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AND CASH FLOW EVALUATION MODEL
Implementation in Gold Sands Project, Peru
March, 2010 R.G. Harskamp
Title : Alluvial Mining Operation: a Sustainable Guideline and Cash
Flow Evaluation Model
Author : Robert Gijsbert Harskamp
Date : March 2010
Supervisors : Ir. J.J. de Ruiter (TU Delft, CiTG)
Prof.dr.ir. C. van Rhee (TU Delft, 3ME)
Prof.dr.ir. R.J. Arts (TU Delft, CiTG)
Ir. H. van Muijen (MTI Holland B.V.)
Ir. P.M. Vercruijsse (MTI Holland B.V.)
TA Report number : AES / RE / 10‐02
Postal Address : Section for Resource Engineering
Department of Applied Earth Sciences
Delft University of Technology
P.O. Box 5028
The Netherlands
Telephone: (31) 15 2781328 (secretary)
Telefax: (31) 15 2781189
Electronic‐mail : r.g.harskamp@student.tudelft.nl
Copyright ©2010 Section for Resource Engineering
All rights reserved.
No parts of this publication may be reproduced,
Stored in a retrieval system, or transmitted,
In any form or by any means, electronic,
Mechanical, photocopying, recording, or otherwise,
Without the prior written permission of the
Section for Resource Engineering
Executive Summary
The past five decades an unparalleled growth in societal demand for raw materials occurred
which led to sometimes‐irreversible negative impacts on the earth’s ecological system.
Consequently sustainable issues are of growing importance in the world and this awareness is
present among customers of IHC Merwede B.V. (IHC), their customers start to demand
sustainability to be incorporated in products and services. IHC intends to anticipate to this
growing future demand and to invest in building up knowledge and implementing sustainability
in their products and services. An Alluvial Mining Operation (AMO) has an inevitable impact on
the complex ecological (environment, landscape) and social (local communities) systems. To
understand such systems and implement sustainability into practice, more knowledge is
required.
This defines the research question: “What are the key indicators that need to be taken into
account to develop a sustainable alluvial mining operation?”
An extensive review of literature on sustainability currently in use by the mining industry, specific
characteristics in the alluvial mining industry, and improvement opportunities for a more
sustainable approach have led to a sustainable guideline for AMOs.
The following main conclusions concerning the sustainable guideline were identified:
The International Finance Corporation stakeholder engagement process and performance
standards are very functional tools during the exploration and feasibility study phases. The
framework of the International Council on Mining & Metals is globally most utilized and can be
applied during all mining phases.
Sustainable issues in the mining industry can be applied very well in AMOs. During the operation
phase material handling and water management are key parameters for a sustainable AMO.
The projects operated by Richards Bay Minerals and Mineros are good references of practiced
examples for respectively dune and rain forest ecosystems. WM Mining Company’s social and
environmental impact assessment and its management and monitoring program are useful tools
for a sustainable alluvial mining feasibility study.
Improvement opportunities are: A better understanding of the ecological and social system is
required. Notice that relevant data collection about the system is time consuming. Initiatives
such as Building With Nature will help to gain more knowledge and insight in the (eco)system; A
corporate mind of sustainability for all related stakeholders, on and off‐site, is essential during
the whole mine life; Backcasting is a useful method to road‐map community projects to
maximize societal value; Land‐based AMOs alternative, self‐generating energy sources are very
ii
interesting opportunities; For dredge mining equipment opportunities as essential sustainable
parameters are reduction and minimization of emissions, turbidity, material stewardship and
improved energy efficiency; and in every country with the potential for placer mining it is
recommended to establish specific SD guidelines for each specific ecosystem that occurs.
Due to the continuous and concurrent reclamation method only a small amount has to be
reclaimed for complete closure. The South African department of minerals and energy
developed a useful guideline to estimate closure costs.
There are 21 key sustainable indicators and to obtain a structured overview for these indicators
a Sustainable Impact – Indicator – Tool guideline is developed.
For further research the Gold Sands project in Peru is chosen to verify the validity of Sustainable
Development issues in AMO.
The main conclusions concerning the sustainable cash flow model are:
Data collection to valuate sustainable indicators that affect the cash flow is difficult. The
required social related data is eventually only applicable for Peruvian mining operations.
Despite the difficulties for sustainable data collection, a sustainable cash flow model has been
developed successfully. The mining systems selection tool serves both integrated investment
analysis and production planning. The effect of alterations in the selection tool is clearly
visualized in the plotted graphs.
Project’s economic viability is positive within the sustainable case and the sensitivity analysis
shows that sustainability is not a key parameter that influences the viability of the project.
Based on the conclusions of this research it is recommended to:
Develop a sustainable platform and database with guidelines, best practices and tools for all
AMOs and companies to address key priorities within this sector. Continue detailed research
into environmental and social impacts of dredge mining operations on land as well offshore, to
understand the whole system. Detailed sustainable data collection for further research in
sustainable AMO projects allow the update of guidelines and sustainable cost estimations.
The development of the cash flow model for alluvial gold operations was successful. However,
further research and development is required to optimize the sustainable cash flow model for
other alluvial mining operations: by enlarging the equipment selection options; integrating soil
characteristics; making residual revenue alter automatically; and make it applicable for
operations with other minerals.
iii
Acknowledgments
This report is the result of my thesis project for the Master of Science degree of Resource
Engineering, at Delft University of Technology. The project was carried out at MTI Holland B.V.,
the Research and Development section of IHC Merwede B.V.
First of all I would like to specially thank Henk van Muijen for giving me the opportunity to do
my thesis at MTI Holland B.V. Willem Kramer, Paul Vercruijsse and Bart Hogeweg thank you very
much for sharing your knowledge and expertise with me. Joop Broer of Smals Group thank you
for your time and effort during the company visit.
At Delft University of Technology I would like specially thank Hans de Ruiter for being chairman
of the committee and his enthusiasm and effort during my mining engineering study. Professor
Cees van Rhee (Offshore and Dredging Engineering) and Rob Arts (Applied Geophysics and
Petrophysics) are acknowledged for their interest to this project.
All the people who helped me in the final phase on this project for their “helicopter view” and
by helping me with reading and commenting my report.
Last, but not least, I would like to thank my family for their support throughout my life and
studies.
Bob Harskamp,
March 24th, 2010
iv
Table of Contents
Executive Summary .......................................................................................................................... ii
Acknowledgments ........................................................................................................................... iv
Table of Contents ............................................................................................................................. v
Table of Figures ............................................................................................................................. viii
List of Tables .................................................................................................................................... ix
List of abbreviations ......................................................................................................................... x
1. General Introduction ............................................................................................................... 1
1.1. Background ...................................................................................................................... 1
1.2. Significance of Research .................................................................................................. 1
1.3. Problem description ........................................................................................................ 2
1.4. Method of approach ........................................................................................................ 3
1.5. Structure of Report .......................................................................................................... 4
2. Introduction in Sustainable Development .............................................................................. 5
2.1. What is sustainability? ..................................................................................................... 5
2.2. What is sustainable development? ................................................................................. 6
2.3. Why is sustainability valuable? ........................................................................................ 7
2.4. Sustainability in IHC Merwede ........................................................................................ 8
3. SD in mining industry ............................................................................................................... 9
3.1. Brief history ..................................................................................................................... 9
3.2. ICMM SD Framework .................................................................................................... 10
3.3. Stakeholder Engagement .............................................................................................. 12
3.3.1. Identification and Analysis .................................................................................... 13
3.3.2. Engagement with Stakeholders ............................................................................. 14
3.4. Integrating sustainability in mining ............................................................................... 16
3.4.1. Organizational structure in mining ........................................................................ 16
3.4.2. Integrating SD into mining operations .................................................................. 17
4. Specific Characteristics in AMOs ........................................................................................... 18
4.1. Brief overview of an AMO ............................................................................................. 18
4.1.1. Alluvial Deposits .................................................................................................... 18
4.1.2. Comparison of dry and wet mining ....................................................................... 19
4.1.3. Alluvial mining operation ...................................................................................... 20
4.1.4. Review of Dredge Mining Equipment .................................................................... 21
4.1.5. Processing plant..................................................................................................... 24
4.2. Impact Assessment for AMO project ............................................................................ 27
4.3. Environmental Management Plan for AMOs ................................................................ 28
4.4. Water Management ...................................................................................................... 29
5. Good Practices illustrated by case study ............................................................................... 31
5.1. Richards Bay Mineral in South Africa ............................................................................ 31
5.2. Mineros in Colombia ..................................................................................................... 33
5.3. Smals in the Netherlands............................................................................................... 36
5.4. WM Mining Company in Mongolia ............................................................................... 37
6. Improvement Opportunities ................................................................................................. 42
6.1. Cultural Innovation ........................................................................................................ 42
v
6.1.1. Understanding the System .................................................................................... 42
6.1.2. Corporate mind of sustainability ........................................................................... 43
6.2. Technology Innovations ................................................................................................ 44
6.3. Structural Innovation ..................................................................................................... 45
7. Implement Sustainability in AMO ......................................................................................... 47
7.1. Define the objectives to reach ...................................................................................... 47
7.2. Assess the status quo with selected indicators ............................................................. 47
7.3. Identify practicable measure to reach the objectives ................................................... 48
7.3.1. Construction phase ................................................................................................ 50
7.3.2. Operation phase .................................................................................................... 55
7.3.3. Closure and Legacy ................................................................................................ 58
8. Sustainable Guideline for AMO ............................................................................................. 60
8.1. Sustainable Impact Indicator Tools ............................................................................... 60
8.2. Social Impacts ................................................................................................................ 61
8.3. Socio‐Economic Impacts ................................................................................................ 63
8.4. Economic Impacts .......................................................................................................... 64
8.5. Eco‐Economy Impacts ................................................................................................... 65
8.6. Environmental Impacts .................................................................................................. 67
8.7. Socio‐Environmental Impacts ........................................................................................ 69
9. Cost estimates of SD Indicators in AMO ................................................................................ 70
10. Gold Sands case ................................................................................................................. 73
10.1. Location and Access .................................................................................................. 73
10.2. Climate and Vegetation ............................................................................................. 73
10.3. Peru regulation and guidelines .................................................................................. 73
10.4. Community Relationships .......................................................................................... 74
10.5. The Proposed AMO ................................................................................................... 74
10.6. Base Case Cash Flow Description .............................................................................. 76
10.6.1. Operational Expenditures ...................................................................................... 76
10.6.2. Capital Expenditures .............................................................................................. 76
10.6.3. Cash Flow Analysis ................................................................................................. 77
10.6.4. Cash Flow Analysis Evaluation ............................................................................... 78
11. Cash Flow Model methodology ......................................................................................... 79
11.1. Existing Cash Flow Model .......................................................................................... 79
11.2. Structure of Sustainable Cash Flow Model ............................................................... 79
11.2.1. Components of SCFM ............................................................................................ 79
11.2.2. Output ................................................................................................................... 79
11.2.3. Sustainability Data ................................................................................................. 80
11.2.4. Limitations ............................................................................................................. 80
11.3. General Data .............................................................................................................. 81
11.4. Capital Costs Data ...................................................................................................... 81
11.5. Operational Costs Data .............................................................................................. 82
11.6. Revenue Estimation ................................................................................................... 82
12. SCFM Result ....................................................................................................................... 83
vi
12.1. Assumptions and Constraints .................................................................................... 83
12.2. Cash Flow Overview .................................................................................................. 85
12.3. Cumulative Cash Flow ............................................................................................... 85
12.3.1. Sustainable Case .................................................................................................... 85
12.3.2. Base Case ............................................................................................................... 86
12.3.3. Evaluation .............................................................................................................. 86
12.4. Cumulative Gold Production ..................................................................................... 87
12.5. Sensitivity Analysis ..................................................................................................... 88
13. Conclusions and Recommendations ................................................................................. 89
13.1. Conclusions ................................................................................................................ 89
13.2. Recommendations ..................................................................................................... 91
Appendices Guideline .................................................................................................................... 92
A. Sustainable Mining Organizations & Tools ........................................................................ 92
B. ICMM Principles and Elements .......................................................................................... 94
C. IFC Stakeholder Engagement for each mining stage ......................................................... 96
D. Environmental and Social Impact for Alluvial Mining Operations .................................... 97
E. Sustainable Challenges for Exploration and Feasibility phase ........................................ 100
Exploration phase ................................................................................................................ 100
Feasibility study phase ........................................................................................................ 102
Appendices Cash Flow Model...................................................................................................... 106
F. Scope of SD indicator that affect cash flow ..................................................................... 106
G. Cash Flow Preliminary study Gold Sands project, Peru ................................................... 109
H. Sustainable Data OPEX .................................................................................................... 110
I. Closure Cost Calculations according to DME ................................................................... 111
J. Assumptions for Sustainable Case Cash Flow ................................................................. 112
Capital Expenditures Overview ........................................................................................... 112
Operational Expenditures Overview ................................................................................... 114
K. Results Cash Flow Analysis .............................................................................................. 120
Capex Results ....................................................................................................................... 121
Depreciation ........................................................................................................................ 122
OPEX Summary and Results ................................................................................................ 123
Residual Revenue ................................................................................................................ 124
Revenue Results .................................................................................................................. 125
Cash Flow Analysis ............................................................................................................... 126
vii
Table of Figures
Figure 1‐1: Significance of this research for IHC .............................................................................. 2
Figure 1‐2: Structure of report ........................................................................................................ 4
Figure 2‐1: Sustainable Development key and sub‐aspects ............................................................ 6
Figure 2‐2: The Funnel Metaphor .................................................................................................... 7
Figure 3‐1: Typical flowchart of functional organization of small company ................................. 16
Figure 3‐2: Modified structure for integration of sustainability into mining ................................ 17
Figure 4‐1: Global distribution of major placer deposits .............................................................. 18
Figure 4‐2: Potential sites of alluvial formation ............................................................................ 19
Figure 4‐3: Schematic representation of a typical stripping/mining operation ............................ 21
Figure 4‐4: Bucketladder dredger of Mineros ............................................................................... 22
Figure 4‐5: IHC Beaver CSD ............................................................................................................ 23
Figure 4‐6: IHC BWD ...................................................................................................................... 23
Figure 4‐7: IHC Equipment Selection Procedure ........................................................................... 23
Figure 4‐8: IHC Treatment plant with jigs and CSD ....................................................................... 25
Figure 4‐9:Flowsheet and Massbalance of IHC treatment plant ................................................... 26
Figure 4‐10: Structure of Best Practice Guidelines for Water Management for mining projects . 29
Figure 5‐1: RBM Sustainable Filters ............................................................................................... 31
Figure 5‐2: Overview of RBM dredging operation ........................................................................ 33
Figure 5‐3: Overview of Mineros Operation ................................................................................. 34
Figure 6‐1: The sustainable triangle with the right balance .......................................................... 42
Figure 6‐2: Backcasting method .................................................................................................... 43
Figure 6‐3: Banff taxonomy of asset valuation methods .............................................................. 45
Figure 7‐1: Summary of Sustainable Indicators for AMOs ............................................................ 48
Figure 7‐2: Studies and plans to obtain a sustainable AMO ......................................................... 49
Figure 7‐3: EMS model for ISO 14001:2004 .................................................................................. 51
Figure 7‐4: Integrating biodiversity into the mining project cycle ................................................ 52
Figure 7‐5: Relationship between the EMS Elements ................................................................... 54
Figure 7‐6: Overview of Alluvial Mining Pond ............................................................................... 56
Figure 8‐1: SIT indicator based guideline for Alluvial Mining Operations ..................................... 60
Figure 10‐1: Schematic topview of full scale dredge system ........................................................ 75
Figure 10‐2: Format for Cash Flow Calculations ............................................................................ 77
Figure 11‐1: Structure of Sustainable Cash Flow Model ............................................................... 80
Figure 12‐1: Cash Flow Overview .................................................................................................. 85
Figure 12‐2: Cumulative Cash Flow of Sustainable Case ............................................................... 85
Figure 12‐3: Cumulative Cash Flow of Base Case ......................................................................... 86
Figure 12‐4: Effect of Discount Rate on the NPV .......................................................................... 87
Figure 12‐5: Depletion Planning of Mineral Resources ................................................................. 87
Figure 12‐6: Cumulative Gold Production ..................................................................................... 88
Figure 12‐7: NPV Sensitivity Analysis to Key Parameters .............................................................. 88
viii
List of Tables
Table 3‐1: potential stakeholders of a mining project .................................................................. 13
Table 3‐2: typical roles and responsibilities of stakeholders ........................................................ 14
Table 4‐1: comparisons of dry and wet mining systems ............................................................... 19
Table 4‐2: Equipment selection in relation with soil conditions and site location ....................... 24
Table 4‐3: Environmental and Social Issues for AMOs .................................................................. 27
Table 4‐4: Water Management requirements through the mining phases .................................. 30
Table 5‐1: Mineros Social Intervention model for local development .......................................... 36
Table 5‐2: Key Project Statistics of Big Bend gold mining project ................................................. 38
Table 6‐1: Impacts of uniform discount rate on project selection ................................................ 46
Table 7‐1: Principles for Alluvial Mining Operations ..................................................................... 47
Table 8‐1: SIT‐Guidance for Social Impacts ................................................................................... 61
Table 8‐2: SIT‐Guidance for Socio‐Economic Impacts ................................................................... 63
Table 8‐3: SIT‐Guidance for Economic Impacts ............................................................................. 64
Table 8‐4: SIT‐Guidance for Eco‐Economy Impacts ....................................................................... 65
Table 8‐5: SIT‐Guidance for Environmental Impacts ..................................................................... 67
Table 8‐6: SIT‐Guidance for Socio‐Environmental Impacts ........................................................... 69
Table 9‐1: Exploration Phase ......................................................................................................... 70
Table 9‐2: Feasibility Study ............................................................................................................ 70
Table 9‐3: Construction Phase ....................................................................................................... 71
Table 9‐4: Operation Phase ........................................................................................................... 71
Table 9‐5: Closure Phase ............................................................................................................... 72
Table 10‐1: Expanding Sequence of dredge systems .................................................................... 75
Table 10‐2: Summary of the OPEX ................................................................................................ 76
Table 10‐3: Total CAPEX per dredge system ................................................................................. 76
Table 10‐4: Input Parameters of the cash flow analyses .............................................................. 77
Table 11‐1: Additional CAPEX data ................................................................................................ 81
Table 11‐2: Input data for Revenue Estimation ............................................................................ 82
Table 12‐1: Assumptions in General Input .................................................................................... 83
Table 12‐2: Retained assumptions for the sustainable cash flow calculations ............................. 84
ix
List of abbreviations
AMO Alluvial Mining Operation
ASM Artisanal Mining
BTS Brazilian Tensile Strength
BWD Bucket Wheel Dredger
CAPEX Capital Expenditures
CCP Concept Closure Plan
CDP Community Development Plan
CEDA Central Dredging Association
CSD Cutter Suction Dredger
DME Department of Mining and Energy (South Africa)
EIA Environmental Impact Assessment
EIS Environmental Impact Statement
EITI Extractive Industries Transparency Initiative
EMP Environmental Management Plan
EMS Environmental Management System
FCP Final Closure Plan
FSP Floating Separation Plan
g/m3 grams per cubic meter
GMI Global Mining Initiative
ha Hectares
ICMM International Council on Mining & Metals
IFC International Finance Corporation
IRR Internal Rate of Return
MMSD Mining, Minerals and Sustainable Development
NPV Net Present Value
OHSMS Occupational Health & Safety Management System
OPEX Operational Expenditures
OPEX A Expanded Operational Expenditures with IHC Beaver 5020W
OPEX B Expanded Operational Expenditures with IHC Beaver 6520W
OPEX C Expanded Operational Expenditures with IHC Beaver 6540W
OPEX P Initial (Pilot) Operational Expenditures with IHC Beaver 5020W
PDAC Prospectors & Developers Association of Canada
QMS Quality Management System
RBM Richards Bay Minerals
RCM Reliability Centered Maintenance
RQD Rock Quality Designation
SCFM Sustainable Cash Flow Model
SD Sustainable Development
SEAT Socio‐Economic Assessment Toolbox
SEIAMM Plan Social and Environmental Impact Assessment and its Monitoring and Mitigation Plan
SIT‐guideline Sustainable impact ‐ Indicator ‐ Tool guideline
SME Small and Medium Enterprises
Tr.oz. Troy ounces
UCS Uniaxial Compressive Strength
x
1. General Introduction
1.1. Background
The global society consumes natural resources much faster than that they are created by
nature. The growing population and economics enhance this. Especially in the BRIC countries
(Brazil, Russia, India and China) the rapid industrialization and urbanization, resulted in a mining
boom and an increasing demand for energy and materials. The occurrence of ore materials is
becoming scarcer and this resulted in greater awareness within the global society. This
awareness asks for a sustainable approach for mining operations. Alluvial mining becomes more
and more used mining method because recent developments in dredge mining and processing
technologies improved the feasibility for this type of mining operations.
1.2. Significance of Research
A recent analysis reported that according to the views of 282 global investment analysts,
concluded that “companies failing to look after their reputational aspects of performance will
eventually suffer financially”.1 This shows that sustainable development (SD) issues have vital
influence over key drivers of profitability for mining companies. They influence, for example
how acceptable their products will be to consumers and clients in the marketplace and whether
alluvial mining companies gain access to additional land and resources.
The use of sustainable principles and guidelines will assist the alluvial mining industry by having
a common vocabulary and corporate mindset for sustainability. Mining companies made
substantial steps towards becoming more sustainable as it uses numerous initiatives, tools to
assess, monitor and report achievements. Most sustainability reports of mining companies
emphasize on continual improvement for sustainable performances on a year‐by‐year base.
IHC Merwede, the designer and builder of several different types of dredge vessels and a
consultant in dredging and alluvial mining operations (AMO’s), is very much interested to be
able to advise alluvial mining companies on sustainable issues. Whereas sustainable issues are
of growing importance in the world and this awareness is visible among customers of IHC
Merwede, they start to demand sustainable products and services. IHC wants to anticipate this
future customer demand and to invest in their knowledge for implementing sustainability in
their products and services.
1
Cameron, H. and Goldsmith, T., Mine Riding the wave [Report] – (London, Pricewaterhouse Coopers LLP, 2007) ‐ pp.
72
1
Figurre 1‐1: Significance of this re
esearch for IHC
C
Figuree 1‐1 shows the significaance of this research.
r Thee market beccomes a more sustainable
markeet. This evoluution in the w world situation results in n new solutionss to answer fu uture changes,
challeenges and maarket demand d. To define a sustainable d demand and requirementss for a producct
(eitheer equipmentt, services or knowledge) tthere is alwayys some feed dback from thhe company tto
and frrom the markket. To fulfill tthe demand ffor a product, IHC uses its knowledge aand experiencce
to reaalize this.
The ppurpose of thiis research is to contributee to the know wledge and un nderstanding of sustainable
development and cash flow mo odeling in AMO’s.
1
1.3. Prroblem description
IHC intends to play
p an impo ortant role in offering knowledge
k an
nd services, like dredginng
technnology; miningg and mineraal processing; soil investigaation and anaalysis; and dredging relateed
subjects.
Nowaadays the miining industry have madee substantiall efforts to reduce
r adverrse effects on
o
sustaiinable issuess such as polllution; climaate change; land reclamation; health and safety of
o
emplo oyees and co ommunity; an nd human rigghts. A curren nt project is judged to be successful if it
has th
he ability to p
provide the reequired ore att the least co ost while at thhe same time complies witth
enviroonmental lice ensing regulattions and opttimizing the in nterests of the local commmunities.
An AMMO has an ine evitable impaact on the com mplex ecological (landscap pe, environmeent) and social
(local communitiess) systems. In n order to understand succh systems an nd implementt sustainabilitty
practice, more
into p e knowledge is required.
2
The thesis attempts to address the following research questions:
“What are the key indicators that need to be taken into account to develop a sustainable
alluvial mining operation?”
The main goal is to establish a sustainable guideline for AMO’s and a cash flow model with
sustainable issues and apply this model into a case study.
The objectives of this thesis are:
• Gain an understanding of sustainable development guidelines that are currently used by
mining companies and evaluate specific characteristics in the alluvial mining industry;
• Analyze if there is place for improvement opportunities for a more sustainable approach
and establish a sustainable guideline for AMO’s;
• Define and estimate sustainable development costs that affect the cash flow; and
establish a sustainable cash flow model (with resettlement; reclamation and closure;
and environmental and social costs) and apply to a case study.
1.4. Method of approach
The thesis has been divided in three steps, related to the three described objectives.
The initial part consists of evaluation of sustainable methodologies, framework, and guidelines
that are currently used by mining companies. Evaluation of good practices of AMO case studies
is conducted. This part is largely based on an extensive literature review.
The second part consists of an analysis to establish improvement opportunities to become more
sustainable and establish a sustainable guideline for AMO’s. The guideline entails sustainable
impacts and indicators. Each indicator is provided with a tools or good practices. This part is
based on extensive literature studies, brain‐storm sessions and meetings with TU Delft and IHC.
The final part is an “in depth” economic analysis on sustainable topics of the guideline for AMO’s
to define and estimate sustainable indicators that affect the cash flow. Eventually these
indicators are used to establish a sustainable cash flow model and applied to the Gold Sands
project in Peru. The model is based on investment and production planning; and operational,
environmental, social and economical characteristics. This part is based on meetings with senior
alluvial mining consultant, Willem Kramer, and mathematical modeling by using Excel with visual
basic.
3
1.5. Structure of Report
The structure of this report is shown in Figure 1‐2; according to the method of approach.
Figure 1‐2: Structure of report
4
2. Introduction in Sustainable Development
2.1. What is sustainability?
The key element to achieve a sustainable AMO is to create a culture within the organization that
recognizes the value of sustainability by effectively integrating socio‐cultural justice,
environmental quality and economic development. These considerations are also known as the
3 pillars of sustainability: people, planet and profit. In the next paragraphs these three
considerations will be treated in more detail.
Environmental sustainability emphasizes maintaining the ability of the natural environment to
provide the life‐sustaining services and the qualities it provides to human (e.g. clean air and
water, biodiversity or scenic landscapes). This view of sustainability also represents the belief
that the natural environment should be sustained and maintained for its own sake, independent
of how human beings use and interact with the environment. 2
Economic sustainability emphasizes sustaining or enhancing human living standards. A starting
point for assessing economic sustainability is a measure of well‐being at present, such as per
capita income. Broader starting points incorporate other less purely economic determinants of
human well‐being, such as medical care, education levels, sanitation, life expectations and
income distribution. The United Nations Human Development Index is an example.
Sustainability requires that these indicators of well‐being be at least sustained if not enhanced. 3
Social and cultural sustainability focuses on social justice and emphasizes how the benefits and
liabilities of economic activities are distributed. Most commercial activities yield benefits and
liabilities that are not shared equally across society. However the extent of which parties
affected by a new commercial development should have a role in deciding whether the
development occurs and under what term. This is for every project different. 4
Each form of sustainability (environmental, economic, and socio‐cultural) can be thought of as
one‐dimensional in that the objective is to sustain or maintain something that is either
environmental (e.g. maximum allowable rate of pollution), economic (e.g. measure human living
standards), or social (e.g. fair distribution of wealth).
2
Sutton, P., A perspective on environmental sustainability? [Online Doc] – http://www.ces.vic.gov.au (s.l., Green
Innovations, 2004) – pp. 2 [Accessed February 5, 2009]
3
United Nations Development Programme, Human Development Index [Online] – http://hdr.undp.org (2008) –
[Accessed February 9, 2009]
4
International Finance Corporation (IFC), Social Responsibility [Online] –www.ifc.org (2009) – [Accessed February 9,
2009]
5
2.2. What is sustainable development?
In 1987 the World Commission on Environmental and Development, chaired by the prime
minister of Norway, Gro Harlem Brundtland, published a report, Out Common Future, in which
they connected the environmental problems the world faced at that time with the strive for the
alleviation of poverty.5 This was the formal birth of the concept ‘sustainable development’ (SD).
The commission formulated SD as…:
…a development which meets the needs of the present without compromising the ability of
future generations to meet their own needs.
This implies a concern for the environment and leveling of the welfare, healthcare, development
and education experienced by people globally. The report suggested that international
governments should meet to look at how to best reduce the effects of human activities on the
environment for future generations.
Sustainability is one‐dimensional whereas SD is multi‐dimensional. Figure 2‐1 illustrates SD key
aspects: environmental, economic and social as well as sub aspects: socio‐economic, eco‐
economy and socio‐environmental.
Figure 2‐1: Sustainable Development key and sub‐aspects
5
Peek, Dirk‐Jan, Geotechnology and Sustainable Development [Lecture notes] – (Delft, Technical University of Delft,
2008) ‐ pp. 6
6
2.3. Why is sustainability valuable?
The past five decades an unparallel growth in societal demand for fresh water, food, energy and
raw materials occurred, this may result in such significant environmental damage and social
disruption that the future generations will be worse off than the current generations. 6, 7, 8
Although these increased demands have resulted in economic growth and prosperity, it also led
to sometimes‐irreversible negative impacts on the earth’s ecological systems. The ecosystems
provide services to sustain life such as clean water and air, climate regulation, agricultural
productivity and forests continue to be degraded to the point that they are no longer
sustainable. These negative developments are reaching a threshold where the non‐linear affects
of ecological degradation cannot be adequately predicted. 9 This offers an opportunity for
business to identify and invest in sustainability driven innovation.
The funnel is a metaphor that illustrates the global trend of resource availability and functional
capacity and limits of our global system. As societies demand increases and the capacity to meet
this demand declines, society moves into a narrower portion of the funnel. As the funnel
narrows there are fewer options and less room available to successfully plan and maneuver
towards a sustainable society.
Figure 2‐2: The Funnel Metaphor10
6
United Nations Environment Programme, Vital Water Graphics [Online] – www.unep.org (Nairobe, UNEP, 2008)
[Accessed February 2, 2009]
7
Olejarnik, Pawel, World Energy Outlook 2008 [Online Doc] – www.oecd.org(s.l., International Energy Agency, 2008)
– pp. 13 [Accessed February 4, 2009]
8
Organization for Economic Co‐operation and Development, Environmental Outlook to 2030 [Report] (Paris, OECD
Publlications, 2008) – pp. 202 & 240
9
Millennium Ecosystem Assessment Panel, Ecosystems and Human well‐being: Biodiversity Systems [Report]
(Washington, World Resources Institute, 2005) – pp. 21
10
Lydiatt, T. et al., Sustainable Mining? [Figure] – (Karlskrona, Blekinge Institute of Technology, 2008) – pp. v
7
2.4. Sustainability in IHC Merwede
IHC Merwede, acknowledges that sustainability issues are becoming more important in the
world, because the human activities become more visible and the environmental awareness is
increased. Therefore customers are demanding more sustainable services and products. IHC
invested and keeps investing a lot of R&D efforts into sustainable parts, equipment and/or
services to anticipating on the future demand of the customers. A long term project
“Sustainable and Dredging” started in January 2008 to investigate all sustainability issues within
the dredging industry from their equipment supplier perspective and investigate what the
consequences are for the requirements of their future products. To define this IHC organized a
2‐day seminar about ‘sustainability’ with their different business units, customers, suppliers and
consultants. The results of this seminar, as presented during the CEDA Dredging Days (October
2008, Antwerp), substantiate that IHC is investing a lot in sustainability and that they are putting
great value in a sustainable dredging future. The sustainability department of IHC concluded
that the design principles of Cradle to Cradle are not totally applicable in the design and
construction of dredging vessels but it inspired them.11 In chapter 6.2 technical innovations are
explained which are researched and are being developed by IHC.
11
Goncalves Castro, M.B., Seminar Sustainable Dredging [Report] (Kinderdijk, MTI Holland, 2008) – pp. 5
(confidential)
8
3. SD in mining industry
3.1. Brief history
Around the millennium a group of major mining companies took a remarkable initiative called
Global Mining Initiative (GMI). The Initiative was intended to identify the relationship between
SD and mining. The GMI had two lasting outputs. The first was a final report Breaking New
Ground of the Mining, Minerals and Sustainable Development (MMSD) project. This report
identified 9 key challenges faced by the minerals sector:12
• Viability of the Minerals Industry;
• The Control, Use and Management of Land;
• Minerals and Economic Development;
• Local Communities and Mines;
• Mining, Minerals and the Environment;
• An Integrated Approach to Using Minerals;
• Access to information;
• Artisanal and Small‐scale Mining; and
• Sector Governance; Roles, Responsibilities, and Instruments for Change.
The second output is the creation of the International Council on Mining and Metals (ICMM)
based in London. ICMM is an industry association (17 largest mining and metals companies and
30 association members: e.g. BHP Biliton; Rio Tinto; Anglo American) charged with carrying out
the work investigated by MMSD and more generally to promote mining that is viable for
companies and contributes to broader SD.13
Between 2000 and 2004, the Extractive Industries Review was performed. The conclusions of
the review was that while extractive industries investments can contribute to SD, the World
Bank should further enhance its efforts in several areas. The world bank should identify and
track several social and environmental issues like poverty reduction associated with its projects,
the overall quality of governance in host countries, broader inclusion of local stakeholders,
transparency of revenue management and project documents, and the promotion of renewable
energy and cleaner fuel alternatives.14
The following initiative, according to this review, was the IFC Performance Standards. These
standards are a voluntary set of guidelines for banks and other financial institutions to sue in
managing projects.15 In 2003, the Extractive Industries Transparency Initiatives (EITI) promotes
12
World Business Council for Sustainable Development, Summary Breaking New Ground [Report] (London, Earthscan
Ltd., 2002) pp. xvii‐xviii
13
ICMM, ICMM History [Online] – Website ICMM ‐ History (London, ICMM, 2009) [Accessed January 30, 2009]
14
IFC, Extractive Industry Review [Online] Website IFC ‐ EIR (2004) [Accessed May 16, 2009]
15
IFC, Performance Standards on Social & Environmental Sustainability [Online Doc] (s.l., IFC, 2006) pp. i [Accessed
February 26, 2009]
9
full disclosure and independent verification of company payments and government revenues
from oil, gas and mining. This initiative aims to improve private and public governance in
resource‐rich nations by making it more difficult for companies and governments to undertake
activities that the public find inappropriate.16
To improve the transparency the Global Report Initiative (GRI) established guidance for
sustainability reporting with environmental, social and economic indicators. The GRI has
published a Mining and Metals Sector Supplement that was developed in cooperation with
ICMM.17 This supplement contains new indicators that are relevant for the Mining and Metals
Sector. Each indicator has a certain goal, for example no casualties, or a certain amount of fossil
fuel emissions etc. To accomplish its purpose, a sustainability report must be credible and
generally accepted by all stakeholders and potential investors.
Mining companies have undertaken several initiatives to improve their SD issues relating social,
environmental and economic aspects. These frameworks outline principles to set up corporate
and project strategies for sustainability. Appendix A lists some sustainable mining organizations
and standards; and pre‐existing tools that are currently used in the mining industry.
3.2. ICMM SD Framework
The ICMM SD‐Framework is the most well‐known and used strategic framework in the mining
industry of today. This SD Framework compromises three elements – 10 Principles for SD, which
companies are required to implement; Public Reporting, companies are committed to report
their performance against the 10 principles in accordance with GRI guidelines; and Independent
assurance to audit that companies meet their commitments to the 10 principles. Below the 10
principles are listed and Appendix B lists the sub‐elements of these 10 principles.18
01. Implement and maintain ethical business practices and sound systems of corporate
governance.
02. Integrate sustainable development considerations within the corporate decision‐making
process.
03. Uphold fundamental human rights and respect cultures, customs and values in dealings
with employees and others who are affected by the activities.
04. Implement risk management strategies based on valid data and sound science.
05. Seek continual improvement of health and safety performances.
06. Seek continual improvement of environmental performances.
07. Contribute to conservation of biodiversity and integrated approaches to land use
planning.
(to be continued)
16
EITI, What is EITI? [Online] Website EITI ‐ What is the EITI? [Accessed April 8, 2009]
17
GRI, Mining & Metals [Online] Website ‐ GRI Mining & Metals [Accessed March 20, 2009]
18
ICMM, 10 Principles [Online] Website ICMM 10 principles [Accessed January 30, 2009]
10
08. Facilitate and encourage responsible product design, use, re‐use, recycling and disposal
of products
09. Contribute to the social, economic and institutional development of the communities in
which the operation takes place.
10. Implement effective and transparent engagement, communication and independently
verified reporting arrangements with the stakeholders.
According to ICMM, extensive work programs will help its members to meet their SD
commitments and drive performance improvement by establishing toolkits or guidelines. The
work programs are19:
• Environmental Stewardship
• Health and Safety
• Materials Stewardship
• Socio‐Economic Development
• Resource Endowment Initiative
• Reserves and Resources
Environmental Stewardship work program has the purpose to enhance the industry’s
performance and commits to principles 4, 6 and 7. Much of the operations that are globally
carried out are in rich natural resources and these are often natural sensitive, so it is essential
that the industry acts in a sustainable manner to minimize the impact on the sensitive
ecosystems. Alongside this aim it is essential to work effectively with governments and local
communities so that improved environmental behavior helps to ensure the ‘social license to
operate’. Current toolkits are ‘GPG for mining and biodiversity’ and ‘Planning for integrated
mine closure’.
Health & Safety (H&S) work program is based on managing and assessing the risks and hazards
to human H&S. Commits to principles 4 and 5 and supports companies to be open and
transparent sharing of information and collective actions on health and safety issues in their
drive to ‘zero harm’. Health Risk Assessment (HRA) is a structured and systematic identification
of workplace hazards to assess potential health risks. Besides the HRA there is done a Health
Impact Assessment, this assessment is focused on health, safety and wellbeing issues of the
communities living near mining operations. Current useful toolkits are the ‘GPG on Occupational
Health Risk Assessment’ and ‘Leadership Matters – the eliminating of fatalities’.
Materials Stewardship (MS) strategy has got an incredible focus within the mining industry the
past decade, resulting in much deeper understanding of material life cycles and how to
effectively capture materials mined from the lithosphere in the technosphere. The ICMM has
defined MS as ‘the responsible condition of materials and supervision of material flows towards
the creation of maximum societal value and minimum impact on human and the environment’.
19
ICMM, Work Programs [Online] Website ‐ ICMM Work programs [Accessed April 26, 2009]
11
It is vital for mining companies to promote responsible design, use, re‐use, recycling and
disposal of the materials it produces, see principle 8. ‘Maximizing Value: Guidance on
implementing materials stewardship in the minerals and metals value chain’ is a useful tool to
achieve this.
Socio‐Economic Development (SED) work program has the purpose to maximize the
contribution of the industry to the communities and countries where companies operate. The
SED depends on strong relationships between mining companies, governments, communities
and multi‐lateral agencies, such as World Bank and UNEP. Building good relationships with
communities and leaving a lasting positive impact is essential for the continuing success of
mining operations. There is a detailed ‘Community Development Toolkit’ worked out by ICMM
that helps to improve the quality of people that are affected by the mining operation. Principles
3, 4 and 9 are related to this work program.
Resource Endowment Initiative have the objectives to identify the factors that have allowed
some countries to benefit from their available resource endowments through economic growth
and poverty reduction and avoid the so‐called ‘resource curse’. This work program is related to
the principles 1 and 9. The ‘Resource Endowment Toolkit’ provides a consistent and systematic
approach to documenting the impacts (both bad and good) of individual mining projects on a
local, regional and national level.
Reserves and Resources (R&R) are the economic basis on which sustainable principles and
responsible resource development can be based. The estimation of R&R involves social,
environmental and institutional aspects that relate directly to SD, such as the ‘license to
operate’ and thereby enabling the value of the minerals to be released. The function of this
work program is to promote international transparency and consistency in the way that R&R are
estimated and reported. The CRIRSCO (Committee for Mineral Reserves International Reporting
Standards) is coordinating and have established an international reporting template for
exploration results. There are several reporting standards, e.g. the Australian JORC Code, that
are in accordance with the principles of the CRIRSCO template. This work program manages
principle 10.
3.3. Stakeholder Engagement
Developing and sustaining a good relationship with affected communities and other stakeholder
throughout the mine life is essential for every AMO and especially for new ones. The so called
‘social license to operate’ is obtained by getting acceptance by society of company operations
without social opposition or protest. This is largely determined by the company’s overall ability
12
to meet stakeholder expectations for social and environmental performance.20, 21 In the next
section the stakeholder identification and analysis is described in more detail.
3.3.1. Identification and Analysis
The first step in the process of stakeholder engagement is stakeholder identification; determine
who the project stakeholders are, and their key groupings and sub‐grouping. From this flows
stakeholder analysis, a more detailed look at stakeholder group interests.22 Lists of potential
stakeholders, not necessarily in order of importance, with direct or indirect interest in a mining
project are shown in Table 3‐1.23
Table 3‐1: potential stakeholders of a mining project
The Company’s directly related people, business, and investor institutions
Shareholders
Financial and lending institutions and financial analysts/ the World Bank
Employees (and employees’ families
Contractors, suppliers, and customers
Government, from local to national to international levels
International level: e.g. United Nations bodies (i.e. focused on corporate responsibility, human rights, environment, labor)
National level: e.g. Department of environment, infrastructure, health, welfare, family services, trade and industry
Provincial level: e.g. local councils, provincial or district offices
District/Local level: e.g. local councils, regional governments
Traditional authorities: e.g. councils of elders, family heads, community leaders
Society and interested parties
Directly affected parties: host and surrounding communities; landowners
Indirectly affected parties: agriculture, private business, tourism, competitors, etc.
General public and broader society: local to global
NGOs and Community Based Organizations (CBOs): environment, human rights, etc.
Religious institutions
Media (press and opinion leaders)
Political groups
Labor unions
Professional associations and scientific/technological bodies and universities
Indigenous people and individuals
Minorities and other historically marginalized groups
There are broad principles for the role and responsibilities of stakeholders. The precise roles of
the various participants depend on local circumstances and change during the course of both
the mine and the community development process. See table 3‐2 below.24
20
Prospectors and Developers Association of Canada (PDAC), Social Responsibility Toolkit [Online Doc] (Toronto,
PDAC, 2009) ‐ pp. 12 [Accessed March 14, 2009]
21
IFC, Environmental, Health and Safety Guidelines for Mining [Online Doc] (s.l, IFC, 2007) ‐ pp. 9‐10 [Accessed April
3, 2009]
22
IFC, Stakeholder Engagement [Online Doc] (Washington, IFC, 2007) – pp. 14‐26 [Accessed April 16, 2009]
23
Samuel, J., Socio‐Economic Assessment Toolbox (SEAT) [Online Doc] – pp. 14‐15 [Accessed April 6, 2009]
24
ICMM, Community Development Toolkit [Online Doc] – pp. 10 [Accessed March 13, 2009]
13
Table 3‐2: typical roles and responsibilities of stakeholders
Stakeholder group Roles & Responsibilities
Government Strategic leadership
Strategic coordination
Provide policy and regulatory framework for construction,
operation, closure & legacy phases
Support capacity building at local level including monitoring
capabilities
Deliver local services
Leverage state and external resources
Monitoring and evaluation
Companies Manage exploration, construction, operation and closure of
mine in accordance with regulatory requirements
Catalyst for action at the community level
Stakeholder coordination around project site
Financial, material and facilities support for local community
Transfer of technical and management skills and expertise
to local community
Monitoring and evaluation
NGOs & CBOs Local needs assessment
Local capacity building and institutional strengthening
Community project design and implementation
Leverage external funding for community support
Monitoring and evaluation
Community Groups Local needs definition and prioritizing
Local knowledge and values
Community planning and mobilization
Mobilization of local assets and resources
Internal organization and conflict resolution
Monitoring and evaluation
3.3.2. Engagement with Stakeholders
According to IFC the key components for a good stakeholder engagement are:25
• Stakeholder Identification & Analysis: invest time in identifying and prioritizing
stakeholders and assessing their interests and concerns.
• Information Disclosure: communicate information to stakeholders early in the decision‐
making process, in ways that are meaningful and accessible, and continue this
communication throughout the project life.
• Stakeholder Consultation: plan out each consultation process, consult inclusively,
document the process, and communicate follow‐up.
• Negotiation and Partnerships: for controversial and complex issues enter into good faith
negotiations that satisfy the interests of all parties. Add value to impact mitigation or
project benefits by forming strategic partnerships.
• Grievance Management: establish accessible and responsive means for stakeholders to
raise concerns and grievances about the project throughout its life.
(to be continued)
25
IFC, Stakeholder Engagement [Online Doc] (Washington, IFC, 2007) – pp. 12 [Accessed April 16, 2009]
14
• Stakeholder Involvement in Project Monitoring: involve directly affected stakeholders in
monitoring project impacts, mitigation and benefits, and involve external monitors
where they can enhance transparency and credibility.
• Report to Stakeholders: report back to stakeholders on environmental, social and
economic performance, both those with more general interests in the project and
parent company.
• Management Functions: build and maintain sufficient capacity within the company to
manage processes of stakeholder engagement, track commitments, and report on
progress.
The IFC Stakeholder Engagement provided good practice pointers for each mining stage, from
the exploration stage till the closure and legacy phase, see Appendix C.
15
3
3.4. In
ntegrating sustainabiility in min
ning
This ssection focuse
es on the inteegration of su
ustainability d
down to the o
operational leevels of alluvial
mininng companies, the organizaational structture and management rolees and system ms required fo or
integrration.
3.4.1. Orrganizational structure in mining
The structure of a company sh hould focus o on correct ballance on enteerprise objecctives and how w
the sttructure can b best assist in achieving these principles. The alluviaal mining com mpany must b be
conceerned with m minimizing cap pital requirem ments, whereeby effectively explore thee orebody an nd
efficieently excavate mining opeeration. How can this besst be done? M Many organizzational desiggn
factorrs come intoo play – including size of
o entity, functions requ uired, span of
o monitoringg,
reporrting relationnship, and minimizing
m d
duplication w
while maximizing commu unication an nd
flexibility. The orrganizational structure of
o mining co ompanies diffferences of small minin ng
26
comp panies to global mining giants. Alluvial m mining compaanies are mosstly small‐sizeed.
Small alluvial min ning compan nies: function nal segmentaation is a standard
s for small mininng
comp panies operatiing one or tw wo mines in a single geograaphical area. In this structu ure, functional
managers report to t the CEO (Chief
( o COO (Chieef Operating Officer). Th
Executtive Officer) or he
figuree below shows for exam mple an orgaanizational flowchart
f thaat is segmennted into fivve
functiional areas (m mine producttion, environmental health & safety, h human resources, technical
servicces, and finannce and admin nistration).
Figure 3‐1: Typicall flowchart of ffunctional orgganization of sm
mall company
The fuunctional managers reporting to the CEEO are speciaalists in their fields, thereb
by allowing fo
or
simplee and cost‐‐efficient strructure. How
wever, beingg specialized professionaals, functional
managers often lack overall business vision,, so the impo ortant decisions tend to bee taken on to op
level.
26
Ward
d, M.H.; Britton
n, S.G., SME Miniing Engineering Handbook [Boo
ok/Figure] (Littletton, SME Inc., 19
992) pp. 645‐649
16
3.4.2. Integrating SD into mining operations
Integration of SD strategy into corporate structure and down to operational level must start
with a corporate vision about sustainable development. The mining industry has made
considerable efforts in various sustainability issues, such as land degradation and rehabilitation,
mine closure, climate change, pollution, health & safety and human rights. Although these
efforts it is a very complex system.
Figure 3‐2: Modified structure for integration of sustainability into mining27
Figure 3‐2 illustrates a framework to structure this complexity and to ensure a sustainable mine
management. In this framework, sustainability must be vertically integrated at three functional
levels (strategy, planning and implementation) and three organizational levels (corporate,
divisional and operations). In addition, the implementation of sustainability requires an
organizational structure with a business culture and adequate integration measures in which
sustainability is a high value.
27
Botin, J.A., Sustainable Management of Mining Operations [Book/Figure] (Littleton, SME Inc. 2009) ‐ pp.3
17
4. Specific Characteristics in AMOs
4.1. Brief overview of an AMO
4.1.1. Alluvial Deposits
Alluvial deposits have a tabular‐flat geometry but also can be deposited on a hillside, the genesis
is a surface‐stream action deposition, such as fans, deltas, meanders, braided rivers, lakes,
beaches or shallow marine and are defined as deposits of detrital material with the valuable
mineral liberated and recoverable as discrete grains. The global distribution of major placer
deposits is shown in Figure 4‐1.
Figure 4‐1: Global distribution of major placer deposits28
Usually the valuable heavy minerals, precious metals and stones occur in unconsolidated and
loosely cohesive sediments, such as sands and gravel or alluvium.29 Placer deposits can contain:
gold, tin (cassiterite), magnetite, lead, diamonds or heavy minerals sand (zircon, ilmenite and
rutile). However there are also consolidated sediments like evaporites or tertiary‐cemented
gravels, which can be excavated by alluvial mining.30 Deposits in tropical regions contain in
general a lot of silt and clay. Figure 4‐2: Potential sites of alluvial formation shows potential
sites of alluvial formation.31
28
SordMiner, Location of Major Mineral Fields Ameanable to Exploitation [Figure] [Accessed: January 30, 2010]
29
Lacy, W.C. and Lacy, J.C., SME Mining Engineering Handbook [Book] (Littleton, SME Inc., 1992) pp. 32
30
Hogeweg, A., Email conversation August 3, 2009 [Conversation]
31
Macdonald, E.H., Handbook of gold exploration and evaluation [Figure] (Cambridge, Woodhead Publishing, 2007)
pp. 240
18
Figurre 4‐2: Potentiial sites of alluvial formation
n
4.1.2. Co omparison of dry and wet mining
The cchoice betwee en wet and dry
d mining syystems is usu ually made on n the basis of cost and thhe
difficuulties of acqu
uiring volumees of water, and of draining the groun
nd prior to and
a during thhe
minin ng operation. A combinatio on of practicaal and econom mic factors heelps to resolve any doubtful
issuess and the sele ected method d will usually be that which offers the m most cost‐effective metho od
of waaste disposal and of slurryying and tran nsporting the mined mateerial to the pllant. Table 4‐‐1
illustrrates the diffeerent aspects and comparees dry miningg with wet mining.
Table 4‐1: comparisons of dry and we ems32
et mining syste
Applicationss Equipme ent Conttrolling Factors fo
or Advantage
es Dissadvantages
system iis built Sele
ection
around
Dry Shallow surfface Bulldozeers, Propposed scale of Ability to handle Higgh unit operating
Mininng deposits, tigghtly articulatted front mining minerals group of smmall de‐ costs, inability to
compacted ssands, end loadders, distrribution and valuee, posits, consstant feed handle large volumees
irregular draglines, location and physical rate under widely of water, re‐ quires
geometry, high‐ hydraulic charracteristics, slope different mmining m base for vehiclee
firm
level dunes, excavato ors, and texture of miningg conditions,, selective mo ovement, requiress
desert bucket wwheel floor, surface and mining lead ds to larrge on‐site
environment excavato ors bedrock geometry, lacck optimizatioon of feed wo orkshop facilities
water for wet minin
of w ng, grade control and stock of spare
position of water table parts
Wet Ample water Pumps aand Propposed scale of Mining & p process‐ing Miining losses some‐‐
Minin
ng available forr monitors, suction, mining deposit size an nd incorporateed in one tim
mes high, less
mining and bucket d dredgers , de, location and
grad unit. Low uunit mining sellectivity in min‐ingg,
treatment of bucket w wheel physsical characteristiccs, costs, closeer higgh relocation costss,
shallow surfface dredgerss, clam‐ slop
pe and texture of supervision n and higgh capital costs,
deposits, higgh‐ shell dreedgers, jet mining floor. Bedrock control, only possible larrge water
level dunes, lift dredggers, geom metry, adequate method in excess reqquirements, eco‐
marine hydraulic suppplies of water for aall water cond ditions loggical problems may
environment excavato ors purpposes afffect large sections of
environment
32
Maccdonald, E.H., Handbook
H of golld exploration and evaluation [Book] (Cambridge, Woodhead Publishing, 2007)
2‐413
pp. 412
19
4.1.3. Alluvial mining operation
Alluvial mining is an aqueous excavation method intended for the recovery of valuable minerals
from alluvial or shallow marine deposits, using water to excavate, transport, and/or
concentrates the mineral. In this type of mining there are two methods namely hydraulic mining
and dredging. Hydraulic mining utilizes a high‐pressure stream of water to undercut a deposit on
a hillside, e.g. dunes, to cause it to collapse. Dredge mining accomplishes extraction of the ore
minerals mechanically or hydraulically, normally from floating vessels. In both of these methods
the valuable mineral constituent, generally heavier than the waste material, is removed from a
water‐base slurry by concentration. Both of these methods find widest applications in mining
fields other than alluvial and for many purposes other than mineral extraction (e.g. tailings
transport, ore slurrying, overburden stripping, and land reclamation).33
Alluvial mines usually have relatively high‐volume, low‐unit‐cost excavation and mineral
separation. These relatively large orebodies have a relatively low ore‐grade. Therefore it is
essential that the excavation of a low‐grade deposit has a low‐unit‐cost for mining. Alluvial
mining affects a disproportionate area of surface for the volume of material mined (and is highly
visible), environmental and social considerations are therefore essential.34
AMOs has several key points that need to be considered to establish a sustainable legacy:
Topsoil stripping and storage: Prior to the removal of overburden, suitable topsoil from all areas
to be dredged will be stripped and stockpiled or directly hauled to reclamation areas. Also the
topsoil from the area where embankments will be created is stripped and stockpiled. In a later
stage the stockpiled topsoil will be used as a final cover material on reclaimed sites once the
mining is completed. The topsoil in a mining area can differ, thus a good assessment is essential.
Mining process: Figure. 4‐3 presents a schematic representation of a typical stripping/mining
operation that uses two dredgers that work independently of one another, one that removes
the overburden and the other that excavates the placer deposit. The overburden can have a
different grain size distribution than the placer deposit; usually the overburden is finer than the
placers. During production the overburden is moved first and then the finer dredged materials is
deposited on top of the coarser mined placer tailings. The majority of dredged placer deposit
and overburden will be replaced within the dredging pond; however, due to the swell factor
(approximately 1.3) some of the overburden will be over. The left overburden material can be
placed for dikes and mounds purposes if needed or gently spread over the reclaimed area.
33
Hartman, H.L., SME Mining Engineering Handbook [Book] (Littleton, SME Inc., 1992) pp. 32
34
McLean, C. A., SME Mining Engineering Handbook [Book] (Littleton, SME Inc., 1992) pp. 1454
20
Continuous and Concurrent Reclamation: Good mine planning is needed to allow reclamation as
a part of the other annual activities on site. A mining operation that is reclaiming land disturbed
by past activities, while continuing to develop the mineral resources in other parts of the mining
areas, is called concurrent reclamation. This manner of reclamation will reduce the amount of
disturbed area present on the site at any time during the project. For each ecosystem (steppe,
forest, etc.) there are different optimal periods for a successful required re‐vegetation. For
example in a steppe area the required re‐vegetation can best be done from spring to mid‐
summer in order to take advantage of the growing season to allow optimal establishment of
replanted areas. Figure 4‐3 shows a cross‐section of a sustainable manner and phases of the
continuous and concurrent reclamation to obtain a positive ecological legacy in a dredging pond.
Figure 4‐3: Schematic representation of a typical stripping/mining operation35
4.1.4. Review of Dredge Mining Equipment
A bucketladder dredger is a complete mining/treatment unit comprising pontoon, excavating
mechanism, treatment plant and supporting structures. These dredgers are massive structures,
because great strength is needed. Factors affecting the design of such dredger are mainly:
deposit volume, width, depth and the range of depths to be dredged, sediment type and
bedrock type. Parameters most affected are hull and ladder dimensions, bucket size and speed
and the system of mooring. A bucketline dredger can be used in onshore as well as in offshore
operations. There are few conditions that are required for a smooth and economic operation,
namely: a gently sloping bedrock, absence of large boulders that might obstruct the whole
process, a bedrock that can be cut by the buckets and adequate reserves to make the operation
economically feasible to justify the high capital expenditures.36
35
Constitution Mining Corp., Gold Sands FAQ [Online, Figure] Website ‐ Constitution Gold Sands FAQ [Accessed:
February 10, 2010]
36
Macdonald, E.H., Handbook of gold exploration and evaluation [Book] (Cambridge, Woodhead Publishing, 2007)
pp. 447 & 463
21
er of Mineros377
Figurre 4‐4: Bucketladder dredge
An offfshore operaation faces geenerally similar constraintts as onshoree dredgers with
w regards to t
dredgging depths (e.g. maximu um ~ 50 m). Differencess are that offshore dred dgers are self‐
propeelled. Wind, waves, curreents and corrosion due to seawaterr effect offsh hore dredgin ng
operaations.
Hydraaulic dredgers offer, un nder certain conditions, a lower capital
c cost compared to t
buckeetladder dred dgers. Furthermore these dredgers aree more maneeuverable and d have smalleer
dimen nsions, and th herefore are suitable in smmaller channeels. Suitable cconditions are provided byy:
sedimment that can be easily cutt and fed into o the dredge pump suction pipe using bucket wheeels
or cuttter heads; freedom
f fromm any buried timber that cannot be broken
b up byy the cutter or
o
blades of pump; absence of exttensive rootss; availability of very substtantial volumes of make‐u up
waterr. Constraintss to the use o of hydraulic ddredgers incluude: high pow wer usage beecause of largge
volummes of water with solids th hat are transported; pipellines and pum mps wear rap pidly when th he
sedimments are abrasive; pipeliines transporrt is materiaally affected by changing conditions of o
particcle type and size; and digging conditio
ons change co
onstantly. Thhe unpredictaability of thesse
variabbles demandss a high degreee of compro omise and the application of generouss safety factors
38
in dessign.
Cutter suction dre edgers (CSD) are stationarry dredgers th hat use a rottating cutter head to breaak
the mmaterial and sslurryfied. Thee slurry is pumped by thee waterflow to o the treatment plant. This
systemm of dredgingg has its main n applicationss in the minin
ng of free‐flow wing sands which are foun nd
in beaach and offsh hore sand deposits. It is not suitable in n clay depositts because off clogging. Th he
variattion in the sizze of CSD is cconsiderable with cutter h head power vvarying betweeen 20kW an nd
5000kkW. Their ope erational maxximum depth range is about 30m.
37
Hogeeweg, A., Presenntation IHC Merw wede [Figure] (KKinderdijk, MTI HHolland, 2009) pp. 4 &10
38
Macdonald, E.H., Handbook
H of gold exploration an
nd evaluation [Book] (Cambridge, Woodhead Publishing, 2007)
4‐476
pp. 474
22
For clay deposits the bucket wheel dredggers (BWD) are a more suiitable. Thesee dredgers arre
generrally preferreed to CSDs for
f productio on dredging.. BWDs are more able to
t cut hardeer
materrials; they cle
ean up moree effectively at bedrock and t slurry at a higher pulp
a deliver the
densitty to the treaatment plant. Their use is currently limited to a depth of ~ 50m b because of thhe
weighht of the wheel and ladderr.
Figure 4‐‐5: IHC Beaver CSD39 Figure D
e 4‐6: IHC BWD
Equippment Selectiion Process
hallow marinee mining there are severaal types of mining
For allluvial and sh m equipm
ment availablee,
such as bucketlad dder dredgers, hydraulic dredgers (cuutter suction and wheel dredgers).
d IH
HC
providdes an equipm on procedure with specific project constraints, see Figure 4‐7.
ment selectio
e 4‐7: IHC Equiipment Selectiion Procedure40
Figure 4
Projecct constraintss are:
• Operating conditions: ttype of projecct, project size, available time, water deepth, dredgin ng
depth and accessibility
• Soil conditions and th he dredgeability of the rock: RQD, fracture
f indeex, block sizee,
strengths (UCS and BTS) and m‐ratio
m (for determine ductility/briittleness) an nd
mineralogical composittion (to determine hardness, importantt factor in abrrasive wear) 1 41
23
Table 4‐2: Equipment selection in relation with soil conditions and site location
TYPE OF SOIL SITE
EQUIPMENT SILT CLAY GRAVEL ROCK OFF SHORE ON SHORE
TRAFFIC NO‐TRAFFIC
BUCKET G/R G/R G/R G/R NA/R NA G
LADDER
DREDGER
PLAIN SUCTION R NA G NA G/R NA G
DREDGER
CUTTER G G G R R NA G
SUCTION
DREDGER
TRAILING G R G NA/R G G G
SUCTION
HOPPER
DREDGER
GRAB G/R R G NA NA NA/R G
DREDGER
BACK HOE R G G R R R G
G = GOOD R = RESTRICTED NO = NO APPLICATION
4.1.5. Processing plant
The separation method to disintegrate the valuable minerals from the waste material in AMOs is
gravity separation. The key to good performance of a treatment plant is the amount of attention
given to scrubbing, screening, and size‐classification in the feed preparation section. The
hypothetical balance between solids and water entering into, in each stage of the process and
leaving the treatment plant is an important design factor, illustrated in figure 4‐9.42 The purpose
of scrubbing is to separate clay from the clay‐bound materials. Screening is done to separate the
undersize and oversize, the screen apertures are different for each project. Screens are used
normally for coarse size separation down to 6 mm and classifiers are used for finer separation
even below 10 micron.43 The slurry is pumped to the size classification stage, the jigs in figure 4‐
9. The purpose of slurrying is to liberate free valuable minerals from the matrix in which it
occurs and to produce a water‐solids mixture in which all of the particles can move freely. The
jigs have a pulsating water bed, whereby the relatively heavy gold particles settle quicker than
the waste material of equal particle size. Hereby are the valuable minerals separated from the
bulk material. The jig plants of IHC have a proven recovery of 98% and the particle size range for
recovery is 50 micron to 12mm.44
Devices such as sluices, jigs, tables and more recently spirals, cones and centrifugal separators
are developed for the separation. Each type of separator has a particular size range of valuable
mineral particles within which it operates economically, but there are constraints for the
recovery. A major constraint are clay minerals that cause problems during the liberation of the
valuable minerals from the excavated material during the processing, because the clay is
clogging to the minerals and forms slurry slime. Besides the slime handling the clay minerals can
42
Macdonald, E.H., Handbook of gold exploration and evaluation [Book] (Cambridge, Woodhead Publishing, 2007)
pp. 488
43
Knelson, FAQ Batch [Online] Website Knelson ‐ FAQ Batch [Accessed February 12, 2010]
44
IHC Merwede, IHC jigs Floating Separation Plant [Online Doc] ‐ pp. 2 [Accessed February 12, 2010]
24
cause problems during the tailings disposal. Flocculants can be used to accelerate thickening of
the waste slurry to increase the settling speed. The main advantage of the ore separation of an
alluvial mining operation is the use of gravity and that there is no use of chemicals. Furthermore
an excellent match between dredge equipment and treatment plant will result in high operation
efficiency and low operating costs. Therefore material handling, availability and reliability are
essential constraints for the operation. Figure 4‐8 shows an IHC jig Floating Separation Plant and
CSD.
Figure 4‐8: IHC Treatment plant with jigs and CSD
Figure 4‐9 illustrates a flowsheet and mass balance of a potential IHC jig.
25
Figure 4‐9:Flowsheet and Massbalance of IHC treatment plant45
45
Clement, W., Flowsheet and Massbalance of IHC treatment plant [Figure] (Kinderdijk, IHC, 2009)
26
4.2. Impact Assessment for AMO project
In order to understand the system, in which an alluvial mining project is operating, it is
necessary to understand the ecological services on which the community depends and how the
mining project will impact upon the community’s access, utility and maintenance of these
services.46 The exploration, extraction and processing of natural resources is globally regarded as
one of the most social and environmentally disruptive activities undertaken by organization.47
AATA International Inc. made a detailed social and environmental impact assessment for the Big
Bend Placer gold mining project in Mongolia. This impact assessment is in detail described in
chapter 5.4. In Table 4‐3, are the major potential social and environmental issues of AMOs
summarized.
Table 4‐3: Environmental and Social Issues for AMOs
Environmental Issues Social Issues
Loss of biodiversity through destruction of habitats Loss of indigenous rights and access to traditional
and essential ecological services. lands.
Large volumes of excavated material. Large disparity between income levels of mine and
fossil fuels for mining and infrastructure Influx of significance of migrants into the area
operations. looking for opportunities.
Loss of traditional livelihood and culture
Inadequate rehabilitation of mined out areas.
Displacement and relocation.
Turbidity pollution in open waters.
Noise pollution in settled areas (not exceed 30 dB)
A good understanding of the above‐described impacts is relevant for alluvial mining operations.
The access to information about the whole project and the sustainable challenges and
achievement is essential for the alluvial mining companies in order to get transparency and a
‘social license to operate’.
46
Millennium Ecosystem Assessment Panel, Ecosystems and Human well‐being: Biodiversity Systems [Report]
(Washington, World Resources Institute, 2005) – pp. 31
47
Peck, P. and Sinding, K., Environmental and Social Disclosure and Data‐Richness in the Mining Industry [Report]
(Esbjerg, IME, 2002) – pp. 7
27
4.3. Environmental Management Plan for AMOs
The Environmental Management System is maintained, updated and improved based on its
Environmental Management Plan (EMP). According to Best Available Techniques for Placer Gold
Mining an EMP should contain:48
• Site description: location, boundaries, setting, access;
• Legislative Framework: relevant to placer mining and location – laws, regulations, and
standards;
• Mine‐site Permissions: Mining license, EIA approval, planning consent, water abstraction
consent, discharge consent (air, effluent etc.), access consent, noise consent etc.;
• EIA Summary: main impacts, mitigation on‐site and off‐site;
• Mine Description: site plan, site layout, site services, water flowsheet, seasonal planning
chart, timetable of main phases;
• Sampling points: Air quality, noise, water (upstream, at mine, downstream) etc.;
• Environmental Management: company Environmental Policy Statement signed by all
directors, management responsible (director answerable to Board, senior site manager,
shift manager), written Environmental Compliance Rules (for managers, employees,
contractors, suppliers and visitors), Environmental Training Program, schedule of inputs
of external environmental advisors/trainers;
• Environmental Inspection: a) by company management –fortnightly Environmental Site
Inspection Report, Annual Summary, b) by company’s External Advisors – annual visit
plus unscheduled, report to Board, c) by Governmental Officials – notes on visits (advice,
instructions, fines etc.);
• Environmental Monitoring: air (including dust and noise), water (drinking, processing,
surface water, groundwater), heavy metals, soil, waste, indicator species, protected
species etc.;
• Environmental Equipment Resources: maps, plans, camera, PC, weather station, dust
monitor, noise meter, water sampling kit, sample bottles, chemical protective clothing
(if necessary), freshwater invertebrate sampling net and identifications books,
mammals, birds, native plants, etc. ploughs etc.;
• Environmental Monitoring Budget: quarterly. Also contributions of time from
management, operation costs, mine equipment (trucks, excavators etc.)
48
Grayson, R., Best Available Techniques for Placer Gold Miners [Book] (Ulaanbaatar, Eco‐Minex International Ltd.,
2006) – pp. 270
28
4
4.4. Water Mana
W agement
The eexcavation and processing of placer dep posits need eexcessive amo ounts of wateer, therefore it
is cruccial to have aa good water managementt to mitigate negative impacts on the (ee.g. terrestriaal,
ripariaan and aquattic) habitats aand ecosystem ms. The Depaartment of W Water Affairs aand Forestry o
of
Southh Africa estab blished Best Practice Guidelines (BPGGs) for the water
w managgement of thhe
49
mininng sector. Figu ure 4‐10 illusttrates the stru
ucture of these BPGs Seriees.
Figure 4‐10: Sttructure of Besst Practice Guiidelines for Waater Managem
ment for mining projects
Accorrding to all these best practice guiidance (exceept BPG A6: Water Management fo or
Underground Mine es) the waterr managemen nt requirements through aall mining phases are listeed
ble 4.4.
in Tab
49
Soutth African Depaartment of Watter Affairs and Forestry, Best Practice Guideeline H1: Integra
ated Mine Watter
Managgement [Online D Doc] (Pretoria, D
DWAF, 2008) – p pp. 22 [Accessed July 16, 2009]
29
Table 4‐4: Water Management requirements through the mining phases
Mine phase Baseline information and evaluation requirements Links to other information not forming part of the Outputs
Integrated Water Management Plan (IWMP)
Regulatory Mine Management
30
5. Good Practices illustrated by case study
5.1. Richards Bay Mineral in South Africa
Project Description: Richards Bay Minerals (RBM) AMO is located to the north of Richards Bay in
Zululand, South Africa and is extracting heavy minerals from the dune sands. It produces rutile,
zircon, titania slag and high purity pig iron. RBM is committed to SD to meet global and
community needs and aspirations, either social, environmental or economical. RBM’s vision to
SD is to be a sustainable business for their shareholders, employees, communities and
environment in which they operate. SD is reflected as a three‐legged pot, where each leg
represents an aspect of sustainability: social, environmental and economic. If one leg is missing,
the pot is not balanced and the spoon inside the pot represents corporate governance, used to
mix the contents and to make sure that everything is in balance. Before any decisions are
finalized, they are tested through the following filters, shown below. 50
Figure 5‐1: RBM Sustainable Filters
RBM is guided by the Rio Tinto SD policy, business integrity guidelines and the group’s
document, “The way we work”. Furthermore they support the ten principles of the sustainable
framework of the ICMM, and have them incorporated into their philosophy.
Corporate governance This encompasses the principles for business conduct and includes
business integrity, corporate policies, internal control and reporting and external
communications as well as respect for human rights, speaking out and the safety measurements
50
Howden, F., RBM Sustainable Development Report 2007 [Online Doc] (Richards Bay, RBM, 2008) – pp. all pages
[Accessed March 10, 2009]
31
on the workplace. The Department of Minerals and Energy (DME) established a Mining Charter
and is responsible for the submission of the mining rights. RBM closely cooperates with the DME
to realize the vision of a non‐racial South Africa. The Black Economic Empowerment is fully
embarked by RBM and has the purpose that RBM divest 26% of its shares (10% communities,
14% strategic partners, 2% employees). This is in line with the current legislation, that all mining
companies must have transferred a minimum of 26% ownership by 2014. Furthermore they will
review their mine closure plan in 2010 again.
Social Impact is required on the employees and on the community. RBM requires safe and
effective working relationships at the operation at all levels and respecting different traditions,
cultures, and employment practices, in particular the elimination of injuries. Also they are
committed to good corporate values and ethical behavior. Different programs are used to obtain
a sustainable human capital. There is empowerment in the staff, training and careers to obtain,
retain and develop skilled and competent personnel. For the occupational health and safety
management system they obtained OHSAS 18001 certification. RBM support the Aids awareness
campaign. Their comprehensive SD program for the community focuses on four main areas:
health; education; agriculture; and job creation. In addition to these focus points there are
organized sport activities and campaigns to raise awareness of relevant social issues: like the
aids pandemic; fighting crime; and community road safety. Through these programs, RBM is
determined to leave a positive legacy of human capital that will endure into a bright future for
the local communities. Collaboration and partnerships with government departments;
municipal, regional and traditional authorities; environmental agencies; educational institutions;
and employee organizations are key components of the way RBM conducts its daily business.
Environmental Impact is a high standard of RBM and where possible the company commits to
prevent pollution and to minimize, mitigate and remediate harmful effects of the operation on
the environment. They try to achieve this by:
• Maintain an environmental management system with standards and procedures to
identify, monitor and control the potential risks
• Evaluate the environmental issues associated with its activities and products, and take
action to minimize potential risks
• Transparency to interested and affected parties about environmental issues and
contribute to the development of sound regulation and legislation
• Ensure that environmental considerations are embedded in all aspects of the business
• Establish programs to conserve resources, minimize waste, protect and rehabilitate the
environment where it is unavoidably disturbed by the alluvial mining operation
• Conduct regular environmental audits and maintain ISO 14001 accreditation
The process of rehabilitation starts with the clearance of vegetation. The topsoil is removed for
later use. Behind the plant the tailings (mined sands) are stacked and reformed to original shape
that nature created. The minerals removed from the sands are about 5% of the total volume of
these dunes. After reshaping the dunes a thin layer (10 to 15 cm) of topsoil is spread over the
32
bare sand to provide a startup for the indigenous seeds and vegetation. Eventually this will
develop naturally and the vegetation will help with the stabilization of the dunes. To minimize
negative risks, RBM continuously monitors and evaluates ecological processes to adapt existing
rehabilitation techniques where needed, or develop new ones as the situation demands it.51
Figure 5‐2: Overview of RBM dredging operation
Economic Impact: RBM is a key contributor to the local, regional and national economies and
has substantial impact on social development; job creation; capital utilization; balance of
payments; and economic growth. The company paid around 760 million rands (100 million US$)
on tax in 30 years. In recent years RBM has focused on creating jobs locally by helping local
businessmen gain access to lucrative new markets and assist entrepreneurs to form neighboring
rural areas as viable suppliers to the company. Examples are metallurgical cleaning and
maintenance service; fire protection services; security of the mining lease area and smelter site
and a company that is specialized in dune reclamation and restoration.
5.2. Mineros in Colombia
Project Description: Mineros mission is to be a private company dedicated to mine precious
metals with the aim to create the greatest value to shareholders with growth of its mining
operations through an integrated management system and framed corporate social
responsibility. Their AMO uses a bucketladder dredger and a CSD. Mineros moved in 2008 a
bulk volume of 19 million cubic meters and produced 2534 kilos of fine gold, equivalent to
81,495 ounces.52
Corporate Governance: Mineros produces gold at a competitive cost and using mineral
resources rationally. They are maximizing economic performance, by working only with reliable
suppliers; motivated and talented workers; staff that is highly qualified and focused on customer
satisfaction. Moreover by fulfilling the legal requirements; preventing and controlling risks to
51
Richards Bay Minerals, home [Website] Website RBM ‐ home [Accessed May 25, 2009]
52
Mineros S.A., Informe Financiero 2008 [Report] (Medellin, Mineros, 2009) – pp. 4
33
workers, facilities and environment; promoting social development in neighboring communities;
and maintaining a continuous improvement process.53
Social Impact: Their Social Policy is to encourage local developments in the area where it
performs its activity and contributes to the society by creating wealth. Mineros established a
guide for social management for the exploration, feasibility and construction stages and
pinpointed that community consultation and the social sustainability are the key components.
Community consultation is a key aspect in managing the social and political development and is
the basis for a stable relationship of trust and understanding between the local communities,
the mining operation, and other organizations and institutions that interact in the affected area.
Social sustainability is the social development that is sustainable and is promoted by the
company, i.e. to keep the license to operate by working with the communities on sustainable
projects, which will ensure continuity on behalf of their own development. Mineros
Employment Policy is to favor the local workforce in equal conditions of competition and fitness,
provide training (for all staff) in the technical and human development. They are also committed
to the fundamental principles of human rights, safety and worker protection, no child labor,
prevention of discrimination at the workplace, and ensuring equal employment opportunities
and treatment regardless of race, gender and religious or political beliefs. The Communication
Policy is to maintain an effective internal and external communication, which considers the
essence and strategy of the mining operation, to facilitate better interaction and relationship
with its stakeholders. In regard to the communication they present this by yearly Financial and
Social reports and a detailed Environmental Management Plan (EMP).
Figure 5‐3: Overview of Mineros Operation
53
Mineros S.A., Informe Social 2008 [Report] (Medellin, Mineros, 2009) – pp. 4‐8
34
Environmental Impact: Mineros strongly commits to the EMP: monitoring all processes to
prevent, mitigate and compensate any potential environmental impacts. For this reason, the
environmental policy sets out in the following principles:
• Compliance with legal environmental regulations enforced by the country;
• Protection and monitoring of environmental components (actions, incidents or
accidents);
• Accountability at all levels of management to maintain a healthy environment, through
programs, procedures and methodologies, which emphasize the environmental
responsibility of each individual worker;
• Perform inspections and environmental assessment of operations to measure progress
and ensure compliance with environmental policy.
The Land Policy is that the land property and possession rights of land, which is no longer of
interest for prospecting, exploration and mining, is given back to the rightful owners (farmers)
after rehabilitation or even more improved way.
Economic Impact: the company has a Policy for Cost Management to maintain control on their
production costs and expenses and investment on assets, under terms of the current Colombian
laws for all transactions. The Mineros operation is in a conflict zone, so for this operation it is
essential to have a good Security and Risk Management Policy. I.e. there has to be commitment
to the society and government to maintain good relationship, contribute to the welfare of local
communities by dialogues and consultation before any potential risk may occur. Mineros
approach to Corporate Social Responsibility contributes to improve the quality of life and
welfare of the local community. The company understands the necessity to make decisions
together with government, community and job‐organizations. It takes actions in an effective and
efficient way on issues related to poverty, inequity, employment, governance and
environmental sustainability. Table 5‐1 illustrates their model of social intervention for local
development:53
35
Table 5‐1: Mineros Social Intervention model for local development
Areas Strategic Lines Components
Local Governance Strengthening Local Governance • A local government for the exercise o
good governance
• Citizen participation for political,
economic and social development.
Environment Basic Sanitation • Drinking water
• Liquid waste
• Solid wastes
• Mining sustainable and cleaner production
• Rural development in areas degraded by
mining
• Strengthening of municipal environmental
management
Social Development Health Public Health
Education • Quality of the education system at
different levels
• Improving institutional resources
• Generating more and better
opportunities for the development o
young people
Economic Development • Structure and dynamics of the local Support Local Business Entrepreneurship
economy initiatives (promote culture Economy)
• Strengthening the institutional framework
to support growth and economic
diversification
5.3. Smals in the Netherlands
Project Description: Smals is a major producer and supplier of 3 to 4 million tons of raw
materials (high quality industrial gravel and sand, special sand, ‐clay and fill sand) for the
building industry. The operation at Cuijk is producing 1 to 2.5 million tons per year.54 In order to
produce the raw materials, Smals has to obtain excavation and dredging permits. Besides these
essential permits there are potential ones, e.g. demolish, timber cutting or archeological
permits, which have to be obtained. Smals realizes with 125 employees a turnover of
approximately 40 million euro. They try to maintain their leading position through creativity and
research efforts on topics like changing demands of the market; the area of product innovation;
quality standards and the environment. The philosophy of the company is to be a reliable
partner that delivers high‐quality products and services, with a proper balance between quality
and price. Furthermore they are aware of its social responsibility, according to the interest of
their employees, clients, and surroundings. In all their operations the main goal is to realize a
safe and environmental‐friendly production processes and products.55
Social Impacts: During the initial phases of the project (1970‐1978), three bridges are
constructed and between 1978 and 1990 new roads are built to start and continue the dredging
operation. Transparency is created, by offering company visits and the possibility to look at the
environmental impact assessment for all interested stakeholders. Ultimately this operation will
54
Broer, J., Company visit Smals October 13, 2009 [Company visit] Cuijk, the Netherlands.
55
Smals, welkom [Website] Website Smals [Accessed October 15, 2009]
36
finish around 2010; 450 hectares of recreational area will be developed. Besides the local social
development, Smals also disputes charity globally to less fortuned societies.
Environmental Impacts: Smals considers the landscape design prior to and after actual
excavation and dredging activities as one of its main tasks, and pays thorough attention to this
aspect with concerned parties from the early planning stage. The excavation and dredging
permits for the Cuijk project will finish at the end of 2010. To foresee that the estimated
environmental effects of the rehabilitation are attained, are has been established an
Environmental Impact Assessment, every two years. The overall results are positive, in
particular, to prevent negative effects of a declined groundwater level. The dredging‐slopes are
finalized with finer sands. In terms of flora and fauna a considerable improvement is established
compared to the situation before the operation. The Kraaijenbergse Lakes is a major breeding
area for rare bird species. When this operation will be finished around 2010, 200 hectares of
nature area will be developed.
Economic Impacts: After 2010, Smals will continue to offer the possibility of temporary
underwater storage of elsewhere produced sand and gravel that needs to be processed. The
recreational area will provide opportunities for entrepreneurships, to develop recreational
activities; campsites; and a bungalow‐park.
5.4. WM Mining Company in Mongolia
WM Mining Company (WMMC) is pursuing the development of the Big Bend Placer Gold Mining
Project in the Tuul river mining area, north central Mongolia. The Social and Environmental
Impact Assessment and its Monitoring and Mitigation Plan (SEIAMM) consists of several
management plans, that are treated in detail the next paragraphs.56 Compared to the three
previous cases, is this case treated in more detail. The SEIAMM Plan illustrates important social,
environmental and economic aspects that are very useful for sustainable feasibility study
research.
56
AATA International Inc., Social and Environmental Management and Monitoring Plan [Report] (Denver, AATA,
2008) – pp. 19‐24
37
Table 5‐2: Key Project Statistics of Big Bend gold mining project
Proven & Probable Reserve Gold – 196750 ounces
Value: US$800/oz = $157.4Million
Project Design Elements Modern placer mining, cutter‐suction dredge floating
processing plant with IHC jigs
Production Data Daily ore production 12000 tons
Annual production: 16,200 oz of gold
Mine Life Construction: 6 months
Operations: 10+ years
Followed by Mine Closure
Employment (Local, national, international) Construction: 65+
Operations: 65 (6 locals, 6 expats and 53 national)
Total Operating Costs Life of Project: Labor US$ 13 million
Equipment Leasing: US$ 2.2 million
Fuel: US$ 36 million
Maintenance: US$ 3 million
General and Administrative: US$ 6.7 million
TOTAL: US$ 60.9 million
The Public Consultation and Disclosure Plan (PCDP) contains the manner in which WMMC will
inform stakeholders about project activities, potential impacts, and social and environmental
management and monitoring measures. Stakeholders are encouraged to provide feedback, raise
issues of concern, and identify opportunities for improvement. The project consultation and
community liaison process is done by open meetings, focus groups or on the local’s request.
The Community Development Plan (CDP) outlines the needs and priorities of local communities;
provides mitigation measures information; identifies collaborative opportunities to leverage
positive impacts; outlines specific activities; and fosters strategic and transparent community
development. The following intervention emerged as key priorities for the 5000 individuals of
the community:
• Watershed protection, erosion control and sediment control: the community has access
to good quality groundwater, however this water is untreated and due to poor water
management, mining and grazing disturbance leads to diseases. Water infrastructure is
needed for the community.
• Education and youth programs: it is proposed to support the educational sector by
funding needs within the system (e.g. the purchase of school equipment, repair school
infrastructure and providing a permanent supply of bottled drinking water). Other
financial supports could be scholarships for student associated with mining and
agriculture. Other projects that are sponsored are awareness training to illegal artisanal
mining (ASM) for toxic metals, health and the environment; projects for STDs, risk youth
and teen pregnancies; and projects for cultural programs and sports.
• Community health: WMMC will support efforts to improve community health issues by
support local health clinics, contribution to the government’s preventive health
campaigns and an ambulance for emergency transportation. It considers financial
assistance for transport of critically ill patients of the area to the capital, support of anti‐
drug and alcohol control, creation of an outpatient clinic at the site, staffed by certified
medical personnel, and support red cross activities.
38
• Employment and professional training and Economic and SME opportunities: WMMC will
predominantly use local sourcing of goods and services. However the transition of
exploration to construction will be accompanied by a significant surge in time‐critical
and quality assured demand, so the most of the materials and labor will need to be
sourced from the capital. For the operation stage the labor will be sourced locally. In
addition to the project needs, the company will assist in building a sustainable income
by developing the tourism sector for that region.
• Working with government regarding illegal ASM: WMMC will work together with the
Mongolian government to reduce and control the ASM population. In the past 5 years
the ASM population in the region reduced from over 5000 to less than 300, the
Mongolian government has achieved this impressive result.
• Nature (biodiversity) conservation: WMMC is committed to work with recognized
Mongolian and international conservation organizations and scientists in collaboration
with the Ministry of Nature and Environment to develop suitable intervention
opportunities to support nature conservation and a biodiversity offset program.
• Institutional capacity building: WMMC considers matching external resources for
institutional capacity building initiatives, which are designed to support local
government institutions.
The Cultural Resources Management Plan (CRMP) identifies the plan to identify, preserve and
mitigate potential impacts of the project to prehistoric and historic cultural resources in the
project area. To preserve these resources certain activities will be undertaken:
• Consultation with local residents and users of the project area;
• Intensive field inventory and site assessment;
• Mitigation of Impacts: measures will be established and implemented before mining
operations start;
• Monitoring: depends on the scale and significance of the sites; and
• Data Analysis and reporting: detailed procedures for data analysis (recovered artifacts
and non‐artifactual remains will be reposited properly.
The Environmental Management and Monitoring Plan (EMMP) identifies the mitigation
measures that WMMC plans to conduct during alluvial mining activities, as well as the
environmental monitoring that will be established to detect, observe potential impacts during
operations for which mitigation measures can then be developed and implemented.
The Occupational Health and Safety Plan (OHSP) outline the health and safety procedures that
will be implemented during the construction and operation stages. The objectives of the
Occupational Health and Safety are:
• Minimize unsafe conditions. Accidents are caused by unsafe physical conditions of
equipment or mechanical exposure to the working environment;
39
• Minimize unsafe acts by providing competent supervision to ensure workers use proper
techniques and methods;
• Taking advantage of every opportunity to correct unsafe acts or conditions before an
injury occurs;
• Implementing procedures to prevent any abuse via filing of false claims of injury and
illness;
• Training of personnel in safety and promote a culture of safety on site.
The Emergency Response Plan (ERP) outlines the emergency plans, organizational
responsibilities, reporting procedures, specific plans for responding to emergencies and
emergency response training. To ensure that this project is performed in compliance with all
prevailing regulations and requirements the supervisorial positions have been created and
defined:
• Chief Operating Officer (COO): will oversee the overall project activities.
• On‐site Manager: will oversee all operations at the project area.
• ESHS Manager: will be present at the project area to coordinate environmental, social
and health and safety activities.
• Dredge Supervisor: will oversee all dredging and processing operation in the field
together with the chief geologist.
• Safety Officer: one person at each dredge and floating process plant will be the safety
officer, who will be responsible for all safety issues during the shift. This person will be
responsible to ensure that the ERP is implemented at the assigned dredge.
The Waste Management Plan (WMP) outlines the project commitment to taking all necessary
steps to ensure that the collection, storage, transport and disposal of all wastes generated
during all project operations will be conducted in a safe, efficient and environmentally
responsible manner. Alluvial mining and processing does not involve the usage of chemicals or
explosives and therefore a very small amount of hazardous wastes will be generated over the
project life. Hazardous waste will be generated mainly in the maintenance shops by fuel and oil
spills and used batteries.
40
The Mine Reclamation and Closure Plan (MRCP) outlines the measures that WMMC plans to
intend to return the mine area to functioning ecological communities. Reclamation will
conducted by:
• use continuous reclamation approach with mining to ensure rapid reclamation and re‐
vegetation of disturbed sites;
• support reclamation with modern soil conservation, erosion control, and contouring
practices as required;
• maximize use of natural re‐vegetation and native species with the goal of improving the
biodiversity and quality of the environment;
• use designated access routes, avoiding multi‐tracking impacts;
• employ the field environmental checklist during reclamation to mitigate operational
impacts;
• mark reclaimed areas and prevent their disturbance;
• conduct weekly impact mitigation briefings as part of the regular operational meetings
for workers in order to maintain a high level of awareness on re‐vegetation efforts;
• apply principles of SD and improved environmental biodiversity qualities; and
• emphasize natural wildlife habitat improvements instead of agricultural uses.
The SEIAMM with the mitigation measures and potential net impact of this project are listed in
Appendix D. The environmental and social impacts are listed respectively in the tables D‐1 and
D‐2.
41
6. Im
mprovem
ment Opp
portunitie
es
With the help of instruments,, like techno
ology, structu
ural and cultu
ural aspects, there can be
b
57
obtain
ned improvem ment opportu unities and a right balancee.
Figure 6‐1:: The sustainab
ble triangle wiith the right baalance
Wherreby:
• Culture is aabout the neeeds that havee to be reacheed to be sustaainable;
• Technologgy is about thee resources thhat are necesssary to achieeve that;
• Structure iis about the ssocial and economic organ nization and the structuree that will hellp
to achieve this.
6
6.1. Cu
ultural Inn
novation
6.1.1. Un
nderstandingg the System
Obtaining relevantt data about tthe system iss time consum ming. Enough time for the collection an nd
underrstanding sho ould be provvided for in the
t project phase.
p In ord
der to understand how an
a
alluviaal mining pro
oject can add d value to socciety and min nimize ecologgical risks, wh
hile systematic
degraade the naturral resources,, it is requireed to understand the ecological and so ocial system iin
whichh an AMO exissts.
The initiative by Dutch dredgging industryy, BWN (Building With Nature)‐Ecosh
N hape, providees
knowledge for susstainable coasstal developm ment for everrywhere in thhe world. The aims relateed
58
to thee ecosystem aare the followwing:
57
Kem
mp et al., Evolutiionary theorising on technologiical change and
d sustainable development [Onliine Doc] – pp. 23
2
[Accesssed September 13, 2009]
58
Ecosshape, Ecoshapee – Building Witth Nature [Onlinne Doc] (Dordrecht, Ecoshape, 2009) – pp. all pages [March 220,
2009]
42
• gain more knowledge and insight in the (eco)system;
• gain expertise in how to deal with these kind of systems;
• develop tools: like measuring and monitoring methods, data processing methods and
collect all the date in databases;
• increase in competence: establish a network of researcher and innovative appliers that
form the base for further innovation.
The new insights from BWN mean that policy and regulations can be based on more in‐depth
knowledge and insights than is nowadays the case. This will result eventually in a more effective
policy and regulations with as final result more opportunities for the ecology and economy for
the alluvial mining industry as well.
6.1.2. Corporate mind of sustainability
At all mining phases it is necessary to provide an awareness of the stated sustainable principles
to obtain a sustainable project on‐ and off‐site. Developing a vision for “success” for alluvial
mining projects is more than determining best practice methods to ensure a sustainable mining
operation but also to ensure the economic viability of the community after the project and
minimize negative impacts. The community and relevant stakeholders should be involved in the
design of the alluvial mining project to provide an opportunity to benefit from their knowledge
and to ensure transparency throughout the development process.
A positive trend is that community development plans and projects have been developed.
Backcasting the legacy of the project area will provide a road map to plan community projects to
maximize societal value. Due to this will the community participate in the future of their own
community, once the alluvial mining project is ceased. Moreover it will provide a useful
understanding how to sustain itself. Therefore in planning community development projects the
emphasis should be to enhance the economic and social issues of the local community in a way
that promotes environmental sustainability.
Figure 6‐2: Backcasting method59
59
The Natural Step, Backcasting [Website] Website The Natural Step ‐ Backcasting [Accessed March 20, 2009]
43
6.2. Technology Innovations
An AMO has a major need for energy; however energy shortages become a major risk
worldwide. Uncontrollable increases in energy costs, increased regulations for diesel fuel
emissions and energy intermittence (e.g. South Africa energy blackout in January 2008) are
costing mining companies more time, money, and man‐power, which enhance the financial
result. There are practicable energy solutions available, which can be implemented in a cost‐
effective manner and will increase profitability and save energy security as well as shareholder
values. The majority of the natural resources industry has not considered clean, sustainable,
alternative energy forms yet. Alternative energy sources ‐ solar, wind, hydro and geothermal ‐
whatever is the best choice for that area, are reliable energy sources and are not dependent on
the national grid or fuel prices.60
The main benefits to use alternative, self‐generating energy solutions for mining include:
• It can enhance the financial results;
• Reliable power generation – reduce the risk of power grid outages;
• Extra power generation that can be sold back to the grid and generate revenues;
• Attracts capital to the company for power projects using alternatives that are appealing
to investors with money on the sidelines right now;
• Long‐term sustainability provides power when a project ends and can be left behind for
the local communities;
• Long‐term, it pays for itself and becomes a money earner;
• Good citizen awards and social license to operate;
• Decreases the carbon footprint of the company;
Several initiatives of the transition of fossil fuels to alternative energy sources have been
conducted: Barrick Gold in 2007: In Chile (Punta Colorada area) 10 windturbines (2MW): cost
US$ 40 million and in Tanzania (in the remote Mara region) a hydro‐electric power station: cost
US$ 28 million.61 In 2006 BHP Biliton: published a case study CAT Alliance. This study is
conducted in corporation with Caterpillar to consider alternative fuels for their off‐road mining
equipment to reduce GHG emissions.62 According to Professor C. van Rhee are fossil fuels the
primary energy source for dredging equipment.63 Thus for offshore alluvial mining equipments
this is also the case, however for operations in dredging ponds alternative energy sources are
very interesting opportunities.
60
Ashby, M., Is the Mining Industry ready to go green? [Journal] Mining Engineering Magazine, Vol. 60 No. 11
(Littleton, OneMine.org, 2008) – pp. 33
61
White, N.J., Beyond Borders December 2007 [Online Doc] (Toronto, Barrick Gold, 2007) – pp. 4 [Accessed, October
13, 2009]
62
BHP Biliton, CAT Alliance [Online Doc] (s.l., BHP Biliton, 2006) – pp. 2 [Accessed October 13, 2009]
63
Professor Rhee, C. van, Sustainable Dredging [Conference] (s.l., IHC Merwede, 2008)
44
Otherr technology iinnovation op quipment are::64
pportunities rrelated to thee dredging eq
• Emissions: Reduce thee emissions of the vessels, besides fossil fuel emissions
e alsso
vibrations and noise to keep ahead of more demanding laws aand regulatio ons;
• Turbidity: Reduce turbiidity to mitigaate the impaccts on the environment an nd keep aheaad
of more deemanding lawws and regulaations;
• Material stewardship:
s Reduce andd minimize the amount and a volume of toxic, rarre
and/or energy‐consuming materialss in dredging eequipments;
• Energy Effficiency: Reduce and minimize the am mount of eneergy that is needed for th
he
propulsion
n of dredging vessels.
6
6.3. Sttructural In
nnovation
Real OOptions (RO) is the state‐‐of‐the‐art meethod for assset managem ment and valu uation and haas
gained increasing acceptance in the mining world. Altho ough ROs is aalso a discoun nted cash flow w
technnique that coompares alternative coursses of action n and selectss that which produces thhe
highest NPV, it difffers from trad ditional NPV aanalysis in 3 important waays:
First o
of all puts ROOs analysis paarticular emp phasis on dyn namic decision making, thee now‐or‐lateer
altern
native, illustrated in Figurre 6‐3. This results in miine plans thaat have an uncertain
u tim
me
horizoon that varies as prices vaary, derived from a dynammic “mine noow or mine later” analysis.
Tradittional NPV analysis tendss to assume a single pricce scenario and
a plans a fixed
f mine liffe
according to that sscenario.65
Figure 6‐3: Banff taxon
nomy of asset vvaluation methods
ndly uses RO ffinancial theo
Secon ory to correcttly price the rrisk associated with the future uncertaiin
cash fflows that are
e realized when the optionn is exercisedd. It is how th
he true presennt value of th
he
64
Stam
m, N. and Holtkaamp, M., Doelsttellingen Sustain
nability program
mma [Report] (K
Kinderdijk, MTI H
Holland BV, 2009)
(confiddential)
65
Laugghton, D., The Ba
anff Taxonomy o
of Asset Valuatio
on Methods [Conference] (Banfff, David Laughto
on Consulting Ltd
d.,
2007) ‐‐ pp.2
45
cash flows in table 6‐1 are known. As is clear in that example, this pricing of risk is needed
whether or not the option is developed now or later. NPV analysis attempts to do this with a
single risk‐adjusted discount rate. In real options, the risk discounting is done within the cash
flow elements, rather than at the level of the net cash flows. The result is an “effective” time‐
varying net cash flow discount rate rt that is an output of the valuation process. It is the exactly
correct discount rate. This effective discount rate takes into account not only the inherent
riskiness of the asset as it varies through time but also any modeled risk‐mitigation actions; such
as cut‐off grade changes or temporary closure, that are likely to be undertaken by mine
management.
Table 6‐1: Impacts of uniform discount rate on project selection
46
7. Implement Sustainability in AMO
To obtain SD in the alluvial mining industry it is essential to:67
1. first step: define (and quantify) the objectives to reach
2. second step: assess (quantify) the status qua with selected indicators
3. third step: identify practicable measures to reach the objectives.
7.1. Define the objectives to reach
The first step “defining the objectives to be reach” can be implemented as the previously
described 10 Principles of ICMM. In Table 7‐1 these principles modified to AMOs:
Table 7‐1: Principles for Alluvial Mining Operations
1. Implement and maintain ethical business practices and sound systems of corporate governance
2. Integrate sustainable development considerations within the corporate decision‐making process
3. Uphold fundamental human rights and respect cultures, customs and values in dealings with employees and
others who are affected by alluvial mining activities
4. Implement risk management strategies based on valid data and sound science
5. Seek continual improvement of health and safety performance
6. Seek continual improvement of environmental performance
7. Contribute to conservation of biodiversity and integrated approaches to land use planning
8. Facilitate and encourage responsible product design, use, re‐use, recycling and disposal of the products from
the alluvial treatment plant
9. Contribute to the social, economic and institutional development of the communities in which the alluvial
mining operation is located
10. Implement effective and transparent engagement, communication and independently verified reporting
arrangements with our stakeholders
7.2. Assess the status quo with selected indicators
Furthermore it is essential to take into account the general sustainable impact issues for the
AMOs:
• Social;
• Socio‐Economic;
• Economic;
• Eco‐Economy;
• Environmental;
• Socio‐Environmental.
67
Professor Martens, P., Sustainable Development (EMC 2007‐2008) [Lecture notes] (Aachen, RWTH‐Aachen, 2007) ‐
pp. 18
47
The next step is taken by means of these general sustainable impacts for an alluvial mining
operation. A subdivision is made that contains key performance indicators with the help of the
existing indicators of the Global Reporting Initiative and the sub‐elements of the ICMM
principles, the specific characteristics in the alluvial mining industry and stakeholder
engagement. The sustainability indicators that are relevant for an alluvial mining operation are
summarized in the figure below:
Figure 7‐1: Summary of Sustainable Indicators for AMOs
7.3. Identify practicable measure to reach the objectives
Figure 7‐2 shows that during each mining stage, alluvial mining companies have to conduct
several studies and management plans to establish a sustainable project. Social, Environmental
and Economic data is generated to obtain a permit under regulatory and management
structures obliged by national, regional and local governments; financial institutions; and
companies own policies.
48
Figure 7‐2: Studies and plans to obtain a sustainable AMO
The management plans, mitigation action plans and sustainable challenges with their
practicable measures are conducted to keep the permit of the project during the exploration,
feasibility, construction, operation, and closure stages. The sustainable challenges and good
practice measurements and tools of the last three stages are treated in detail in the next three
sections. The sustainable challenges for the exploration and feasibility phase are treated in
Appendix E.
49
7.3.1. Construction phase
When the final feasibility study shows that the operation is social and environmental, financial
and technical viable the construction phase can start. A good project management team or
owner’s representative should be appointed. The project leader should participate in human
resources to negotiate with the construction contractor, know which downstream construction
permitting approvals are required, and be aware of which reports are expected and which
startup responsibilities the owner has.
Mines are expensive to build and payouts (generally) are slow compared to many other
businesses. It will only be possible to know what the final capital costs, operating costs,
recoveries, and achievable ore grades will actually be after the mine has operated successfully
for a complete year. There are many unknowns at the start of any mining project so it is
important to give maximum attention to the details right from the start and hope that any
mistakes will be compensating errors, both positive and negative.
The management of a mining project actually starts even before exploration begins, when the
company decides where to do its exploration. When the exploration stages lead to a discovery
which eventually turns into a mining project, countless situations of, new or unidentified
impacts, and stakeholders may appear. The sustainable challenge to manage a mining project is
present in almost all project areas and tasks. This challenge relates to management problems
associated with sustainability such as:68
• Permitting, mining regulations and standards
• Environmental risks
• Social risks and benefits from mining
• The issues of social license and corporate social responsibility
• Management of H&R, contractor, suppliers and other stakeholders
Permitting, mining regulations and international standards: Permitting is a complex and time‐
consuming management process and depends on how many different permits are required. A
good and detailed understanding of the mine regulations is essential to minimize potential
compliances and IFC Performance Standards should be obeyed to carry out project financing.
Environmental risks: Once the EIA is finished during the feasibility phase it is time to start‐up a
Environmental Management System (EMS). Many companies incorporate risk management
systems, e.g. ISO14001, to integrate a range of environmental health and safety issues in their
operations. The EMS is not only applicable in the processing but also during all the other
activities on site. The EMS is best designed around existing processes and procedures as the
development of new systems require additional resources and this might delay the
implementation process. Figure 7‐3 illustrates the EMS elements and requirements and Figure
7‐5 shows the relationships between the EMS elements .
68
Anderson, M.N., Sustainable Management of Mining Operations [Book] (Littleton, SME Inc. 2009) – pp. 221‐227
50
Figure 7‐3: EMS model for ISO 14001:200469
The EMS is maintained, updated and improved upon based on its EMP; see Environmental
Management Plan for AMOs. For coastal‐dune ecosystems is RBM, for steppe wetland
ecosystems is WMMCs, and for jungle ecosystems is Mineros the best case example. RBM and
Mineros obtained and maintained the ISO14001 certification for the EMS. Construction during
the alluvial mining project often represents the period of greatest environmental and social
disruption. The main aspects caused by interaction with construction and the environment, are:
• Access for construction and infrastructure
• Land clearance and resettlement
• Construction related infrastructure
• Construction of impoundment
The ICMM developed a ”good practice guidance for mining and biodiversity” that describes
handy systems, tools and processes, e.g. Social and Environmental Impact Assessment (SEIA),
EMS, Stakeholder Engagement Tools and Processes and Mitigation and rehabilitation tools for
biodiversity in relation with mining.
69
Euromines, The ultimate SME implementation guide for QMS and EMS [Online Doc] (s.l., Euromines, 2005) – pp. 24
[Accessed August 5, 2009]
51
Figure 7‐4: Integrating biodiversity into the mining project cycle70
Social risks and benefits from mining (Stakeholder Engagement): Many social risks are associated
with the mining industry: operations located in remote, often underdeveloped, regions of the
world; changes in land use, are inherent in mining, regardless of social environment. Potential
risks are health and safety; land use and management; surface and groundwater resources;
immigration and ASM in project areas; and economic dependency on alluvial mining. Best case
studies to mitigate these risks are treated by RBMs comprehensive sustainable development
program, Mineros model for social intervention for local development and the mitigation
measures and management plans of WMMC.
Issues of social license and corporate social responsibility: there is a strategic perspective and
project finance perspective. The strategic perspective is the access to mineral and human
resources. As it applies to corporate strategy, the concept of social license can be extended to
an alluvial mining company’s achievement of a positive public reputation on ethics and social
responsibility issues. The company perceives a positive reputation as an advantage when gaining
access to mineral resources and also to human resources, two key strategic advantages in
mining. RBMs Black Economic Empowerment (26% of shares are divested) and partnership with
local SMEs is a good example of corporate social responsibility. Also Mineros promotes
sustainable projects to keep the social license to operate by favoring local workforce and local
suppliers.
70
Johnson, Sally, Good Practice Guidance for Mining and Biodiversity [Online Doc] (London, ICMM, 2005) – pp. 17
[Accessed August 6, 2009]
52
According to ICMM Closure Toolkit stakeholder engagement is needed to update the Conceptual
Closure Plan (CCP), for potential sudden closure. Framework for a CCP:
• Risk / opportunity assessment and management
• Target closure outcome and goals
• Monitoring and evaluation
• Closure costs
• Updating the conceptual closure plan
A detailed example for an alluvial mine closure plan is the “Mine Reclamation and Closure Plan”
of WMMC.
Management of H&R, contractors, suppliers and others: the project leader should participate in
H&R to negotiate with the construction contractor(s). Investigate the labor market in the
hosting and nearby communities to involve the local community in the project, during the whole
lifetime of the operation. Early consultation with labor unions, H&R, and employment agencies
will help to obtain information required and will foster the interest and cooperation of these
stakeholders during all stages of the project.
53
Figure 7‐5: Relationship between the EMS Elements
54
7.3.2. Operation phase
The operation phase plays an important role in the success of the project and in meeting the
production targets at an optimum point, while mitigating the undesirable side effects of AMOs
on the environment and communities. Mining is an interdisciplinary operation that consists of
many different units of operation. In the next part of this section are the units: grade control;
mine planning; ground control and pond management; environmental and H&S issues;
equipment and plant selection; and maintenance discussed.
Grade control: is a decision‐making process on a day‐to‐day basis and depends on the type of
resource and mining method. For a wet mining method the ore grade control focuses on the
following issues: (re)calculate minable reserves; define the ore‐waste boundaries; control
dilution; and the mine planning and design changes in annual production plans.
The long‐ and short‐term mine production planning: is a primary influencing factor for
sustainability in AMOs. A sustainable mining plan should minimize the effects to the mining
business process caused by variability in commodity prices, inflation of mine costs, declining ore
grade, and declining mining conditions such as increased depth. Design factors with the capacity
to increase sustainability include layout, application of new technology, mine infrastructure,
proactive communications, and interfacing with land, water, socio‐economic forces, and
reclamation. The main function of the mine design and planning team is to provide the
necessary technical support to ensure the optimum operational efficiency and sustainability of
the AMOs. However the long‐term planning process determines the production and economic
objectives, the short‐term planning and control processes are key to the efficient use of
resources, performance evaluation and control, and the timely implementation of corrective
actions.71
• Long‐term planning: is concerned with the development of an optimum mining
sequence for ore and waste required to sustain production. The production schedule
takes into account operating constraints, blending requirements, economic
considerations, reclamation, and other operational and sustainability constraints.
• Short‐term planning: is concerned with schedules on a daily, weekly, or monthly basis,
as well as grade control and mine geology functions. The goal is to provide requirements
of the operating plant with ore of uniform quality to ensure its operating efficiency. This
is not required for a wet mining treatment plant. The short‐term plans have to comply
with the long‐term plan. The daily, weekly, and monthly short‐term plans are required
at a mining operation for sustainability; these plans are derived from the yearly plan. A
robust short‐term planning process with a good follow‐up provides the feedback that
planners need to correct long‐range plans.
71
Castanon, C., Sustainable Management of Mining Operations [Book] (Littleton, SME Inc. 2009) – pp. 263‐265
55
Integrated mine planning software can be used to process and evaluate iterations of geologic
interpretation and geostatistical routines efficiently, optimize mine layouts to identify major
expansions and mid‐life development, and essentially evaluate all alternatives and identify the
most cost‐effective mine plan. These integrated software packages are powerful tools for
efficient, interactive evaluation of different production plans and schedules and mining
scenarios. Surpac™, Minex™, Whittle™ and MineSched™ of Gemcom are well known examples.
Ground control and pond & water management: is an integral part of the planning and
production of the AMO. Ground control is a major component of the design and operations of
alluvial mines. The stability of the embankment, which isolates the dredge pond from other
surface water resources, is crucial to prevent mixing of these waters. The dredge ponds will be
maintained as a zero‐discharge, closed circuit system and no surface discharge from the
operation is anticipated. Water management is essential and an important component to
minimize the probability that water used in alluvial mine activities will enter the river or
groundwater or that the alluvial aquifer will be severely depleted. Water supply for the dredge
ponds should be from the river (and if applicable from an aquifer). The process water from
alluvial mining should be sourced from the dredge ponds. During the operation occasionally,
additional water can be needed, especially in the early phases of mining. Another key mitigation
measure is the recycling of mine process water. For dredging operations, wash water is
discharged directly back into the dredge pond for reuse for the dredges. The dredge pumps the
overburden as slurry from the dredge pond to the slurry settling areas. The placer deposit is
dredged and pumped in slurry to the floating treatment plant that separates the valuable
minerals and pumps the tailings as slurry tot the slurry settling areas initially at start‐up, and
then later discharge tailings at the back of the dredge pond over the oversized fraction of
tailings for reclamation. The South African Department of Water Affairs and Forestry established
best practice guidelines for mining water management, see page 29.
Figure 7‐6: Overview of Alluvial Mining Pond
56
Environmental issues: The EMS is maintained, updated and improved upon based on its
environmental management plan, see page 28. The main environmental issue in mineral
processing is the management of the very large volumes of water and tailings that must be
handled in the process (e.g. tailings disposal, tailings water and water recycling). Another
important issue is the level of biodiversity.
Health & Safety: Sustainable management of H&S for employees that work on site (on dredger,
treatment plant or in maintenance shops etc.) requires safety precautions to protect personnel.
Major challenges are safety and health regulations; safety training; safety equipment; industrial
hygiene; potential dust and air pollution control; and maintenance and housekeeping. According
to the AS/NZS 4801:2001, the Australian National Association of Testing Authorities, NCS
International established the OHSAS18001:2007 for implementing the Occupational Health and
Safety Management System. This Management System is recognized as the international OHS
benchmark.72 The implementation process flow chart is similar to the EMS. RBM and Mineros
obtained and maintained the OHSAS 18001 certification.
Equipment selection: IHC developed an equipment selection procedure with specific project
constraints: operation conditions (type of project, project size, available time, water depth,
dredging depth and accessibility), soil conditions and dredgeability of the rock (RQD, fracture
index, strength, mineral composition); site environment conditions (weather, current, swell,
tidal etc); and project conditions (accuracy, selectivity, environmental impact, pre‐dredging
activities). See chapter 4.1.4.
Maintenance Management: The most sustainable maintenance management strategy is
Reliability Centered Maintenance (RCM). RCM is a systematic approach to quantitatively assess
the need to perform or revise preventive maintenance tasks and plans on the basis of safety,
environmental and economic consequences of the related failures. The key conceptual
difference between conventional preventive maintenance (PM) and RCM is that although PM
methodology focuses in avoiding failure, RCM focuses on avoiding failure consequences (not
necessarily by avoiding failures). RCM analysis is a powerful analytic methodology for optimizing
maintenance strategies by the systematic assessment of management risks derived from failure
consequences and determining the best maintenance policy to mitigate risks. Any RCM process
is based on answering seven questions satisfactorily and in the sequence shown below: 73
72
NCS International, Safety and OHS Certifications [Website] Website NCS International ‐ OHSAS 18001 [Accessed
August 16, 2009]
73
Kumar, Uday, Reliability Centered Maintenance [Lecture notes] (Helsinki, Luleå University of Technology, 2007) –
pp. 2 & 7
57
1. Equipment Functions: What are the functions and associated desired standards of
performance of the asset in its present operating context?
2. Functional Failures: In what ways can it fail to fulfill its functions?
3. Failure Modes: What causes each functional failure?
4. Failure Effects: What happens when each failure occurs?
5. Failure Consequences: In what way does each failure matter?
6. Proactive Tasks and Task Intervals: What should be done to predict or prevent each
failure?
7. Possible Corrective Actions: What should be done if a suitable proactive task cannot be
found?
Responsible mine maintenance management is critical to AMOs. Alluvial mine and gravity
separation mineral processing equipment can fail in many different ways and in some cases
failures may have a negative impact on safety, environment and equipment. In this regard,
maintenance management should be based on the analyses of equipment functions, aiming to
identify safety, environmental, and economic priorities, and concentrate on the maintenance
strategies for those pieces of equipment and systems that are critical from the reliability, safety,
environment, and production point of view. IHC Merwede developed a RCM methodology for
their equipment.
The conceptual closure plan: should be developed further in cooperation with stakeholders (for
sudden closure) until the final closure. The year before the final closure a detailed closure
planning (final closure plan) should be developed. A detailed example for an alluvial mine
closure plan is the “Mine Reclamation and Closure Plan” of WMMC.
7.3.3. Closure and Legacy
Mine closure consists of all the activities following the end of operations, including
decommissioning of processing plants, removal and disposal of equipment (reselling, recycling
metal, re‐using) demolition of buildings (if necessary), recontouring of the land to create
positive site drainage, placement of topsoil/growth medium, and revegetating the land. Ongoing
monitoring and maintenance of post closure is necessary to make sure that physical, chemical
and biological stability is maintained in the long term. In chapter 4.1.3 is the continuous and
concurrent reclamation method discussed.
Post‐Mining Reclamation & Legacy: Because of the concurrent reclamation method; a small
amount of reclamation still has to be done after mining activities. For example (e.g. remaining
dredge pond, mine site decommissioning, and roads). The intent of reclamation and the core of
restoration is that the initiation of ecological processes will result eventually in the original state,
which existed prior to mining. The restoration is successful if the amount of various plant and
animal species and cycles of mined area will develop similar to nearby unexcavated areas. It is
58
easier to achieve this onshore in dredge ponds than in open systems onshore or offshore
because the ecosystem is directly affected by the mining operation and it takes time to restore
to its original state.
To manage the closure planning ICMM developed the toolkit “Planning for integrated mine
closure toolkit”. The opportunities and risks that define the steps to closure are many and
varied, and a disciplined, knowledgeable approach to closure planning is required to successfully
negotiate these steps. The final closure plan is similar to the concept one, but only more
detailed.
The closure planning process for a mine site typically consists of the closure designs for the
various facilities (mine site, accommodations, tailings dam facilities etc.). The overall cost
estimates for mine closure should be based on the facility‐specific designs and best estimated
unit costs. Mine closure cost estimates form the basis for financial assurance required by many
jurisdictions. Financial assurance is the amount of money available to a government entity for
closure of the mine in case that the mine owner is not available to perform the work
(bankruptcy), during operations, or any time thereafter. The ICMMs Financial Assurance for
Mine Closure and Reclamation presents an extensive review of the different types of financial
assurance instruments.74
The ICMM Financial Assurance does not provide a quantum for the costs, whereas the
Department of Minerals and Energy (DME) of South Africa developed a guideline and risk‐based
cost estimation model for financial provision for environmental rehabilitation and closure
requirements for mining operations with a quantum.75 In consultation with senior alluvial mining
consultant Willem Kramer concluded that these closure requirements are essential for AMOs:76
• Rehabilitation of access roads
• Demolition of housing and/or administration facilities
• General surface rehabilitation, including grassing
• River diversion
• Water monitoring
• 2 to 3 years of maintenance and aftercare
74
ICMM, Financial Assurance for mine closure and reclamation [Online Doc] (London, ICMM, 2005) – pp. 6 [Accessed
March 6, 2009]
75
Department of Minerals and Energy of South Africa (DME), Guideline document for evaluation of the quantum of
closure‐related financial provision provided by a mine [Online Doc] (Pretoria, DME, 2005) [Accessed June 12, 2009]
76
Kramer, W., Consultation in January 2010 [Consultation] (Kinderdijk, Alluvial Dredging & Mining Services, 2010)
59
8. Sustainable Guideline for AMO
The 10 ICMM principles are the basis of the sustainable guideline. During all the mining stages of
an alluvial mining project these Principles and Elements should be included and verified
continuously. With the help of the stakeholder engagement, integrating SD in mining
operations, specific characteristics of AMO, case studies and sustainable challenges for each
mining phase previously treated in this report and the indicators, the sustainable guideline for
AMO is established.
8.1. Sustainable Impact Indicator Tools
The Sustainable Impact‐Indicator‐Tools (Good Practice) Guideline for Alluvial Mining Operations
is established to obtain a structured overview and guidance:
Figure 8‐1: SIT indicator based guideline for Alluvial Mining Operations
The general sustainable impact issues for the alluvial mining operations are listed below:
• Social;
• Socio‐Economic;
• Economic;
• Eco‐Economy;
• Environmental;
• Socio‐Environmental.
In the next sections these impacts are treated separately in detail and practicable measures by
tools and good practices are given.
60
8.2. Social Impacts
Table 8‐1: SIT‐Guidance for Social Impacts
Indicator Key Performance Indicator Tools/Good Practice / [Reporting]
61
use, customary rights of local communities and indigenous peoples, and communities and how these disputes are resolved ]
their outcomes
Artisanal and small‐scale mining (ASM): assess the risk and mitigation ‐ Programs for handling with ASM
measurements for operation sites where ASM takes place on, or The Mongolian Government approach by crackdown or according to the
adjacent to, the site Community and Small‐scale Mining
[Number and percentage of ASM operations that take place on or adjacent to
AMO]
Resettlement: minimize involuntary resettlement, and compensate ‐ number of households that had to resettle and how livelihoods were affected
fairly for adverse effects on the community where they cannot be Mineros: resettlement action plan; lease ground, let people work for 3 years in
avoided project and meanwhile learn a job (e.g. as farmer, bee‐master etc.).
Access to Information Reporting: report the social, environmental and economic ‐ Annual Report
performances and contributions to sustainable development ‐ Financial Report
‐ Sustainability Report (GRI)
Accuracy: provided data should be accurate, relevant and recent Good monitoring system according to social, environmental, financial and
technological issues.
Engagement: engage with and respond to stakeholders through open ‐ IFC Stakeholder Engagement
consultation processes ‐ Community Development Toolkit
62
8.3. Socio‐Economic Impacts
Table 8‐2: SIT‐Guidance for Socio‐Economic Impacts
Indicator Key Performance Indicator Tools/Good Practice / [Reporting]
Human Resources Training and Education: provide sustainable development training to ‐ Human Capital Investment (training and education)
ensure adequate competency at all levels among our own employees ‐ Average of hours of training per employee per employee category
and those of contractors RBM Adult Basic Education and Training (ABET) programme
Investment and procurement practices: screen and train employees and Amount of people and investment that is spend to local Small or Medium
significant suppliers and contractors for policies and practices Enterprises with objectives and targets for the procurement.
concerning aspects of human rights that are relevant to operations
Employment rehabilitation: rehabilitate and reintegrate employees into Number of people that are reintegrated into the operation
operations following illness or injury, where feasible
Community Development Contribution to community: contribute to community development RBM Broad Based Black Economic Empowerment (BBBEE) path
from project development through closure in collaboration with host Mineros: Social Intervention Model (Support Local Business Entrepreneurship
communities and their representatives Initiative)
Poverty: enhance social and economic development by seeking Working towards poverty‐related targets
opportunities to address poverty RBM Partnerships with local community focus on education, health, agriculture
and job creation
Local Enterprise Market Presence: support public policies and practices that promote ‐ % of local workforce:
open and competitive markets, by the use of locally‐based suppliers and Richards Bay Minerals foster motivated and skilled local workforce
hire of employees and senior management from the local community Mineros Guide for Social Management: Employment Policy
near the operation ‐ Proportion spend on local suppliers:
RBM Broad Based Black Economic Empowerment (BBBEE) path
Mineros Government‐community‐company policy
Partnership: encourage partnerships with governments and NGOs to RBM Partnerships with local community focus on education, health, agriculture
ensure that programs (e.g. education, community health, local business and job creation
development) are well designed and effectively delivered
63
8.4. Economic Impacts
Table 8‐3: SIT‐Guidance for Economic Impacts
Indicator Key Performance Indicator Tools/Good Practice / [Reporting]
Risk Assessment Consultation with interested and affected parties: consult with ‐ Consultation
interested and affected parties in the identification, assessment and ‐ Identify risks
management of all significant social, health, safety, environmental, ‐ Analyse risks
institutional and economic impacts associated with the project ‐ Evaluate risks
‐ Treat risks
Good Practice Guidance on Occupational Health Risk Assessment
Australian/New Zealand Standard: Risk Management (AS/NZS 4360: 2004)
Regular Review: ensure regular review and updating of risk Monitor and review risks
management systems Australian/New Zealand Standard: Risk Management (AS/NZS 4360: 2004)
Economic Viability Economic Performance: estimate direct economic value generated and ‐ Direct Economic Value added
distributed, including revenue, operating costs, employee ‐ Contribution of alluvial mining operation to GDP expressed in US$ (or national
compensation, donations and other community investments, retained currency) and in percentage
earnings, and payment to capital providers and government ‐ First Job Wage compared to national minimum wage [US$]
Indirect Economic Impacts: develop and assess the impact of ‐ Ratio of actual exports versus capacity of the country’s infrastructure to support
infrastructure investments and services provided primarily for public the total export
benefit through commercial engagement
64
8.5. Eco‐Economy Impacts
Table 8‐4: SIT‐Guidance for Eco‐Economy Impacts
Indicator Key Performance Indicator Tools/Good Practice / [Reporting]
Environmental Stakeholder Engagement Inform parties: inform parties of significant risks from the alluvial mining Organize public participation programs for environmental and social impact
operations and of the measures that will be taken to manage the assessment
potential risks effectively Managing Risk and Maintaining License to Operate: participatory planning
and monitoring in the extractive industries
Overall environmental investment: total environmental protection ‐ Investment for implementation of an independent panel of experts to review
expenditures and investments by type (e.g. personnel employed for environmental applications in the alluvial mining operation [US$]
education and training, external services and certification for EMS, R&D, ‐ Number of environmental Training days/hours per staff member [# d/h per
personnel for general environmental management activities) staff]
Sustainable Alluvial Mining Operation Ore Grade Control: determine the decision‐making process for grade ‐ (re)calculation of minable reserves (tonnage, grades and spatial distribution)
control and assess the ore‐waste boundaries and control of dilution during feasibility and operation
‐ define ore‐waste boundaries
‐ control dilution
Ground Control: ground control will provide safety and no failure that ‐ Geology and ground conditions
can cause (temporarily) shutdown ‐ Hydrologic conditions
‐ Production rate
‐ Shape and size of the excavation
Mine Planning: determine the production and economic objectives for Long term planning:
the long‐term planning and the efficient use of resources, performance ‐ Production objectives
evaluation and control and the timely implementation of corrective ‐ Economic objectives
actions for the short‐term planning Short term planning:
‐ Efficient use of resources
‐ Performance evaluation
‐ Control actions
Equipment and plant selection: determine and select the most ‐ Economic investment cost
applicable excavation equipment(s) and search for a suitable treatment ‐ Production rate
plant for the operation ‐ Maximum output and minimum cost
Overburden and Tailings: assess total amount of overburden, rock, Risks assessment and management and minimizing measures [tonnes]
tailings, and sludges presenting potential hazards. Information on quantities will be available from site production data. Hazard
identification from site risk assessments
Maintenance Management Maintenance Management: assess which approach to maintenance The most sustainable Maintenance Management Strategy is Reliability
allows operating the minimum cost Centered Maintenance (RCM), this is an optional application for equipment
from IHC Merwede
Material Stewardship Understanding Properties: Enlarge understanding of the properties of IHC Merwedes objective for Material Stewardship is to minimize the amount
metals and minerals and their life‐cycle effects on human health and and volume of toxic, rare, energy‐consuming and other detrimental materials
the environment in dredging equipment
Encourage partners: Encourage business partners, customers and ‐ Mineros partnership with local contractors and suppliers
suppliers of good and services to adopt principles and practices that are ‐ IHC Merwede provides training for the dredge and maintenance
comparable to the company ones personnel
65
Support Research: Conduct and support research and innovation that IHC Merwedes sustainability program is investigating:
promotes the use of products and technologies that are safe and ‐ Emissions reduction
efficient in their use of energy, natural resources and other materials ‐ Turbidity reduction
‐ Materials Stewardship
‐ More efficient propulsion‐process (energy, fossil fuel efficiency)
IHC corporate in the research of Ecoshape BWN.
Product standards: support the development of scientifically policies, Euromines established a guide for ISO 9001: 2000 quality management
regulations, product standards and material choice decisions that systems
encourage the safe use of mineral products
Energy Efficiency Energy consumption: fossil fuels (oil, gas, coal, biofuels) and renewable [Giga Joules] in remote areas an alternative energy source is advisable ‐ solar,
(solar, wind, geothermal, hydro‐energy, nuclear) energy consumption wind, geothermal, hydropower – whatever the best choice for that area.
by whole operation Barrick Gold: In Chile (Punta Colorada area) 10 state‐of‐the‐art 2MW
windturbines: costs US$ 40 million.
Barrick: In Tanzania (remote Mara region) hydro‐electric power stations. Costs
US$ 28 million.
Energy savings: energy saved due to conservation and efficiency [Giga Joules] Caterpillar and BHP Biliton were assessing the potential of using
improvements alternative fuels to diesel for their off‐road mining equipment. Using
alternative fuels, such as biodiesel, to reduce the GHG emissions.
Initiatives: initiative to provide energy efficient or renewable energy for ‐ ISO (International Organization for Standardization) an
the whole operation ‐ IEC (International Electrotechnical Commission) has energy efficiency
standards and relevant testing procedures [report]
66
8.6. Environmental Impacts
Table 8‐5: SIT‐Guidance for Environmental Impacts
Indicator Key Performance Indicator Tools/Good Practice / [Reporting]
Biodiversity Amount of land: amount of land disturbed and/or rehabilitated ‐ Land owned, leased, and managed for the AMO in, or adjacent to, protected
areas and areas of high biodiversity value (terrestrial, freshwater, or maritime
2
ecosystem) [hectares or km ]
‐ Assess that status, size and location of the all habitat protected areas and/or
2
restored areas [hectares or km ]
Environmental Impact Assessment: assess the positive and negative, the ‐ assess impacts of activities, products and services on biodiversity (e.g. on
direct and indirect, and the cumulative environmental impacts of new mine site, transport infrastructure, pollution, sediment quality for offshore,
projects reduction of species, invasive species etc.)
‐ Changes in groundwater level, salinity and quarantine for offshore (MARPOL)
‐ Assess this from exploration through closure and beyond
[extent of affected areas, affected species, duration of impact, and
(ir)reversibility of the impacts]
WMMC ‐ Environmental Impact Assessment
Environmental Management System: implement an EMS focused on Euromines established a guide for ISO 14001: 2004 environmental
continual improvement to prevent, mitigate, review or improve adverse management systems
environmental impacts
Biodiversity Management Plan: identify if required a BMP according to BMP should cover:
stated criteria, and plans and places. ‐ scale of impact;
‐ sensitivity of the area;
‐ local community use of biodiversity;
‐ ecosystem services provided by the local environment;
‐ cultural relevance;
‐ protected areas;
‐ special or red list species;
‐ potential post closure use;
‐ business case/risk aspects
Regulations and Strategies: the regulations and strategies for ‐Report with environmental site impact assessment, method for establishing
biodiversity should be implemented and reported to obtain a integrated risk exposures, monitoring processes, objectives and targets
approach to land use planning, biodiversity, conservation and mining
3
Water Management Water availability: total water available and withdrawal by source, e.g. ‐ Water availability [m ]
surface‐, groundwater‐, rainwater collected, municipal water supply ‐ The department of Water Affairs and Forestry established several Best
Practice Guidelines for the Water Management, for all key performance
indicators.
3
Significant affects: water sources significant affected by withdrawal of Withdrawals [m ]:
water ‐ with 5% or more of the annual average volume of a certain water body
‐ from water bodies that are recognized to be sensitive due to relative size,
function, or status of threatened or endangered system
‐ from a Ramsar‐listed wetland or any other national or international
proclaimed conservation area regardless of the rate of withdrawal (size of
67
water source); whether or not the source is protected area; and has
biodiversity value (amount of flora and fauna)
Water recycled and reused: percentage and total water recycled and IHC Treatment plant with jigs
3
reused [m /year and % of total water withdrawal]
Pond Control Dam (PCD): design a sustainable and for the whole life Best Practice Guidance A4 Pollution Control Dam covers the full life cycle of a
time of the AMO PCD, including design, construction, operation and closure.
Water quality: the affect on the water quality by the operation ‐ assess the epipelagic zone and the effect of the decrease in degree of light
(especially offshore) penetration on the underwater habitat.
3
‐ Measure turbidity caused by the operation [mg/m ]
‐ Turbidity in Nephelometric or Formazin Turbidity Unit [NTU/FTU]
Emissions, Effluents and Waste GHG emissions: assess total direct and indirect GHG emissions by ‐ Direct emissions are from sources that are owned by company
weight. ‐ indirect emissions are from sources of contractors, suppliers, employees and
business trips
[tonnes of CO2 equivalent]
3
Water discharge: total water discharge by quality and destination ‐ Planned and unplanned water discharge [m /year]
(especially in offshore operations) ‐ Report water quality from treatment plant in terms of Biochemical Oxygen
Demand (BOD) [mg/L], Total Suspended Solids (TSS) [mg/L], Turbidity in
Nephelometric Turbidity Unit [NTU]
Initiative GHG reduction: Initiate to reduce GHG, NOx, SOx, and other IHC Merwede has the initiative to reduce emissions of their vessels and
significant air emissions and reductions achieved treatment plants [Targets and in % the achievement]
Safe storage and disposal: provide safe storage and disposal of residual ‐ Report total amount of waste [tonnes] for each disposal method
wastes and process residues (composting; reuse; recycling; recovery; incineration; landfill)
Significant spills: total number and volume of significant spills Identify and report: location, volume and material of spill on soil or water
(chemicals, oils, fuels) surface
68
8.7. Socio‐Environmental Impacts
Table 8‐6: SIT‐Guidance for Socio‐Environmental Impacts
Indicator Key Performance Indicator Tools/Good Practice / [Reporting]
Regulations, Permit and License National Regulations and Permits: comply with or exceed the ‐ Establish Social and Environmental Impact Assessment (WMMC ‐ Mongolia)
Compliances requirements of host‐country laws, regulations and permits ‐ Monitor Environmental Management Plan (EMP of Mineros)
‐ Performance Awards (ISO 9001 and14001, OHSAS 18001)
Compliance: assess monetary value of significant fines for non‐ ‐ Number [#] and amount [US$] of fines
compliance with social, environmental and economic laws, and
regulations concerning the provision and use of product and services
Public Policy: work with government, industry, and other interested Participate in international policy dialogue concerning social and environmental
stakeholders to achieve appropriate and effective public policy, laws, issues
regulations and procedures that facilitate the alluvial mining sector’s Mineros Guide for Social Management and Environmental Management Plan
contribution to SD within National SD‐strategies
Health & Safety Health and Safety: implement a health and safety management system ‐ Take all practical and reasonable measures to eliminate workplace fatalities,
to improve this aspect for your employees, contractors and injuries and diseases among the employees and contractors
communities where the operation takes place ‐ Provide all employees with H&S training and require contractors to do the same
OHSAS 18001 (occupational health and safety management system
Closure Planning Closure Planning: plan, design, operate and close operation in a manner ‐ Rehabilitation plan with evidence of monitoring (RBM SD report)
that enhances SD. Restore land disturbed or occupied by the operation ‐ Rehabilitation success: check chemical and physical stability and acceptable
in accordance with appropriate post mining land use. Design and plan water quality
all operations so that adequate resources are available to meet the ‐ Ratio of area rehabilitated per year versus area disturbed per year
closure requirements ICMM ‐ Planning for Integrated Mine Closure Toolkit; and
WMMC – Reclamation and Closure Plan
Emergency Management Emergency Preparedness: develop, maintain and test effective ‐ Description and number of incidents with employees, communities or
emergency response procedures in collaboration with potentially environment in which emergency preparedness procedures were activated
affected parties ‐ Percentage of employee that have undergone first aid training
ICMM: Good practice in emergency preparedness and response (with a model
emergency plan)
United Nations Environment Programme (UNEP): Guidance for the Mining
Industry in Raising Awareness and Preparedness for Emergencies at Local Level
69
9. Cost estimates of SD Indicators in AMO
To verify if a mining project can meet SD requirements the most important validation is the financial
feasibility check. Consequently all SD activities in the project can be presented in financial SD
indicators. This chapter identifies the SD indicators in AMO that have the potential to affect the
proven and probable reserves, dredging operation; mineral processing and production; and
therefore the (operating) cash flow.
Key steps for the translation of SD into financial figures are to:
• Identify the SD indicators to be analyzed;
• Establish the scope of the indicator;
• Gather data and attempt to quantify as many elements of the SD indicator as possible;
• Estimate the costs per SD indicator;
Tables 9‐1 to 9‐5 illustrate the estimated SD indicators in the different mining phases that can affect
the cash flow. Appendix F lists the scope of each indicator.
Table 9‐1: Exploration Phase
70
Table 9‐3: Construction Phase
71
Table 9‐5: Closure Phase
Indicator Cost Estimation (US$) Quantity
DME (SA) Quantum Closure Cost estimation 2,400,000 Once
Mainly the cost estimations are obtained by consultation with Willem Kramer.76 The social related
issues are collected and estimated according to previous social project investments in the Peruvian
mining industry.77
Note that for the estimated social related costs: the efforts can be carried out in co‐operation with
government or other institutions (NGOs) and therefore only the portion of costs borne by the
operation must be included.
77
Ministerio de Energia y Minas de Peru (MINEM), Mineria Sostenible en el Peru [Online Doc] (Lima, MINEM, 2009) – pp.
90‐97 [Accessed December 15, 2009]
72
10. Gold Sands case
10.1. Location and Access
A good example to verify the validity of SD issues is the Gold Sands project of Constitution mining.
Constitution Mining has the intention to implement a large‐scale multi‐dredger AMO, named the
Gold Sands Project, along the Rio Maranõn river in northeastern Peru. It comprises an area of 382
km2 with overly gold rich sands and gravels of the Rio Maranõn system, which are deposited from the
high‐energy waters of the upper reaches of the Rio Maranõn and Rio Santiago along the Manseriche
Gorge onto the flat Amazon flood plain.
The project area is located 470 km west of the Amazon river city of Iquitos (population 400,000) and
240 km north of Tarapoto (population 108,000). This area can be reached by charter flight from Lima
while supplies and heavy equipment can be barged in from either Yurimaguas (455 km) or Iquitos. In
addition, heavy loads can be trucked from Bagua (280 km) on a fair‐weather road to the village of
Saramiriza, in the center of the project Area.35
10.2. Climate and Vegetation
The area has a microclimate with no defined wet and dry seasons, as is the case in much of the
Amazon. The monthly average rainfall ranges from 24 to 33 cm, most of which occurs in the
afternoon. River levels are controlled more by precipitation and melting snow in the Andes rather
than local rainfall. Temperatures are relatively stable with a variation between 22°C and 30°C, and a
monthly average of 25°C throughout the year. The local vegetation includes species suited for
tropical rain forest.
10.3. Peru regulation and guidelines
The Ministry of Energy and Mines of Peru requires three authorizations to complete the
development of a mine: 35, 78
• An application for an Environmental Impact Statement for initial exploration. The EIS implies
a maximum disturbed area of 10 hectares.
• An application to undertake extensive exploration and development activities a Semi‐
Detailed Environmental Impact Assessment: the semi‐detailed EIA contains besides detailed
environmental information also social data of the area where exploration activities will be
carried out. Furthermore data on the project and work to be performed, and the measures
to control and mitigation for environmental impacts have to be implemented in this report.
During the preparation of this EIA at least one informative workshop should be carried out.
(to be continued)
78
Sociedad Nacional de Mineria, Petroleo y Energia (SNMPE), Peru Mining Investment manual [Online Doc] – Section 5 pp.
2‐5 (Lima, SNMPE, 2008) [Accessed January 30, 2010]
73
• The last requirement to initiate mining exploitation is a full EIA, which entails studies for
activities in mining, processing, general work and mining transport concessions; they must
assess and describe the physical‐natural, biological, socio‐economic and cultural issues
corresponding to the project’s area of influence. The prevention, mitigation and control
measures are indicated to achieve a balance between the environment and the alluvial
mining operation. During the preparation and evaluation of the EIA at least three informative
workshops and one public hearing should be carried out.
During these environmental studies it is required to prepare a Mine Concept Closure Plan (CCP)
during the exploration phase. During the construction phase the CCP should be prepared for the
AMO. This plan has the objective to prevent, minimize and control effects on and risks to health and
safety, the environment and property that could derive from the closing of the mining operation.
When this plan is approved, after 3 year it has to be updated and followed by 5 years.79
10.4. Community Relationships
During the Operation phase Constitution will implement a Citizen Participation Plan: which consists
of participation measures during the project. This plan and the EIA will be evaluated and approved by
the qualified authority. Priority should be given to the establishment of a Permanent Information
Office and/or Participatory Environmental Surveillance and Monitoring Committee. Constitution
currently employs only two non‐Peruvians on this project and the technicians and dredge masters
will be trained at IHC’s dredge training facility in the Netherlands.
The Community Relations Plan (CRP): The findings of the initial social baseline study indicated a need
in general infrastructure (water, sanitary installations), housing, education, medical services and
employment opportunities. In general, the expectations of the communities are with employment
possibilities in an environmentally friendly project, while the authorities showed a deep interest in
the development potential that the project may have for the district as a whole.80
10.5. The Proposed AMO
In May 2009 IHC undertook a preliminary master plan (technical scoping study) for Constitution
Mining.81 There is suggested to start pilot mining by a dredger which has a capacity of 5 million cubic
meters per year with a maximum dredging depth of 20 meters with suitable floating separation plant
(FSP) (dredge system 1). Subsequently the operation will expand with a 10 million cubic meters, 20
meter depth dredger with gold producing FSP (dredge system 2a). Afterwards a dredger with a
similar dredger is added; however with 40 meter dredging depth (dredging system 2b). The
suggestion is to expand the operation with those two dredgers two more times, according to the
expanding sequence shown in Table 10‐1, to a total of 7 dredgers.
79
Garcia, D.H., Overview of International mine closure guidelines [Conference] (Flagstaff, SRK Consulting Inc., 2008)
– pp. 6 & 9 [Accessed October 20, 2009]
80
Fuchter, W., Constitution Mining completes initial social baseline study in Gold Sands District [Website] Website
Constitution ‐ Social Baseline Study [Accessed May 13, 2009]
81
Kramer, W. et al., Preliminary Master Plan Peru Gold Sands Dredging [Report] (Kinderdijk, MTI Holland BV, 2009) ‐ pp. all
74
Table 10‐1: Expanding Sequence of dredge systems
Dredger system System Building First Dredging Production of Cumulative
3
No. Year Operating Depth [m] dredger [m ] Annual
3
Year Production [m ]
Wheel dredger 1 2011 2012 20 5,000,000 5,000,000
with FSP (pilot)
Wheel dredger 2a 2013 2014 20 10,000,000 15,000,000
with FSP
Wheel dredger 2b 2014 2015 40 10,000,000 25,000,000
with FSP
Wheel dredger 3a 2017 2018 20 10,000,000 35,000,000
with FSP
Wheel dredger 3b 2018 2019 40 10,000,000 45,000,000
with FSP
Wheel dredger 4a 2021 2022 20 10,000,000 55,000,000
with FSP
Wheel dredger 4b 2022 2023 40 10,000,000 65,000,000
with FSP
Prior to mining, the vegetation will be stripped at a width of 600 m by earthmoving equipment. The
topsoil will moved and stockpiled to the sides for later reclamation and rehabilitation
measures. Figure 10‐1 illustrates a schematic topview of a full scale dredge system (in three
months). The tailings of the FSP are deposited into the mined out dredging pond. The restored area
is covered with the stored topsoil and eventually re‐vegetated with the original flora.
Figure 10‐1: Schematic topview of full scale dredge system
75
10.6. Base Case Cash Flow Description
10.6.1. Operational Expenditures
The operational expenditures (OPEX) are based on rough information and experience of IHC with
similar projects. The annual OPEX of the different dredge systems is summarized in Table 10‐2 and
given in US$ per year and per cubic meters.
Table 10‐2: Summary of the OPEX
Mining System Dredge system 1 Dredge systems 1 and 2a Dredge systems 1, 2a and 2b
3
Total mine output [m ] 5,000,000 15,000,000 25,000,000
Operation Year year 1 – Year 2 year 3 year 4 – year 5
3 3 3
US$/y US$/m US$/y US$/m US$/y US$/m
Management and labor 3,800,000 0.76 6,900,000 0.46 10,250,000 0.39
Fuel and lubricants 4,200,000 0.63 10,050,000 0.61 16,000,000 0.58
Maintenance 4,150,000 0.83 10,050,000 0.67 15,750,000 0.63
General Costs and overheads 850,000 0.17 2,100,000 0.14 2,800,000 0.08
Totals: 13,000,000 2.39 29,100,000 1.88 44,800,000 1.68
10.6.2. Capital Expenditures
The capital expenditures (CAPEX) are rough estimates based on experience of IHC with similar
operations and have spreading of +/‐ 25% accuracy. The CAPEX budgets for the projected mining
operation are shown in Table 10‐3. The initial exploration, feasibility and construction costs are not
taken into account. The CAPEX for systems 3 and 4 are considered similar to system 2.
Table 10‐3: Total CAPEX per dredge system
Price in US$
Operation with Dredge system 1
Total budget operational at the mine site with dredge system 1 [5020W and FSP] 47,000,000
Camp etc. 2,000,000
Earth Moving Equipment 3,000,000
Vehicles, busses, etc. including spare parts 300,000
Working capital and contingencies 1,700,000
Total capital investment operation with dredge system 1 54,000,000
Operation with Dredge system 2a (3a and 4a)
Total budget operational at the mine site with dredge system 2a (3a and 4a) [6520W and FSP] 81,000,000
Camp etc. 1,000,000
Earth Moving Equipment 3,000,000
Vehicles, busses, etc. including spare parts 300,000
Working capital and contingencies 1,700,000
Total capital investment operation with dredge system 2a (3a and 4a) 87,000,000
Operation with Dredge system 2b (3b and 4b)
Total budget operational at the mine site with dredge system 2b (3b and 4b) [6540W and FSP] 85,000,000
Camp etc. 1,000,000
Earth Moving Equipment 2,000,000
Vehicles, busses, etc. including spare parts 300,000
Working capital and contingencies 1,700,000
Total capital investment operation with dredge system 2b (3b and 4b) 90,000,000
All equipment operational at the mine site; no import duties taken into account
76
10.6.3. Cash Flow Analysis
Besides the OPEX and CAPEX numbers, the other input project parameters are, shown in Table 10‐4.
Table 10‐4: Input Parameters of the cash flow analyses
Parameters Amount Unit
Gold price 800 US$/ozt
3
Gold grade 300 mg/m
Recovery of the processing plant 95 %
Interest rate 8 %
Theoretical life of project 16 years
Amortization period per unit 10 years
Corporate Tax rate 35 %
Royalty 3 %
Depreciation for tax 2 years
Based on these numbers, a first rough cash flow analysis for the project is set up according to the
format shown below in Figure 10‐2.82 The analysis for a 7 dredger operation, are given in Appendix
G.
GROSS INCOME REVENUE CALCULATIONS
Production in cubic meters [m3]
+ Price Product [US$/ m3]
‐ Royalty [US$]
+ Salvage Revenue [US$]
Gross Revenue [US$]
COST DEDUCTIONS OPEX
+ Operating Expenditures [US$]
+ Depreciation [US$]
‐ Total Operating Costs [US$]
Earnings before interest and tax [US$]
‐ Interest [US$]
‐ Carried Forward Loss [US$]
Income Before Tax [US$]
‐ Tax [US$]
+ Net Income [US$]
NON‐CASH EXPENDITURES
+ Depreciation [US$]
+ Interest [US$]
+ Carried Forward Loss [US$]
+ Net Cash In [US$]
CAPITAL EXPENDITURES CAPEX
+ Equipment and Plant, incl. spare parts [US$]
+ Camp etc. [US$]
+ Supporting Earth Moving Equipment [US$]
+ Vehicles, busses etc. spare parts [US$]
+ Working Capital and contigencies [US$]
‐ Net Cash Out [US$]
NET CASH FLOW [US$]
Figure 10‐2: Format for Cash Flow Calculations
82
Kennedy, B.A., Surface Mining [Book] (Baltimore, SME Inc. 1990) ISBN 0‐87335‐102‐9
77
10.6.4. Cash Flow Analysis Evaluation
The OPEX calculations, while expanding the operation with one or more dredger(s), are not done in a
correct manner. As shown in Table 10‐2, the operating costs are divided in a one, two and three
dredge operation system. Therefore the OPEX rates calculations of 2.39 US$/m3, 1.88 US$/m3, and
1.68 US$/m3 for respectively the systems 1, 2a and 2b are done correctly. IHCs manner is that it adds
each new system on its previous. However for further operational extensions these OPEX rates are
not suitable. In the scoping study that IHC undertook the OPEX rates for 2a and 2b were multiplied
for 3a,b and 4a,b, which resulted in a higher OPEX rate. The OPEX rate is higher because the pilot
system is also multiplied by factor two or three.
In the CAPEX calculations are beside the exploration, feasibility and construction costs, also the
resettlement and closure costs missing. To develop a sustainable CAPEX it is essential to take these
issues into account.
The results of the cash flow of a 7 dredger system operation shows a very healthy Net Present Value
(NPV) of 585 million US$ and an Internal Rate of Return (IRR) of 46%. Besides the 7 dredgers option
there are developed cash flow analyses for 3 dredgers and 1 dredger. The three cash flow analyses
are developed independent of each other. In other words each extension is changed manually. This
way of working is time‐consuming and inefficient. The 7 dredger option is token as base case
scenario, therefore are the 1 and 3 dredge options irrelevant for this research.
The social baseline study indicated the need for infrastructure (water and sanitation), housing,
medical services and education. Other sustainability costs that are not taken into account are:
• The initial capital expenditures for closure management and the resettlement action plan.
• The engineering costs to manage continuous and concurrent reclamation (including re‐
vegetation); H&R and training development; the Quality; Environmental; and Occupational
Health and Safety Management System.
• The general site and administration costs to manage the emergency preparedness, security,
reporting, stakeholder engagement and specialized consultation to audit the QMS, EMS and
OHSAS.
• The other sustainable costs like social welfare, charitable giving and health and safety of
community.
In the next chapter the description of the cash flow model as developed for IHC, is corrected for
above shortcomings.
78
11. Cash Flow Model methodology
11.1. Existing Cash Flow Model
Sherpa for placer mining is an engineering‐based menu‐driven program that uses production and
deposit data supplied by the user to calculate a series of engineering parameters, to estimate
equipment, labor and supply costs. Besides these costs the program considers ancillary costs, such as
preproduction stripping; project road construction; power generation and transmission; and
reclamation costs.83
Initially it was the plan to use this program to develop a sustainable cash flow. The limitations of this
program are that new mining and mineral processing machinery and other social and environmental
issues cannot be added to develop a sustainable cash flow model (SCFM). The shortcomings of this
program led to the development of the SCFM for AMOs.
11.2. Structure of Sustainable Cash Flow Model
11.2.1. Components of SCFM
The model is split into four input datasets: General‐, CAPEX ‐, OPEX‐, and Revenue‐input data. The
general data is mainly a selection tool for the CAPEX, OPEX and Revenue datasets. The data is
processed by the model and results in a capital‐, operational‐ and revenue component. Its
description and the required data are discussed in sections 11.3 to 11.6. These components together
form a spreadsheet, which provides a discounted cash‐flow model. Finally, it consist a Sensitivity
Analysis, which shows the impacts of relative changes in grade, commodity price, capital and
operational expenditures, tax, royalty and Community Development Plan (CDP) on the economic
viability and operations profitability. Figure 11‐1, illustrates the structure of the model.
11.2.2. Output
The general output of the model results in the cash flow model overview, the Net Present Value
(NPV), Internal Rate of Return (IRR) and the year that the Breakeven Point is reached. The output
data is plotted in different graphs:
• Cash Flow Diagram: illustrates the cash inflow versus the cash outflow during the project;
• Cumulative Cash Flow: presents the net cash flow and the cumulative cash flow of the
project;
• CAPEX & OPEX versus Revenue: shows the expenditures compared to the revenue;
• Cumulative Gold Production: shows the total amount of gold that is produced;
• Depletion of Mineral Resources; shows the decrease of mineral resources over time;
• Effect of Discount Rate the NPV: illustrates when the IRR is reached;
• Sensitivity Analysis: shows financial impact of relative changes on project.
83
Aventurine Engineering, Sherpa Placer Mining [Website] Website Aventurine ‐ Sherpa Placer Mining [Accessed October
23, 2009]
79
Figure 11‐1: Structure of Sustainable Cash Flow Model
11.2.3. Sustainability Data
The sustainable data is distributed over the general, capital and operational components. Most of
the sustainable data are implemented in the OPEX. A list of the sustainable OPEX data is shown in
Appendix H. The share of the Community Development Plan (CDP) over the gross profit of the project
is implemented in the general data sheet. The CDP is related to the gross profit and therefore
assumed as general data. The closure and resettlement data is implemented in the capital
expenditures component. Before the operation can start, a financial assurance is necessary for these
kinds of costs. On that account it is assumed as a capital expenditure.
11.2.4. Limitations
This model is not built to present the results of different scenarios simultaneously. To be able to
compare different scenarios the layout of the general input sheet shows also the chart results of the
cash flow model, next to the selection tool. Every alteration in the selection tool boxes will result in a
visual change in the plotted charts.
As previously described in chapter 9, data collection for social and environmental costs is difficult.
The social costs are only valuable for Peru mining projects and therefore cannot be applied to
projects in other countries.
80
The residual revenue of the mining systems investments are calculated, but must be adjusted
manually by the engineer. The data series of the plotted graphs have to be adjusted manually for
each project to retrieve a good visualization.
11.3. General Data
The mining systems selection tool is designed to perform an investment planning as well as a
production planning. As such the pilot is fixed and it has the option to expand the operation by 3
different types of dredging vessels. Besides the system type, the amount, first year of production and
year of production stop has to be selected.
The closure management plan has 3 options: A concept closure plan; a final closure plan; and the
total definitive closure costs. The resettlement plan selection is given in the amount of hectares.
Eventually the year of implementation for these sustainable plans can be selected.
Other data that can be inserted are the closure year, corporate tax rate, community development
plan share over gross profit and NPV discount rate.
11.4. Capital Costs Data
The CAPEX for the mining system is calculated according to the format of IHC. Additional parts are an
integrated depreciation calculation and input data for resettlement in US$/ha and the closure plan
costs in US$. For the final closure costs the Closure Quantum Calculation model by DME is used and
provides a master rate weighting factor for each relevant factor, see Table 11‐1. Only the relevant
requirements for the closure of AMOs are implemented in the calculations. An adjustment is made
for the option “Demolition of housing and/or administration facilities”. These costs are assumed to
be 5% of the CAPEX of the total camp. The closure cost calculation can be found in Appendix I.
Table 11‐1: Additional CAPEX data
RESETTLEMENT MANAGEMENT PLAN
Resettlement Costs US$/ha
Resettlement Action Plan (RAP) 2200
CLOSURE MANAGEMENT PLAN
Closure Costs US$
Concept Closure Plan 100.000
Final Closure Plan 200.000
Closure Quantum Calculation by DME Amount Unit
Rehabilitation of access roads 125.000 m2
Demolition of housing and/or administration facilities 5,0% %
CAPEX camp 4.000.000 US$
General surface rehabilitation, including grassing 24 ha
River diversions 0 ha
Water monitoring 806 ha
2 to 3 years of maintenance and aftercare 806 ha
81
11.5. Operational Costs Data
The OPEX calculation for each mining system expansion is improved with respect to the IHCs
preliminary study. Only the OPEX P(ilot) consist of a full management squad whereas the expansion
versions have a need for additional necessary management assistants. The sustainability data are
now part of the general costs and overheads in US$.
The annual OPEX rate is calculated by the summation of the annual operational costs and divided by
the annual production.
∑ $
∑
11.6. Revenue Estimation
To estimate the total gross revenue, the parameters below are necessary. The revenue per
excavated cubic meter of valuable resources is calculated by:
$/ . .
$/ /
31.1 . ./
The formula above and the annual production in cubic meter will result in the annual production
revenue. The royalty rate is subtracted from the production revenue and in the last production year
is the residual revenue added. The residual revenue contains the rest value of the total mining
system. An additional feature is the overburden ratio and a maximum for the mineral resources.
Table 11‐2: Input data for Revenue Estimation
REVENUE INPUT
Gold Price 800 US$/oz
Average Grade 0,200 g/m3
Processing Plant Recovery 0,95
Royalty 3,0%
VOverburden/Vbulk Ratio 0,0%
Interest Rate 8,0%
Period of Amortisation 10 year
3
Mineral Resources 650.000.000 m
82
12. SCFM Result
The SCFM as built, is able to present the financial data in the various stages of a SD mining project. It
is important to understand where the model can or cannot be used as well as understand the
interpretation of the results.
12.1. Assumptions and Constraints
Assumptions
Tables 12‐1 and 12‐2 present respectively the assumptions in the general input and the additional
restructuring assumptions for the sustainable cash flow calculations. The detailed assumptions for
capital and operational expenditures are listed in Appendix J.
Table 12‐1: Assumptions in General Input
SELECT MINING SYSTEMS INVESTMENTS SELECT CLOSURE MANAGEMENT PLAN SELECT RESETTLEMENT [HECTARES]
System Amount Prod. Stop Closure Year Resettlement [Ha] Year
Year Prod.
Year Concept 2011
B 1 2022 2028
C 1 2023 2028
Constraints
The modeling of the cash flow requires certain constraints in the input and output data.
Constraints Input data:
• The general input data has a selective optional limit of three dredging (bucket wheel) vessels
• In the general input data is the maximum year 2040.
• The revenue input data is only applicable for gold operations.
Constraints Output data:
• The output data of Residual revenue have to be manually adjusted, according to the given
example in the model.
• The time‐frame of the operation in the charts are not alternated automatically. The values
can be adjusted by a right click on the particular graph and select “Source Data”. In this
window, the values of the data series and time‐frame can be selected and alternated.
83
Results of Model
Appendix K lists the results of the CAPEX, depreciation, OPEX, residual revenue, gross revenue and
final cash flow. Note for these results: due to the quantity of data it is recommended to use the
model in Excel beside the results shown in this chapter and appendix K.
Table 12‐2: Retained assumptions for the sustainable cash flow calculations
ANNUAL PRODUCTION CALCULATED RESIDUAL VALUE
Pilot dredge system 5.000.000 US$ 90.030.000
Dredge system A 5.000.000
Dredge system B 10.000.000 CAPEX Resettlement US$/ha
Dredge system C 10.000.000
Resettlement Action Plan 2.200
INCOME
Price US$/tr.oz. 800,00 CAPEX Closure US$
Average grade (g/m3) 0,20 Concept Closure Plan 100.000
Recovery 0,95 Final Closure Plan 200.000
Overburden Ratio ‐ Final Closure Budget 2.371.651
CALCULATED REV PER CUBE OTHER
US$/m3 4,89 VOverburden/Vbulk Ratio 0,0%
Royalty 3,0%
ANNUAL OPEX US$ Interest Rate 8,0%
Pilot dredge system 13.079.738
Period of amortisation (y) 10
Expand with system A 11.186.738
CDP share over gross profit 0,5%
Expand with system B 17.027.280
Corporate Tax Rate 35%
Expand with system C 16.926.000
Closure Year 2028
Mineral Resources (m3) 650.000.000
CAPEX Mining US$
Depreciation period (yr) 2
Pilot dredge system 53.696.500
Dredge system A 51.696.500
NPV Discount Rate
Dredge system B 87.000.000
NPV Discount Rate 10%
Dredge system C 92.050.000
84
12.2. Cash Flow Overview
The graph shows the yearly in and out flow of the cash in the sustainable base case. The cash outflow
presents clearly the capital expenditures that are made during the project.
Cash Flow Diagram
250,0
Cash In/Out [Millions US$]
200,0
150,0
100,0
50,0
0,0
-50,0
-100,0
-150,0
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Time [year]
12.3. Cumulative Cash Flow
12.3.1. Sustainable Case
Figure 12‐2 shows the net cash flow (yearly discounted) and the cumulative cash flow curve. The
curve shows a cumulative net cash flow of 1,029 million US$.
$1.200.000.000
$1.000.000.000
$800.000.000
$600.000.000
$400.000.000
$200.000.000
$0
-$200.000.000
-$400.000.000
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
85
For this sustainable cash flow analysis it can be seen that based on the made assumptions the whole
project could generate a healthy NPV @ 10% of 226 million US$ and an IRR of 26.1%. The breakeven
point is reached in the year 2019, seven years after the projects starts.
12.3.2. Base Case
The original base case used an average grade of 300 mg per m3, however recent exploration results
indicated an average grade of 0.2 g/m3. The input data of the base case is inserted into the SCFM,
and all extra sustainability expenditures are neglected. The curve indicates a cumulative net cash
flow of 1,041 million US$.
$1.200.000.000
$1.000.000.000
$800.000.000
$600.000.000
$400.000.000
$200.000.000
$0
-$200.000.000
-$400.000.000
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Net Cash Flow Cumulative Cash Flow
Figure 12‐3: Cumulative Cash Flow of Base Case
For this sustainable cash flow analysis it can be seen that based on the made assumptions the whole
project could generate a healthy NPV @ 10% of 231 million US$ and an IRR of 26.5%. The breakeven
point is reached in the year 2019, seven years after the projects starts.
12.3.3. Evaluation
According to the cumulative cash flow is in 16 years 12 million US$ invested in sustainable
development issues and projects. On average this is 750,000 US$ annually.
The relative change in the NPV between the old base case and the new sustainable case is calculated
by:
–
100% 1.9%
Therefore, is the NPV of the sustainable case reduced with approximately 2% in relation to the base
case. Figure 12‐4 presents the NPV compared to its discount rate. The graph shows clearly the
86
relationship between NPV and IRR: when the NPV is zero, the discount rate is around the 26.1
percent. This value represents the Internal Rate of Return.
Effect of Discount Rate on the NPV
$400.000.000
$350.000.000
$300.000.000
$250.000.000
NPV $200.000.000
$150.000.000
$100.000.000
$50.000.000
$0
0% 5% 10% 15% 20% 25% 30% 35%
-$50.000.000
Discount Rate
NPV
Figure 12‐4: Effect of Discount Rate on the NPV
The IRR value decreased from 26.5 to 26.1% of the sustainable case, nevertheless that value
represents a viable project, since a typical mineral industry project should be 15 to 25 percent.84
12.4. Cumulative Gold Production
In the cash flow model is added the feature ‘mineral resources’, hereby is stated a maximum of
resources that can be mined. Figures 12‐5 and 12‐6 present respectively the depletion of the mineral
resources and the cumulative gold production of the whole Gold Sands project.
Depletion of Mineral Resources
700.000.000
600.000.000
Mineral Resources [m^3]
500.000.000
400.000.000
300.000.000
200.000.000
100.000.000
0
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
Time [year]
Mineral Resources
Figure 12‐5: Depletion Planning of Mineral Resources
84
Millar, D., Case Study EMC 2007‐2008 course notes [Lecture notes] (Delft, Technical University of Delft, 2008)
87
4.500.000
4.000.000
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
Time [year]
12.5. Sensitivity Analysis
The sensitivity analysis is executed to evaluate the operations profitability and economic viability
given changes in ore grade, gold price, capital and operational expenditures, corporate tax, royalty as
well as the share of the Community Development Program. These key parameters alterations were
set against the change in Net Present Value, see Figure 12‐7.
450,0
400,0
350,0
NPV [Millions US$]
300,0
250,0
200,0
150,0
100,0
50,0
0,0
70% 80% 90% 100% 110% 120% 130%
Change in Parameters
13. Conclusions and Recommendations
13.1. Conclusions
The purpose of this research was to identify key indicators that need to be taken into account to
develop a sustainable alluvial mining operation. The following conclusions are structured according
to the three parts of the project.
The evaluation of sustainable development guidelines that are currently used by mining companies
and the evaluation of specific characteristics in the alluvial mining industry:
• Sustainability in relation to mining is a very complex system and therefore needs a structured
framework to integrate sustainability into mining.
• The financial and mining industries have made substantial efforts to reduce adverse effects
on sustainable issues.
• The International Finance Corporation stakeholder engagement process and performance
standards are very functional tools during the exploration and feasibility study phases.
• The framework of the International Council on Mining & Metals is globally the most utilized
and can be applied during all mining phases.
• Sustainable issues in the mining industry can be applied as well in Alluvial Mining Operations.
• During the operation phase material handling and water management are key parameters
for a sustainable AMO.
• The operating projects Richards Bay Minerals and Mineros are good references of practiced
examples for respectively dune and rain forest ecosystems.
• WM Mining Company’s social and environmental impact assessment and its management
and monitoring program are useful tools for sustainable alluvial mining feasibility study.
The analysis for improvement opportunities for a more sustainable approach and the development of
a sustainable guideline for AMO’s:
• A good understanding of the ecological and social system is required. Notice that relevant
data collection about the system is time consuming. Initiatives such as Building With Nature
will help to gain more knowledge and insight in the (eco)system.
• A corporate mind of sustainability for all related stakeholders, on and off‐site, is essential
during the whole mine life.
• Backcasting is a useful method to road map community projects to maximize societal value.
• For land‐based alluvial mining operations alternative, self‐generating energy sources are very
interesting opportunities.
• Reduce and minimize emissions, turbidity, material stewardship and improved energy
efficiency are essential sustainable parameters for dredge mining equipment.
• Real Options is a state‐of‐the‐art method for asset management and valuation, but is very
advanced and difficult to manage due to changing fuel prices.
• In every country with the potential for placer mining it is recommended to establish specific
SD guidelines for each specific ecosystem that occurs.
89
• The exploration phase represents the initial interaction between the local community and
the alluvial mining company, in this regard is a good stakeholder engagement crucial.
• To reduce the risks, all feasibility studies should be done by competent engineering
contractors.
• During the construction phase important sustainable challenges are: permitting;
environmental risks; social risks and benefits; issues of social license and corporate social
responsibility; and H&R management.
• During the operation phase the main sustainable challenges are: long‐ and short‐term
planning; grade control; ground control and water management; environmental issues;
health & safety; equipment selection, maintenance management.
• Due to the continuous and concurrent reclamation method only a small amount have to be
reclaimed for complete closure.
• The South African department of minerals and energy developed a useful guideline to
estimate closure costs.
• There are many key sustainable indicators and are best summarized in Figure 7‐1. To obtain a
structured overview for these indicators a Sustainable Impact – Indicator – Tool based
guideline is developed.
The estimation of sustainable development costs which affects the cash flow and the development of
a sustainable cash flow model and the implementation into the Gold Sands case study:
• Data collection to valuate sustainable indicators that affect the cash flow is difficult. The
required social related data is eventually only applicable for Peruvian mining operations.
• The OPEX calculations are improved in the sustainable cash flow model compared to the
preliminary study for the Gold Sands case.
• Despite the difficulties for sustainable data collection, the development for the sustainable
cash flow model is successful. The mining systems selection tool functions as an integrated
investment and production planning. The effect of alterations in the selection tool is clearly
visualized in the plotted graphs.
• Comparison of the base and sustainable case show that the cumulative net cash flow is
decreased with 12 million US$ to 1,029 million US$ in the proposed 16 year (sustainable)
operation. The NPV at 10 percent discount rate and the IRR are changed respectively with 5
million US$ to 226 million US$ and 0.4% to 26.1%.
• Nevertheless represents the sustainable economic analysis a viable project, since a mineral
industry project should be between the 15 and 25 percent.
• The sensitivity analysis shows that the key parameters that influence the profitability and
viability of the project are the ore grade and gold price.
90
13.2. Recommendations
Based on the conclusions of this research it is recommended to do further investigation in:
• Develop a sustainable platform and database with guidelines, best practices and tools for all
alluvial mining operations and companies to address key priorities within this sector. The
countries with placer deposits can use this platform also to submit their mining guidelines
and regulations.
• Continue detailed research into environmental and social impacts of dredge mining
operations on land as well offshore, to understand the whole system. The BWN‐Ecoshape is
a good initiative but it is just the beginning.
• Detailed research in alternative energy sources for land based operations. Especially hydro‐
power should be investigated to offer potential customers a more sustainable advice.
• Detailed sustainable data collection for further research in sustainable alluvial mining
operating projects, to update the guideline and sustainable cost estimations.
• Optimization in the sustainable cash flow model. In the equipment selection tool other
dredging and mineral processing equipment should be added and can be combined with soil
characteristics to complete the equipment selection process. The residual revenue should
alternate automatically.
• Improvement and adjustment of the cash flow model that it can be applied for other
operations with minerals such as tin; titanium; and diamonds.
91
Appendices Guideline
A. Sustainable Mining Organizations & Tools
Table A‐1: Sustainable Mining Organizations, Standards and Initiatives
Organization, General Description Stage of Mine Project Development
Standard &
&
Initiatives
Construction
Exploration
Operation
Feasibility
Closure
Legacy
Prospector and The PDAC is engaged in fostering high X
Developers Association international standards of technical,
of Canada (PDAC) environmental, safety and social
practices. The PDAC has generated a
number of useful publications and a
well‐designed website containing best
practices for organizations involved in
the early phases of mine exploration and
development
International Finance IFC is a World Bank Group that X X
Corporation (IFC) safeguard policies and procedures and
Performance Standards are supported by the IFC’s Performance
Standards on Social and Environmental
Responsibility. In 2007 the IFC published
a Environmental, Health and Safety
Guideline for mining ( a technical
reference document)
International Council on The 17 largest mining and metals X X X X X
Mining and Metals companies and 30 related associations
(ICMM) working to promote sustainable
business practices. ICMM established
the most used sustainable development
framework with principles and
elements, reporting and independent
assurance guidance
Minerals Council of The MCA has developed an industry‐ X X X
Australia (MCA) focused framework for sustainable
development, as well as a set of
implementation guidelines. This
framework is linked with the ICMM
Principles and Elements
Mining Association of Towards Sustainable Mining (TSM) is X X X
Canada (MAC) initiated by the MAC. TSM is a strategy
for improving the mining industry
performance and a process with
communities to build a better mining
industry
Global Report Initiative A reporting tool that provides guidance X X X
(GRI) and reporting standards for the mining
sector on sustainability challenges
within the phases of exploration,
feasibility, construction, operation and
closure
92
Table A‐2: Tools and Guidance for Sustainable Mining
Tools & Guidance Purpose Stage of Mine Project Development
Construction
Exploration
Operation
Feasibility
Closure &
Legacy
Environmental and Social ESIA is a tool used to identify the social, X X
Impact Assessment (ESIA) environmental and economic impacts of a
project prior to decision‐making. It aims to
predict impacts at an early stage in project
planning and design, find ways for mitigation
and shape projects to suit the local
environment and present the predictions and
options to decision‐makers
Environmental Management An administrative tool that addresses X X X
System (EMS); ISO 14001 “environmental management” for an
organization and helps to minimize harmful
effects on the environment caused by its
activities, and to achieve continual
improvement of its environmental
performance
ICMM Community Toolkit to support government, industry and X X X X X
Development Toolkit community efforts to realize more sustainable
community development around mining
operations. It contains 17 tools which cover
the assessment, planning, management, and
evaluation phases of community development
as well as stakeholder relationships
Anglo American’s Socio The aim is to identify and manage (positive and X X X X X
Economic Assessment Toolbox negative) social and economic impacts and
(SEAT) establish sustainable partnership and obtain a
long‐term economic and social sustainability
for the surrounding communities
ICMM Guidance for raising The purpose of this guidance is to help mining X X X
Awareness and Preparedness companies and its affected communities to be
aware and response on emergencies
adequately
ICMM Resource Endowment A toolkit to assess the local, regional and X X X X X
Initiative Toolkit national socio‐economic impacts that mining
projects have on their host communities and
countries
ICMM Planning for Integrated The toolkit provides a guidance for site X X X X X
Closure Toolkit practitioners and their support groups to make
sustainable decisions to obtain and maintain a
positive legacy
SA Department of Minerals The purpose is to improve the understanding X X X
and Energy (DME) Guideline of the financial and legal aspects pertaining to
for the evaluation of the the costing of remediation measures as a
quantum of closure related result of prospecting and/or mining operations
financial provision provided by and guide DME for acceptance of closure
a mine methods
93
B. ICMM Principles and Elements
01. Implement and maintain ethical business practices and sound systems of corporate governance.
• Develop and implement company statements of ethical business principles, and practices that
management is committed to enforcing.
• Implement policies and practices that seek to prevent bribery and corruption.
• Comply with or exceed the requirements of host‐country laws and regulations.
• Work with governments, industry and other stakeholders to achieve appropriate and effective public
policy, laws, regulations and procedures that facilitate the mining, minerals and metals sector’s
contribution to sustainable development within national sustainable development strategies.
02. Integrate sustainable development considerations within the corporate decision‐making process.
• Integrate sustainable development principles into company policies and practices.
• Plan, design, operate and close operations in a manner that enhances sustainable development.
• Implement good practice and innovate to improve social, environmental and economic performance
while enhancing shareholder value.
• Encourage customers, business partners and suppliers of goods and services to adopt principles and
practices that are comparable to our own.
• Provide sustainable development training to ensure adequate competency at all levels among our own
employees and those of contractors.
• Support public policies and practices that foster open and competitive markets.
03. Uphold fundamental human rights and respect cultures, customs and values in dealings with employees and
others who are affected by our activities.
• Ensure fair remuneration and work conditions for all employees and do not use forced, compulsory or
child labour.
• Provide for the constructive engagement of employees on matters of mutual concern.
• Implement policies and practices designed to eliminate harassment and unfair discrimination in all aspects
of our activities.
• Ensure that all relevant staff, including security personnel, are provided with appropriate cultural and
human rights training and guidance.
• Minimise involuntary resettlement, and compensate fairly for adverse effects on the community where
they cannot be avoided.
• Respect the culture and heritage of local communities, including indigenous peoples.
04. Implement risk management strategies based on valid data and sound science.
• Consult with interested and affected parties in the identification, assessment and management of all
significant social, health, safety, environmental and economic impacts associated with our activities.
• Ensure regular review and updating of risk management systems.
• Inform potentially affected parties of significant risks from mining, minerals and metals operations and of
the measures that will be taken to manage the potential risks effectively.
• Develop, maintain and test effective emergency response procedures in collaboration with potentially
affected parties.
05. Seek continual improvement of our health and safety performance
• Implement a management system focused on continual improvement of all aspects of operations that
could have a significant impact on the health and safety of our own employees, those of contractors and
the communities where we operate.
• Take all practical and reasonable measures to eliminate workplace fatalities, injuries and diseases among
our own employees and those of contractors.
• Provide all employees with health and safety training, and require employees of contractors to have
undergone such training.
• Implement regular health surveillance and risk‐based monitoring of employees.
• Rehabilitate and reintegrate employees into operations following illness or injury, where feasible.
94
06. Seek continual improvement of our environmental performance
• Assess the positive and negative, the direct and indirect, and the cumulative environmental impacts of
new projects – from exploration through closure.
• Implement an environmental management system focused on continual improvement to review, prevent,
mitigate or ameliorate adverse environmental impacts.
• Rehabilitate land disturbed or occupied by operations in accordance with appropriate post‐mining land
uses.
• Provide for safe storage and disposal of residual wastes and process residues.
• Design and plan all operations so that adequate resources are available to meet the closure requirements
of all operations.
07. Contribute to conservation of biodiversity and integrated approaches to land use planning
• Respect legally designated protected areas.
• Disseminate scientific data on and promote practices and experiences in biodiversity assessment and
management.
• Support the development and implementation of scientifically sound, inclusive and transparent
procedures for integrated approaches to land use planning, biodiversity, conservation and mining.
08. Facilitate and encourage responsible product design, use, re‐use, recycling and disposal of our products
• Advance understanding of the properties of metals and minerals and their lifecycle effects on human
health and the environment.
• Conduct or support research and innovation that promotes the use of products and technologies that are
safe and efficient in their use of energy, natural resources and other materials.
• Develop and promote the concept of integrated materials management throughout the metals and
minerals value chain.
• Provide regulators and other stakeholders with scientifically sound data and analysis regarding our
products and operations as a basis for regulatory decisions.
• Support the development of scientifically sound policies, regulations, product standards and material
choice decisions that encourage the safe use of mineral and metal products.
09. Contribute to the social, economic and institutional development of the communities in which we operate
• Engage at the earliest practical stage with likely affected parties to discuss and respond to issues and
conflicts concerning the management of social impacts.
• Ensure that appropriate systems are in place for ongoing interaction with affected parties, making sure
that minorities and other marginalized groups have equitable and culturally appropriate means of
engagement.
• Contribute to community development from project development through closure in collaboration with
host communities and their representatives.
• Encourage partnerships with governments and non‐governmental organizations to ensure that
programmes (such as community health, education, local business development) are well designed and
effectively delivered.
• Enhance social and economic development by seeking opportunities to address poverty.
10. Implement effective and transparent engagement, communication and independently verified reporting
arrangements with our stakeholders
• Report on our economic, social and environmental performance and contribution to sustainable
development.
• Provide information that is timely, accurate and relevant.
• Engage with and respond to stakeholders through open consultation processes.
95
C. IFC Stakeholder Engagement for each mining stage
In the exploration stage a company should:
• Refer to any past stakeholder information and consultation;
• Disclose and consult selectively in the very early stages;
• Disclose information on alternatives and design or location options;
• Where possible, engage with government during strategic planning;
• Review adequacy of any existing grievance procedures;
• Review potential legal, regulatory, and lender requirements for stakeholder engagement;
• Ensure that any project risk analysis includes stakeholder issues;
• For complex projects, consider forming a stakeholders; planning forum.
In the feasibility stage a company should:
• Systematically identify project stakeholders and their interests;
• Review regulatory and financing requirements for stakeholder engagement on projects;
• Involve stakeholders in the “scoping” phase of Environmental Social Impact Assessment (ESIA) studies;
• Seek input from stakeholders on how they wish to be consulted;
• Prepare a stakeholder engagement plan commensurate with project impacts;
• Provide information ahead of consultations on environmental and social impacts;
• Employ good practice in meeting or exceeding ESIA requirements on consultation;
• Use consultation to enhance mitigation and agree compensation and benefits;
• Maintain involvement with government‐led consultation;
• Gauge the level of stakeholder support for their project;
• Keep partnerships short‐term prior to the investment decision;
• Facilitate access to community liaison staff;
• Revisit prior consultation if it may become a source of grievance;
• Report changes in the evolving project design to stakeholders on a regular basis;
• Document the process and results of consultation;
• Accompany your ESIA consultants and stay involved in the process;
• Integrate stakeholder information across the project planning functions.
In the construction stage a company should:
• Identify stakeholders most likely to be affected by construction;
• Notify local stakeholders of construction activities and changes to schedules;
• Get community liaison staff on the ground quickly;
• Aim for rapid response times in resolving grievances;
• Report to stakeholders on progress of social and environmental management programs;
• Choose contractors with the capacity to engage effectively with stakeholders;
• Manage risks to stakeholder relations from contractors.
In the operation stage a company should:
• Manage the transition from construction to operations;
• Periodically review and update your stakeholder information;
• Consider ways to assess stakeholder perceptions;
• Continue to disclose, consult, and report to stakeholders as needed;
• Ensure integration of ongoing stakeholder commitments into operations management systems;
• Communicate emergency preparedness and response plans on a regular basis;
• Keep your grievance mechanism operational;
• Consider establishing a participatory or third‐party monitoring program;
• For controversial projects, consider establishing an independent monitoring panel.
In the closure & beyond stage a company should:
• Revisit stakeholder analysis in light of proposals for closure and beyond legacy;
• Communicate with stakeholders early to allay fears and uncertainty;
• Provide regular updates and progress reports to stakeholders;
• Plan and execute stakeholder consultation as though it were at the project feasibility stage;
• Consult on transfer and management of assets and liabilities;
• Gear up to manage grievances;
• Review the capacity of future management systems to deliver stakeholder engagement on decommissioned or removed assets.
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D. Environmental and Social Impact for Alluvial Mining Operations
Table D‐1: Environmental Impacts for Alluvial Mining Operation (according to OPIC project)
Environmental Potential Gross impacts Mitigation Measures Potential Net Impact
Parameter
Topography and Construction of access roads and camp‐site; Concurrent Reclamation of disturbed areas, including Short‐term changes can be significant with newly constructed
Landscape Removal and stockpiling of topsoil; Excavation of overburden and tailings; recontouring of dredge pond ponds, topsoil and overburden stockpiles, camp and other facilities
overburden and placer; and Disposal of overburden and creation of wildlife habitat by re‐vegetation to on site
and tailings; New landforms created (pond). stabilize new landforms; Utilizing existing roads Long‐term changes in topography and landforms with net beneficial
habitat (according to the existing habitat: dunes; wetlands; forest;
jungle and open waters)
Surface Water Increased sedimentation in the river from dredging Dredge pond isolated from river by protected No significant impacts anticipated
operations; Contamination with polluted (diesel, fuel, embankment, concurrent reclamation of dredged
oil) surface runoff; Contamination with sewage materials; Secondary containment of all fuel storage
facilities and Spill Prevention Control and
Countermeasure program;
Septic system for Mine camp sewage
Groundwater Change in groundwater level due to dredge pond; Monitor cone of depression by groundwater wells; these No significant impacts anticipated
Contamination from fuel/lubricant spills; wells can be used eventually for water supply
Contamination from sewage community;
Secondary containment of all fuel storage and lined
bottom to protect groundwater;
SPCC program;
Septic system for Mine camp sewage
Air Quality Dust from roads, camps and other disturbed areas; Implementation of dust control (water spraying) if Short‐term: slight increases in dust
Emissions of SOx, NOx, CO, soot, hydrocarbons from needed; Long‐term: no significant from dust and emissions
diesel engine dredges and equipment Routine maintenance of equipment
Soils Large areas/volumes of soils removed during mining Strip topsoil and stockpile, for use in reclamation; Short‐term: significant direct impact from soil displacement;
(sediment ponds, roads, operational sites and topsoil Erosion and Sediment Control Plan; Long‐term: no significant impact due to reclamation
stockpiles); Reclamation of soils / overburden while mining
Potential wind and water erosion progresses (concurrent reclamation) with re‐use of
topsoil
Vegetation Direct vegetation removal from roads, power supply Re‐vegetation of disturbed areas; Short‐term: significant impact to vegetation from removal or
and mined and riparian areas Use of native plants for re‐vegetation; conversion to altered habitat
On‐site nursery program Long‐term: no significant impacts;
Net positive impact for riparian vegetation due to an increase of
aquatic habitat from reclaimed dredge pond
Wildlife Removal of some habitat; Plan operations to minimize impacts to terrestrial Short‐term: possible reduction in some terrestrial wildlife
Displacement and destruction of some species of species; populations in areas of disturbance;
terrestrial wildlife; Reclamation and re‐vegetation of disturbed habitats. Long‐term: no significant impacts;
Localized disturbance from noise; Net positive impact for wetland wildlife due to an increase in habitat
Introduction of exotic or invasive species form the reclaimed dredge ponds
Aquatic Ecology Indirect impacts of increase sediment on aquatic life Erosion and sediment control program to eliminate No significant impact net positive impact for aquatic species due to
97
98
• Partner with organization that can provide and/or improve effectiveness for community health workers, education
workers and other preventive and integrated (health) education programming
• Develop/improve where needed and monitor baseline health statistics in the Direct Local Area of Influence (including
employees and contractors)
• Encourage and co‐finance investments in potable water and wastewater
• Encourage local and regional institutional strengthening, especially human health and education
Unplanned settlement and growth. A large • Develop and communicate Employment and Contracting Policies and Procedures
scale influx of additional migrants could • Develop new partnerships with NGOs and others to strengthen the institutional capacity of local governments in the
further contribute to this problem areas of urban planning, housing, zoning, cadastre and finance
• Encourage additional official investments to support planned urban development
Impact on culture and identify Locals have their own social environment, • Build schools and promote native language and cultural education
communities codes and traditions; It is unlikely that they • Select community involvement and other staff with native language skills
will experience any significant loss of • Provide community outreach, monitoring report summaries, public consultation and other materials in native language.
traditional cultures, customs and languages
Increased tensions from perceived Increase of existing ethnic, cultural and social • Implement a “closed camp” policy to minimizes conflicts
preferential employment and tensions and conflicts between and among • Ensure participatory development implementation of CDP and report outcome
procurement policies and CDP, groups, recent migrants, labor unions and • Collaborate with government to develop and implement technical assistance program for artisanal miners
access/control over land and other project workforce; Cultural clash and • Provide voluntary exit opportunities for artisanal miners through vocational training, employment and supply chain
natural resources, presence of non‐local economic disparities between non‐local opportunities
workforce, and government removal of workforce and residents
artisanal miners
Time/task limited employment and If high unemployment rate: at the end of • Provide training opportunities to local people to improve their employability and transition to other projects and/or
associated planned layoffs at the end of different phases of the project again high level sectors
the construction phase, and after end of of unemployment • Support the establishment of local financial services to promote personal savings and allow employees to bridge
operation employment and income gaps
• Support the development of micro‐enterprise and alternative income generating projects
• Create a “job bank” in cooperation with other employers in the region
• Develop a consistent message “Project jobs are not work for life”
• Give preference to local outsourcing, include small‐scale suppliers
• Develop partnerships and provide technical assistance to accelerate scale‐up of local supply chain
Visual and aesthetic impacts associated Deterioration in landscape quality with • Limit project footprint, height of facilities, and visual impacts as feasible
with excavation, noisy operation, light possible economic, environmental and socio‐ • Develop a Decommissioning and Reclamation Plan which alters mine site into its surrounding
pollution, the tailings ponds, and other cultural consequences • Expand forest, wetland, riparian, and open water habitats according to reclamation plan
facilities which will be visible from other
areas
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E. Sustainable Challenges for Exploration and Feasibility phase
Exploration phase
The initial phase of a mining operation is the Exploration, which is a process for the discovery of
mineral deposits. Exploration of minerals basically consists of a number of sequential and
interlinked stages, which involve material expenditures, financing, and risks. Each successive
stage involves more time and money. But before starting with exploration it is necessary to have
access to the land. The required licenses in the different exploration stages vary, depending on
the country regulations and area to explore. Table E‐1 illustrates the potential access
requirements for different exploration activities.85
Table E‐1: Potential Land Access Requirements
Activity Access Requirements
Basic exploration Exploration license
Airborne Survey Generally only civil aviation flight approval required
Exploration rights Record of the rights depending on the legal requirements
Drilling exploration Landowner permission
Tree cutting Permit from local environmental authority
Construction/Excavation Regional/Local government permit and agreement with landowners
The exploration process does not require any major alteration of the land or any major
developments where it takes place; therefore its environmental and social impact is rather
limited. However, exploration represents indirect the initial interaction between the local
community and the alluvial mining company. In this regard, the business perspective of social
license as a strategic advantage in gaining access to mineral resources is crucial. In the other
mining phases, after the exploration phase, is it also essential to keep a good scope of the
stakeholders.
The Prospectors and Developers Association of Canada has developed an excellent draft SD
Framework for exploration activities. The PDAC has developed principles and guidance and
online tools to assist companies in developing their own sustainable policies in exploration. The
different toolkits are listed below: 86
• Social Responsibility
• Environmental Stewardship
• Health and Safety
During the exploration phase an environmental‐ and social baseline study (EBS and SBS) should
be undertaken. The EBS is an investigation aiming to establish the baseline level of potential
contaminants in soils, surface water, and groundwater, and to evaluate the initial status of other
85
Espi, J.A., Sustainable Management of Mining Operations [Book] (Littleton, SME Inc., 2009) – pp. 194
86
PDAC, Toolkits [Website] Website PDAC e3Plus ‐ Toolkits [Accessed May 10, 2009]
100
environmental risk factors, such as air quality, dust levels, gases, noise and vibration levels,
terrestrial and fresh‐water ecosystems. 87
Another essential part of the exploration is the ore resource inventory, as mentioned before in
the Resource and Reserve work program of ICMM, this is the economic pillar. The main
principles governing the operation and application of the Template of CRIRSCO are
transparency, materiality and competence. Transparency is required to provide sufficient
information for the interested stakeholders. Materiality is required to provide relevant
information and competence requires that the information is based on the responsibility and
expertise of suitable qualified and experienced persons, who are subject to an enforceable
professional code of ethics and rules of conduct. Figure E‐1 sets out the framework for
classifying tonnage and grade estimations to reflect different levels of geological confidence and
different degrees of technical and economic evaluation. 88
Figure E‐1: General relationship between Exploration results, Mineral Resources and Ore Reserves
87
Newmont, Conducting Environmental Baseline Study [Website] Website Newmont ‐ Conducting Environmental
Baseline Study [Accessed May 15, 2009]
88
Joint Ore Reserve Committee, The JORC Code 2004 [Online Doc] Online Doc JORC ‐ JORC Code 2004 (s.l, AUSIMM,
2004) – pp. 6 [Accessed April 24, 2009]
101
Terrain and orebody databases used in combination with commercial mine planning and design
software can help in sustainable management. The exploration management can make different
exploration scenarios with the help of this data.89 The following data should be obtained from
field geology, geochemistry, and exploration drilling:
Table E‐2: Necessary data from field geology, geochemistry and exploration drilling
Geological data Stratigraphy, Petrology and Structural data
Topography data Position of the holes, depth, dip, direction, deviation measurements, ground surface
survey point
Geotechnical data Core sample, ore type, RQD (rock quality designation) and joint sets
Ground‐ and surface water hydrology data Water table, permeability rates, and water quality
Soils and sediments data Performed on core samples, including element that may be of economic importance
or may have a negative impact on the environment
Land and river management data Land ownership and uses, soil type, surface (river) water quality
Environmental baseline data Data required for an environmental baseline study
Feasibility study phase
The next phase after the exploration is the feasibility stage. The management of a feasibility
phase of the mining project can be seen as a stepwise risk reduction process, where increasingly
more capital is invested through time to reduce uncertainty and financial risk. This process can
last few years and at the last level, the project reaches a level of financial risk at which it is
acceptable to stakeholders to proceed to the construction stage.
After a project is identified, it is necessary to assess its worth; this can be a preliminary quick
look, with rough numbers as to tonnage, grade, recovery, costs, and prices; if encouraging this
should lead to a scoping study. The accuracy of such a study is around the 25‐40%. This study
covers all the topics in a final study (e.g. tonnage, grade, geology, mine plan, metallurgy, flow
sheets, capital costs, operating cost, environmental and social considerations, and economics).
The scoping study is followed by a pre‐feasibility study, less money than a final study and
therefore less accurate. The final study will be expensive and will be very detailed and if the
results are positive it will be bankable.
Hiring a competent engineering contractor to prepare the feasibility report is essential.
Furthermore it is equally important to appoint experienced, senior people to be the owner’s
representatives, to manage the whole operation. These experienced people should know the
history of the project, the company’s management philosophy and goals, and the financial and
technical resources that are available within the company. This representative should have
sufficient authority to move the project forward and also needs to know when and how to
inform senior management of progress and to get them involved in decision‐making and
approvals.90
89
GEMCOM, Exploration [Website] Website Gemcom ‐ Exploration and Resource Modelling [Accessed May 20, 2009]
90
Anderson, M.N., Sustainable Management of Mining Operations [Book] (Littleton, SME Inc., 2009) – pp. 208, 217 &
218
102
Table E‐3 illustrates the data requirements for the feasibility study. Hereby is outlined some of
the pertinent variables that must be studied, considered, and analyzed when evaluating mining
properties. All these variables should be assessed during the preparation phase of the final
feasibility study.91
Table E‐3: Salient Factors requiring consideration in mining feasibility study
Information on Deposit Geology
Geometry
Geography
Exploration
Information on General Project Economics Markets
Transportation
Utilities (power)
Land, Water and Mineral Rights
Water (potable and mine water)
Labor
Government Considerations (e.g. reclamation and taxation)
Financing
Mining Method Selection Physical Controls
Selectivity (dilution, ore recovery estimates and waste disposal)
Pre‐production requirements
Production requirements
Processing Methods Mineralogy
Alternative processes
Production quality vs Specifications
Recoveries and Product Quality
Plant layout
Capital and Operating Cost Estimates Capital costs
Operating costs
Technical Considerations: the table above shows the consideration and few of the more
technical considerations necessary for a good report. Following the geology, mining and mineral
processing are described in more detail.
Geology. Few problems can arise when a final feasibility study is completed. The geologist that
was present during the drilling, studied the mineralogy, cataloged the reserves and resources
and identified the areas that require more exploration have to work now together with the
mining and mineral processing engineer. If these engineers do not know that much about
geology, this can lead to mistakes. In conclusion it is important to include a well‐written
geology/mineralogy report in every feasibility study. Readers of these reports should ask for
help if they encounter something they do not understand. For example some secondary
minerals like clay can cause serious problem during the mineral processing by clogging.
Representatives of each discipline working on these studies must develop an “antennae” to
search for potentially fatal shortcomes that, left untreated, can kill the project.
Mining. Mining method selection and design are important issues during the feasibility study.
The considerations that are relevant for an alluvial mining method instead of a dry method are
the availability of water; accessibility; stripping and slimes handling; and dilution.
91
Hrebar, M.J., SME Mining Engineering Handbook [Book] (Littleton, SME Inc. 1992) – pp. 1299
103
Mineral Processing. The key to good performance of a treatment plant is the amount of
attention given to the feed preparing and gravity separation section. Each type of separator has
a particular size range of valuable mineral particles within which it operates economically.
Environmental and Social Considerations: IFC applies the performance standards to manage
environmental and social risks and impacts and to enhance development opportunities and
define clients roles and responsibilities for managing their projects and the requirements for
receiving and retaining IFC support. Once the EBS and SBS have been completed, the social and
environmental impact assessment (SEIA) should be launched. The objective of an SEIA is to
evaluate the social and environmental risks and impacts associated with mining operations. In
addition to the social and environmental factors of the SBS and EBS, the SEIA should evaluate
other impacts derived from mining, such as water and energy use, tailings, and waste dump
management. Furthermore it is required to assess decommissioning and reclamation plans and
the post‐closure monitoring and control requirements. The SEIA should include conservative
estimates of all environmental costs, including those associated with regulatory oversight,
reclamation, closure, and post‐closure monitoring and maintenance. For important
environmental risks, it is advisable to analyze best‐case and worst‐case scenarios and to develop
appropriate response strategies in consultation with potentially affected communities.
Governmental regulations generally require mining companies to submit the EIS as part of the
permitting process. The SEIA process is an important part of sustainability management and is
subject to public debate regarding its efficiency as a sustainable development tool.
Financial Considerations: A view of sustainability for mining is the view that a finite resource is
excavated. Thus if these resources are to be extracted, it should be extracted efficiently.
Economists define an efficient mining plan as one that extracts the maximum social value from
the resource. NPV technique involves forecasting the cash flows associated with an activity or
decision, discounting those cash flows (DCF) to the present value using a risk‐adjusted discount
rate and then summing the resultant discounted values. The discount rate is:92
1
1
Where t is the year in which the cash flow occurs to get the NPV (t = 0,1,2,…,T) and R is the risk‐
adjusted discount rate.
92
Ruiter, J.J. de, Mineral Economics [Lecture notes] (Delft, Technical University of Delft, 2007) pp. 23
104
Contractors doing feasibility studies, e.g. SRK Consulting93, have data on capital and operating
costs from around the world and are able to factor this data intelligently into new projects as
they arise. The owner and banker’s consultants must judge the validity of this factoring. When
the owner continues to drill after the official reserves have been set, new results can best be
addressed in the sensitivity or conclusions sections of the final report. Commodity price and long
term pricing: large companies might have in‐house annual pricing committees to study and
recommend long‐term pricing to be used in budgeting and feasibility studies. Bankers,
contractors, and smaller companies (e.g. alluvial mining) will depend on investment and
commodity consulting houses, e.g. MTI Holland, to be advised.
As the conclusion of work on the feasibility report approaches, it is wise to take a moment to
consider the risks listed in Table E‐4 below.94
Table E‐4: Mine Site‐specific risks
Country risk Financial risk
Permitting risk Marketing risk
Exploration risk Commercial risk
Geotechnical and Mining and Mineral
Geological risks Processing risks
Social risk Environmental risk
Technical risk Operational risk
93
SRK Consulting, Mining Feasibility Studies [Website] Website SRK ‐ Mining Feasibility Studies [Accessed June 18,
2009]
94
Bowden, A.R., Triple Bottom Line Risk Management [Book] (New York, John Wiley & Sons, 2001) – pp. 3‐4
105
Appendices Cash Flow Model
F. Scope of SD indicator that affect cash flow
Table F‐1: Scope of SD indicators that affect CF in Exploration phase
Indicator Scope of work in Exploration Phase
Environmental Baseline A report according to a series of individual and community meetings held with local residents,
Study governments and NGOs; which identified the environmental realities of developing the Gold Sands
district.
Social Baseline Study A report according to a series of individual and community meetings held with local residents,
governments and NGOs; which identified the social and economic realities of developing the Gold
Sands district.
Preliminary Technical A report that describes required type of equipment and defines expected budgetary capital and
Study operational costs. The size of the deposit and mine life is estimated according to viable data and is used
to generate a base cash flow analysis with NPV and IRR estimation for the project
Permitting for Drilling Costs to establish an exploration permit in cooperation with governments
Drilling Operation and Overall exploration costs that contains CAPEX and OPEX of drilling project and costs for data analysis
Data Analysis (Total) during the exploration phase
Security
Security guards will be employed to patrol operations on a 24 hour per day basis.
Table F‐2: Scope of SD indicators that affect CF in Feasibility Study
Indicator Scope of work in Feasibility Study
Socio‐Economic The SEIA reports a detailed Socio‐Economic Impact Assessment of the affected regions around the project
Impact Assessment area according to affected and interested stakeholders
Environmental The EIA reports a detailed Environmental Impact Assessment of the affected regions around the project
Impact Assessment area according to affected and interested stakeholders
(Pre)‐Feasibility The costs for a pre‐feasibility and final bankable feasibility study that considers topics, e.g. reserve and
Study resource estimation; grade; geology; mine plan; metallurgy; flow sheets; capital costs; operating costs;
socio‐economic considerations and costs; environmental considerations and costs; and total cash flow with
NPV and IRR.
Permitting for Costs to establish a mining permit in cooperation with governments
Mining
106
Table F‐3: Scope of SD indicators that affect CF in Construction phase
Indicator Scope of work in Construction
Resettlement Resettlement Action Plan (RAP) in line with World Bank standards, provide voluntary resettlement
Management opportunities and improve the livelihoods of resettled individuals
Stakeholder
Engagement Consultation meetings, workshops to enhance fast‐tracking project approvals/expansions
Social Welfare Program Programs for general infrastructure (water, sanitary installations), housing, education and medical
services
Reporting
Enhance transparency and local acceptance by annual financial report; annual sustainable development
report; policies, standards and guidance notes; operations review.
Human Resources Employee recruitment and training in environment, health and safety and SD awareness – e.g. enhance
worker productivity
Training & 20000 US$/wk for a group (1 ‐ 20 person(s)) and the training duration is 3 wks. The training is for the
Development operation and maintenance of one dredging equipment. (TiD Taco 19‐01‐2010)
Community Programs to establish an independent of mining, self‐sustaining community and during mining for
Development Programs employment opportunities and partnerships.
Charitable Giving
enhance worker productivity, fast‐tracking project approvals/expansions
Security The mine office complex will be secured by fencing. Security guards will be employed to patrol
operations on a 24 hour per day basis.
Start Up Quality The quality system is internally and externally audited at least once a year. Various areas of the quality
Management System system may be audited more frequently based on importance, e.g. treatment plant and the gold room.
for ISO 9001 The quality is sufficient if it meets the planned arrangements, including effective implementation and
Certification maintenance system.
Start Up Environmental The environmental management system is internally and externally audited at least once a year. Various
Management System areas of the environmental management system may be audited more frequently based on importance,
for ISO 14001 e.g. water management and biodiversity. The EMS is sufficient if it meets the planned requirements and
Certification targets, including effective implementation and monitoring and measurements system with a continuous
improvement philosophy.
Start Up Occupational The occupational health & safety management system is internally and externally audited at least once a
Health & Safety year. Various areas of this management system may be audited more frequently based on importance,
Management System e.g. water management and biodiversity. The OHSMS is sufficient if it meets the planned requirements
for OHSAS 18001 and targets, including effective implementation and monitoring and measurements system with a
Certification continuous improvement philosophy.
Health & Safety Community Health & Safety mitigation measures such as Crime Fighting and Humanitarian Health
(community) Campaigns (fighting alcoholism, drugs, malnutrition, and STDs) to enhance worker productivity and fast‐
tracking project approvals/expansions.
Emergency The Emergency Prepardness contains the emergency plans, organizational responsibilities, reporting
Preparedness procedures, specific plans for responding to emergencies and emergency response training.
107
Table F‐4: Scope of SD indicators that affect CF in Operation phase
Indicator Scope of work in Operation phase
Resettlement Resettlement Action Plan (RAP) in line with World Bank standards, provide voluntary resettlement
Management opportunities and improve the livelihoods of resettled individuals. Resettled people are working for a
couple of years in the mining operation and meanwhile learn a job to sustain themselves in the future.
Stakeholder
Engagement Consultation meetings, workshops to enhance fast‐tracking project approvals/expansions
Social Welfare Program Programs for general infrastructure (water, sanitary installations), housing, education and medical
services
Reporting
Enhance transparency and local acceptance by annual financial report; annual sustainable development
report; policies, standards and guidance notes; operations review.
Community Programs to establish an independent of mining, self‐sustaining community and during mining for
Development Programs employment opportunities and partnerships.
Charitable Giving
enhance worker productivity, fast‐tracking project approvals/expansions
Security The mine office complex will be secured by fencing. Security guards will be employed to patrol
operations on a 24 hour per day basis.
Quality Management The quality system is internally and externally audited at least once a year. Various areas of the quality
System for ISO 9001 system may be audited more frequently based on importance, e.g. treatment plant and the gold room.
Certification The quality is sufficient if it meets the planned arrangements, including effective implementation and
maintenance system.
Total Shareholder When will dividends start, and what proportion of after‐tax income will be paid to shareholders and
Return retaining funds for reserves, contingencies, cash flow and reinvesting?
Environmental The environmental management system is internally and externally audited at least once a year.
Management System Various areas of the environmental management system may be audited more frequently based on
for ISO 14001 importance, e.g. water management and biodiversity. The EMS is sufficient if it meets the planned
Certification requirements and targets, including effective implementation and monitoring and measurements
system with a continuous improvement philosophy.
Health & Safety Community Health & Safety mitigation measures such as Crime Fighting and Humanitarian Health
(community) Campaigns (fighting alcoholism, drugs, malnutrition, and STDs) to enhance worker productivity and
fast‐tracking project approvals/expansions.
Emergency The Emergency Prepardness contains the emergency plans, organizational responsibilities, reporting
Preparedness procedures, specific plans for responding to emergencies and emergency response training.
Final Closure Plan FCP: Updating Closure plan; Target closure outcome and goals; Action plans; Social requirement long
and short‐term and final closure costs estimation
Table F‐5: Scope of SD indicators that affect CFM in Closure phase
Indicator Scope of work in Closure phase
DME South Africa Risk Based Closure costs estimation tool according to the Department of Mining and Energy of South
Africa (Dismantling of camp; rehabilitation of access roads; rehabilitation of surface; river diversion;
water monitoring; and 2 to 3 years of maintenance and aftercare).
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G. Cash Flow Preliminary study Gold Sands project, Peru
109
H. Sustainable Data OPEX
General and overheads; and extra sustainable costs for dredge system P
$ per year
General Site
General Costs and overheads 1,230,000
Emergency Preparedness 25,000
Security (e.g. gunpost; guns and ammunition; cars etc.) 25,000
Total general site 1,280,000
Administration
Reporting (Annual, Financial and Sustainability reports) 50,000
Stakeholder Engagement 5,000
Specialized consulting services, e.g.auditting ISO9001; ISO 14001 and OHSAS 18001 50,000
Total Administration 105,000
Engineering
Human Resources and Training Development 15,000
Quality Management System ISO9001 13,500
Environmental Management System ISO14001 25,000
Occupational Health & Safety Management System OHSAS 18001 25,000
Total Engineering Costs 78,500
Sustainability
Social Welfare Program (Infrastructure; Housing; Education & Health) 5,000
Charitble Giving 2,500
Health & Safety of Community 5,000
Total sustainability Costs 12,500
Total yearly general costs and overheads for dredge system P: 1,476,000 $/yr
Total general costs and overheads per m3 for dredge system P @ 5,000,000 m3/yr: $0.30 $/m3
NB Labour in costs for management and labour
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I. Closure Cost Calculations according to DME
111
J. Assumptions for Sustainable Case Cash Flow
Capital Expenditures Overview
112
113
Operational Expenditures Overview
114
115
116
117
118
119
K. Results Cash Flow Analysis
120
Capex Results
121
Depreciation
122
OPEX Summary and Results
123
Residual Revenue
124
Revenue Results
125
Cash Flow Analysis
126
127