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Presentations >> Mining and Sustainable Development: Casestudies MINING AND SUSTAINABLE DEVELPOMENT: CASE STUDIES
The Antamina Project: The Challenge of Sustainable Development in Peru: S. Botts, Cia. Minera Antamina, Lima, Peru The Antamina project, owned by BHP Billiton PIc, Noranda Inc., Teck Cominco Ltd. and Mitsubishi Corp., is a $2.3 billion copper/zinc project, located in the Dept. of Ancash, Peru. The project consists of an open pit mine, a 70,000 ton per day concentrator, a 302 Km long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 million tonnes per year of copper and zinc concentrates over a 23-year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world. This presentation will explore the challenges faced by the project, the approaches taken, and provides "lessons learned" which can be applied to other large international projects. Flambeau and Ridgeway Mines - Lessons Learned: F. Fox, Kennecott Minerals Co., Salt Lake City, UT The Flambeau and Ridgeway Mines, both owned and operated by wholly owned subsidiaries of Kennecott Minerals co., were located very close to populated areas having initial concerns about health, safety and the environment. The success of both operations depended upon developing a framework of community support and enhancing sustainable development opportunities throughout the entire life cycle of the mining operations to address these concerns. The protection of the flambeau river was the corner stone for the Flambeau mine's success. The Highest priority for the Ridgeway mine was to ensure long-term physical, chemical and ecological stability of the reclaimed mine site. Both of these goals have been achieved and are discussed in this paper, which highlights Kennecott integration of sustainable development principles into its business decision-making and management processes. Seven Questions to Sustainability: Applications and Insights: R.Hodge, Mont Joli, PQ, Canada Over an eight-month period, a 35-person multi-interest Work Groupof MMSD North America developed a way to: 1) assess a project's or operation's contribution to sustainability: and 2) determine whether the net contribution is positive or negative over the long term. Following publication of the Seven Questions to Sustainability framework in May 2002, a number of companies and organizations committed to under-taking pilot tests which would serve to further develop the approach. The purpose of this paper is to describe the Seven Questions Framework in detail and report on the results to date of the pilot tests that have been completed or are underway. Sustainable Development of Natural Aggregate With Examples from Modena Province, Italy: W. Langer, US Geological Survey, Denver, CO; C.Giusti, Univ. of Modena and Reggio Emilia, Modena, Italy; and G. Barelli, Defense of the Territory Sector, Modena, Italy Natural aggregate -sand, gravel, and crushed stone is the number one non- energy resource in the world in terms of volume and value. A plan for the sustainable development of aggregate resources can include policies and economic incentives to encourage identification and protection of potential resources, efficient quarrying and processing of aggregate, efficient use of primary aggregates, greater use of recycled, waste or substitute material, inclusion of costs of all environmental impacts in price of material, reclamation to beneficial secondary uses, and identification of goals and sustainability indicators. Quarrying can also contribute to sustainable ecosystems through reclamation that recreates natural habitat. Public Image of the Mining Industry: Some Myths and Realities:
T. Andrews, Prospectors and Developers Association of Canada, Toronto, ON, Canada For many years in Canada, the mining industry has yearned for a better level of understanding and appreciation from the general public, or, as it is so often phrased -a better public image. Among all of the challenging issues faced by the industry at any given time, this one has been placed, more persistently than any other, at or very near the top of the priorities, by both the rank and file and the leaders of the mining community. The real key to changing how the mining industry is perceived is to let go of the idea that this is simply a public relations project, because it isn't. The ultimate objective should be the improvement of public trust rather than simply public image and to accomplish this based on what the industry does, as opposed to simply what the industry says. |
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University
of Nevada, Reno |
