Looking Ahead - Mining and the Environment: From Ore to Metal - page 858

One approach (pioneered by the Australian engineering i rm GHD) follows for illustra-
tion. The i rst step addresses social, economic and environmental impacts, but acknowl-
edges that there may be external constraints (such as time critical path delivery, or budgetary
considerations) that can limit the extent to which sustainability can be incorporated into
project design, execution and commissioning. Hence, a three-level approach to sustainabil-
ity engagement is provided to cater for the varying possibilities, as indicated in Figure 22.6 .
At level 1, project impacts are identii ed and evaluated. When the sustainability impacts
of projects are understood, opportunities can be sought to minimize the negative impacts,
maximize the positive impacts and enhance the overall sustainability outcome projects. At
level 2, a 'critical review' selection identii es the measures easily adopted within the con-
text of the project's critical budget and timeline requirements; such 'low hanging fruit' can
be easily incorporated into mine design. Examples may include: eco-efi ciency measures,
green design, fuel switching, use of alternative energy (e.g. solar panels) and grey water
systems. Opportunities that have been identii ed, but are considered too cumbersome
within the time and budget constraints can then be seeded into the pre-feasibility phase of
subsequent activities or projects. Finally, level 3 provides for integrated strategic sustain-
ability approaches for adoption through long-term partnerships.
The importance of the logic of this framework is that a realistic approach is applied i rst
to acknowledge the signii cant constraints of a sanctioned project operating on critical path
and where innovation cannot be allowed to obstruct the immediate operational objectives
and performance requirements. However, it also provides for lessons learnt from immedi-
ate activities and projects to be incorporated into subsequent projects or project phases.
While the above model indicates a way in which specii c sustainability considerations
can be introduced into mining projects, the challenge remains for mining corporations to
achieve corporate sustainability. Eventually to become truly sustainable in all its actions,
products and outcomes, an organization must become internally sustainable in all its struc-
tures, processes and functions. A key i nding within the literature is that it involves, as
Porter and Kaplin (2006) note, fundamental attention to the integration of inside-out and
outside-in practices. In other words, both the internal and the external environment are
crucial domains with which business must engage equally.

To become truly sustainable
in all its actions, products and
outcomes, an organization must
become internally sustainable in
all its structures, processes and
functions.

Traditional Mining Industry Culture and its Inherent Limitations

The fundamental issue for many international mining companies as for other multi-
national corporations is that there is often a characteristic 'prevailing company' culture
which dominates the approach to mining operations no matter in which region they occur.

STEP 1 Project Impact Assessment

FIGURE 22.6
Developing Sustainability in Tiers

Enhancement of Project
Outcomes

STEP 2

Source:
GHD 2008

Strategic Partnership

STEP 3