A guide to leading practice sustainable development in mining
A guide to leading practice sustainable development in mining
A guide to leading practice sustainable development in mining
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3.0 DEVELOPMENT AND CONSTRUCTION<br />
3.1 – Mt Todd m<strong>in</strong>e, Northern Terri<strong>to</strong>ry, Australia dur<strong>in</strong>g the construction period (1996)<br />
Key Messages<br />
Workforce levels and surface disturbance can peak therefore the social<br />
and environmental impact can be higher than any other stage<br />
When risk management is not undertaken thoroughly, it can lead <strong>to</strong> major<br />
flow-on impacts on an <strong>in</strong>dividual m<strong>in</strong>e, company and the m<strong>in</strong><strong>in</strong>g <strong>in</strong>dustry<br />
Susta<strong>in</strong>ability requires that the complex relationships between various<br />
risks be well unders<strong>to</strong>od, especially the potential for l<strong>in</strong>ks between<br />
environmental, social, political, economic and reputation risks<br />
Community engagement activities should be a cont<strong>in</strong>ual (daily) focus of senior<br />
management <strong>in</strong> this phase<br />
Contrac<strong>to</strong>rs and subcontrac<strong>to</strong>rs will likely outnumber company employees and<br />
require cont<strong>in</strong>ual management attention if susta<strong>in</strong>ability objectives are <strong>to</strong> be<br />
achieved<br />
Opportunities for Indigenous participation <strong>in</strong> the workforce should be pursued<br />
Plann<strong>in</strong>g and <strong>development</strong> for an effective moni<strong>to</strong>r<strong>in</strong>g framework<br />
should occur as early as possible <strong>in</strong> a project’s life cycle<br />
A GUIDE TO LEADING PRACTICE SUSTAINABLE DEVELOPMENT IN MINING 61