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Determining the environmental consequences of green field projects is becoming an increasingly important component of new projects. Feasibility studies are regarded by potential investors as incomplete if a comprehensive Environmental Impact Assessment (EIA) has not been completed. These EIAÆs need to meet various local and international requirements in order to achieve bankability. Heavy mineral mining projects are often located in ecological sensitive coastal zones, and bring with them a suite of social impacts in the mainly developing countries within which they are usually located. This paper draws on experience gained in undertaking EIAÆs for heavy mineral mining projects in Kenya, Mozambique and South Africa, and uses these case studies to identify potential pitfalls. Important lessons include the need to initiate the EIA process as early as possible in the project, in order to develop management systems to mitigate the environmental impacts of exploration. Close and on-going consultation with affected communities is also seen to be critical to the success of the EIA. Proactive participation on the part of the environmental consultants with the project team and all interested and affected parties (IAPs) is important. An EIA commissioned later in project planning makes it difficult for the EIA to contribute in a positive manner to the project. Early engagement with environmental consultants allows the environmental assessment to develop from a report to an actual process, and to become fully integrated with project planning. The proviso is that an initial æfatal flawÆ assessment is required to identify any potential æshow stoppersÆ, in order to meet one of the important objectives of EIA, namely an assessment of whether or not the proposed project is the preferred development intervention in the study area. For more controversial proposals this may require the commissioning of a Strategic Environmental Assessment (SEA), which circumvents some of the limitations of the project level EIA. Whilst confidentiality is a constraint to full disclosure, an open participatory approach to public consultation is essential to add credibility to the EIA process and to gain, at least, the acceptance of the process from the majority of IAPs. Full disclosure is encouraged by organisations such as the International Finance Corporation, who acknowledge that good public consultation costs a lot of money, but bad public consultation costs a lot more! An open approach to disclosure presents understandable difficulties for proponents, as they are required to give up some of their control over the project, and to trust the social scientists engaged in the process. However, independence in the EIA process is critical to its success. This paper will highlight these and other issues by drawing on five case studies to identify lessons learnt, and explore the above themes in more detail.

Jan 1, 2001

The green field discovery of a two million ounce high-grade refractory gold ore deposit in the Indonesian Province of Sulawesi Utara, led Newmont to utilise its proven technical expertise in dry grinding and whole ore roasting to develop a 2000 tonne per day, 160 000 ounce per year operation in this remote and picturesque location.Located at an elevation of 250 in above sea level and ten kilometres to a deep water natural harbour, the hard rock open pit mine, process plant and infrastructure facilities were built to budget at a capital cost of US$132 million. The plant was commissioned with oxide ore, with the first gold poured in March 1996 and with refractory ore in January 1997. The operation rapidly met its production targets because of extensive forward planning and training programs developed for the local workforce. The presence of steep topography, fertile coastal plains, high rainfall, high seismicity of this location led to the decision to dispose of neutralised tailings in deep water off the coast instead of impounding tailings in a dam. This paper describes the development of the project and the challenges in developing a gold operation in a remote location which lacked infrastructure, the steps taken to ensure a smooth commissioning, and the selection of the workforce to operate a technically sophisticated facility.

Jan 1, 1997

By P Salmon, M Kennedy

Sun Metals Corporation Pty Ltd (SMC), a wholly owned subsidiary of Korea Zinc Co Ltd (KZC) is a company formed to develop, construct and operate a zinc refinery, 11 km south of Townsville in North Queensland. The project opportunity exists because of on-going consumption growth for refined zinc metal, technological, environmental and economic obsolescence of existing zinc processing plants, and a prolonged ædroughtÆ of new zinc processing capacity under construction. The Project will utilise proven technology developed by KZC at the Onsan refinery in Korea. The Townsville Refinery has been designed to be the most environmentally-friendly zinc refinery in the world, and in particular to resolve the issue of secure, long term treatment of the ironbearing content of the zinc raw materials.

Jan 1, 1998

Mr GEPP said: "He proposed at the outset to draw attention to figures dealing with the population of the countries adjacent to Australia for the purpose of comparison with the population of the Commonwealth. He would deal more particularly with the areas of land surrounding the Pacific and Indian Oceans. Korea and Japan had a population of 18,000,000 ; China, 437,000,000 ; Persia, 9,000,000 ; Arabia, 5,000,000; South Africa, 129,000,000; Madagascar, 3,500,000 ; India, 251,000,000; Siam, Indo-China, and so forth, 16,225,000; Federated Malay States, 3,225,000; and, very significantly, Java, only four and three quarter days from Fremantle, over 50,000,000. From the map displayed an idea of the comparative areas of the countries mentioned and Australia could be gained. It was rather amazing that Australia, with its great potentialities, had only about 5,150,000 people. New Guinea had over 750,000 people; Hawaii, a mere speck, 250,000; New Zealand, 1,300,000; North America, 130,000,000; Central America, over 15,500,000; and South America, over 65,000,000. Colombo was only six days from Fremantle, and it was only nine days from Capetown to Albany, and eight days from Albany to Hobart. Proceeding, Mr. Gepp said "It was in 1911 and 1912 that I had the good fortune to spend nearly twelve months in Europe, and during the course of my work in England and Germany to have the oppprtunity of studying both the economical and political systems in some detail... I was in Berlin at the time of the visit of Lord Haldane, when an effort was made by the British Government to arrive at some under...

Jan 1, 1923

Since the days of Adam Smith and Milton Friedman the discussion of corporate citizenship and sustainability has been flooded with multiple contradictions, with proponents of sustainability saying that it is a crucial cog in the business strategy, while those against, maintain that æthe business of business is businessÆ and therefore sustainability issues are just add-ons. Sustainability arises from a deeply held vision by corporate leaders that businesses can and should play a role beyond just making money. Businesses should embrace the understanding that everything that a company does has an impact both internally and externally (communities, employees and customers), and the natural environment. This paper highlights the approach that led to a view that there is a contradiction between profitability, sustainability and community development, and we provide a further argument to the contrary. This argument is based on a comprehensive literature review of over three decades by various scholars linking corporate social performance and corporate financial performance. Driefontein Gold MineÆs approach is that of linking the community development, natural environmental and employee well-being initiatives and projects to the mineÆs business strategy. The paper further highlights the coordination and implementation mechanism of sustainability at the mine where the accountability lies with the head of the mine operations. A two pronged approach is employed where there is an internal dialogue on sustainability between the various departments coordinated by the sustainable development department and an external tri-sector partnership with local government, interested and affected parties and the mine. These approaches are closely linked to the contributions towards the mineÆs financial bottom line.

Jan 1, 2009