A guide to leading practice sustainable development in mining

Barrick Australia’s Timbarra Gold Mine is located east of Tenterfield in northern NSW.
Operations started in April 1998 and the mine was placed under care and maintenance
in October 1999. Activities since then have focused on mine closure and associated
rehabilitation and monitoring requirements. The 82 ha disturbed during the mine’s
operation included two pits, a spent ore stockpile, water storages and processing
plant, ROM pad and haul roads. Closure planning at the Timbarra mine commenced in
late 2000, when Delta Gold (the operator) decided to proceed with an independently
facilitated engagement process with a wide range of stakeholders, including project
opponents on the rehabilitation of the mine. The 2001 consultation process resulted in
reconciliation between various conflicting groups. Instrumental to this was the mine’s
new owner, which had a different approach to community relations. TCFG was able
to move from a state of conflict to resolution and partnership, to achieve sound mine
closure (see LP Closure p.25). The lessons were clear:
community and other stakeholder views, are essential in
planning mine closures and should be pursued through formal
processes such as community closure focus groups.
it is important to listen to protagonists’ views and address each issue.
in many circumstances, input from environmental groups can result
in better managed mines that pose less risk to the environment.
collective knowledge can help solve or address issues of common concern.
use of a facilitator.
engaging in (and resourcing) conflict resolution processes rather than avoiding conflict.
Figure 5.15 – Timbarra wetland
An international and innovative example of closure planning for alternative land uses
is from the Ruhr region of Germany. Former lignite mines have been converted to
industrial estates, office buildings, ski runs and other uses.
150 LEADING PRACTICE SUSTAINABLE DEVELOPMENT PROGRAM FOR THE MINING INDUSTRY