Investigating climate change intervention strategies in opencast mining contracting and plant hire companies: a case of mutual construction company group of companies, South Africa

Abstract

Climate change has come to be understood as a deleterious phenomenon, which threatens business, society and ecological systems, thus making it imperative to understand its impact on human, social and economic activities as well as the impact of these activities on climate change. Against this background, this research sought to determine climate change intervention strategies in the mining supply chain in general, specifically focussing on opencast mining contracting and plant hire companies’ practices. This focus on the mining industry was driven by its importance in South Africa and globally, despite its significant direct and indirect contribution to climatic changes. The mixed-methods multiple case study focused on the climate change management of the Mutual Construction Company Group of Companies (MCCGC), an open cast toll mining firm and equipment supplier. Limited to two sites, Pilanesberg Platinum Mines (PPM) and Tharisa Minerals (Tharisa) Mines, the researcher gathered data through interviews, questionnaires, observations and document review. Data was analysed through deductive content analysis. The research made three major findings: (i) the MCCGC, like its principals PPM and Tharisa, does not have an explicit climate change management strategy. Instead, climate change is managed indirectly through implicit strategies seeking to manage environment, health and safety concerns of the mines, (ii) as a contractor, the MCCGC has had to adopt PPM and Tharisa’s implicit approach to climate change management strategies to meet contractual obligations, instead of an explicit approach and, (iii) the MCCGC and its principals’ commitment to environment, health and safety management, and implicitly climate change management, is not mere rhetoric but is being put into practice. The research concluded that MCCGC’s lack of expressed climate change management intentions and practices exposed the firm to climate change risks, most notably financial risks and reputation risks. Financial risks arise from possible ex post climate change liability. In addition, MCCGC is risking its contract tenures, particularly if the two mines change ownership and the new owners insist on an explicit rather than implied climate change strategy with all its suppliers. Reputational risks arise from the possible failure to attract new clientele and investors who may perceive MCCGC as a risky partner, due to an inept climate change intervention strategy