How-To: Implement Sustainable Development Principles in Mining
The mining industry is progressing. Companies are beginning to see the importance of strong ethical programs aimed at enriching environments and communities in which they operate. Cultivating and implementing new sustainable programs is becoming the standard for responsible mining.
In 2003, the International Council of Mining & Metals (ICMM) commissioned member companies to implement and measure their performance against 10 sustainable development principles.
According to the association the 10 principles are as followed:
1. Implement and maintain ethical business practices and sound systems of corporate governance.
Establish policies and practices that adhere to company statements of ethical business principles. This could include anything from programs aimed at preventing bribery and corruption incidents to comply the requirements of host-country laws and regulations.
2. Integrate sustainable development considerations within the corporate decision-making process.
Plan, design, operate and close operations in a manner that enhances sustainable development. Make sure to integrate sustainable development principles into practices as well as provide adequate training. Work to innovate and improve social, environmental and economic performance while enhancing shareholder value.
3. Uphold fundamental human rights and respect cultures, customs and values in dealings with employees and others who are affected by our activities.
Along with respecting the culture and heritage of local communities, work to ensure impact on surrounding areas is minimized. Strive to ensure staff is provided with appropriate culture and human rights training and guidance. Put policies in place to eliminate harassment and unfair discrimination in all mining aspects.0
4. Implement risk management strategies based on valid data and sound science.
Companies should consult with local communities in the identification, assessment and management of all significant social, health, safety, environmental and economic impacts associated with mining. Review and updates should be continuous.
5. Seek continual improvement of our health and safety performance.
Develop and implement health and safety training programs among all employees, including employees of contractors. Take all measures possible to preventive fatalities, injuries and diseases.
6. Seek continual improvement of our environmental performance.
Continue to improve. Assess the environmental positive and negative impacts of each new project and develop a management system to track, review and prevent environmental impacts. Concentrate on the long-term effect the project and ways to effectively prevent and dispose of residual wastes.
7. Contribute to conservation of biodiversity and integrated approaches to land use planning.
Support and implement innovative procedures for integrated approaches to land use planning, biodiversity, conservation and mining.
8. Facilitate and encourage responsible product design, use, re-use, recycling and disposal of our products.
Support and implement the use of scientifically sound policies, regulations, product standards and material choice decisions. Promote the use of safe mineral and metal products.
9. Contribute to the social, economic and institutional development of the communities in which we operate.
Engage, encourage and contribute to local communities from beginning to end. Ensure the appropriate systems are in place for ongoing interaction with affected parties. Form partnerships with governments and non-governmental organizations to develop programs to enhance community health, education and local business development.
10. Implement effective and transparent engagement, communication and independently verified reporting arrangements with our stakeholders.
Be open and transparent with operations. Report on economic, social and environmental performance and contribution to sustainable development.
Mining Profile: Gary Nagle, CEO, Glencore
Gary Nagle has spent his career in mining, across two decades, with Glencore – the Anglo-Swiss metals and mining company with a diverse global portfolio. Nagle is a one company man who has experienced the journey of the resources industry from boots on the ground to the boardroom. He will succeed Ivan Glasenberg as Glencore’s CEO in July 2021
Gary Nagle was born in South Africa in 1975 where he earned degrees in commerce and accounting from the University of Witwatersrand, before qualifying as a chartered accountant in 1999. Nagle joined Glencore in 2000 as an asset manager in the coal department. His rise was swift; by 2007 he was named chief executive of the company’s Colombian coal operation, Prodeco.
Following the acquisition of Xstrata in 2013, Nagle moved to run the company’s South Africa-focused alloy assets, before being named head of the company’s global coal assets portfolio in 2018
Building his career by rising through the ranks of Glencore’s coal department Nagles was considered the most likely to succeed Glasenberg due to his asset-focus; mining accounts for a growing share of Glencore’s revenue as it moves away from its origins as a pure trader.
Glencore’s Chairman, Tony Hayward, commented on the appointment: “Gary Nagle has held senior roles in coal and ferroalloys in Colombia, South Africa and Australia. He has been on the Board’s radar for more than several years and was selected following a succession process overseen by the Board. We are confident that he has the right skill set and qualities to lead the Glencore of tomorrow.”
Ivan Glasenberg is retiring from his role as CEO after nearly 20 years at the helm of Glencore which saw him complete one of the largest mining mergers in history, with Xstrata. Looking back on his time at Glencore, the world’s largest commodities trader, Glasenberg reflected: “I am proud of the great company that we have built. Together, we have created one of the world’s largest diversified miners and marketers of commodities. Today, our diversified portfolio uniquely positions us to play an essential role in the global transition to a low-carbon economy.”
Glencore has announced plans to reach net-zero emissions by 2050 by reducing its direct and indirect carbon footprint by 40% by 2035.
Glasenberg has served as mentor to Nagle who has followed a similar career path at Glencore rising to the role of CEO via heading up the company’s global coal business.
“I have worked with Gary since he joined the company twenty years ago,” recalled Glasenberg. “I have always regarded it as a critical part of my job to develop the next generation of leadership at Glencore and I am proud of the strong leadership team that we developed from which we were able to select Gary. I am confident that his leadership, along with the support of the management team, will enable Glencore to take advantage of the opportunities that lie ahead and be a strong custodian for my shareholding in the company.”
Looking ahead to the challenges awaiting him, Nagle was full of optimism: “I am grateful for the trust placed in me by the Board and honoured to be appointed CEO at such an exciting time for Glencore. We will continue to deliver value to our shareholders, while operating safely and responsibly.”
Nagle will relocate from Australia to Switzerland to take up his new role.