Multi-stakeholder collaboration during reclamation and closure
When we think of mine closure, we often think of decommissioning operations and infrastructure, rehabilitating the area as much as possible, and a long period of monitoring water, biodiversity and wildlife. But there are also important social and economic considerations that need to be integrated into the planning and implementation of the closure period. From a socio-economic perspective, effective mine closure meets four main criteria.
- It is properly planned, financed and resourced.
- It is integrated into local and regional development planning and acts as a catalyst for longer term land use and economic development.
- It is based on decisions made with multiple stakeholder groups to manage the impacts of out-migration, changes to employment opportunities and land use.
Mining companies are accountable to meet local regulations and commitments around mine closure, however, achieving the above criteria requires multi-stakeholder action and support. Below is a list of practical steps we can take to support multi-
stakeholder collaboration in mine closure.
Know who the players are. At every stage of the mine life a site needs a stakeholder map and engagement plan. For the closure period, there are likely going to be additional stakeholders that need to be considered. Make sure to map out who these broader groups might be. For example, identify:
- Specific land users in the community (e.g., elders, traditional land users, recreational land users), including the sub-groups that should be included in general site engagement.
- Private sector actors, including other mining companies and exploration teams as well as other land-based sectors like agricultural, renewable and tourism. A good place to start is the local business council or economic development corporations.
- Local and regional land-use planners, social services and economic development departments. These groups can be part of governmental departments, agencies and civil society organizations.
Align with local land use planning. Find out who is responsible for land use and economic planning in a region and make sure you’re informed about their long-term plans. Take the lead from other local stakeholders, including local and regional governments, community groups and other private sectors actors. If there isn’t an intentional land use and economic plan, consider if mine closure can be a catalyst for longer-term planning in the region. Depending on the dynamics with local stakeholders, the company could provide a platform for other stakeholders to plan for the future or revisit their vision for the future.
Share information about anticipated social and economic impacts related to closure. Mine closure can have many direct and indirect impacts. The immediate loss of employment and procurement opportunities and government tax revenue can be the most significant. However, the impacts of out-migration, long-term environmental impacts (or risks of impacts), and safety considerations for land users can also have generational impacts on local communities. These impacts should be considered in the site’s environmental and social impact assessment (ESIA), and then reassessed in a closure impact assessment. Make sure that the results of these studies are well circulated and understood by local and regional stakeholders as far in advance as possible. Integrate the discussion into regular engagement and information sharing plans, but also consider specific dialogue, discussions and/or communications related to closure impacts. Closure should not come as a surprise to anyone and it’s up to the company to make sure information is well understood. Co-developing a post-closure engagement and information sharing plan is also a good idea. Historically, companies employ a closure expert who is responsible for engaging with local stakeholders and keeping people up to date with monitoring data. But there are great opportunities to take a multi-stakeholder approach and enlist local organizations such as academic institutions, think tanks and business councils to integrate this data into regular reporting, or even host databases and support participatory monitoring.
Support re-hiring and fill the gap in employment opportunities. Mine closure will inevitably result in fewer job opportunities (both direct jobs and in-direct jobs through suppliers). There are great success stories of companies supporting re-hiring campaigns with other mining or land-based businesses in the region. This has to be planned in advance, and could include creating recruitment databases, sharing results, and providing opportunities for upskilling or re-training. Simply providing references and connecting employees with other employers can make a big difference. There are also a few examples of companies supporting the transition to retirement where relevant, including financial planning and social supports for retiring employees and their families.
Get creative about the environmental legacy. We often think of the environmental impacts of mining as a deficit. And there is no question that mining activity leads to irreparable changes in land, water and biodiversity. However, that doesn’t mean that a mine site can’t leave a positive environmental legacy. Work with other stakeholder groups to determine what innovative ways the site can contribute to a positive environmental legacy. Many people in the industry have exciting ideas about what that can look like.
- Share knowledge on biodiversity and ecosystem restoration with other local stakeholders. The United Nations Decade for Ecosystem Restoration is specifically aimed at encouraging multi-stakeholder approaches to prevent, stop and reverse ecosystem degradation. There is a wealth of knowledge in the mining sector that can be shared with other stakeholders invested in ecosystem restoration, especially as it related to historically poor mine closures or the impacts of artisanal and small-scale mining.
- Re-purpose and/or share renewable (or greener) electricity sources. Many mining regions are dependent on carbon intensive electricity supplies. Where a site has developed greener options, these can be shared with local stakeholder groups.
- Support conservation or rehabilitation activities, especially as the impacts of climate change are more acute and there are more significant initiatives to address them.
Start now – don’t wait. Planning for closure shouldn’t start five years away from when a mine stops producing. It needs to be integrated from the beginning. At this year’s virtual CIM convention, Anglo American chief executive Mark Cutifani was clear about the company’s approach to mine life planning which includes “… a focus on life-of-community plans and how (the company) can (contribute to) a 100 years future for those communities based on the infrastructure that we can bring as part of our mine development.” This is a great approach to make sure long-term multi-stakeholder planning for a region is considered from the project design phase. CMJ
Carolyn Burns is director of operations at NetPositive, a non-profit that works with diverse stakeholders to help local communities see sustained positive outcomes from mining.
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