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Jan 1, 1967

Jan 1, 1966

Jan 1, 1969

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Jan 1, 1958

Jan 1, 1958

By Warwick D. Bullen

Gold mining in the Yellowknife area of the Northwest Territories started long before the concept of sustainability entered the academic literature and by the time the term enjoyed widespread public acceptance, the Yellowknife gold mining industry was in its sunset years. Nevertheless, the city of Yellowknife will long outlive the gold mines that it was founded on, demonstrating that not only can mining build sustainable communities, but that sustainable mining as a concept is an entirely valid precept. To this effect, the authors examine the complex economic and social aspects of the gold mining industry in the Yellowknife area over the last 70 years.

May 1, 2004

By M. Ericsson

The extractive industries consist of five major sectors: - Mining equipment and services - Dimensional stone - Industrial minerals - Aggregates - Metal mining These industries produce some finished goods but mostly semi-finished products as they feed into other industrial sectors: Basic metals, fabricated metals, construction, chemicals, dyes and pigments, inorganic chemicals, fertilizers, rubber and plastics and non-metallic mineral products. These are the major down-stream industries in this study. Taken together with the extractive industries they form the mineral resource based cluster. The mineral resource based cluster is a substantial part of the Finnish economy: It employs 211 000 persons, 39% of the number of employees in industry. The cluster?s exports account for 20% of industry exports. Value added is 34% of total value added in industry. Investments reach 35% of total industry investments.

Jan 1, 2003

By M. Murillo, J. Botín

"Mining has always played a key role in the improvement of the quality of life, but also, it has been a source of environmental and social conflict. Despite the great progress in social responsibility and sustainability experienced in recent decades, the public image of mining remains low and mining projects and operations must face growing difficulties and demands, which results in increasing capital and operating costs. In practice, the objective of a mining company is to create value for its shareholders and therefore, the best approach to Sustainability would be to foster those drivers aligning sustainability and shareholders value, this is, the “Business Case for Sustainability” (BCS). Only under this assumption, convergence of corporate strategy and sustainability may be assured. This paper discusses partial results of a Research Project being carried out at the Catholic University of Chile, aiming to develop a social and economic model for the effective integration of the values of sustainable development in the strategy of mining companies and their stakeholders. INTRODUCTION Mining is fundamental for the wellbeing of our everyday life. But as important as these benefits are for humanity, the mining Industry has had negative environmental and social impacts. For these reasons, a closer relationship between “Sustainable Development and Mining” is more necessary than ever. The Brundtland definition of Sustainable development does not have a clear relationship with mining, but it provides the context. Under a strict interpretation of the Bruntlandt definition, stating that “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs” [10], mining would not be sustainable because the minerals are non-renewable resources. However, this research focuses on how mining can contribute to the sustainable development in the territories where the projects take place. In other words, this research follows the publication titled “Berlin II Guidelines for Mining and Sustainable Development” [9], which stated that “A mining project that is developed, operated and closed in an environmentally and socially acceptable manner could contribute to sustainable development. Critical to this goal is ensuring that benefits of the project are employed to develop the region in a way that will survive long after the mine is closed”. The potential conflicts between mining stakeholders arises from the interpretation of the concept “developing, operating and closing a project in an environmentally and socially acceptable manner”, and the impact on the economic objectives of mining companies. Nevertheless, the ability of mining companies to control new demands and expectations of stakeholders has threatened the implementation and continuity of their projects and operations. To deal with these issues this research analyses the “Business Case for Sustainability” (BCS). It refers to the process leading to a business and social-economic environment whereby shareholders value may only be optimum under a business strategy which fully integrates the values of sustainability. In the model proposed, the Business Case will start when the benefits are higher than the costs. Benefits not only associated with efficient use of resources, also benefits associated with avoiding difficulties to continue with the mining projects such as strikes, heavy penalties, loss of investment, and so on."

Jan 1, 2016

The global economic, political, sociological, and technical environment has become extremely volatile and unpredictable. Price and demand patterns for fuel and non-fuel minerals have become highly variable. Increasingly militant environmental movements now have a material effect on the price, cost and availability of energy sources and indirectly also on non-fuel minerals.The pace of political change in the U.S.S.R., Eastern Europe, and China has accelerated. Western Europe, Japan, and the U.S. are reacting to these changes with varying degrees of confidence or timidity.Technical and economic developments continue to have a substantial effect on the fortunes of the mineral industries. However, they are increasingly influenced by social and political factors. Supply, demand, and trade patterns in the Pacific Rim Region will continue to be influenced by developments in other regions, such as southern Africa

Jan 1, 1990