As something that is deeply embedded in society in general, it is also something that is embedded in the mining and quarrying sectors. Then there are actions that stem from a lack of environmental awareness, such as inappropriate waste disposal, a lack of stormwater management and subsequent erosion( of topsoil and stockpiles), a lack of control of alien and invasive species, and a lack of energy conservation. There is also a lack of awareness regarding the scope and applicability of environmental law. However, we are seeing a tremendous shift away from these actions within the industry. A shift that is also filtering through to people’ s lives outside of the workplace, at home or within their communities.
RG: As a woman working in a traditionally maledominated industry, have you faced any particular challenges when it comes to dealing with the quarries and mines? CC: This is difficult to answer because it is difficult to know if something that I experience is a true reflection of the situation or somebody else’ s intentions, or simply a result of my interpretation of the situation. However, as a society, and particularly in South Africa, I believe we jump too readily to our preconceived notions of who someone is based on their obvious characteristics. I have definitely experienced people who do not really acknowledge my views or experience and who would ask Alan the exact same question after I have answered it and only trust the answer after he has given it, even though it is exactly the same. But I’ m not sure if that has to do with my gender, my age, or simply Alan’ s extensive experience. For the most part, however, people have been wonderfully kind, open and enthusiastic to receive any knowledge or information we have to share.
Being in this industry, especially as an auditor and trainer, has made me more aware of how I conduct myself. Especially, prefixing statements with“ I think …” or“ Perhaps …” or
“ Have you maybe considered …”. My statements and my place in a room is far more hesitant and reserved than some of the other people in that room, and I believe that some of that may be attributed to me being a woman and being brought up( by society more than specifically at home) to be more quiet and considered, and less assertive, in my interactions. This is something that I am attempting to change and it will be interesting to see how people respond to it then.
RG: Legal compliance is obviously a big issue. What are some of the laws or regulations that are the most difficult to implement / comply with? CC: Environmental legislation is extensive, dynamic, and intricate and, again, many people are simply not aware of legislation, of how it all fits together and of what is required in terms of compliance. This is largely a result of the amount and complexity of environmental law, but people also appear to be too intimidated or simply too busy to tackle it appropriately. As such, there is also a lot of personal interpretation or just a lack of awareness of the requirements of the law. I think those are the biggest problems. In terms of actual compliance, the issues we identify most frequently are related to the granting of water use authorisations and also the submission and approval of environmental management plan( EMP) updates.
RG: Does the quarrying industry pay enough attention to environmental issues in terms of land rehabilitation and impact studies? Where are the shortcomings, and how can they be rectified? CC: In general, management at operations wear so many hats and have so many responsibilities that environment, which they often do not feel comfortable with to begin with, is pushed to the backburner. There can also be an intimidating number of things to know or to understand, and acquiring that information can be very daunting. This can result in non-compliance with on-site requirements because people are not aware of them.
There are also many historical issues at operations. Past managers may not have properly collated documents and lost certain items. In these cases, it can be very difficult for managers now to find those documents— or even to know that they exist— and to make sense of all the paperwork. Also, where past management has neglected the requirements of the EMP or other environmental authorisations, this can be difficult, time-consuming, and costly for the present management.
Finally, a lack of familiarity with the impact studies, the EMP, and the requirements for environmental monitoring means that substandard work can be, and often is, submitted by contractors and consultants. This is a big problem in the industry, as substandard work that is prepared by consultants and submitted to the responsible authority on behalf of operations can result in non-compliance with the legal requirements.
RG: Can you give us insight into some of the worst-case and best-case scenarios you have been involved with? CC: The worst cases for me are sights where there is a disconnect between the different role players, most noticeably between managers and their employees. You can see when the parties do not respect or trust each other and ultimately, nothing is done and systems fail.
On the other hand, there are some truly amazing teams out there, where all parts of the system have respect for and trust in each other, and they share a belief in and a vision of what they are working towards. Undeniably, this rests on the shoulders of the operational management. Where the manager is enthusiastic, engaging, respectful, stern but fair, and where they practice what they preach, the team really rallies and it is incredible to see.
32 _ QUARRY SA | NOVEMBER 2017