CERTIFICATE IN THE

PRINCIPLES OF MINING

Module
Sustainable Mining Practices

Course Objectives
1. At the end of this course students should be able to:
2. Show understanding of the impacts of mining
3. Handle mine closure operations
4. Show understanding of corporate social responsibility in the mining industry

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Module Content
Unit 1: Environmental & Social Impacts of Mining

Unit 2: Economic Impacts of Mining (downstream & side stream investment)

Unit 3: Mine Closure & Remediation

Unit 4: Corporate & Social Responsibility & License to operate

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 Unit 1

Environmental & Social Impacts of Mining

1.1 History of Mining in Southern Africa

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1.2 Simplified Geology of Zimbabwe

1.3 Typical Sequence of Activities - Life of a Mine

Mine Life
Cycle

Stage 1

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 1. A small number of people (prospectors or exploration companies) into an
area
2. Normally, if they find something of interest they will stake a legal claim
whereby they express a specific interest in an area with a view to seeking a
permit to explore for mineral deposits.

Stage 2

3. May involve various activities including airborne surveys & drilling.

4. To determine the size & value of a mineral deposit.
5. Stage when you first experience a significant mining presence in an area.

Stage 3

6. Major mining companies moving in

7. Study the long-term economic viability of building and operating a mine
in the region.
8. Operating permits are sought and construction of the mine begins.

Stage 4

9. This is the active phase of the mining sequence that usually lasts for the
lifetime of the resource that is being extracted. It is at this stage that the
minerals are mined (or extracted) using either surface (open pit), or
underground (tunnel) methods.

Stage 5

10. Once the relevant resource has been extracted or in the event that
extracting the resource becomes no longer economically viable, the mining
project will be phased out with a closure and reclamation plan.
11. Implementation of Closure and reclamation plan developed during the
planning, development & construction stage.

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1.4 Impacts of Mining Activities
Petrova and Marinova (2012) defines social impacts as “the consequences to human population from any
public or private actions that alter the ways in which people live, work, play, relate to one another, organize
to meet their needs and generally cope as members of society”

Positive impacts are those factors that further social and sustainable development. Negative impacts retard
human development.

1.4.1 Categories of Social Impacts

1. Direct Impacts

These are due to specific mining project activity and may include; - resettlement,
employment and road construction.

2. Indirect Impacts

These impacts are due to actions from direct impacts and include impacts such as
increased income to carpenters as local employees improve their houses.

3. Induced Impacts

The cause for induced impacts is several times removed from projects actions and such
impacts include loss of access to land by poor local squatters due to land speculations.

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1.4.2 Social Impacts

1. Poverty Reduction

2. Impact On Local Services

1. Traffic Congestion

2. Impact On Housing

3. Impact On Community Health

4. Employment

5. Poverty alleviation and wealth distribution

6. Change in social capital & cohesion

7. Human Rights Violation

8. Territories and extraction

Territories and extraction

“More than 500 families have already been displaced from their land where they had been
practicing various livelihood and cultural activities such as cultivation of crops, pasturing domestic
animals and accessing other forest and genetic resources. The problem for communal families and
farmers lies with the land tenure system in Zimbabwe which sets the rights of communal residents.
Laws such as the Communal Lands Acts, Rural District Councils Act, the Constitution, the Land
Acquisition Act and the Mines and Minerals Act do not strongly protect the rights of communal
residents in situations where mining operations result in displacement of villagers. In Zimbabwe
communal residents like those in Marange do not own the land. They only have use rights since
the land is owned by the state. This position has exposed communities to random displacements
from land without due regard to the customary rights and practices of land holding in the
communal areas. They therefore may not get any compensation for the acquisition of the land.
However, they may claim loss of property such as houses, but often the communities have limited
knowledge of the legal avenues to follow to claim compensation” (ZELA 2012:3)

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1.4.3 Environmental Impacts

1. Land Degradation And Loss Of Aesthetic Value

1. Water Quality And Availability

2. Waste Disposal

3. Air Pollution

4. Noise And Vibration

5. Hazardous Substances

6. Contribution to climate change

7. Acid drainage

1.5 Impacted Community Compensation/Remuneration?

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Presentations
Group 1: Discuss ways to enhance positive socio-environmental impacts of mining in Zimbabwe
(use local examples)

Group 2: Discuss ways to minimizing negative socio-environmental impacts of mining in

Zimbabwe

Group 3: Do we have adequate institutional frameworks to enhance positive impacts and minimise
negative impacts.

Group 4: “The bottom line is that natural resources are being exploited for the benefit of a few
politically and economically connected individuals, a few state institutions and foreign nations to
feed their insatiable markets with raw materials at the expense of all Zimbabweans. In that respect,
foreign countries and companies benefit more than the domestic economy and the local
communities.” Mtisi et al (2011:7).

Group 5: Discuss how local communities respond to socio-environmental impacts of mining

activities.

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Group 6: Do we have adequate legal framework to ameliorate socio-environmental impacts of
mining in Zimbabwe.

Individual Assignment
Discuss the key socio-environmental impacts of Mining in Zimbabwe. How can the negative
impacts be minimized. Use specific examples.

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 Unit 2
Economic Impacts of Mining
(downstream & side stream investment)

2.1 Sustainable Mining

Mining exploits FINITE national resources and accordingly can never be sustainable, in itself, in
the longer term!

However, Hartwick's rule for sustainability prescribes reinvesting resource rents, thus keeping the
value of net investments equal to zero. Hartwick's rule defines the amount of investment in produced
capital (infrastructure, knowledge stocks, etc.) that is needed to exactly offset declining stocks of non-
renewable resources. This investment is undertaken so that the standard of living does not fall as society
moves into the indefinite future.

"What should each generation give back in exchange for depleted resources if it wishes to abide by
the ethic of sustainability? ... we owe to the future a volume of investment that will compensate for
this year’s withdrawal from the inherited stock." (Solow, 1993, p. 170)

2.2 AU: Africa Mining Vision (AMV)

“Transparent, equitable and optimal exploitation of mineral resources to underpin broad-based

sustainable growth and socio-economic development”
This shared vision will comprise: A knowledge-driven African mining sector that catalyses &
contributes to the broad-based growth & development of, and is fully integrated into, a single
African market through:

1. Down-stream linkages into mineral beneficiation and manufacturing;

2. Up-stream linkages into mining capital goods, consumables & services industries;
3. Side-stream linkages into infrastructure (power, logistics; communications, water) and
skills & technology development (HRD and R&D);
4. Mutually beneficial partnerships between the state, the private sector, civil society, local
communities and other stakeholders; and

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AMV recognises the critical importance of establishing the seminal mineral linkages, whilst the
resource is still extant!

2.3 Minerals Development Policy

The DRAFT (2013) Zimbabwe Minerals Development Policy is substantially aligned to the AMV

The DRAFT Policy underwent extensive stakeholder, et al

The DRAFT Policy underwent extensive stakeholder consultations & revisions, including public
meetings across the country: Harare. Gweru, Bulawayo, Masvingo, Mutare, et al
The DRAFT Policy/Vision needs finalisation and adoption by Parliament, to form the basis for
the revision of the Mining Law/s

AMV: Develop the Seminal Mineral Linkages for RBI

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2.4 Linkages

Linkages

The resource curse can be avoided!

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“Deepening” the resource sector linkages: development of the resource inputs & outputs industries is
critical, but requires the development of a resources tech. capacity!

Finland managed to shift from a 1970 resources (pc) trajectory to a 1998 manufactures (mf)
trajectory, through the development of its resources inputs (machinery) and outputs (value-
addition) sectors (source Palma, G. 2004)

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“Normal” mineral development is by local capital (e.g. EU, China & other developmental states):
local capital dramatically enhances the realisation of the linkages: up-, down-, side-stream and
fiscal (profits reinvested/spent in-country). FDI can assist in acquiring certain skills/technologies, but
is mainly resorted to for access to relatively cheap foreign capital. But are there other ways for local entrepreneurs
to access competitive capital?

2.5 The impact of FDI on linkages realisation

In order to rapidly acquire the requisite capital, skills & technology, Africa resorts to FDI (rather
than relying on domestic capital). However, this could compromise the development of the crucial
resources linkages:

1. Fiscal linkages: Foreign companies have more scope & incentive to transfer price (tax
evasion), especially FDI from “tax havens”. + FDI dividends leakage (= national
“dis-savings)!
2. Offshore finance (debt) also offers scope for transfer mis-pricing (over-priced costs)
3. Backward linkages: TNCs often have global purchasing strategies which are less likely to
develop local suppliers; Imports also facilitate transfer pricing (over invoicing of
inputs to minimise tax);
4. Forward linkages: TNCs tend to optimise their global processing facilities which can deny
local downstream opportunities; Export ores/concentrates for transfer pricing
(opaque output prices);
5. Knowledge linkages: TNCs tend to locate their high level HRD and tech development
(RDI) in OECD countries, thereby denying Africa the development of these critical
linkages; Overseas RDI & HRD could also facilitate transfer pricing;
6. Nevertheless, these threats can all be overcome with appropriate extractives policies &
strategies and the development of local mining capital!

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2.6 Key Interventions to Realise the Up- & Downstream Linkages

2.7 Linkages & Mineral Deposit Variability

1. Mineral deposits embody a massive variation in resource rents (returns above those necessary to
attract investment = average return on investment: ROI), much greater than any other sector
except for hydrocarbons (oil and gas).

2. ROI in mining varies from average (ca 15%, e.g. marginal gold deposits) to several hundred percent
(e.g. some iron, manganese other mineral deposits) = resource rents.

3. Consequently it is difficult to design a minerals regime with generic linkage conditions (local
content, value-addition, skills formation, etc milestones) that will efficiently maximise the potential
development impact of all deposits over time.

4. In general, a mineral regime will set minimum linkage development obligations in order to make
investment into marginal deposits attractive.

5. The best way to flush out the maximum linkage development that any specific mineral deposit
could support, would be to get a market response through the public tender of the property against
linkage development commitments (a form of developmental “price discovery”).

2.8 Fiscal linkages: Royalties

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Royalties/fees add to costs, increase the cut-off grade and constrain new mines

Group Presentations
With reference to a Zimbabwean mine of your choice; discuss economic impacts of Mining
(downstream & side stream linkages)

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 Unit 3
Mine Closure & Remediation

3.1 What is Mine Closure?

Mine closure is defined as when all processes of ore extraction have ceased and final
decommissioning and reclamation/rehabilitation have been completed.
Mine closure occurs because:
1. Mineral resources are exhausted,

2. Unprofitable operation / mining (e.g. accessibility of resources, increase of overheads – salaries,

etc.),

3. External forces (e.g. political or market unrest).

The focus of closure planning include:

1. Understanding the environment in which you operate

2. Reduce dependency and manage expectations

3. Focus on post-closure ownership of sustainable activities by interested and affected parties and
government

4. Understand and manage the overall closure liability throughout the life of mine (LoM)

5. Ensure the required Financial provision / assurance required for closing a site

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3.2 Types of Mine Closure
Types of closure:

6. Premature / Unscheduled – unforeseen circumstances

7. Life of Mine / Scheduled – planned closure

8. Mine closure components:

1. Physical aspects

2. Bio-physical aspects

3. Socio-economic aspects

3.3 Type & Content of Mine Closure Plan?

Level of detail of closure plan is dependent on time remaining from closure:

Conceptual closure plan: high level rehabilitation and closure actions, conceptual designs, uncertain closure

risks, assumed needs and expectations of interested and affected parties, uncertain level of accuracy for cost

estimate and financial provision

Periodic updates throughout LoM: as mine moves closer to closure more detail becomes available,

any relevant changes during the operational phase: update of other relevant documentation (EMP, SLP) &

changes in dumping strategies etc.

Final decommissioning / closure plan:

1. detailed / proven rehabilitation and closure actions
2. detail designs
3. assessed closure risks
4. consulted I&APs (confirmed needs and expectations)
5. accurate cost estimate and financial provision

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3.4 Strategic Mine Closure Planning

Cradle to grave approach - planning with closure in mind: Guided by Statutory & Corporate
requirements, Closure vision and objectives, Post-closure / end land use, Risk-based approach
towards closure (physical, biophysical and social aspects), Maintenance and monitoring

Assurance for closing a site / Liability in business plans: Closure components & Areas of
responsibility, Rehabilitation and Closure design criteria / actions, Onsite measurements and
quantification, Aim to reduce liability and refine and confirm closure approach – Concurrent
rehabilitation opportunities, specialist studies, Trials, Increase in level of accuracy of liability

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3.5 Anglo American Mine Closure Toolbox

Source : http://www.angloamerican.com/~/media/Files/A/Anglo-American-PLC-
V2/documents/approach-and-policies/environment/toolbox-main-brochure-lr.PDF

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3.6 Strategic Mine Closure Planning

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3.7 Fundamental Mine Closure Planning

Fundamental Mine Closure Planning

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3.8 Strategic Mine Closure Planning

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1. Closure Environment

Understand environment in which the mine will close (cannot consider in isolation), Identify the area in
which the mine will have an impact, Align with legislation and group standards and Assess internally
(through workshops or group discussions), SoER (Bio-physical & Socio-economic environment

2. Closure objectives & Closure vision

A mining operation should have a vision of what it wants to achieve post mine closure: what are you
working towards (road map and goal post), closure objectives drives post closure end land use, Aligned
with existing commitments made (EMP, consultation processes), Manage expectations and dependency on
the mine.

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3. End land use

Land use planning should not be seen as a component of closure planning, but more as an upfront
driver for closure planning

Incorporate into the operational plan of the mine

Closure components &

Areas of responsibility

Physical closure (plant, buildings etc., Bio-physical closure (water resources, land capability etc.),
Socio-economic closure (employees, I&APs, authorities)

4. Rehabilitation and closure criteria / measures

Also called completion criteria or design criteria: Set of actions or conditions that must be
completed so that closure objectives can be met, Criteria should:

take into account the surrounding environment and end land use consider existing commitments
and rehabilitation requirements should be cost effective, practical and implementable

5. Risk Assessment

Identify areas with potential risks at closure and where money should be spend – why are we
rehabilitating certain areas, Risk assessment makes it possible to identify the most appropriate
closure actions, with a focus on the most relevant risks

6. Gaps / Actions

Gap analysis assist in identification of uncertainties as well as actions, further investigations or

specialist studies necessary to close each of the identified gaps

3.9 Concurrent Rehabilitation Is An Ongoing Financial Benefit:

Development Phase: Increase rapidly in the early stages of mining as the mining operation is
established, during this phase of mining the most notable environmental impact is incurred.

Operational Phase: Increase remain static or decrease during the on-going mining operation
depending on the nature of mining and the nature of rehabilitation that is undertaken concurrently.

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Final Operational Phase: Decrease in the final years of mining to the point where mining is
discontinued and the environmental liability is limited to those closure components that could not
be undertaken during the operational phase.

Decommissioning Phase: Decreases over the care and maintenance period as the closure
components are gradually addressed.

3.9 Opportunity to reduce financial risk

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3.10 Closure and rehabilitation responsibilities
Responsible Procedures
Mine Management & Liaise before annual updating of closure cost estimate &
Environmental Manager (EM) agree on purpose & timeframes
EM Appoint Rehabilitation & Closure Specialists (RCS)

EM & RCS Plan the scope of the work & process to be followed

EM & Survey & Mine Planning Make sure all mine survey data and mine pklans are updated
dpt with the latest infrastructure and closure components
RCS Retrieve latest mine survey data and satellite imagery

RCS Obtain/confirm contractual rates for costing

EM & RCS Review the closure register and gap analysis and identify
risks and gaps
EM & RCS Review results from the rehabilitation trials

Mine Management, EM & RCS Review & revise closure objectives & land use

Mine Management, EM & RCS, Closure specific discussions

Survey, Mine Planning,
Operations
EM & RCS Review specialist studies

EM & RCS Coordinate closure planning workshops

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 Mine Management, EM & RCS, Involvement in closure planning process
Survey, Mine Planning,
Operations
RCS Update closure criteria, report, risk register

EM & RCS Dedicated site visit to verify quantities

RCS Quantify all new identified infrastructures

RCS Review and update closure costing in approved format

RCS Compile costing report with reference to the closure criteria

and include assumptions with regard to closure costing
RCS Compile reference maps

EM & RCS Update existing SOP (as & when necessary)

EM & RCS Review and update the rehabilitation and closure plan as well
as the supporting documentation ( as & when necessary)

3.11 Closure Plan Document Contents

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3.12 Advantages of Closure Planning
1. Resource allocation

2. Plan with closure in mind

3. Identify socio-economic opportunities

4. Build capacity and partnership

5. Manage your liabilities

6. Report on closure status at glance

7. Budget control

8. Prioritisation

9. Build relations with interested & affected parties

Assignments/Presentations
1. Describe how you would establish a conceptual closure and
rehabilitation plan for a mine of your choice.

2. Discuss the adequacy of Zimbabwean legislation in providing

comprehensive guidance on mine closure and rehabilitation planning.

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 Unit 4
Corporate and Social Responsibility & License to
operate

4.1 Corporate Social Responsibility (CSR)

CSR – strategies corporations /firms conduct their business I a way that is ethical, society friendly
and beneficial to the community in terms of development (Maimunah 2009).

ISO26000:2010 defines Social Responsibility as:

According to ISO2000:2010:
The term social responsibility came into widespread use in the early 1970s, although various
aspects of social responsibility were the subject of action by organizations and governments as far
back as the late 19th century, and in some instances even earlier.

Attention to social responsibility has in the past focused primarily on business. The term
“corporate social responsibility” (CSR) is more familiar to most people than “social responsibility”.

The view that social responsibility is applicable to all organizations emerged as different types of
organizations, not just those in the business world, recognized that they too had responsibilities
for contributing to sustainable development.

The elements of social responsibility reflect the expectations of society at a particular time, and are
therefore liable to change. As society's concerns change, its expectations of organizations also
change to reflect those concerns.

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An early notion of social responsibility centred on philanthropic activities such as giving to charity.
Subjects such as labour practices and fair operating practices emerged a century or more ago. Other
subjects, such as human rights, the environment, consumer protection and countering fraud and
corruption, were added over time, as they received greater attention.

4.2 Principles of Social Responsibility

1. Accountability- an organization should be accountable for its impacts on society, the economy and
the environment.

2. Transparency - an organization should be transparent in its decisions and activities that impact on
society and the environment

3. Ethical behaviour - an organization should behave ethically

4. Respect for stakeholder interests - an organization should respect, consider and respond to the
interests of its stakeholders

5. Respect for the rule of law - an organization should accept that respect for the rule of law is
mandatory

6. Respect for international norms of behaviour - an organization should respect international norms
of behaviour, while adhering to the principle of respect for the rule of law

7. Respect for human rights - an organization should respect human rights and recognize both their
importance and their universality.

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4.3 Impacts, interests & expectations

In addressing its social responsibility an organization should understand 3 relationships

Between the organization and society: An organization should understand and recognize how its
decisions and activities impact on society and the environment. An organization should also
understand society’s expectations of responsible behaviour concerning these impacts.

Between the organization and its stakeholders: An organization should be aware of its various
stakeholders.

Between the stakeholders and society: An organization should understand the relationship
between the stakeholders' interests that are affected by the organization, on the one hand, and the
expectations of society on the other. Although stakeholders are part of society, they may have an
interest that is not consistent with the expectations of society. Stakeholders have particular
interests with regard to the organization that can be distinguished from societal expectations of
socially responsible behaviour regarding any issue. For example, the interest of a supplier in being
paid and the interest of society in contracts being honoured can be different perspectives on the
same issue.

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4.4 License to operate

According to Sustainalytics (2011):

“On social side, maintaining strong relations with communities ensures project-level license to
operate, and strong relations with employees avoids labour stoppages and lowers recruitment and
retention costs, which is particularly important in the face of workforce shortages.

On the environmental side, it is crucial that water, tailings and climate change impacts are managed
responsibly as they were found to have impacts on multiple business drivers including the leveraging
of supply and demand trends, maintaining access to the natural resources, influencing the political
and regulatory environment, operational efficiency and reputation”.
Social Licence to Operate is a concept from the mining industry that reflects the ongoing
acceptance or approval for a development granted by local stakeholders.

A company`s ability to access natural resources is dependent on two interdependent

variables:

1. Its ability to secure legal permits in a timely manner

2. Its ability to earn and maintain a social licence to operate through effective
engagement with local stakeholders

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“We see many governments failing to prepare for the future… As a result, society increasingly is
turning to the private sector and asking that companies respond to broader societal challenges…
Society is demanding that companies serve a social purpose.

To prosper over time, every company must not only deliver financial performance, but also show
how it makes a positive contribution to society. Companies must benefit all of their stakeholders,
including shareholders, employees, customers, and the communities in which they operate…

4.5 Standards for Social Responsibility & Stakeholder Engagement

A number of standards have been devised to help manage sustainability performance, social responsibility
and stakeholder engagement.

4.5.1 ISO26000
The ISO 26000 standard is intended to clarify an international consensus on what social responsibility is
and to help businesses and organisations translate principles into effective actions. It is based on broad
stakeholder input from developing countries, business, government, consumers, labour, nongovernmental
organisations and others.

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The standard addresses seven core subjects of responsibility: accountability, transparency, ethical behaviour,
respect for stakeholder interests, respect for the rule of law, respect for international norms of behaviour,
and respect for human rights. Unlike many other ISO standards, it does not contain requirements and so
is not certifiable.

4.6 Mining Sector Social Responsibility In Zimbabwe – Examples

Example 1

Example 2
(http://www.angloamerican.com/sustainability/communities)
1. Anglo American

2. Building resilient communities

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 3. To be productive, safe, responsible and sustainable, our operations must live alongside
thriving communities.
4. They are the places our people call home, our closest neighbours, and stewards of the land
entrusted to us for a period of time. So we work together with local government,
community leaders, and NGOs to contribute to community needs: from housing and
infrastructure to healthcare, education and recreation.
5. That’s why in our Future Smart Mining Sustainability Strategy, one of the three main pillars
is to support thriving communities – alongside being a trusted corporate leader
and to maintain a healthy environment.
6. And under the thriving communities pillar, we have set a stretch goals to 2030, including
to:
7. Create five jobs off-site for every job on-site in the communities in which we operate
8. Help targeted schools in host communities perform along the top 20% of state schools
9. The work starts now to achieve these goals. In 2017, we spent $88 million on community
investment.
10. The Anglo American Social Way defines our governing framework for social
performance and reflects evolving international standards and best practice.

Example 3
(http://metcorp.co.uk/corporate-responsibility.aspx)

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4.7 Sustainability Reporting

Sustainability or CSR reporting is a form of organisational reporting, usually produced annually or

bi-annually, that provides information on a company’s economic, environmental, and social and
governance performance.

Quantitative and qualitative data is presented in a variety of formats including webpages,

standalone reports or within other reports such as an annual report.

4.8 Integrated Reporting

The International Integrated Reporting Council (IIRC) is a global, market-led coalition who believe
communication about businesses’ value creation should be the next step in the evolution of corporate
reporting (beyond current sustainability reporting).

They are leading the development of the global framework for corporate integrated reporting which is
designed to support a more resilient business environment and better decision-making.

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Group Presentations
1. Discuss initiatives that promote CSR practices in Zimbabwe

2. Discuss how you would measure the success of CSR in Mining Industry

3. Why are mining companies engaging in CSR programs?

4. Does the social licence mean that stakeholders have a veto?

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References

E-TEK Consulting (2017) Mine Closure Planning and Management of Cost Estimates

International Organisation for Standadisation (ISO) (2010) ISO26000:2010 Guidance

on Social Responsibility. ISO, Geneva.

Jourdan, P. (2018) Maximising Mining Linkages: The Need for Regional Approach.
ZimCoM AGM, Mosi oa Tunya,
Joyce, S.A. and Macfarlane, M. (2001) Social Impact Assessment in the Mining Industry:
Current Situation and Future Directions. London: International Institute for
Environment and Development.
Mtisi, S., Dhliwayo, M. and Makore, G. (2011) Analysis of the Key Issues inZimbabwe's
Mining Sector. Case Study of the Plight of Marange and Mutoko Mining Communities. Harare:
ZELA.

Maimunah,I. (2009) Corporate Social Responsibility And Its Role In Community

Development: An International Perspective. Universiti Putra Malaysia

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Petrova, S. and Marinova, D. (2012) ‘Social Impacts of Mining at a Local
CommunityLevel and the Role of CSR for Sustainability’ In IAIA12 Conference
Proceedings, Energy Future: The Role of Impact Assessment, Proto-Portugal: International
Association for Impact Assessment.
Zimbabwe Environmental Law Association [ZELA] (2012) Learning Route: `Learning
from the Impact of Extractive Industries African Route’ Marange Diamond Mining and ARDA
Transau Relocation, Manicaland Province, Zimbabwe. Harare: ZELA.
http://www.angloamerican.com/~/media/Files/A/Anglo-American-PLC-
V2/documents/approach-and-policies/environment/toolbox-main-brochure-
lr.PDF
http://metcorp.co.uk/corporate-responsibility.aspx
http://www.riozim.co.zw/foundation/RioZimFoundationBrochure2014_1.pdf
http://www.angloamerican.com/sustainability/communities

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