"In recognition of world-class sustainable development at Sherritt International Corporation’s Ambatovy Joint Venture."
Sherritt is a world leader in the mining and refining of nickel from lateritic ores with operations in Canada, Cuba and Madagascar. The Corporation is the largest independent energy producer in Cuba, with extensive oil and power operations across the island. Sherritt licenses its proprietary technologies and provides metallurgical services to mining and refining operations worldwide. The Corporation's common shares are listed on the Toronto Stock Exchange under the symbol "S"
Sherritt operates the Ambatovy Joint Venture in Madagascar and owns 40% of this operation. Ambatovy, a world-class nickel mining operation, has received both national and international recognition for its sustainable development program.
Sherritt is committed to providing a safe and rewarding workplace, operating ethically, demonstrating environmental responsibility, engaging stakeholders and benefitting communities. Sherritt will meet or exceed the standards where it operates and continuously improve performance.
“In recognition of his contribution to the development of oil sands extraction technologies and the enhancement of a fundamental understanding for a sustainable oil sands industry"
Zhenghe Xu graduated with B.Sc. in 1982 and M.Sc. in 1985 , both degrees in Minerals Engineering from Central-South Institute of Mining and Metallurgy, Changsha, China; and Ph.D. in Materials Science and Engineering in 1990 from Virginia Polytechnic Institute and State University, Blacksburg, Virginia. He is currently Teck professor at University of Alberta, NSERC-Industrial Research Chair in oil sands engineering, Canada Research Chair in mineral processing, a fellow of CIM and a fellow of Canadian Academy of Engineering. Xu’s main research area is interfacial sciences as applied to natural resources processing and utilization. He has been working on responsible development of Canadian oil sands for over 20 years, focusing on robust processes of lower energy intensity and environmental impact. He published more than 320 peer-reviewed scientific journal papers, over 60 technical conference proceeding papers and co-authored one and co-edited two books, with 11 book chapters, three US patents and one Canadian patent.
“In recognition of outstanding leadership over many decades in the exploration and reuse of waste mining and metallurgical materials"
Michael Sudbury is a long-time member and Fellow of CIM and recipient of the Teck Environmental Award. He joined Falconbridge Nickel Mines Ltd. in 1952 and for 25 years was involved in a wide variety of development projects related to milling, concentration, smelting, refining and pyrrhotite processing. Starting in 1977 he helped to build a successful custom feed business with Falconbridge International Limited over a ten year period with emphasis on cobalt. In 1988 he was appointed Director of Environmental Affairs for Falconbridge Limited to promote improved Environmental and Sustainable Development performance throughout the organization. He was also actively involved with the MAC, OMA and NRCan. For ten years following nominal retirement in 1996 he explored the properties and potential uses for tailings and smelter slag and evaluated the application of ecological engineering techniques to mine effluents. He has authored or co-authored some 20 technical papers.
“In recognition of his phenomenal work in the area of corporate social responsibility along with his leadership in strengthening relation with Aboriginal communities.”
By Dinah Zeldin
For Gord Peeling, who has over 35 years of experience in mineral policy and mining and is the former president and CEO of the Mining Association of Canada (MAC), sustainability is about “balancing environmental, social and economic issues to have a viable project.” Peeling has spent about 20 years focused on sustainability and led the development of MAC’s Towards Sustainable Mining (TSM), a program that provides a framework for mining and mineral processing industries to develop and introduce projects that are aligned with societal values.
“Every project and every jurisdiction is different in terms of its governance needs, its development needs, and its diversification and economic needs,” he says. “There is no simple one-time calculation. It is a meshing of those needs, where every project has to be analyzed in its own right, with a lot of input from communities and civil society.” Peeling points out that needs change over time. “Public values do not stand still. Thus we ensured that flexibility and a platform for continuous community dialogue on performance, as well as the capacity for development of new protocols, were built into TSM. This flexibility is a key aspect to ensuring that TSM is addressing the relevant performance issues going forward.”
Peeling discovered the important role community engagement plays in developing programs during his time as director of international mineral relations with Natural Resources Canada (NRCan) in the late ‘80s. His understanding of how to work towards defining what Canadians expect from the industry was cemented when he supported NRCan in its collaboration with MAC on the Whitehorse Mining Initiative (WMI), which targeted a socially, economically and environmentally sustainable mining industry in Canada’s North. “It was really the harbinger of TSM,” he says.
According to Peeling, TSM would initially help determine why the industry did not have the social licence to operate. Peeling and MAC focused on conducting in-depth interviews with communities of interest. “I had a designated TSM leader, Pierre Gratton, work directly with the industry and with our communities of interest on a day-to-day basis,” he says.
Initial results unearthed a misconception within the mining industry. “We thought if people understood the essential nature of the product we produce and its contributions to society, they would have no problem with the industry,” he explains. “In fact, the public, including the First Nations, understood us very well. What really came out, however, was that the industry was not performing at a level that met public expectations, and was not engaging at the community level . There was a real need for performance improvement.”
TSM addressed the issue by establishing guiding principles and performance elements for areas that were of most concern to the public: tailings management, greenhouse gas management, crisis management, and communications and community engagement. “We had to develop a measurable system to demonstrate improved performance,” Peeling points out. “We had our communities of interest work with us to develop protocols for community engagement in order to foster a transparent dialogue and to make sure feedback was being recorded. We brought structure to community engagement.”
The TSM program is what Peeling considers his greatest achievement, and it has gained international acclaim, receiving the Globe Award for Environmental Excellence following its launch in 2004. Although he is no longer at MAC, Peeling continues to contribute to building a more sustainable mining industry. He is on the board of directors of Indspire, a charitable organization dedicated to supporting education for indigenous peoples. “We turn out between five and six billion a year in scholarships and bursaries,” he says. “It is very gratifying work.” He is also director of a junior and sits on the board of two other mining companies. “All this keeps me close to what the industry faces with respect to the development of large properties, large projects, community interaction, indigenous rights issues, and the whole canopy of issues that arise,” he says.
Gordon Peeling has over 35 years of experience in the mineral policy and mining fields. He is currently a director of Great Quest Metals Ltd. where he chairs the Environmental, Health and Safety committee of the board and is a member of the Governance and Corporate Social Responsibility (CSR) committee. He is also a director of Indspire, an indigenous educational foundation, where he chairs the Governance committee. He is a member of the External Stakeholder Advisory panel of Inmet Mining Corporation, which advises the company on CSR matters. As well, he is a member of the Global Advisory board of Alexander Proudfoot, a U.S.-based change management company. Peeling served as president and CEO of the Mining Association of Canada for 13 years until June 2011 and is a past-director and chair of both the Canadian Mining Hall of Fame and the Mineral Economic Management Society. In addition, he served as first vice-president of the Sociedad Interamericana de Mineria (2001-11). He also served as chair of the International Copper Study group (1994-97) and the Business and Industry Advisory committee’s Raw Materials committee to the OECD (2002-11). Peeling, in addition to a 20-year career in government, also worked for Inco Ltd., Gulf Minerals Canada Limited and the International Council on Metals and the Environment.
The Britannia Mine Museum has experienced tremendous success and growth since 2010 when it was re-launched as a newly transformed mining education and visitor attraction. Attendance has doubled and even though it is a not-for-profit organization, the Museum is well on its way to being financially sustainable through mission-based programs and services. The transformed Museum was made possible by $14.7 million investment shared between government contributions and, industry and individual donations.
Core messages about the importance of mining in every day society and ideas and practices of environmental renewal and sustainability inform the Museum’s unique blend of educational and entertaining experiences. The 1922 Mill building is a designated National Historic Site and stands as a symbol of the ingenuity and best practices of mining in building province and country. The Museum credits its success to the support and commitment it receives from industry and its leaders.
IAMGOLD’s HSS policies and frameworks are built on international best practices and are designed to translate their Zero Harm vision into actual and sustained performance. Zero Harm is both a goal and a journey, and to help meet its commitments, IAMGOLD enlists partnerships of host countries, communities, civil society partners and, most important, its employees.
Specifically, Zero Harm means: no fatalities, no medical aids, DART (no days away, no restriction or transfer of duties), no significant impact on host communities or the environment.
Zero Harm leads to increased productivity and decreased costs associated with accidents, encourages host communities and countries to engage in business, and promotes responsible mining worldwide.
For over 35 years, Jim Cooney has been a mining industry leader and consensus builder in Canada and overseas. He was at the forefront of the mining industry’s movement to sustainable development.
Initially based at Cominco (now Teck), Jim spent most of his career at Placer Dome (now Barrick). His work has focused on the social and political challenges of mining in less developed regions of the world.
In the early 1990s, he was in the minority in the industry in advocating sustainable development as a comprehensive and integrated approach to managing environmental, community and governmental issues. In 1996, Placer Dome became the first mining company to adopt a corporate sustainable development policy and program of action.
During the next four years, as chair of the Public Policy Committee of the ICME (now ICMM), Jim led member companies to adopt an Industry Sustainable Development Charter, which became the launch pad for the Global Mining Initiative and MMSD project. He continues to contribute his insights and ideas to the ongoing dialogue between the industry and its stakeholders.
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