Mining & Biodiversity Conservation Management
- 1. Mining & Biodiversity Conservation Management February 13, 2014
- 6. Mine Albert, Quebec, before and after reclamation
- 7. Mine Albert, Quebec, before and after reclamation
- 9. Lumby Mine Tailings Pond Before and After
- 10. Grizzly bears utilizing a reclaimed mine area. Open pit coal mine waste dump after re-vegetation to forestry and wildlife end land use.
- 11. Jwaneng Mine and Game Reserve: Botswana
- 12. Privilege to operate – getting community support is key • A 2008 study of 190 oil and gas projects by Goldman Sachs showed that lead times to production had almost doubled in the previous decade. A follow-up study found that nearly half of the risks facing projects were non-technical in nature, with ‘stakeholder-related’ risks being the single biggest issue. • The costs resulting from delays associated with community conflicts are substantial. A day’s delay for a mineral exploration project costs approximately $10,000. For a major mining project, the costs of every week of delayed production soar to an estimated $20 million in net present value terms. • These risks are recognized by many business leaders. Ernst & Young has consistently rated ‘maintaining a social license to operate’ among the top business risks facing the mining sector over the past six years.
- 13. Towards Sustainable Mining: Mining and Biodiversity Framework MAC members accept that a corporate commitment to biodiversity conservation is essential and have agreed to the following commitments to ensure biodiversity conservation is managed effectively by: • Working to positively contribute to biodiversity conservation • Working with key communities of interest to implement responsible policies and practices • Being transparent through public reporting on issues related to mining and biodiversity conservation • Respecting protected areas and working with key COI on the establishment of protected areas • Not exploring or developing mines in World Heritage sites.
- 14. Biodiversity Conservation Management Protocol The protocol consists of three performance indicators: 1. Corporate biodiversity conservation commitment, accountability and communications 2. Facility-level biodiversity conservation planning and implementation 3. Biodiversity conservation reporting Level A: • Demonstrated senior management commitment to biodiversity conservation management • Defined responsibilities for implementing the corporate commitment • Implementation of a management system for significant biodiversity aspects • Reporting system for internal and external reporting is in place
- 16. Biodiversity Offsets Increasing numbers of companies are making ‘no net loss’ or ‘net positive gain’ commitments and need tools to meet those commitments Example: Rio Tinto and biodiversity - working towards Net Positive Impact
- 17. Drivers of biodiversity conservation and offsets • Maintain access to resources (access to land for exploration and possibly for operations) • Strengthen access to capital, e.g., revised IFC requirements • Strengthen privilege to operate • Facilitate adherence to national legislation where this already exists • First-mover advantage in advance of regulation
- 18. Offsets: Restoring Wetlands at Great Salt Lake • The Inland Sea Shorebird Reserve near Salt Lake City • Created by Rio Tinto’s Kennecott copper mine in partnership with the US Army • Offsets the loss of 460 hectares of wetlands when the company expanded its tailings impoundment in 1996. • The Reserve is now used by 120,000 shorebirds, waders and other water fowl each year. More than 200 bird species have been recorded.
- 19. Community Biodiversity Planning in Burkina Faso • IAMGOLD’s Essakane mine in Burkina Faso has been working with the local community to improve local biodiversity. • Over 100,000 trees have been planted • All native species • Many have special utilitarian or cultural importance to the local population • Although the community forests are only a few years old, the participatory and community-driven process has already proven successful in providing direct benefits as a source of food, fodder, natural pharmaceuticals, wildlife habitat and shade.
- 20. Future challenges • Implementation • Additionality, community engagement, measurement and metrics, long-term management and financial security • Costs • Multiple overlay of legislation • Ratios and multipliers • Transaction costs • Integration • Combining financial lender requirements with national frameworks • Severance of liability • Placing a cap on liability under appropriate legal frameworks
- 21. For additional information Ben Chalmers Vice President, Sustainable Development bchalmers@mining.ca www.mining.ca 21