A guide to leading practice sustainable development in mining

Adjustments for changes in the mine plan
Monitoring programs need to be planned and documented in such a way that
when changes occur to an operation and new or altered impacts are possible, it
is a straightforward matter to adjust the monitoring program. Ideally, individual
monitoring tasks are defined within both a medium-term timeframe (such as one
year or five years) and a life-of-mine plan for a particular project. The mediumterm
plan documents all phases of monitoring and indicates lead times required,
particularly when a ‘scope-of-works’ statement needs to be defined for a monitoring
project, and subcontractors/consultants are required to develop proposals prior to
commencement.
At the commencement of planning a mining project, or at a key change in an
operation’s production plan (for example, a delayed start date, expansion or
reduction in production, or suspension of operations), the following planning phases
should be addressed.
A risk assessment which identifies monitoring needs and clarifies the purpose
of each task for each phase of the operation informs the planning.
A monitoring plan is prepared for the year ahead on the basis that the risk
assessment will focus on the needs/risks that require attention over the coming
year and will list all tasks and show interrelationships. Medium-term and lifeof-mine
monitoring plans are also revisited and updated annually; the level of
detail is not as great as for the annual plan, but indicative costs and critical
commencement dates are included to support budget submission when needed.
For individual tasks within the annual plan:
– objectives are defined and documented in a scope-ofworks
statement with supporting information
– if external expertise is required, the scope-of-works
is used as a basis for seeking proposals
– if monitoring is to be undertaken internally, a commitment
is made by managers to resource the task and the
expectations and commitments are documented
– in the evaluation and selection of any external contractor,
agreements are defined for key elements of monitoring,
responsibilities for data management, interpretation and
storage, progress and final reporting/recommendations
– an internal or external project coordinator/manager has taken ownership
of ensuring the continuity and success of the monitoring. This role ensures
the correct activities are undertaken in the right locations, appropriate
stakeholders are engaged during the process, and all relevant supporting
information is made available to the consultant. The coordinator reviews
all draft reports and ensures they are finalised and circulated to key
personnel, and that data are managed in accordance with any agreements.
76 LEADING PRACTICE SUSTAINABLE DEVELOPMENT PROGRAM FOR THE MINING INDUSTRY