A guide to leading practice sustainable development in mining

poor erosion controls during construction can result in increased sediment loads.
to water courses during rainfall events.
proper storage and handling of fuels and lubricants, and sound workshop.
management can reduce long-term contamination from spillages.
proper identification and handling of topsoils and other growth media, and.
control of dusting from these stockpiles, can assist immediate and long-term.
environmental management.
Risk Management
Given the long-term implications of decisions made at the project development
phase, it is vital that risk assessment workshops are held at key stages—usually at
pre-feasibility, feasibility and project execution stages. The outcomes of these risk
workshops should drive decisions on the future direction of the project.
The nature of mining can often present a range of uncertainties—on the extent of
environmental impacts, social benefits, economic outcomes, geologic conditions and
even political risks. Stakeholders will have different perceptions of uncertainty and
the various aspects of mining. As noted in Enduring Value, implementing sustainable
development principles requires mining professionals to consider the complexity of
stakeholder relationships that may exist over the long term and at great distances.
Uncertainty arises due to the complex inter-relationships between economic,
environmental and social risks. This situation is illustrated in the case study: Risk
Management of the Ok Tedi Project, Papua New Guinea. This one mine has probably
been responsible for more anti-mining words, films and other media and legal action
than any other mine in recent history. It has galvanised a generation against mining,
particularly in developing countries, it has given impetus and momentum (and
funding) to NGOs and environmental activists opposed to the mining industry and,
built the reputation of one Australian law firm.
The Ok Tedi copper-gold deposit was discovered in the 1960s and subsequently
developed by an international consortium led by BHP Ltd in the mid-1980s. The
project is located in the Star Mountains of Western Papua New Guinea (PNG).
The remote region has intense rainfall, steep and rugged mountains, is prone to
landslides and is also within a seismically active area. The engineering challenges for
mine waste and environmental management in this context are significant.
There are a multitude of risks which need to be considered with a project such as Ok
Tedi. The extent and nature of environmental impacts present numerous and varied
risks—during operation as well as during closure, and following rehabilitation. The
social risks are difficult to assess—who receives benefits versus negative impacts,
and are further complicated by the varying perceptions of the nature of social risks
(within PNG and externally in the developed world). Initially the economic impacts
and risks of the project may appear to be easy to ascertain and assess but the
costs and externalities derived from environmental and social impacts can be very
significant and impact on project economics.
A GUIDE TO LEADING PRACTICE SUSTAINABLE DEVELOPMENT IN MINING 79