Tag Archives: Tom Palmer

ICMM strengthens commitments and publishes guidance on human rights defenders

Environmental, Mining services, Sustainable mining, , , ,

Ahead of the 13th United Nations Forum on Business and Human Rights, ICMM has announced strengthened commitments to respect and recognise the important role of human rights defenders.

ICMM has also launched three new human rights due diligence tools to support companies in respecting human rights defenders, integrating human rights across their businesses and to build awareness of the right to a clean, healthy and sustainable environment.

ICMM’s updated commitments reaffirm its belief that every individual deserves to be treated with dignity and respect, and that mining companies, regardless of location, have a responsibility to uphold human rights, it says. ICMM was the first industry body to adopt the UN Guiding Principles on Business and Human Rights through the ICMM Mining Principles in 2018, and today’s announcement represents a further evolution of this commitment.

Recognising the vital role human rights defenders play in promoting and protecting human rights, ICMM has strengthened its member commitments to include defenders explicitly in companies’ due diligence, stakeholder engagement and security processes. Defenders often work on issues related to land, the environment and Indigenous peoples’ rights. By enhancing its commitments and introducing additional human rights due diligence tools, ICMM aims to mitigate risks to defenders associated with mining activities.

If a just energy transition is our common goal, then respect for human rights must be our shared promise. That’s why ICMM members have maintained firm and long-standing commitments to uphold human rights, which have been further strengthened today. This ensures that companies will take concerted steps to assess and mitigate risks to human rights defenders linked to their operations and supply chains.

ICMM President and CEO, Rohitesh Dhawan, said: “Commitments however, mean little without consistent application on the ground. That’s why ICMM’s tools, including the three new additions, are so important to support human rights practitioners ensure respect for rights at all times – including to protest, comment and campaign – and make space for peaceful and constructive cooperation. Like all ICMM resources, these tools are free to use by any company globally, and I hope are adopted across the mining industry and beyond.”

Tom Palmer, Chair of ICMM’s Council, said: “This expanded guidance is an important resource for ICMM members, as they work to support a just and fair energy transition while respecting human rights. ICMM’s strengthened human rights commitments and tools underscore our dedication to advancing responsible mining practices globally.”

ICMM’s Human Rights Due Diligence Guidance provides companies with a set of practical tools to integrate human rights at every stage of the mining lifecycle. These three additional tools will also assist companies in aligning with the European Union’s Corporate Sustainability Due Diligence Directive.

These updated commitments have been included by the Consolidated Mining Standard Initiative (CMSI) in the first draft of the consolidated standard which is currently open for public consultation.

Newmont completes acquisition of Newcrest in major gold consolidation move

Mining mergers and acquisitions, Precious metals, , ,

Newmont Corporation has announced the completion of the acquisition of Newcrest Mining Limited to create what it says is the world’s leading gold company with robust copper production.

Featuring more than half of the world’s Tier 1 assets, according to the company, Newmont’s unmatched portfolio of long-life operations, value-accretive projects, abundant exploration opportunities, and world-class talent will underpin years of profitable production in the world’s most favorable jurisdictions, it says. This expanded portfolio will include operations with scale, margin and mine life to generate robust and lasting returns for decades, while supporting best-in-class sustainability performance.

“Today marks a historic milestone in our company and the industry with the successful completion of this transformational acquisition of Newcrest by Newmont,” Tom Palmer, Newmont’s President and Chief Executive Officer, said. “Our attention now turns to safely, efficiently, and responsibly integrating Newcrest’s assets and people into Newmont’s proven operating model, so we can accelerate the delivery of our value-focused strategy for all our stakeholders.”

With the transaction now complete, Newmont’s acquisition of Newcrest is expected to:

  • Strengthen Newmont’s position as the responsible gold mining leader through the combination of high-quality operations, projects and reserves concentrated in low-risk jurisdictions, including 10 Tier 1 operations to support decades of safe, profitable and responsible gold and copper production;
  • Generate annual pre-tax synergies of $500 million, expected to be achieved within the first 24 months, together with at least $2 billion in cash improvements through portfolio optimisation in the first two years after closing;
  • Maintain Newmont’s capital allocation priorities and non-binding dividend payout (since closing the Goldcorp transaction in 2019, Newmont has paid more than $5 billion in dividends, further demonstrating its commitment to our shareholders, it says);
  • Feature a deep bench of experienced leaders, subject matter experts and existing regional teams in Australia and Canada with extensive mining industry experience; and
  • Maintain industry leadership in environmental, social and governance performance.

ICMM members commit to new diversity, equity and inclusion collective

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Today, ICMM is announcing a new collective commitment by members to improve diversity, equity and inclusion (DEI) in the mining and metals industry and positively influence the communities that mining companies are a part of.

ICMM members have committed to work together to improve the experience of all workers and eradicate discrimination, harassment and assault from the workplaces. To achieve this, the following four actions will be taken by the end of 2024:

  • Accelerate action – Accelerate individual and collective action to eliminate harmful behaviours from our workplaces and communities. This includes developing a roadmap which will outline the direction of the actions being taken and set out key milestones to help achieve agreed goals;
  • Set goals – Set individual and collective goals, relevant to operating contexts, to eliminate all forms of harassment and discriminatory behaviours. This will help to demonstrate progress;
  • Increase transparency – Disclose aggregated performance against these goals in accordance with ICMM’s Social and Economic Reporting Framework. This includes disaggregating data by gender and ethnicity, where possible, helping to assess the progress being made; and
  • Collaborate for greater effect – Work together with companies, industry associations, underrepresented groups, communities, investors, and others to advocate for and find solutions to the challenges relating to DEI in the industry.

Rohitesh Dhawan, CEO and President of ICMM, said: “Whilst we have seen good progress by individual companies, this collective commitment aims to prioritise and accelerate collaborative efforts to eliminate discrimination, harassment, and assault. This is so we can build psychologically safe and truly diverse, equitable and inclusive workplaces in the mining industry. It is not only our solemn duty to do so, but the only way to attract and retain the talent essential to grow responsible mining at the huge scale that is required. This is why I am calling on the wider industry, alongside our members, to join us in this collective effort to drive the progress needed.”

Tom Palmer, CEO of Newmont and Chair of the ICMM Council Social Performance Council Advisory Group, said: “Demonstrating our commitment and taking action on these critical issues is aligned with our vision of safe, inclusive, and sustainable workplaces. No one should ever feel harassed, threatened, or discriminated at work. We know our actions are key to earning the trust of our employees and stakeholders. We must ask ourselves the question – what more can I personally do and what more can we do together? Working collectively as a membership and with others to overcome the barriers to diversity, equity and inclusion, we can eliminate harmful behaviours from our workplaces, and influence positive cultural change in communities and across society.”

Elizabeth Broderick, Special Rapporteur and Independent Expert for the UN Working Group on Discrimination Against Women and Girls, said: ““If we don’t actively and intentionally include women, the system will unintentionally exclude them. The reason for this is that the systems in the mining industry were invented by men, for men and even today are largely run by men. Forcing women into systems and cultures designed for men is not an effective strategy to build greater levels of diversity and inclusion. The solution lies in shifting the systems rather than fixing the women.”

Andy Mason, Head of Active Ownership at abrdn, said: “I’ve already seen positive steps being taken by the mining industry to address diversity and inclusion challenges. This commitment by ICMM members takes it one step further and helps to demonstrate collective action being taken by some of the world’s biggest miners. To keep this momentum going, continued collaboration between the industry and investors is critical. As active owners we must work with investee companies to support and encourage efforts to address challenges. Our future depends on the metals and minerals the industry produces.”

This Position Statement builds on the individual company requirements which were updated in June 2022 and represents a joint ambition from companies that make up one-third of the global mining and metals industry.

ICMM members, the ICMM says, are united in the belief that discrimination, harassment and assault have no place in the industry or anywhere else in society. Members acknowledge their duty and the increased effort required, to remove the inequalities within the industry, and to help eliminate harmful behaviours that exist in society.

Newmont moves a step closer to acquisition of Newcrest Mining

Mining mergers and acquisitions, Precious metals, , , ,

Following completion of due diligence, Newmont says it has entered into a binding Scheme Implementation Deed (SID) under which Newmont will acquire 100% of the issued share capital in Newcrest by way of an Australian court-approved Scheme of Arrangement.

This circa-$18 billion deal will result in Newmont – already the largest gold miner by production – inheriting a significant copper production base too.

Tom Palmer, President and CEO of Newmont, said: “The combination of Newmont and Newcrest represents an exceptional value proposition for shareholders and other stakeholders. It creates an industry-leading portfolio with a multi-decade gold and copper production profile in the world’s most favourable mining jurisdictions.

“Following a robust due diligence process, we have identified a number of opportunities to unlock substantial value and will apply our experience and expertise to Newcrest’s complementary and exceptional portfolio of long-life, low-cost gold and copper assets. Leveraging our experience from the acquisition of Goldcorp four years ago, we are positioned to deliver an estimated $500 million in annual synergies and an estimated $2 billion in incremental cash flow from portfolio optimization opportunities, both part of our strategy to maximise value for shareholders and other stakeholders.”

Palmer continued: “This transaction also increases Newmont’s annual copper production – a metal vital for the new energy economy – and adds nearly 50 billion pounds (22.7 Mt) of copper reserves and resources from Newcrest to our robust and balanced portfolio. We intend to quickly realise these opportunities to create superior value for our shareholders, workforce, host communities and governments.”

Newcrest’s Chairman, Peter Tomsett, added: “This transaction combines two of the world’s leading gold producers, bringing forward significant value to Newcrest shareholders through the recognition of our outstanding growth pipeline. In addition to the ongoing benefits of merging these premier portfolios, the combined group will set a new benchmark in gold production while benefitting from a material and growing exposure to copper and a market leading position in safety and sustainability. The Newcrest Board is unanimously recommending the proposal. We are very proud of the entire Newcrest team for building a world class metals business, which will form a key part of the combined group. We believe our shareholders and other stakeholders can look forward to an exciting and prosperous future.”

For the last eight years, Newmont has been recognised as the top gold miner in the Dow Jones Sustainability Index, it says, regularly ranking as the most transparent company for sustainability disclosure in the S&P 500. Beyond Newcrest’s well-established sustainability credentials and top quartile industry ranking, Newmont will apply its proven sustainability practices and leadership to Newcrest’s assets by:

  • Bringing a clear focus on mitigating safety risks along with visible, felt leadership in the field to drive a fatality-free business;
  • Building on Newmont’s sustainability leadership and commitment to meaningful social engagement based on inclusion, transparency and integrity in order to be the partner of choice for governments, host communities, suppliers and workforce;
  • Remaining committed to Newmont’s leading environmental stewardship practices and climate goals; and
  • Creating a diverse, inclusive and equitable workplace where everyone is welcome, attracting and retaining the breadth of skills and innovation needed to continuously improve performance

This acquisition, Newcrest says, would create a world-class portfolio of assets with the highest concentration of Tier 1 operations, primarily in favourable, low-risk mining jurisdictions. Supported by this portfolio, Newmont will be well-positioned to generate strong, stable and lasting returns with best-in-class sustainability performance, well into the future.

Through the combination of high-quality operations, projects and reserves, this portfolio is expected to deliver:

  • Outstanding depth and breadth of global production focused across stable mining jurisdictions:
    • Approximately 8 Moz of total combined annual gold production upon closing the transaction, with more than 5 Moz of gold, or two-thirds of total gold production, from 10 large, long-life, low cost, Tier 1 assets; and
    • Combined annual copper production of approximately 350 MIb from Australia and Canada
  • An extensive portfolio of greenfield and brownfield growth options from the industry’s largest reserve and resource base:
    • 96 Moz of gold reserves declared by Newmont and 52 Moz declared by Newcrest, along with 111 Moz and 68 Moz of gold resources, respectively;
    • Significant majority of combined entity’s gold reserves will be located in the Americas and Australia; and
    • Value-generating projects across some of the world’s most prospective regions including Canada’s Golden Triangle
  • Meaningful increase in copper reserves, a critical metal in facilitating the transition to a new energy economy;
  • Maintaining a disciplined approach to mine planning and project development at reserve gold pricing, creating a resilient business to maximise long-term returns.

The combined business would be immediately supported by Newmont’s scalable, integrated operating model with a deep bench of experienced leaders, subject matter experts and existing regional teams in Australia and Canada, it says. Building on the experience gained following the acquisition of Goldcorp, Newmont has identified the opportunity for substantial synergies:

  • $500 million of total annual pre-tax synergies anticipated to be achieved within the first 24 months following the completion of the transaction:
    • Approximately $100 million of pre-tax general and administrative synergies driven by Newmont’s scalable, integrated operating model with existing regional teams in Australia and Canada;
    • Approximately $200 million of supply chain synergies from best-in-class pricing and existing strong partnerships with key suppliers, smelters and equipment manufacturers through unprecedented economies of scale; and
    • At least $200 million of benefits from Newmont’s proven Full Potential continuous improvement program, which improves costs and productivity through the rapid replication of leading processes and advanced technology.

Further value creation opportunities are anticipated as the Newcrest portfolio is fully integrated into Newmont, bringing together the industry’s best talent and processes across two key mining jurisdictions, including, among other things, the benefits from the experience of Newcrest’s world-class block caving team, it said.

Newmont looks to expand gold production leadership with Newcrest bid

Mining mergers and acquisitions, Precious metals, , ,

Newmont has submitted a non-binding proposal to acquire 100% of Newcrest Mining by way of a scheme of arrangement in a proposed transaction that, it says, would combine two of the sector’s top senior gold producers, and set the standard for sustainable and responsible gold mining.

Newmont’s proposal to combine with Newcrest is on the basis of 0.380 Newmont shares per Newcrest share, which would result in the combined company being 30% owned by Newcrest and 70% owned by Newmont. This $16.9 billion offer is at a 21% premium to the share price of Newcrest prior to the announced bid.

It follows the prior receipt of an indicative, non-binding and conditional proposal from Newmont to acquire Newcrest at an exchange ratio of 0.363 Newmont shares for each Newcrest share, Newcrest said.

Newcrest produced 1.9 Moz of gold and 121,000 t of copper in its 2022 financial year, while Newmont’s 2022 full-year guidance was 6 Moz of attributable gold production.

Newmont, already the world’s biggest gold miner by production, said: “This represents a compelling opportunity for the shareholders of both companies to share in the upside of putting together two complementary businesses.”

Tom Palmer, President and CEO of Newmont, said: “We believe a combination of Newmont and Newcrest presents a powerful value proposition to our respective shareholders, workforce and the communities in which we operate. The proposed transaction would join industry-leading portfolios of assets and projects to create long-term value across the combined global business, and we welcome the consideration of Newcrest’s Board of Directors.”

Newmont’s proposal is subject to certain customary conditions, including due diligence to the satisfaction of both parties, entry into a scheme implementation agreement and a recommendation from the Newcrest Board of Directors that Newcrest shareholders vote in favour of the proposal.

ICMM looks to address mining industry approach to social performance with new tools

Mining services, Sustainable mining, , , , ,

The International Council on Mining and Metals (ICMM) has published a set of practical tools to, it says, strengthen approaches to managing social performance within mining companies, to support more harmonious company-community relationships and enable positive socio-economic outcomes.

Social performance is the outcome of a company’s engagement, activities and commitments that directly and indirectly impact stakeholders, particularly the local communities that live close to mining operations. Good social performance requires companies to have robust management approaches and systems in place that avoid harm to people and planet, whilst contributing to social and economic development.

ICMM’s new tools have been designed to support companies to strengthen these capabilities, in order to build and maintain positive relationships with local communities and broader society.

Rohitesh Dhawan, CEO at ICMM, said: “Mining-related activity affects local communities and often takes place on Indigenous land. The industry has a critical role to play in creating lasting positive impact for those affected and can only achieve this through consistent approaches to social performance.

“This isn’t something that our industry has always got right, and we have seen the devastating impact it can have when it goes wrong. Just as financial and environmental risks are integrated across business decision making, these tools support companies to better integrate social risks and impacts to manage their social performance more effectively. ICMM’s social performance tools are available to the entire industry. They will support business leaders and social performance practitioners assess the maturity of social performance in their business, build competency, integrate social performance across the business and contribute to the organisational culture required to consistently avoid harm and deliver business and societal value.”

Tom Palmer, CEO of Newmont and Chair of ICMM’s CEO Social Performance Advisory Group, said: “Improving social performance will require leadership, commitment, tools and a willingness to be held to account for our impacts. I am reminded every day about the impacts our activities can have on people’s lives-our commitment to eliminating fatalities from our workplace is an example of where leadership, commitment and vigilance must exist for us to ensure our people go home safe every day.

“Improving social performance requires us to stand in the shoes of the community or those directly impacted by our activities-how do we like what we see when we look back at ourselves?”

The tools have been developed to support leaders, non-experts, and social practitioners as they work to better integrate social performance throughout their businesses. The individual tools include:

  • Accessible introduction to social performance, the value it delivers and how to achieve good performance;
  • A maturity matrix to establish where a company is on their social performance journey and guidance on developing an action plan;
  • A competency framework to help build the experience, skills and knowledge needed to manage social performance successfully;
  • Guidance on how to integrate community engagement across site-level activities;
  • Guidance on how to integrate social performance across the business as a whole; and
  • Support for leaders and decision-makers working to embed social performance into their operating model

These tools build on ICMM’s existing bank of guidance and resources on social performance.

Northern Star shores up KCGM energy supply with Newmont Kalgoorlie power deal

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Newmont has agreed to sell its Kalgoorlie power business to Australia’s Northern Star Resources Ltd in a deal that could see the leading gold miner pocket $95 million of cash.

The deal follows the January 2020 sale of Newmont’s 50% stake in Kalgoorlie Consolidated Gold Mines (KCGM). Of the $95 million in cash, $25 million relates to an option payment previously received from Northern Star as part of this stake. The cost of the option will be deducted from the final purchase price, leaving Northern Star to pay the balance of $70 million at completion, expected to occur in December 2021.

Newmont said the Kalgoorlie power business has been a profitable asset for Newmont since the sale of its stake in KCGM. It supplies electricity to KCGM via a suite of contracts, licences, approvals and third-party arrangements, including a 50% interest in the 110 MW duel fuel gas turbine Parkeston Power Station near Kalgoorlie, owned in joint venture with Canadian energy utility, TransAlta Corp.

Northern Star said the purchase provided the company with significant synergies and value, including infrastructure and power security to support the requirements of KCGM; lower power costs at KCGM; further options for Northern Star to implement renewable energy.

Northern Star Managing Director, Stuart Tonkin, said: “The purchase means our Kalgoorlie power supply will now form part of our studies into ways to meet our commitment to becoming carbon-neutral.”

Newmont President and CEO, Tom Palmer, added: “Australia is a critical contributor to Newmont’s global portfolio of world-class assets, located in top-tier jurisdictions. With the sale of this non-core asset, we will continue our regional focus on delivering long-term value at our Boddington and Tanami operations and advancing our future project pipeline through active exploration campaigns.”

Newmont to add to Ghana gold production with Ahafo North development

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Newmont Corp’s Board of Directors has approved advancing the Ahafo North project, in Ghana, into the execution phase, setting the company up to develop four open-pit mines and a standalone 3.7 Mt/y plant.

The project exceeds the company’s required internal rate of return, adding profitable production from the best unmined gold deposit in West Africa, it said.

Newmont President and CEO, Tom Palmer, said: “I am pleased to announce the approval of full funding for the Ahafo North project, expanding our existing footprint in Ghana and adding more than 3 Moz of gold production over an initial 13-year mine life. The development of this prolific orebody will leverage our proven operating model and will be supported by our existing world-class Ahafo South operation.

“The project will be developed and operated in a sustainable and responsible manner to create value for all our stakeholders.”

Located some 30 km north of Newmont’s existing Ahafo South operations (pictured) – which are expected to produce 515,000 oz of gold this year – Ahafo North’s production is expected to average approximately 275,000-325,000 oz/y with all-in sustaining costs of $600-$700/oz for the first five years. Projected capital costs are estimated to be between $750-$850 million with construction expected to be complete in the second half of 2023. At current gold prices, the project is expected to deliver more than a 30% internal rate of return, Newmont said.

The project will create approximately 1,800 jobs at the peak of construction with more than 550 permanent roles created once the mine is operational.

“Newmont will work to create lasting value for host communities through local sourcing and hiring,” the company said, adding that a key aspect of the Ahafo North project’s workforce planning will be a target to achieve gender parity in the workforce when operations begin.

The full scope of funding will be deployed to high-impact activities, including but not limited to finalising engineering and EPCM services, relocating the national highway and support of additional resettlement activities, mining development for four open pits, constructing and commissioning a 3.7 Mt/y plant, constructing a tailings and wastewater management storage facility, long-lead sourcing including the acquisition of 14 Caterpillar 770 haul trucks.

Newmont sets up global centre to promote meaningful engagement with Indigenous Peoples

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Newmont Corp has launched the Newmont Global Center for Indigenous Community Relations as a key part of the company’s aim to promote meaningful engagement with Indigenous Peoples.

The centre will be a resource for the company and the mining industry as a way to promote awareness, education and engagement between industry and Indigenous Peoples, the gold miner said.

Tom Palmer, President and Chief Executive Officer, explained: “Newmont recognises the special connection between Indigenous Peoples and the land, and that mining can affect this connection in some challenging ways. The entire industry has a great opportunity to learn and improve our practices.

“Through the centre, meaningful partnerships will be formed to create a space for dialogue and sharing with the aim of improving outcomes for Indigenous communities around our operations and act as a catalyst for improvement within the mining industry.”

The centre seeks to establish a respected source of dialogue, collective knowledge and experiences in order to improve the company’s practices and contribute in advancing the industry’s approach to engagement with Indigenous communities, Newmont said. It has identified three focus areas and a set of three-year strategic objectives to orient meaningful outcomes. These focus areas are:

  • Partnership and learning network;
  • Respect for customs and culture; and
  • Opportunities for Indigenous People.

Based in Vancouver, Canada, the centre will work collaboratively with the Advisory Council on Indigenous Community Relations, a group of external experts who advise the Safety and Sustainability Committee of the Board of Directors.

An internal working group comprised of diverse representatives from within Newmont will also share experiences, best practices and identify ways to improve collaboration. The centre will work across all of Newmont’s jurisdictions around the world, the miner said.

Newmont overcomes COVID-19 challenges to complete Musselwhite gold mine work

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Newmont says it has successful completed two key projects at its Musselwhite mine at Lake Opapimiskan, Ontario, Canada, with the full commissioning of the mine’s conveyor system and the material handling project.

Newmont’s President and CEO, Tom Palmer, said: “I am extremely proud of the work that has been completed by the team at Musselwhite to safely deliver these two critical projects, whilst managing through the unprecedented challenges caused by COVID-19. Musselwhite is an important part of our North America region, and with the commissioning of these two projects is positioned to contribute to Newmont’s portfolio for many years to come.”

The conveyor system and the material handling systems work in association to efficiently move material from deeper mine levels to the surface, according to Newmont. Haul distances are reduced as the ore crushed at depth will be hoisted from the underground crushers to the conveyor system and brought to the surface for processing.

Work on the $90 million materials handling project to improve the movement of ore to the mill started back in 2016.