Green Economy Journal Issue 62

MINING
MINING
Anglo American
Sustainability must
become a part of the
day-to-day job.
Building a
SUSTAINABILITY
We are often asked if it is possible to create a sustainability agenda for each mine owned by
a company. Our answer is yes, but only if the mining company simplifies its approach and
communicates to staff and stakeholders about why and how to act.
BY KEARNEY CONSULTING
The elements of sustainability must be embedded into each
mine’s core operations – depending on the type of mine, the
mining phase as well as the geographic and social environment.
A comprehensive, balanced approach to sustainability considers
the company’s larger strategic focus and priority areas as well
as the need to adapt quickly and locally as focus and priorities
change over time.
There are three “must haves” in a sustainability framework: 1) it
must be applied consistently across the organisation regardless
of geography or mine type, 2) it must encompass the full array
of activities for addressing sustainability issues, including timing,
execution and governance, and 3) it must sustain and enhance the
competitiveness of the mining company’s portfolio of operations.
A well-designed sustainability framework not only improves
framework
operational performance and creates more sustainable operations, it
also has the potential to improve profitability. Creating the framework
begins by identifying the anticipated impact achieved through
sustainability (economic, social and environmental) and defining
the what, when, how and who of sustainable mining (see figure 1).
1. What mining processes have the most significant environmental
and social impact?
Leading mining companies focus on the processes that are most
important in terms of sustainability and most closely linked to
operational performance. This helps focus activities and scarce
resources. As with most undertakings, the first step is to conduct a
baseline analysis of the mining process to gain a better understanding
of the company’s current consumption and environmental impact.
Anglo American
Kearney Analysis
Framework for sustainable mining
Figure 1. The “what, who, when and how” of sustainability in mining.
A good analysis assesses existing regulations, operations, energy
mix, social impact and sustainability practices. It is important to
assess performance at all mining phases – exploration, operations,
closure and post-closure – and within all subcategories (see figure
2). The grey shaded areas in figure 2 highlight where a mine’s impact
is most significant. The subcategories are then adapted depending
on the specific environmental circumstances of the area.
Energy-related pollution is easy to assess using metering tools to
gauge the local energy mix, but analysing a mine’s social impact is
often more difficult as it relies on people filling out questionnaires,
Exploration Operations Closure Post-closure
Figure 2. The impact of processes and activities across mining operations.
Above: Berm monitoring at Kumba Iron Ore’s Kolomela mine.
Main picture: Tamaga Lodge is one of three biodiversity conservation areas
on the western side of Sishen mine. These areas were originally livestock
farms and are being carefully restored to their natural state.
Celebrate and communicate
the small quick wins.
which are based on subjective opinions. We recommend going a
step further and using tools to determine areas most important for
a region and individual mines.
2. When – at what phase in the mining process – do sustainability
initiatives have the biggest impact on a mine’s life cycle?
The earlier a strategy and game plan are defined; the more likely
sustainability (linked to operational performance) will be successfully
integrated into all aspects of planning and operations. In this way, a
negative impact within a mining phase can be mitigated. For example,
figure 3 illustrates an impact assessment on water, evaluating acidity,
heavy metals, chemical processing, sedimentation and quantities at
all four phases. Two potential mitigation points are highlighted in
the operations phase and at post-closure.
The most significant steps are taken when a mine is in the initial
stages of design, when it is still possible to mitigate a potential
negative impact before it happens, and when relatively simple
measures can drive sustainable operations, improve operational
opportunities and cut costs (see figure 4). Measures implemented
at a later phase will be far more costly.
3. How does a mining company avoid a negative social or
environmental impact?
A select set of priority initiatives is available to identify and address
negative social or environmental impacts across the various mining
phases. We use the following hierarchy to assess a potential impact
(see figure 5):
• Avoid an unacceptable impact by considering a different
project location, sitting, scale, layout, technology or phase or
ultimately by cancelling development
• Minimise a largely unacceptable impact by considering the
same options used to avoid an impact
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