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