The Sierra Rutile Review 1 2015

THE
SIERRA
RUTILE
REVIEW
HOW THE POWER OF BUSINESS
CAN HELP TACKLE EBOLA
More than ten years on from Sierra Leone’s civil war, the country’s economy had been showing signs of improvement, recording double
digit GDP growth in 2012 and 2013. The unprecedented arrival of Ebola in West Africa and its rapid spread added a completely new and
dynamic business risk.
As one of Sierra Leone’s largest employers, responsible for the direct and indirect employment of over 2,000 people, Sierra Rutile
quickly recognised Ebola’s potential for business disruption.
What was immediately apparent was the need to keep our workforce
safe. Our initial strategy was very simple and had three main elements:
i) Awareness building (regularly providing staff with information about
Ebola so they could recognise the disease and protect themselves);
ii) Screening (checking the temperature of all employees and visitors to
the mine site to keep potentially infected people out); and iii) Improved
hygiene (providing increased facilities for hand washing).
We also had to think beyond the mine. Mining operations of companies
such as ours are based in remote rural areas and are closely linked with
local communities. Around 60 percent of our workforce is from and/or
lives in surrounding villages and we use many local suppliers and
contractors. This tight interdependence between the company and the
community meant our approach to managing Ebola had to extend
beyond the mine itself and into the communities.
Working with traditional local rulers and community representatives
such as Paramount Chiefs, women’s groups, youth groups, district
councils and local parliamentarians, we initiated a daily house-to-house
temperature screening programme targeting an estimated 11,000
people. We also collaborated with the local security forces to set up screening check points, supplying them with thermometers and
chlorine. Equally important has been to circulate accurate and accessible information from the Ministry of Health, WHO and Centers for
Disease Control.
Perhaps the most visible sign of our response is the newly constructed quarantine and isolation unit in the grounds of our health clinic.
Ebola’s disproportionate impact on health workers has been well-documented and dedicated training as well as protective equipment
and clothing for them has been a crucially important investment.
A successful response to Ebola is critical for national economic growth. The GDP of Sierra Leone, which had been projected to grow by
over 11 percent in 2014 has since been revised down to 6.6 percent. While the facts don’t support the fear, the stigmatisation of the
Ebola-affected countries has manifested itself in suspended flights, visa bans, an ‘Ebola tax’ (freight surcharge) added to transportation
costs, and misinformation making travel in and out of the country difficult. This has hurt the Ebola response, as well as the Sierra
Leonean business community and generated anxiety among international investors.
Notwithstanding these challenges, we have managed to keep our operations going with minimal disruption. Over one year on, our
workforce remains Ebola free and our response has been pivotal in maintaining a robust operational performance. We sustained
improvements in cost efficiency and completed on budget the upgrade of our mineral separation plant. We also continued with our
expansion projects and have maintained a strong balance sheet.
Ebola has tested our resolve as a company, and also that of the country. What our experience clearly shows though is that we must
face such tests head on, including engaging widely with the local community and the rest of the private sector to come through the
other side.
“
WORKING WITH TRADITIONAL LOCAL RULERS AND
COMMUNITY REPRESENTATIVES SUCH AS PARAMOUNT
CHIEFS, WOMEN’S GROUPS, YOUTH GROUPS, DISTRICT
COUNCILS AND LOCAL PARLIAMENTARIANS, WE
INITIATED A DAILY HOUSE-TO-HOUSE TEMPERATURE
SCREENING PROGRAMME TARGETING AN ESTIMATED
11,000 PEOPLE.
”
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