Organisational Learnings from the Minahasa Case Study

In 2007, Newmont initiated a global Community Relationships Review (CRR) as a result of a shareholder resolution at its Annual General Meeting in Denver. The CRR project initially focussed on five operating sites around the world. The Minahasa case study was added at the request of the independent Advisory Panel, with agreement from the Environment and Social Responsibility (ESR) Committee of the Newmont Board. Assessments at the five other Newmont operations involved in the CRR were guided by a common scope of work and methodology. The Minahasa case study differs from these cases because (a) it is in the closure monitoring rather than operational phase of its mine life, (b) it was heading towards closure when Newmont's environment and social responsibility policies and standards were put in place, and (c) t here is the possibility of multiple ongoing appeals in relation to the Minahasa litigation. With these considerations in mind, a different approach was agreed between the Advisory Panel, Newmont, Study Directors of Foley Hoag LLP and the CSRM Assessment Team.

Publisher: CSRM, Newmont

Region: Global

Type: Report

CITATION

Kemp, D., Evans, R., Plavina, J & B. Sharp (2008) Newmont

Organisational Learnings from the Minahasa Case Study
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