Mining and metals advocacy group ICMM provides in its latest “Handbook on Multistakeholder Approaches to Socioeconomic Transitions in Mining” publication a practical guide for mining companies to plan for mine closure in ways that foster resilient communities.

Mine closure often significantly impacts local economies and livelihoods, leaving them economically stagnant, socially strained and environmentally vulnerable, the group states.

ICMM’s latest guideline helps companies design socioeconomic transition processes that enable economic participation and support sustainable land use beyond mining operations.

The handbook complements other pieces of work by ICMM, including on integrated mine closure, financial concepts for mine closure and tools for social performance.

Notably, the handbook promotes a shift from company-led approaches to partnership-based models that empower local communities, local governments and civil society to shape their post-mining futures.

The handbook comprises nine multi-stakeholder approaches that are adaptable to different regions and mining contexts; 11 practical tools to support socioeconomic planning, resilience building and sustainable land use; and real-world case studies that showcase successful transition initiatives led by communities.

“By coordinating efforts across the convening, planning, implementation and monitoring stages of mine closure, the handbook demonstrates how collaborative approaches can transform transition challenges into opportunities – laying the foundation for enduring, positive legacies,” says UK-based Eden project co-founder Tim Smit.

The Eden project is located in a reclaimed china clay pit, in Cornwall, comprising adjoining domes hosting thousands of plant species.

ICMM co-COO and social performance head Danielle Martin says mine closures are lifecycle stages of great challenge but also opportunity. By working in genuine partnership with communities, governments and other stakeholders, mining companies can help create vibrant and resilient economies that thrive long after a mine closes, she states.

“To flourish, planning for mining transitions requires input by many actors, along with trust and investment in the leadership of all of those who play a role in the resilience of communities.

“Through early preparation, shared vision and collective action, we can leave positive legacies that outlast the mining lifecycle,” Martin concludes.