Mine closure is an area where the mining industry can demonstrate its commitment to the principles of sustainability. Within the minerals sector, the emphasis though has been on the need to consider strategies and activities in advance. While it is essential that planning for mine closure is done at the earliest stage possible, certain cases, particularly in developing countries, demonstrate that this is not always possible. The paper contributes to understanding the complex socio-economic, political and business realities that shape the context of implementing protocols and principles of mine closure. On a higher plane, the paper demonstrates that planning for, and implementing mine closure successfully does not simply require good legislation, financial guarantees, and mechanisms for monitoring and auditing. These are factors that indeed ensure a workable closure plan. However, an understanding of the complex institutional, economic, political and cultural milieu, within which closure principles, strategies and activities are realised, is paramount.
Chaloping-March, M. (2008). Business expediency, contingency and socio-political realities - A case of unplanned mine closure. In A. B. Fourie, M. Tibbett, I.M. Weiersbye, & P. J. Dye (Eds.), Proceedings of the Third International Conference on Mine Closure. Australian Centre for Geomechanics, Johannesburg (pp. 863-871).