Will Acacia Mining’s honeymoon with the gold price be short-lived?

By Samantha Cole of Tanzania Business Ethics

At the end of the day, when the excitement slows down, investors always look at the management. In Acacia’s case, the Captain of the ship, Brad Gordon, shows little hope and mostly despair for Acacia’s real future in Africa.  His history speaks for itself. 

Let us look at Acacia’s top operational “TRIO” and the facts behind the scenes:

MR. BRAD GORDON
CEO Acacia Mining
His employment background:

August 2013    :  CEO and Executive Director of Acacia Mining plc
March 2008    :  CEO and Executive Director of Intrepid Mines
April 2006       :  CEO and Executive Director of Emperor Mines
October 2004 :  Managing Director of Placer Dome Niugini
Prior :
General Manager of Tuvatu Gold Mining
General Manager of Porgera.
General Manager or Operations Manager roles at Kalgoorlie West for Aurion Gold,
Kanowna Belle for Delta Gold, Leonora for Sons of Gwalia and Vatukoula.
He serves as a Director of Vatukoula Gold Mine.

Mr. Gordon has a BSc (Min.Eng.) and MBA, F Aus IMM

Besides Mr. Gordon’s CEO salary package, in April 2012, The Business Day, Australia, reported that Mr. Gordon cashed in 1.5 million share rights and 1.47 million options in 2011 at a profit of more than $4.8 million.

On the following pages, we list some of the situations that Mr. Gordon was part of which paints a very clear picture of the integrity and morals (or lack thereof) in his responsibilities and functions as CEO of the companies in which he has worked over the past 10 years.

It is definitely an eye opener, and very distressing how the Acacia Mining “TRIO” of Brad Gordon, Peter Spora and Deo Mwanyika work together against Tanzania and the People of our country.
And even worse, Deo Mwanyika is, himself, a Tanzanian and a lawyer. One would expect Deo to be a Patriot and have the ability to decide when to say “TUMECHOKA” (enough is enough) to the temptation of money over Tanzania!!

Mr. Brad Gordon:
The internet makes life very easy to research his background and to see how he has performed in his working career. After the downhill spiral of the morality and ethics of Acacia Mining since Mr. Gordon entered the picture in August 2013, we can confidently write that this is no surprise and we are further saddened for all the thousands of Tanzanian Sisters and Brothers who work under this TRIO.

Who can say it better than the bloggist in the http://www.mining.com website on Dec 26, 2013. He wrote:
“Any company that would hire brad gordon to run anything more than a shovel is automatically, ipso facto a very poorly run, desperate enterprise — just look what he “accomplished” at Intrepid.”

Indeed, in the following pages, we give a brief summary of the crisis situations in which Mr. Gordon was the CEO … the boss….. he was responsible and more so, he is accountable…. Let us take a brief look at Mr. Gordon’s lack of achievements and then we have to ask ourselves and the Board of Barrick Gold… what were you thinking when you hired him away from Intrepid Mines??

In August 2006: Mr. Gordon is CEO of Emperor Mines. He gave a full presentation (freely available on the internet) on how he was going to turn Emporer Mines around completely into the “NEW EMPEROR” including fixing their three failing mines: Tolukuma; Vatukoula; Porgera. Mr. Gordon pledged a turnaround of the company by early 2007.

Not only did Mr. Gordon FAIL DISMALLY with his grandiose schemes of turning around Emporer Mines, within a year, the cards were on the table to merge Emporer Mines with Intrepid Mines and some months later, Emporer ceased to exist and was delisted from the Australia Stock Exchange. A great “achievement” by Mr. Gordon!!

Following on to that failure, the Intrepid people made the same mistake as the Barrick Board ….. they took Mr. Gordon as CEO!!

So we roll forward to April 2012: Mr. Gordon, the CEO has managed the Intrepid Mines so poorly that the company shows 70 per cent fall in its share price since previous November (5 months before). And, wait…. Even with that shocking result, he still stood in front the shareholders and asked (in the nicest way) for a whole packet of extra money…. Like more than 12 months’ pay !!! And let us not forget that in the same period, he cashed in 1.5 million share rights and 1.47 million options the previous year in January, at a profit of more than $4.8 million.

Wait again….. we must not forget that during 2010-2011, Mr. Gordon took Intrepid into a new project in Indonesia called Tujuh Bukit. Very sadly, Mr. Gordon did not do his homework well enough regarding business and mining in Indonesia. This resulted in Intrepid finding itself in a massive crisis situation AFTER investing about US$100 million. So bad was the crisis that in July 2012, Mr. Gordon found himself face-to-face with a disaster that his mining teams were forced off the site in Indonesia. Intrepid was in total fall-out with their partners.

If that was not enough, Mr. Gordon was facing the threat by Churchill Mining of a multi-billion lawsuit over the revocation of its local partner’s East Kalimantan coking coal concessions.


Intrepid Shareholders were worried about the excessive risk and exposure.

How did the CEO, Mr. Gordon, allow Intrepid get itself into this vulnerable position?
In one sentence – and there are full details below – Mr. Gordon messed up!! Managing relationships in Indonesia is a totally different “skill”. Full-time senior management presence in Jakarta was necessary. Intrepid was not present in Jakarta!
Even Intrepid’s chairman, Colin Jackson, confirmed criticism of Intrepid’s “fly-in, fly-out management” in Indonesia was reasonable. “As a general statement I would concur. Should we have a managing director resident in Jakarta? Possibly, yes,” he said.

A few months later, in September 2012, Intrepid appointed an Indonesian to be General Manager of Intrepid in Indonesia. Truth be told, if Mr. Gordon had done his homework on Indonesia before, he would have known to take this step already on day one!

Six months later, in March 2013, the media exposed a report of Mr. Gordon (at that time, the CEO of Emporer Mines) intimidating the Intrepid partner (at that time), Mr. Paul Willis, and forced him into signing a release for his rights to the Indonesia project. The report stated that Mr. Willis was outnumbered nine-to-one, including Intrepid CEO, Brad Gordon, and legal counsel Vanessa Chidrawi and six locals, armed with revolvers in holsters.
The Business Day claims they obtained an email to show how Intrepid conspired with the local partners to squeeze Paul Willis out of the venture.

Reports that the sole reason that the Tujuh Bukit Agreement expired was that Emperor Mines was too busy with the merger with Intrepid Mines and they left it until the last weeks to try and complete documents with the Indonesian’s that at best would have taken 3 months to complete. Intrepid simply left it until too late and “missed the boat” with the Indonesian’s, forcing the deal into crisis.

Reports were clear that Mr. Gordon spent aggressively (almost US$100 million) to prove up the huge scale of Tujuh Bukit without having finalised agreements to secure a direct stake in the project. Another great “achievement” by Mr. Gordon!! Who spends money without finalized agreements?

The media reports that CEO, Brad Gordon, is stunned by the events around the Indonesian project and is quoted: “What is disappointing is these Indonesian businessmen think they can act outside the law with impunity,” ……. Regarding the day Intrepid staff were forced off the project site, Mr. Gordon says: “It wasn’t a pleasant day,” he said. “It was quite frightening that something like that would happen. We were obviously concerned for our people. Nothing like that would ever happen in North America or Australia.”

QUESTIONS TO MR. GORDON:
How do you think your ex-partners in Tanzania feel when you do something so very similar to them? Is the shoe on the other foot? Do you think you can stand on Tanzanian’s so easily when YOUR company wronged them so badly?
Do you imagine you can intimidate and bully Tanzanian’s like you did to Mr. Willis in Indonesia (with armed guards) to scare us all? Do you think you can do similar in North America or Australia ?
Our President and Government and Police will not allow your actions here…. Any more than President Obama and his Government and the FBI will allow your actions in the USA!

Why is there no surprise when we see that shortly after everything was exposed in the media, Mr. Gordon has started negotiating secretly with Barrick and only a few months later, in August 2013 Mr. Gordon resigns from Intrepid and walks away from the massive black hole in Indonesia that Mr. Gordon, as CEO, has left Intrepid ??

The good news for Intrepid was that Mr. Gordon had left!
Only six months later, in February 2014, Chairman Ian McMaster announced Intrepid successfully brings the end of the dispute with the Indonesian’s and a few months later, in June 2014, Intrepid receive US$ 80 million.

Now the problems start (in fact, continue) for Tanzania because the new CEO in Acacia Mining from August 2013 is Mr. Brad Gordon. And we have already seen from 2006 to 2013 how Mr. Gordon works and his “ways and means to get things done”.

  • Is there any surprise that Acacia were found guilty of tax evasion from previous years?
  • Is there any surprise that last year, Acacia are exposed in a corruption scandal with an official(s) at the Ministry of Energy & Minerals?
  • Is there any surprise that Acacia are exposed for fraud and breach with their Tanzanian partners?
  • Is there any surprise that Acacia are exposed for price transferring and not declaring exports as the law requires?

January – April 2015 : Acacia Mining expands African footprint
June 4, 2015 : Acacia appoints new COO, Michelle Ash
October 7, 2015 : Acacia shares plummet on ‘disappointing’ production update
November 9, 2015 : Acacia Mining says COO, Michelle Ash, leaves
December 4, 2015 : Acacia Mining accelerates job cuts, workforce to fall by 27%
2016 …    Problems with the TRA, PCCB, Lambasted in Parliament, Scandals throughout the media .. and more..

What is Mr. Gordon actually doing there?
Is this a repeat of his disasters at Emperor Mines and then Intrepid Mines and now Acacia Mining?

However, in fact, we need to address all the problems around the three Acacia mines in Tanzania to the “TRIO” of Brad Gordon, Peter Spora and Deo Mwanyika.

MR. PETER SPORA
Vice President Exploration Acacia Mining
His employment background:

November 2013 : Acacia Mining plc : Vice President Exploration
March 2010 : African Barrick Gold : Exploration Manager Africa
March 2006 : Barrick Exploration Africa : Senior Geologist
October 2002 : Barrick Gold, Australia : Senior Geologist

Mr. Spora has Bachelor of Applied Science in Geology.
He is a member of the Australian Institute of Mining and Metallurgy (AusIMM), a member of the Tanzanian
Chamber of Minerals and Energy, a member of the Kenyan Chamber of Mines, and is a member of the Society of Economic Geologists.

Our research on Mr. Spora shows an engineer who focuses fully only on what is under the ground and how best to benefit from the minerals underground. The problem is that being the Vice President of Acacia Mining and having over 10 years’ experience working in Barrick, it is not possible for Mr. Spora to look the other way when his company is creating so much misery and problems in the host country of Tanzania. And now that he started working in Kenya, Burkino-Faso, Uganda, etc…. they will all know from international media and surely from the Tanzania Authorities about the way Barrick-Acacia operate in their host countries.

Last year, in October 2015, Mr. Spora said at an Australian conference: “We are a new company with a new story to tell……. has given a fresh approach to the way we do business.”
When will Tanzanian’s see this new company with a new story to tell?
Where is this fresh approach to business that you refer to?
All the world can see is a company managed by Mr. Brad Gordon who, we already established above, comes from a serious of previous mining failures and methods of intimidation, together with his Chairman, Mr. Kelvin Dushnisky, who, we already established, sits in his Canada office causing havoc, disaster, fraud, corruption, tax evasion, pain and misery all around the world.  So, Mr. Spora, the world frowns and disbelieves your words of “new story… fresh approach..” because, after all, these are meaningless words with no actions behind the words…

DEODATUS MWANYIKA
Vice President – Corporate Affairs
His employment background:

2013 :   Acacia Mining plc : Vice President – Corporate Affairs
2008 :  Barrick Gold : Executive General Manager, Tanzania.
2005 :  Barrick Gold : General Manager ; Legal and Government Affairs
2003 :  Barrick Gold : Chief Legal Counsel
1999 :  Barrick Gold : Legal Consultant

Deo holds a Bachelor of Law degree with Honours from the University of Dar es Salaam and a Masters in Law from the University of Cambridge.
He is also a member of the Tanganyika Law Society and the East African Law Society.

Six years ago, in August 2010, Mr. Mwanyika was interviewed publicly and said:
“There is a tradition within African Barrick Gold (ABG) and the parent company to reward performance and develop talent among workers…… The leadership team is diverse and includes a good mix of individuals both new and old, and some are from outside the country.”

Very sadly, six years down the line, where are the Tanzanian’s in the company leadership? And on the company Board of Directors? In fact, besides Mr. Mwanyika, the “leadership team” is ALL from outside the country and that is only because the Barrick Whites do not believe that the Tanzanian Blacks are capable.
Why do you stand aside and watch your company contract employment of Tanzanian workers to an Australian company?? What is this? Do we Tanzanian’s not have enough brains or skills to work for your company to hire our own Sisters and Brothers?

Or, should we understand that you are only the “Corporate Fixer-Man” for the White bosses living in England? If you are the fixer-man for them, then are YOU responsible for the corruption scandal with the official(s) at the Ministry of Energy and Minerals last year?

Yes, Mr. Mwanyika, the official who wrote you a few letters trying to justify that Barrick were correct and the Ministry were wrong? Remembers those letters, Mr. Mwanyika?

All of Tanzania knows about that corruption scandal and how that Ministry official was manipulated to write those false letters to help you.

All of Tanzania knows about the MP’s in our Bunge (Parliament) who recently lambasted Barrick-Acacia for fraud and corruption.

Mr. Mwanyika is the Vice President for Corporate Affairs. Where is his responsibility and accountability?

QUESTIONS TO THE “TRIO”:
In your announcements, whether interim, quarterly, annual, you continually write about Acacia making progress with community relations initiatives to enhance relationships with local communities.
Where is all this wonderful work ? (excluding paying for a soccer team or similar)
Where is the protection that Tanzania needs when you pack up to leave – as you did at Tulawaka Mine?
Is Acacia Mining capable to turn the page with your hosts in Tanzania? Mistakes were made. They will cost money to fix. Only money. Good people don’t make the same mistake twice. Better to operate in Africa in good spirits and energies compared to the mess now!

Yours faithfully

Samantha Cole
http://www.tanzaniabusinessethics.wordpress.com
http://www.facebook.com/sam.cole.ethics

Copies sent also to Tanzania, Canada, UK, Kenya, Burkina Faso, and numerous others

2016:   Tanzania 
Fraud and Corruption and tax evasion scandals including Barrack being lambasted in Parliament and the President of Tanzania stating that if Barrick and other overseas miners cannot make profits and pay taxes in Tanzania, they better go back to their own countries.

2016:    Tanzania
Villagers living around Barrick’s North Mara mine are still suffering from violence at the hands of mine security and police guarding the mines.  Women have been beaten and raped and men have been maimed and killed by mine security.  Barrick is aware of the ongoing human rights abuses at their mine and selectively provided remedy packages to some victims in return for legal waivers. However, the remedy process is not reaching all victims, is not equitable, and is not meeting victims’ needs.  NGO’s are chasing Barick for solutions but none are forthcoming.

2016:   Tanzania
Due to the high levels of violence at Barrick’s North Mara mine, NGO’s meet with Barrick’s Acacia office in London to clarify the process and procedures of North Mara’s Non-Judicial Grievance Mechanism for the victims of excessive use of force by mine security and police guarding the mine.  Issues needing Barrick attention:  Absence of a comprehensive remedy framework document;  Lack of clarity about how claims are investigated; Lack of clarity about how claims are accepted or rejected; Complainants lack access to adequate, independent legal advice; Use of legal waivers.

2015:   October   Tanzania
“We are a new company with a new story to tell which has undergone operational re-focus and major cost reductions,” Acacia Mining’s head of exploration Peter Spora told delegates at the 2015 Africa Down Under conference in Perth, Australia.

Acacia Mining, formerly known as African Barrick Gold, started its new journey in 2012 with CEO Brad Gordon at the helm and a new management team which, according to Spora, “has given a fresh approach to the way we do business.” “And we have made a lot of progress over the last two years,

2015:   Tanzania
Human rights field assessment at Barrick’s North Mara mine indicates failure of Barrick’s commitments to stop excessive use of force by Barrick security and police guarding the mine.  Barrick fails to deal with ongoing violence.  NGO’s and RAID confirmed the report given at the United Nations in December 2014, that the grievance mechanism at the North Mara mine was used strategically to divert victims from taking legal action. Locals suffer injuries related to gunfire, severe beatings with batons and other weapons, rape, and gang rape.  In short, the vicious, brutal violence against locals around the Barrick mine continues with no sign from Barrick of any solutions.

2015:   June      Indonesia
Intrepid received $80 million after long run dispute over Indonesian copper and gold project

2014:   Tanzania
Killing continues at Barrick’s North Mara mine.  Local ward councilor reports that in the previous three years, 69 people have been killed and hundreds more have been severely injured at this Barrick mine.  In the first month of 2014, four more people were killed.

2014:   February      Indonesia
Intrepid resolves Indonesian Tujuh Bukit gold mine dispute
Intrepid Mines has won its long running Indonesian Tujuh Bukit project dispute.
The miner has signed a series of binding agreements settling the dispute with its former partner PT Indo Multi Niaga over ownership of the copper gold project, and awarding the ASX listed company $90 million in cash.The Australian miner claimed that its joint venture partners, Maya Ambarsari and Reza Nazaruddin (who own IMN) seized control of the site and ordered Intrepid’s workers off the site, stating that they had been working with Soreyadjaya and a number of other parties to steal the project out from under them.

However, the validity of Intrepid’s claims were under a cloud as the type of mining licence held for the deposit by its joint venture partner was an IUP, which could not legally be held by foreigners.  He welcomed the end to the litigation, stating: “Legal challenges are time consuming, costly, and rarely result in harmonious relationships going forward.”

McMasters added that “while this is a disappointing conclusion to our efforts on the project, I am confident that our shareholders will see the benefit of eliminating the current risks we face in Indonesia and recovering the US$80 million (AUD$ 90 million) for redeployment elsewhere.”

2014:   February   Tanzania
Professor Sospeter Muhongo said in Dar es Salaam on Wednesday that the days of Barrick through its local subsidiary, ABG (Barrick Gold) not paying requisite taxes are over because currently most of its mines are paying what is due to the government.

2013:   December   Australia
A bloggist writes:
Any company that would hire brad gordon to run anything more than a shovel is automatically, ipso facto a very poorly run, desperate enterprise — just look what he “accomplished” at Intrepid.

2013:   Tanzania – England 
Tanzanian villagers sue Barrick in UK High Court for deaths and injuries in Barrick’s North Mara mine in Tanzania.  Barrick deny the allegations.

2013:   September   Tanzania
National Environment Management Council fines Barrick (and other mines) for environmental pollution that threatens biodiversity and human health.

2013:   August   Indonesia
Intrepid Mines Limited: Company Update and Resignation of CEO
— Update on attempts to engage in negotiations on Tujuh Bukit
— CEO advises that he has been headhunted and will leave Intrepid. Chairman Ian McMaster to become interim executive Chairman while a new appointment is made.

2013:   August   Australia
INTREPID Mines chief executive officer Brad Gordon has resigned and the company reports there has been no progress in the six weeks since surviving a board spill.

2013:   August   Australia
Brad Gordon pulls out of Intrepid
INTREPID Mines chief executive Brad Gordon has resigned from the embattled company a month after a failed attempt to spill the board.
Mr Gordon is said to have been headhunted to join an unnamed Australian-listed resources company.

2013:   June   Tanzania
Industry reports of Barrick not paying corporate tax at all.

2013:   March      Indonesia
Intrepid CEO, Brad Gordon, in stunned by the events around the Indonesian Tujuh Bukit project and in quoted:  “What is disappointing is these Indonesian businessmen think they can act outside the law with impunity,” he said. “That’s the disappointing aspect for foreign investors like us.”
Regarding the day Intrepid staff were forced off the project site, Gordon says:  “It wasn’t a pleasant day,” he said. “It was quite frightening that something like that would happen. We were obviously concerned for our people. Nothing like that would ever happen in North America or Australia.”

2013:   March      Indonesia
Intrepid ‘pressured partner’ to sign away rights
Reports that on April 21, 2008, in Jakarta, Paul Willis, Intrepid’s partner, was intimidated and forced into signing a release for his rights to the massive Tujuh Bukit gold deposit.  Willis was outnumbered nine-to-one, including Intrepid CEO, Brad Gordon, and legal counsel Vanessa Chidrawi and six locals, armed with revolvers in holsters. The Business Day claims they obtained an email to show how Intrepid conspired with the local partners to squeeze Willis out of the venture.

Reports that the sole reason that the Tujuh Bukit Agreement expired was that Emperor was too busy with the merger with Intrepid and they left it until the last weeks to try and complete documents that at best would have taken 3 months to complete.  Intrepid simply left it until too late.

2013:   March   Tanzania

Barrick terminates MOU for land disputes with communities around North Mara mine.

2013:   January   Tanzania
National Environment Management Council orders Barrick:  Close down the toxic tailings pit due to toxic leakages that are contaminating local water sources.

2012:   December      Indonesia
Intrepid opens up on Indonesia saga. They claim they are victims of attempted criminal fraud and the Indonesian Police are investigating.  Intrepid CEO, Brad Gordon, said the company would devote itself to a long-term battle to retain its rights.

2012:   September   Indonesia
Intrepid appoints Indonesian GM to move Tujuh Bukit forward.  Clayton Allen Wenas appointed as the newly created role of executive GM for Intrepid’s Indonesian operations.  Reports that Wenas is a specialist in government affairs and external relations, and is an experienced senior attorney and business executive.

2012:   July   Indonesia
Intrepid Mines in the dark in Indonesia
Tujuh Bukit prospect.  Intrepid’s total fall-out with their partners.
In addition the threat by Canadian coal explorer Churchill Mining of a multi-billion lawsuit over the revocation of its local partner’s East Kalimantan coking coal concessions.

How did Brad Gordon allow Intrepid get itself into this vulnerable position?
Shareholders worried: Did Intrepid expose them to excessive risk by entering such a joint venture and continuing to fund it when the Indonesia partners had not met their obligations?
Geoffrey Gold, a mining industry consultant of almost 20 years standing in Jakarta, says Australian companies are notably careless about managing relationships with Indonesian partners, staff, government officials and shareholders…..
Constant relationship management is critical and in Gold’s view that demands a full-time senior management presence in Jakarta.
Intrepid operates from Brisbane and not from Jakarta and to outside observers there seemed to be a serious red flag about the slowness of Intrepid……

Intrepid’s chairman, Colin Jackson, confirmed that Geoffrey Gold’s criticism of Intrepid’s “fly-in, fly-out management” in Indonesia was reasonable. “As a general statement I would concur. Should we have a managing director resident in Jakarta? Possibly, yes,” he said.

2012:   April      Australia
Brad Gordon….   no stranger to “dealing” even if he does not produce results…
Intrepid Mines shows 70 per cent fall in its share price since previous November.
Still seeks approval from shareholders for MD, Brad Gordon, to have a potential termination payout of more than 12 months’ pay.   Gordon cashed in 1.5 million share rights and 1.47 million options the previous year in January, at a profit of more than $4.8 million.

2011:   September   England-Tanzania
Creation of the largest corporate community development fund in Tanzania with an annual budget commitment of $10 million : ABG’s Corporate Social Responsibility Charter
We are determined to work with the utmost respect for individuals, our employees, and the communities and environments in which we operate, while pursuing value for our shareholders.

Our Corporate Social Responsibility Charter guides our conduct in the fields of Ethics, our Employees, our Communities, the Environment, Health & Safety and Security & Human Rights.

2010:   August   Tanzania
Interview with Barrick Gold Chief Executive, Deo Mwanyika

2008:   March   Australia
EMPEROR MINES LIMITED (EMP)   Delisted from ASX 26/03/2008
Due to merger between Emperor and Intrepid Mining.

2007:   November   Australia
Emperor Mines Ltd had ruled out taking on projects in Africa, Europe, China or Russia to focus instead on the Americas and Asia-Pacific region, the company said.
CEO, Brad Gordon told shareholders at Emperor’s AGM in Perth that the company would maintain its primary focus on gold and that its Tujuh Bukit gold, silver and copper project in Java was “a potential company maker”.
Mr Gordon’s comments came as Emperor merger’s with Canada’s Intrepid Mines Ltd.

The troubled gold miner agreed to merge with Intrepid in September and is set to become a multi-metal play through Intrepid’s Casposo gold and silver project in Argentina, Taviche gold-silver project in Mexico and Paulsens gold mine in Western Australia.

As part of a recent, radical restructure, Emperor was forced to sell all its producing assets, namely its Vatukoula gold mine in Fiji and its stake in the Porgera gold mine in Papua New Guinea (PNG).
The divestment was prompted by the mines’ poor performance and consecutive annual losses.

After the meeting, Mr Gordon told AAP the company would look at other metals if such projects “could add significant value”.

2007:   September   Australia
DRDGOLD announces merger between and Emperor Mines Intrepid Mines on condition DRDGOLD can receive their holdings.   DRDGOLD own 78.7% of Emperor Mines

2006:   September   Australia
Emperor Mining …  Presentation called “The New Emperor”.
Fixing Tolukuma; Fixing Vatukoula; Bright future for Porgera.
Promises promises

2006:   August   Australia
Emperor sketches turnaround plans
EMPEROR Mines chief executive Brad Gordon has outlined his company’s plans to rejuvenate its Australasian asset base, reiterating his earlier pledge of a turnaround in the company’s operations by early 2007.

 

ABG Annual Report & Accounts 2010
Corporate  responsibility
Maintaining our licence to operate through acting responsibly in relation to our people, the environment and the communities in which we operate is central to achieving our objectives.

Acting responsibly working closely with communities in Tanzania Developing positive community relations is a core part of the way ABG does business, not only as a corporate responsibility but as a vital requirement for our continued operational success. For me, Community Relations as a function not only deals with how we manage potential social impacts that mining creates but also how we enhance opportunities and benefits for the communities where we live and work.

At ABG we believe it is critical to establish mutually beneficial relationships with the communities in which we operate. Maintaining our social licence to operate is central to our ethos of responsible mining. It will help to ensure a stable operating environment for our existing assets and allow our Exploration team access to prospective ground.

 

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