Emphasizing Environmental Management and Monitoring - Mining and the Environment: From Ore to Metal - page 472

Environmental budgets, especially for mining projects, differ from normal project
budgets in that environmental measures and needs often extend well beyond construction
and operation into the period following the mine closure. Some environmental impacts
may also only become relevant some years after the project has commenced operating.
For example, separate mine pits may be developed in sequence, or new waste mine place-
ment areas are developed years into mine operation. Then decommissioning, mine clo-
sure including i nal rehabilitation, and post-mining monitoring costs are needed possibly
for decades after operations cease and there is no longer a positive cash l ow. Budgets for
priorities very late in the life of the project, specii cally mine closure and post-closure envi-
ronmental measures, are probably best provided for in escrow accounts or performance
bonds (see Chapter Twenty One on Mine Closure).

Human Capacity - or Lack Thereof

Human capacity, that of the professionals involved in implementation of mitigation meas-
ures, is a necessary requirement for successful implementation of the EAP. However,
the capacity for performing environmental management, in particular managing social
aspects, is often lacking in new mining ventures, in which initial resources are primarily
directed to overcoming the many technical, engineering, and logistic challenges associ-
ated with project development. Accordingly, lack of human capacity has arguably become
the biggest constraint to effective implementation of environmental mitigation meas-
ures. While mining professionals readily cope with technical measures to limit physical or
chemical impacts, measures to address the softer social issues remain alien to many techni-
cally oriented personnel. Even people trained in the social sciences commonly lack the sen-
sitivity or the emotional stamina required to effectively deal with complex social issues.
Capacity strengthening requires much more time than securing budgeted funds. The
process commences with the needs and capabilities analysis. These should become a rou-
tine part of the environmental assessment process and should occur early in the preparation
phase of the project cycle. As preparation and implementation of environmental manage-
ment plans are often the responsibilities of quite different parties (say consultant and min-
ing company), the analysis should identify who will be doing what, and the extent to which
identii ed professionals or institutions are suited to carry out their future tasks. In summary
effective implementation of the EAP requires two main requisites, a clear budget to pay for
the implementation, and adequate human capacity. Budgets are the easier of the two.

The capacity for performing
environmental management,
in particular managing social
aspects, is often lacking in new
mining ventures.

Capacity strengthening requires
much more time than securing
budgeted funds.

REFERENCES

Artiola J, Pepper IL, and Brusseau ML (2004) Environmental Monitoring and Characterization,
Elsevier Scientii c Publisher.
DEH (2006) Environmental Management Systems (EMS), Department of the Environment and
Heritage ( www.deh.gov.au ).
GRI (2002) Sustainability Reporting Guidelines ( www.globalreporting.org ).
Hunt D and Johnson C (1995) Environmental Management Systems: Principles and Practice,
McGraw-Hill.
IPIECA/API (2005) Oil and Gas Industry Guidance on Voluntary Sustainability Reporting ( www.
ipieca.org ; www.ipa.org ; www.ogp.org.uk .).
Kim YJ and Platt U (eds.) (2007) Advanced Environmental Monitoring 2007, XXII, 422 p., Hardcover
ISBN: 978-1-4020-6363-3.