the NGO ASOS began implementing a vegetable
cultivation project in the communities of Ampasy
Nahampoana, Mandromodromotra and Andrakaraka.
Almost 200 participants were involved in the first year’s
harvest. Today, the project has expanded across six sites.
Vegetables, including carrots, cabbage, radishes and eggplant,
are currently being grown on 4ha by 250 participants. Each
participant generates a yearly revenue of approximately
300,000 Ariary (US$150) from the sale of these products in
the communities where they are grown and in Fort Dauphin.
ASOS provides technical training in planting and cultivating
techniques and the proper establishment and maintenance of
a garden, while distributing supplies, including seeds, watering
cans, wheelbarrows and shovels. Participants are currently
undergoing training in insecticide spraying and treatment,
as well as acquiring skills in composting. The continual
reinforcement of participants capacities is key to the success
of the programme and refresher courses are frequent.
Seeds were not previously produced in the Anosy region.
Instead, those originating from Antananarivo and Fianarantsoa
are supplied by local vendors. Acknowledging the demand, the
project has begun to supply locally furnished seeds. Recently
established gardens have been planted with seeds produced
during last year’s harvest. Seed production is envisioned
to continue, with the project supplying and selling seeds in
surrounding communities and Fort Dauphin. Kiosks, in which
participants can sell their products in Fort Dauphin and in
QMM’s housing complexes, are also planned for the future.
Public radio advertisements
publicise this initiative every
Thursday evening.
A fair to showcase products
was held in Ampasy
Nahampoana in 2010. In 2011,
this event expanded to Fort
Dauphin.
Each participant uses their
individual plot of land for the
production of vegetables.
Participants engage in
insecticide treatment training
courses.
49

The Production Phase
A Piggery
Eighteen piggeries have been established in the communities
bordering Mandena, with over 550 pigs inhabiting the new
infrastructures. A new pig breed originating from Antsirabe
has been introduced to the region. Outweighing the local
variety by 50 to 100 kilos, the combined piggeries house 162
breeding pigs and have produced 395 piglets thus far.
The NGO FAFAFI has been implementing the animal
husbandry project since March 2010. With 141 participants,
the project’s first production took place in August 2010.
During the initial phase of the project, pigs less than four
months old were sold to supply other piggeries with their
first stock. Each piglet fetched a price between 80,000 to
100,000 Ariary (US$ 40 to 50). From every sale, 30 to 40
per cent of the total revenue is placed in a revolving fund;
participants keep the rest. The piggeries and fund are
managed by an association of participants. Each participant
takes responsibility for his or her pigs, caring for them, cleaning
and providing food. Theoretical and practical trainings, as well
as vaccinations, have been conducted by FAFAFI technicians.
As the project is entering its second phase, technicians are
supporting participants identify future sows. Pig waste is
currently being used in a new composting project and a
biogas project is envisaged for the future. Technicians are
also assisting in crossbreeding the two pig races. The new
variety, once fully grown, will sell for a much higher price and
produce more meat, which is sold in local markets and across
Fort Dauphin.
Community members interested in raising and breeding pigs are
encouraged to join the project.
The newly constructed piggery in Analambendrana houses nine
sows and benefits eight community members.
50

The Production Phase
A confectionary
Thirty men and women from Ampasy Nahampoana
and Mandromondromotra have undergone training
and are currently earning an income through small scale
food processing. Bananas, raspberries, guavas, litchis and
other produce are being transformed into jams, jellies
and marmalades. Since January 2011, over 700 jars have
been produced. The locally made products are sold to
restaurants and individuals across Fort Dauphin. Sodexo,
the catering company supplying much of QMM’s food,
purchases 60kg per month alone.
The confectionary houses new and contemporary
appliances and utensils and is up to the highest sanitary
standards. The NGO Cielo Terra implements the project,
provides training and supplies many of the materials.
The project has begun to market trial a “petite boulangerie”
or small bakery, in which local commodities are being
experimented with to prepare cakes and snacks. Manioc, an
abundant food source in the region, is being used outside of its
traditional form to make donuts, sambos and fish cakes. These
goods are sold in the communes in which they are produced.
As participants continue to develop their skills, future initiatives
include producing fresh juices, candies from natural fruit base,
fruit snacks, and canning vegetables. This undertaking, new to
the region and population, not only generates an income for
participants, but also has introduced high quality and unique
products for local markets.
Participants from Ampasy Nahampoana are learning new
techniques they can introduce to their communities.
Cielo Terra covers the cost of labelling and product marketing.
51

The Production Phase
“You give us your hand for the good of Anosy”
is the slogan of the Fagneva Programme, literally meaning
“flagship.” A five-year community programme initiated by
QMM in July 2010, the Fagneva programme is a collaborative
effort with government representatives, community
representatives, the private sector, NGOs and other
development actors in the region. The programme has been
developed as part of QMM’s voluntary contribution to the
sustainable development of Fort Dauphin and is based on
regional objectives defined in the PDR. It is aligned with other
planning documents, such as the Plan d’Urbanism Directeur
de Fort Dauphin (PUDi, or Urban Plan of Fort Dauphin) and
the Plan Communal de Développement (PCD, or Communal
Development Plan). The programme’s conception is based
on three elements; clear sharing of responsibilities, effective
partnerships and sustainable actions.
The Fagneva programme includes six projects targeting
governance, sports and culture, education, public security and
road safety, economic development and sanitation (See page
53 for details). Projects are updated and renewed yearly,
with interventions taking place in the eleven districts of Fort
Dauphin and its immediate surroundings.
Although QMM currently finances the projects, to secure
their sustainability, partners, authorities, the community and
QMM are working together to allow part of the royalties and
taxes generated from the mining operations to be allocated
to projects implemented under the Fagneva programme.
Current partners are undertaking lobbying activities to
rebuild the alliance for the development of Fort Dauphin and
the region, through the CRD and the PDR. The credibility of
such an alliance will depend to a large extent on the success
of the Fagneva programme.
52

The Production Phase
Fagnina (governance)
Vasia (education)
Tolagnaro Milamy (public security
and road safety)
Residents of Mandromondromotra
commune take part in a participatory
budget training session. Other activities
include strengthening the PDR.
Students from 2010’s apprenticeship
programme. Other activities include
awarding scholarships, improving school
infrastructure and upgrading teacher’s
skills.
A ceremony in which nine motorcycles
and one 4x4 were donated to the
national police/gendarmes. Other
activities include reinforcing security in
Fort Dauphin, road safety and a fire
brigade project.
Fagnoitsy (economy)
Fihamy (sports and culture)
Tolagnaro Marevaky (sanitation and
enhancement of Fort Dauphin)
A community member showcases locally
produced vegetable products routinely
sold in fair’s across Fort Dauphin.
Other activities include the provision of
water and electricity and support of the
tourist industry.
Fort Dauphin’s first half-marathon was
organised in 2010. Other activities include
initiating a school soccer programme,
training referees for club sport teams
and planting new grass at Fort
Dauphin’s Ampasimasay stadium.
An HIMO group improves the main road
in Fort Dauphin. Other activities include
building 11 wells and storage units for
clean water, as well as the construction
of a slaughterhouse and showroom.
53

The Production Phase
managing natural resources
The littoral forests in which the three deposits are located
are a particularly threatened forest type, containing highly
localised plant and animal species. QMM’s goal since the
beginning of the project has been to protect the unique
biodiversity of the area and to achieve a net positive
impact (NPI) on biodiversity. To ensure this biodiversity is
preserved, for nearly 20 years QMM has worked on different
programmes including conservation, rehabilitation of land after
mining, restoration of natural ecosystems and the sustainable
utilisation and management of local natural resources.
Flora and fauna species have also been exceptionally well
identified though QMM sponsored research. Recognition of
these efforts was demonstrated in 2009 when QMM was
awarded the esteemed Nedbank Green Mining Award in
the environmental category. The award honours a company
that has made a significant effort in terms of protecting or
improving the biophysical environment in which it operates.
Seventy permanent and more than 100 non-permanent
employees, 80 per cent of whom are from the communities
bordering Mandena, work for the biodiversity programme.
Established in 2002, the Community Reforestation
Programme’s objective is to plant 100ha of fast growing trees
per year to supply local communities with wood for fuel and
charcoal around the mining sites. In addition, a regional tree
nursery was established in 2005, in partnership with USAID,
to provide a sustainable source of fuel for the population
and to reduce pressure on natural forest remnants. To date,
more than 1000ha have been reforested with approximately
1.5 million trees.
QMM has been using “green engineering” to stabilise
infrastructure around the project and haul roads. The
production of 2.5 million Vetiver (Vetivera zizanioides), a
non-invasive species known for its high capacity to combat
erosion, created hundreds of jobs and generated hundreds
of dollars of net income for local populations during the
construction phase. This activity continues to sustain local
agricultural associations today.
Mahampy (Lepironia mucronata) is a reed species growing
in the wetlands of Mandena and across the region. The
reed, known as mahampy in the local Malagasy dialect, is an
indispensable resource for the local population. Harvested
and used to make various types of basketry through braiding
and weaving, mahampy represents a substantial economic
and cultural component within the Anosy region.
The first trials to restore the mahampy reed were
conducted in 1999 with the help of women’s associations.
Fifty women from villages surrounding Mandena were
actively involved and integrated in the experiment. Despite
initial scepticism expressed by participants with respect to
the viability of rehabilitating the mahampy reed beds, after the
first harvest of exceptional quality mahampy, the association
thrived and presently includes 186 women.
54

The Production Phase
Mahampy
Marie Agnes is one of seven women serving on the Comité de
Gestion de Mandena (COGEMA, or Mandena Management
Committee). She has been a member of the Mandena
COGEMA since 2004, when the committee entered its
second phase of operation. From Mandromondromotra, she
is a link between QMM and the commune. Regularly found
in QMM’s Biodiversity, Community Relations and Sustainable
Development department, Marie Agnes collaborates with
team members and provides information to and from the
department to the communities bordering Mandena. She
explains, “The communities living near Mandena believed it was
because of the mine there was no more mahampy growing.
However, we are explaining it is because of the Niaouli, an
invasive species, (Melaleuca quinquinera or Kinina Bonaky in
Malagasy) that the nutrients are being taken from the soil, so the
mahampy can’t grow.”
“There IS lots of mahampy and with
restoration projects there will be even
more. We know income from mahampy
will always be here.”
For Marie Angnes, and many others from the Anosy region,
mahampy, a fast-growing reed found abundantly in swamps
and low-water lakes, has played an important role in her life
since she was a small child. “Even after a cyclone, mahampy
is still here. It is always here as a source of income.” The mahampy
reeds are dried, dyed and woven into baskets, hats
and mats and sold acaross local markets and in Fort Dauphin.
Mother’s teach their daughters this artistry and these skills
are passed from one generation to the next.
Through current mahampy restoration efforts, QMM is
ensuring the reed species, exceptionally valuable to the local
population, will continue to thrive in the region.
Marie Agnes and Vola Silina during the mahampy restoration
efforts in April, 2011.
55

The Production Phase
government under certain well-defined conditions. In 2002,
QMM established a dina agreement to co-manage natural
resources and conservation zones at the Mandena mining
site, which presently covers 2,300ha. The Sainte Luce dina
was signed in January 2006 and covers 19,000ha of land, 11
fokontany and three municipalities.
In Mandena, Sainte Luce and Petriky, the dina is applied and
enforced by their respective Management Committees; the
Comité de Gestion de Mandena (COGEMA, or Mandena
Management Committee), the Association of Managers of
Forests of Ambatoatsinana (FIMPIA) and the Association of
Managers of Forests of Petriky (FIMPIAP). Each committee
is composed of the Water and Forest District office of Fort
Dauphin, the rural municipalities involved and QMM.
Reciprocity and shared responsibility
are hallmarks of the dina and of QMM’s
approach to land use agreements.
Twelve years later and building off of previous experience,
the latest restoration project is currently taking place near
the Mandena mining infrastructure. The goal is to restore
4ha at this site. Forty people per day, comprised of three
groups from the villages of Enandrano, Enato and Mangaiky,
which border Mandena, are working to meet this goal.
The Dina is a traditional and uniquely Malagasy social
contract, designed to manage potential sources of social
conflict and known to local populations for generations.
Initially structured as unwritten law, based on the
observance of traditional customs and taking the form of
mutual understanding, today, the dina is recognised by the
The PAGS are communicated by the Management Committees
to the community through theater preformances.
56

The Production Phase
In addition to managing and implementing the dina,
the Management Committees are responsible for the
development and communication of the PAGS to the
communities. The Plan d’Aménagement et de Gestion
Simplifié de Mandena (PAGS, or Simplified Mandena
Management and Development Plan) make the dina a
physical reality. These “plans” or maps explain the terrain and
detail its important features; the conservation zones, areas in
which natural resources can be gathered, sacred sites (such
as tombs and burial grounds) and areas where mining activity
is restricted. As the mine moves, the PAGS are updated
with the Management Committees and presented to the
community for validation.
“Children need to know the importance
of endemic species, that they are unique
to this area and are not found in other
places.”
(QMM Biodiversity department employee)
International and their local NGO affiliate, Asity. Over the
past ten years, the annual event has engaged thousands of
participants from 120 schools and ten communes in the
region. The Akolahinala Association, an environmental club,
was created by students from Mahatalaky’s primary and
secondary schools after the first Bird Watching Day event
in 2001.
QMM has encouraged students from national and
international universities to partner with the company for
their research studies. In the biodiversity department, over
200 students (Bachelor, Masters and PhD) have collaborated
with QMM specialists since the beginning of the project, with
more than 100 internationally published scientific publications
produced through this partnership.
Recognising the importance of environmental education,
especially for Madagascar’s future generations, QMM is active
in establishing environmental initiatives across its partner
primary and secondary schools. Green spaces have been
constructed around the schools, with trees planted and
gardens and flowerbeds created, all of which are managed by
the students. In the village bordering the forests of Petriky,
QMM organised a tree planting day and explained the
importance of the forest’s endemic species and the need for
conservation. Over 450 children’s books including messages
about the importance of protecting the environment have
been distributed.
Since 2001, QMM has organised the largest bird celebration in
Madagascar, Bird Watching Day, in collaboration with BirdLife
A student participates in 2011’s Bird Wachting Day, the largest
bird celebration in Madagascar.
57

The Production Phase
fostering good governance
Since March 2009, Madagascar has faced political instability,
generating drastic socioeconomic implications. The reduction
of official development assistance (ODA) to the country
and an embargo on contracts between the government
and international development agencies has had severe
consequences. Madagascar’s development was heavily
dependent on ODA, which accounted in 2008 for fully 50
per cent of all public expenditures and 75 per cent of all
public capital investment 10 . These events, in turn, have had
far-reaching impacts on the project, which was structured to
be part of a much larger regional development effort and
to build on the assets of a comprehensively designed publicprivate
partnership.
Managing growth through transparency
When governance is strong, extractive industries can
generate large revenues, fostering economic growth and
reducing poverty. However, when governance is weak and/
or corruption and rent-seeking are rampant, they may
cause poverty, conflict and further corruption, generating
the so called “resource curse.” The Extractive Industry’s
Transparency Initiative (EITI) seeks to overcome this
drawback by improving transparency and accountability
through supporting improved governance in resourcerich
countries 10 . Due to Madagascar’s political instability,
progress in the EITI has been slow. However, an EITI pilot
report published in February 2010 shows for the first time in
Madagascar significant revenue flows being recorded.
By law in Madagascar, as stipulated in the Mining Code,
royalties, taxes and dividends are to be paid at the
national, regional and local level. In 2011, QMM paid
US$5,400,000 in taxes, royalties and dividends. Thirty per
cent of royalties are allocated to the Anosy region, 60 per
cent to communes directly impacted (Ampasy Nahampoana,
Mandromondromotra and Fort Dauphin) and 10 per cent
to the former province of Toliara 17 .
How are the royalties being spent?
the Commune of Ampasy Nahampoana has
invested in:
- A new Market Place
- A bus travelling between Ampasy
Nahampoana and fort dauphin
- A child day care centre
- Ten new rooms at the CSB
- Renovation of the public secondary school
58

The Production Phase
QMM and GIZ are working to facilitate local good
governance and economic diversification in the
communities living around QMM mining activities. Recognising
the importance of communicating the EITI and enhancing public
understanding, grassroots structures have been identified as
the most effective vehicle to deliver the EITI communication
strategy to local communities. Training and seminars have
been organised for civil society members, who then generate
public awareness about the importance of EITI. Capacities
in participatory planning and budgeting of the communities
receiving mining royalties have been strengthened. Activities
have been carried out to include residents and community
representatives in discussing and voting on spending priorities
and making and voting on spending proposals. Additionally,
economic development and trade of local enterprises and
associations/cooperatives have been promoted by reinforcing
capacities regarding product and market development. As the
communities bordering Mandena are implementing several
income-generating activities, market and trade opportunities
related to these income-generating activities have been
analysed and entrepreneurship and innovation promoted
through seminars and trainings.
The Fasimainty centre
The Fasimainty Centre came into existence with the
objective of creating a transparent and smooth flow of
information, not only for the extended community, but
also for employees. The Centre, strategically located in
the heart of Fort Dauphin, ensures QMM’s continual
contact with all stakeholders. In addition to its classic
information and communication function, the Centre is
an instrument for monitoring public opinion. Information
collected from interactions with visitors is sent to relevant
departments, who then take the appropriate followup
action on any issues. The Fasimainty Centre, a new
concept in the Anosy region, is one of the tools devised
by management to achieve an important goal of QMM;
harmonious integration of the company with its host country,
as well as harmonious integration of new recruits into the
company, in order to achieve optimal results.
59

The Production Phase
Groundtruthing with a local citisen near Sainte
Luce. Sites and areas of interest, including sacred
sites, forests and villages are visited, described
and their coordinates taken. Primary classification
(land use) is also verified through satellite imaging.
60

The future
Long-Term SUSTAINABILITY
The flagship programmes: FAGNEVA and PDI
A Regional MINING FOUNDATION
The Importance of Stakeholder Engagement
THE NEXT MINing ZONES
Sainte LUCE and Petriky
61

The future
Long-term sustainability
“QMM is an important motor of
development for the region, through
the direct economic activity of the mine
and port and through its actions as a
Responsible corporate entity 10 .”
While QMM is an important factor to regional development,
it is only one factor. The benefits derived from the project
can only be sustainable if QMM is one element of a
much broader and more ambitious regional development
strategy. The building of the vehicle for development
started very well with the establishment of the CRD and
the PDR. Unfortunately, the protracted political crisis and
the repercussions which have followed, particularly the
suspension of development financing, have impacted the
project and complicated QMM’s relations with a multitude
of stakeholders. This has placed QMM in a situation where it
risks becoming less of a development partner and more one
of the only development actors in the region.
Given this context, QMM has placed high priority on
rebuilding and strengthening key development partnerships.
Significant collaborative efforts are being made by the
private sector, local communities, government authorities
and civil society to revitalise a regional development platform
for Anosy. There remains a shared commitment to work
together to achieve goals once established in the PRD. There
is the hope that a relaunch of the CRD will take place, filled
with a new roundtable of partners working together to
update the PDR.
QMM’s conduct can set standards of responsibility and
excellence for subsequent mineral extraction projects in the
Madagascar, which is especially important given the rapid
increase in national mineral production. QMM must succeed
in commercial, environmental and social terms. Encouraging
progress is being made across many fronts and QMM is
working to not only improve relations with the community
but also reinvigorate many key regional institutions which have
the ability to lead the region into a better, more sustainable
future.
The Flagship Programmes: Fagneva and PDI
QMM has made a time-limited contribution to the sustainable
development of the region through the Fagneva programme
and the PDI. As the programmes are expected to continue
for another two and four years, activities are continually being
developed and implemented.
62

The future
Future activities under the Fagneva programme include:
--
The operation of a new waste management site in Fort
Dauphin.
--
The construction of an office and housing complex for
the Gendarmes working in Mahatalaky (near Sainte Luce).
--
The promotion of tourism and entrepreneurship.
--
The continual promotion and support of the CRD and
PDR.
Future activities under the PDI include:
--
A dairy project, introducing milk-producing cows to the
region.
--
The operation of a commuter barge servicing the
Ambavarano lake, between the villages of Lanirano and
Evatraha, which will open up trade and transport for the
agricultural and fishing-based population.
--
The reuse and recycling of waste material found across
QMM sites, utilising scrap metal, tires and, for the
manufacturing of tiles, plastic bottles.
The PDI projects are currently funded and managed by QMM,
in addition to the taxes and royalties that go directly to the
impacted communities. These initiatives have the ability to
significantly contribute to poverty reduction in the region.
However, two primary challenges face the PDI. The first is
to expand beyond the pilot phase to become ingrained,
widespread practice. The second is to ensure sustainability
once the allocated time commitment of QMM expires.
Time, effective training and capacity building will allow the
communities to develop skills to continue independent of
QMM, ensuring their empowerment and full ownership of the
projects. To reduce dependency on QMM as the sole source
of funding, a constructive exit strategy must be put in place.
The vehicle with the most potential for such a role is the
regional mining foundation.
A regional Mining Foundation
QMM is operating in a remote, very poor and underdeveloped
location. The company has found itself in a situation of
catalysing development at the local, regional and national
level. Responding to this multifaceted context, globally, the
mining sector is increasingly turning to foundations, trusts and
funds (FTFs) as vehicles to share the benefits derived from
mineral production with communities. FTFs can be used
as mechanisms for the distribution of social and economic
contributions and payments from companies to communities.
They provide opportunities to develop sustainable community
development programmes from the mining sector. If applied
with a clear vision and clarity of purpose, transparency and
accountability and managed accordingly, they can become the
success story of a mining operation 19 .
According to the Mining Code, the region and three
communes bordering QMM are direct recipients of the
mining royalties. In the interest of effective, balanced and fair
development for all the people of Anosy, QMM recommends
the establishment of a regional mining foundation to manage
a portion of the funds arising from mining revenues. This will
allow greater regional equity to be achieved. The foundation
should be structured and applied as an instrument for longterm
regional development, to ensure sustainability of funding
beyond the life of the mine.
Although progress towards establishing such a foundation
remains slow and uncertain, QMM will continue to enlist the
support of interested parties for its establishment and help
ensure the foundation’s focus is squarely on high impact, longterm
development projects such as what the PDI promotes.
QMM will also work to establish future partnerships for these
projects and attract additional financing from other sources.
63

The Future
“For sustainable development in the
Anosy region to be achieved, it will
be the result of collective, multistakeholder
efforts 20 .”
The international advisory panel to qmm
The importance of stakeholder engagement
One of QMM’s main challenges is to effectively communicate
with its many stakeholders. QMM must continuously respond
to the development of its relationships with the community.
The company must manage expectations with regards to
what the project can and cannot provide, as well as set clear
boundaries to its commitments. To prevent future conflict,
there is a large need to develop stronger stakeholder
engagement and to bring together all actors in the region to
work collectively toward common development goals.
Given the context in which QMM is operating, complaints,
feelings of injustice and resentment will exist. The region’s level
of poverty and decades of neglect fosters these sentiments.
Recognising this, QMM, by recommendation of the Office of
the National Mediator, is establishing a new, integrated and
strategic mediation process. This approach is being developed
to ensure effective mechanisms are in place to address formal
complaints and to allow for open dialogue, where differences
can be expressed, explained and communicated, tensions
reduced and mutual understanding built.
The recently developed Conflict Prevention Strategy
will bring together all stakeholders, including those critical or
opposed to the project, in a three-tier mechanism supported
by an independent and neutral pool of mediators. One
national mediator and three local mediators will support
and facilitate the process, working with each of the three
structural levels.
1) A triptych committee composed of the Chef de Région,
the President of the Organisation of Civil Society and the
President of QMM, as the ultimate decision authority.
2) A Conseil des Parties Prenantes (CPP, or Stakeholders
Council) with 24 members equally representing branches of
government, civil society and QMM. Participating members
are both a source of and possible solution to conflicts, thus
the crucible for discussion.
3) The implementation level through existing structures,
most specifically the 15 steering committees and the
Structures de Dialogue (SDD, or Dialogue Structures) 20 .
This system does not replace the official institutions of the
region, but has been created to respond to the need for
maintained trust and communication between QMM and the
community and to avoid future social conflict.
In addition to mechanisms such as the Conflict Prevention
Strategy, QMM has strived to professionalise its more
conventional approaches to communication. “Remembering
communication is a two-way street where listening is as essential
as explaining.” It is about developing relationships based on
mutual understanding and reciprocal respect 20 . The strategies
employeed should not pre-empt or interfere with the Conflict
Prevention Strategy, nor should they only recognise the
successes of the project. The challenges and constraints must
also be transparently communicated to minimise any future
misunderstandings and address problems which may arise.
64

The Future future
Communication Channels
QMM is engaged in several different channels of dialogue.
Communication platforms have been established to
facilitate interactions with various stakeholders. To engage
with communities, structures de dialogue (SDD, or
Dialogue Structures) have been formed. Five community
members per fokontany form a committee. Elected by a
general assembly, “these members are the bridge between the
population and the company.” Once per month members of
the Community Relations team hold informational meetings
at the commune level with the SDDs. Working with 40
fokontany, across eight communes, the SDDs enable QMM’s
continuous engagement with its neighbours.
The Port of Ehoala
The Port of Ehoala will continue to generate
increased economic activity and contribute to the
long-term sustainable development of the Anosy
region.
QMM and the Government of Madagascar envision
the 400ha plot of land adjacent to the existing
infrastructure will be designated for commercial use.
To encourage new business and development, the
Port Authority is seeking Free Port status. Investment
in light industry, the processing of foodstuff and
transhipment facilities are planned in the free port
zone.
Comites de pilotage (or Steering Committees) comprised of
QMM staff and representatives of the concerned community
have been created to address 15 specific priority areas
related to QMM activities and to the development of the
region. QMM practices such as employment, procurement
or the communities concerns regarding electricity in Fort
Dauphin are addressed. Once an issue is resolved or an
overlap develops between priority areas involving the same
committee members, the committees’ numbers are reduced.
Although QMM makes continuous efforts to successfully
interact and engage with its stakeholders, effective
communication is one of the company’s main challenges.
Several questions still exist, such as: Are the platforms truly
representative, with women being adequately represented?
Are all community members being reached? Are topics of
discussion relevant and how can the sharing of information
be improved? QMM is working to address these concerns
and intensify dialogue through its many different channels.
Members of five fokantany gather for an SDD meeting.
65

the future
the next mining zones
Sainte LUCE AND PETRIKY
Mandena is the first operational zone, where production
has commenced and will continue until the deposit has
been exhausted. The future mining zones of Sainte Luce
and Petriky have been explored and the mineral deposits
confirmed. Noting the projected global demand for ilmenite
is anticipated to increase quickly and significantly in the
coming years, the schedule originally envisaged for Sainte
Luce and Petriky may be accelerated.
point of reference to realistically comprehend changes the
mining project will bring. Effective communication, through
permanent dialogue, will be important when explaining the
project and its expected impacts, both positive and negative.
Past experience, and building on the successes and lessons
learnt from Mandena, will help guide QMM’s approach
and subsequent activities so it may continue to positively
contribute to the region and its citisens.
QMM has had an active presence in these zones for many
years. Engaging in frequent and ongoing dialogue with the
community and authorities, informal public consultations have
taken place since the 1990’s. As the project moves forward
in Sainte Luce, preliminary baseline studies are underway,
including a land use study, which explores land tenure, culture,
customs and sacred sites and involves participatory mapping
and continuous, interactive relations with the population.
These studies will lead to the Social and Environmental Impact
Assessment (SEIA), a process that could take several years.
Sainte Luce is a significantly larger site than Mandena. The
same considerations, concerns and challenges will be raised,
but on a much greater scale. Similar to the communities
bordering Mandena, the Sainte Luce population will have no
A participatory mapping session near Sainte Luce involves
identifying all sites and areas of interest within the fokontany,
such as villages, rice fields, agricultural land, forests, mahampy
beds and sacred sites.
66

The Future future
Progress so far
Sainte Luce
--
A conservation zone totalling approximately 1000ha has
been established, as well as a research centre.
--
Thirteen women from the villages bordering the
conservation zone are being employed to work in the
camp canteen. The women prepare breakfast, lunch and
dinner for those working at the research centre and in
the conservation zone.
--
Guards have been trained and hired from surrounding
villages to protect the conservation zone and maintain
the grounds.
--
A CSB, the only health centre for the population of
3,800 residing in the three villages of Sainte Luce, was
constructed in 2004 through QMM funding. Before this
health clinic was established, the population travelled ten
kilometres to the nearest CSB in Mahatalaky.
The canteen women at work in the Sainte Luce conservation
zone.
Petriky
--
A conservation zone totalling 120ha has been established,
as well as a research centre.
--
QMM funded the construction of a secondary school in
the village of Loharano, closest to the ilmenite deposit.
In 1999 a semi-permanent structure made of wood was
constructed and in 2005 the present concrete structure
was built.
--
Public consultations have been carried out since 1998.
Students from Loharano’s (Petriky) secondary school.
67

The Production Phase
conclusion
It has been a long road from exploration to today. QMM’s
foundations rest on work that has extended over the decades.
These undertakings have led to exceptional knowledge and
management of the region’s biodiversity, approaches and
structures that aim to avoid the traps of enclave industries,
most notably embedding the project within the larger regional
framework of long-term social, economic and environmental
development, and transparent, measurable commitments
to a Net Positive Impact (NPI) over fifty years. QMM has
made extensive investments in its employees, its partnerships
and its involvement with local communities. Through
ongoing engagement, a shared commitment to the region’s
development has been fostered. Identifying communities
surrounding its operations and those from which it draws
its employees as key stakeholders, QMM is dedicated to
68
“QMm is a big player but not the main Actor
in the anosy region. We need to continue
engaging with different stakeholders,
improve our regional collaboration and
ensure sustainable developement is a shared
endeavour. If we can do this, the region
will become more wealthy and healthy.”
Manon Vincelette, General manager Community relations,
sustainable development and biodiversity
continuous engagement with these groups to determine
their development needs. QMM will ensure it continues to
support relevant initiatives while maintaining the potential to
foster meaningful development.
As the project evolves, challenges will be ever persistent.
Today, QMM must continue to devote attention to the
management of expectations so they are realistic. This must
be done more effectively than in the past and should be
approached as much as possible through partnerships rather
than QMM acting alone. QMM must improve in the delivery
of its partnerships, work together more effectively with its
many stakeholders and ensure regional development is a
shared endeavour. This will require strong leadership, ongoing
engagement and permanent dialogue. Institutions established
for the development of the region through almost two
decades of efforts need to be revitalised. QMM is working
to see this is achieved. Lastly, QMM must ensure it follows
though on its commitments and delivers its contributions so
these outcomes generate positive impacts.
Once placed in the larger picture, it is evident much has been
achieved thus far and key foundations on which to continue
building are well positioned. Recognising it takes a sustained
and collaborative effort, as well as time to bring about
meaningful change, QMM is committed to the long-term and
will continue to ensure the project’s success for not only itself,
but for the people and country of Madagascar.

Useful Abbreviations and Acronyms
COGEma
CPP
CRD
CRFPTA
CSB
DUP
EITI
FTFs
GDA
GIZ
HIA
HIMO
ICaR
IEC
IGA
INSTAT
IFRA
NGO
NPI
ODA
PAGS
PAPs
PDI
PDR
PIC
QMM
RAP
SDD
SEIA
STI
UNDP
UniCEF
USAID
Comité de Gestion de Mandena (mandena management committee)
Conseil des parties prenantes (Stakeholders council)
Comité Régional de Développement (Regional Development Committee)
Centre Régional de Formation Professionnelle et de Technique d’Anosy (Anosy Vocational and Technical Training CentRe)
Centre de santé de base (primary health care centre)
déclaration d’utilité publique (Public Utility Declaration)
Extractive Industry’s Transparency Initiative
Foundations, Trusts and Funds
Global Development Alliance
Deutsche Gesellschaft für Internationale Zusammenarbeit
Health Impact assessment
Haute intensité de main d’oeuvre (High Intensity Labour Projects)
Association Internationale de Crédit Agricole et Rural (International Association of Agricultural and Rural Credit)
Information, education and communication
Income generating activities
Institut national de statistique de madagascar (National Institute of Statistics)
Institution Financière Régionale d’Anosy (Regional Financial institution of Anosy)
Nongovernmental Organization
Net Positive Impact
Official development assistance
Plan d’aménagement et de gestion simplifé de Mandena (Simplified Mandena Management and Development Plan)
Persons Affected by the Project
Programme de développement intégré (Integrated Development Programme)
Plan de Développement Régional (Regional Development Framework)
Pôle Intégrés de Croissance (Integrated Growth poles)
QIT Madagascar Minerals
Resettlement Action Plan
Structures de dialogue (Dialogue Structures)
Social and Environmental Impact Assessment
Sexually transmitted infection
UNITED nations development programme
United Nations children’s Fund
United States Agency for International Development
69

SOURCES
1. CIA Factbook “madagascar” (July 2011 Estimate)
2. UNDP HDI Index Report (2011)
3. UNICEF STATistics “Madagascar at a glance” (2010)
4. Kull, C.A. “Deforestation, Erosion and Fire: Degradation Myths in the Environmental History of
Madagascar”, Environment and History, 423-450. (2000)
5. “Anosy” Wikipedia online (July 2011)
6. Puhlmann,T. “The Impact of QIT Madagascar Minerals (QMM) on Local Economic Development of
Fort Dauphin” Madagascar (December 2008)
7. www.riotintomadagascar.com
8. QMM SA Ilmenite Project, Social and Environmental Impact Assessment Summary (May 2001)
9. Memorandum of Understanding between the United States Agency for International Development
and QIT Madagascar Minerals
10. Report of the International Advisory Panel (June 28, 2010)
11. QMM/Rio Tinto in madagascar “Case B: Engaging with local communities”
12. Construction of the madagascar ilmenite project “QMM Memories” (December 2009)
13. Results and Prespectives of the Ilmenite Project in Fort dauphin (2009)
14. The impact of Qmm on local economic development of Fort dauphin
15. Interview, Ceilo Terra Veronica Bevivino (May 2011)
16. Schools for Madagascar: Close to Home. UNICEF Madagascar Country Office, Education Toolkit,
Madagascar
17. QIT Madagascar Minerals (Rio Tinto) Sustainable Development report (2010)
18. Anosy: Schéma de Développement Régional de l’Anosy (SDR) (July 31, 2001)
19. Mining Foundations, Trusts and Funds: A Sourcebook, The World Bank (June 2010)
20. Report of the International Advisory Panel (August 7, 2011)
70

Words By rachel Long
Design By cathy Haenlein and Rachel Long
Images by Rachel Long and QMM
Contributions by the community relations, sustainable
development and biodiversity Teams, the president, the
international advisory panel To QMM, QMM partners and
local communities
Printed By NIAG
Rio Tinto/QMM, December 2011

QIT Madagascar Minerals
bp 4003
101 Madagascar
T + 261 20 22 425 59
www.riotintomadagascar.com