Environmental Engineering Reference
In-Depth Information
Capacity building is central to successful environmental management. It takes time, and
requires an open mind. Transparency, openness and respect for interest groups (both those
that are directly affected by mining and those that are not, but claim a legitimate interest)
are essential to successful environmental management. False or insincere attention to com-
munity concerns will be easily detected by the host community, with long-lasting negative
consequences on stakeholder relationships. Throughout the life of the mine, ongoing
activities include environmental monitoring and auditing (internal and external), rectify-
ing adverse impacts, and understanding lessons learned for future projects.
Planning for mine closure becomes increasingly important as the project approaches the
end of its life. However, environmental management does not i nish when mining comes
to an end. Post-mining environmental management and monitoring may continue for
years, well after the last mine product is shipped.
In summary, environmental assessment is not only an activity of project preparation,
although that is where it starts. Particularly since the advent of the 2006 IFC Performance
Standard 1, the focus of environmental assessment is on implementing the Environmental
Action Plan. This includes implementing the agreed-upon mitigation and monitoring
programme, capacity building, and establishing a management system that can support
the implementation of an environmental strategy throughout the mine life.
False or insincere attention to
community concerns will be
easily detected by the host
community, with long-lasting
negative consequences on
stakeholder relationships.
Planning for mine closure
becomes increasingly important
as the project approaches the
end of its life.
2.3 MANAGING THE ENVIRONMENTAL IMPACT
ASSESSMENT PROCESS
The preparation of an environmental impact assessment is usually the responsibility of the
mining company. (In the US, the Lead Agency of the Government has the responsibility
for preparing an Environmental Impact Statement, which is normally based on informa-
tion prepared by the proponent in the form of an EIA). The company owns the EIA docu-
ments and the stated environmental commitments. Therefore, although the actual work
is often outsourced, the primary responsibility for managing the EIA as well as for pre-
paring the supporting documentation and for implementing management and monitoring
recommendations remains with the company.
Over the years, the practice of environmental impact assessment has become more com-
plex and more technically sophisticated. There has also been a tendency towards greater
involvement of other parties, the so-called 'stakeholders', in the assessment process. The EIA
of large mining projects may be undertaken within a complex multi-jurisdictional legal/
regulatory framework; may extend over a number of months or years; often involves a wide
range of participants representing donor agencies, governments, proponents, technical experts,
affected communities, and NGOs; and incorporates complex scientii c data and sophisticated
analytical methods. This growing complexity is straining the ability of senior management of
mining companies to manage the assessment process effectively. The challenge of managing
environmental assessments is now as daunting as the technical complexity of building a mine.
The challenge of managing
environmental assessments is
now as daunting as the technical
complexity of building a mine.
Managing the EIA Process as the Owner
A skilled project manager is the i rst prerequisite during the environmental permitting
stage. It is important for the company to have a cadre of highly qualii ed and trained
professionals assigned to assist in the preparation of the EIA. Good people skills are neces-
sary, especially during the approval period, but traditional management skills are equally
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