12 Chapter 8 Environmental and Social Management Plan

Amulsar Gold Mine Project
Environmental and Social Impact Assessment, Chapter 8

CONTENTS
GLOSSARY .......................................................................................................................................... iii
8 ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN .......................................................... 8.1
8.1 Introduction ......................................................................................................................... 8.1
8.2 Objectives ............................................................................................................................. 8.2
8.3 Project Overview .................................................................................................................. 8.3
8.3.1 Project Execution .......................................................................................................... 8.4
8.3.2 Project Design .............................................................................................................. 8.5
8.3.3 Construction ................................................................................................................. 8.5
8.3.4 Operations and Closure .............................................................................................. 8.10
8.3.5 Preliminary Life of Mine – Closure and Rehabilitation Schedule ................................ 8.11
8.4 Corporate ESH&S Policies .................................................................................................. 8.12
8.5 Stakeholder Engagement ................................................................................................... 8.13
8.6 Organisation for ESMP Compliance ................................................................................... 8.14
8.6.1 Corporate and Group Functions ................................................................................. 8.17
8.6.2 Lydian HSEC Functions ............................................................................................... 8.17
8.7 Development of the ESMS ................................................................................................. 8.24
8.7.1 Current Status of Management System ..................................................................... 8.24
8.7.2 ESMS Objectives ......................................................................................................... 8.24
8.7.3 Implementation of the ESMS ..................................................................................... 8.25
8.8 Occupational Health and Safety Management System ..................................................... 8.28
8.9 Commitments Register ...................................................................................................... 8.30
8.10 ESMP Implementation ....................................................................................................... 8.30
8.11 Contractor Management Framework ................................................................................ 8.34
8.12 Lenders Environmental and Social Action Plan .................................................................. 8.36

FIGURES
Figure 8.1: Project Schedule (as of April, 2016) ................................................................................... 8.8
Figure 8.2: Project Site Layout ............................................................................................................. 8.9
Figure 8.3: Proposed Lydian Organisation in 2016 ............................................................................ 8.15
Figure 8.4 Environmental team structure .......................................................................................... 8.20
Figure 8.4: Basis of HSEC Management System................................................................................. 8.26
Figure 8.5: Environmental and Social Management Activities .......................................................... 8.27
Figure 8.6: Framework for Occupational, Health & Safety Management System ............................. 8.28
Figure 8.7: Structure of ESMS ............................................................................................................ 8.32

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APPENDICES
Appendix 8.1 Environment Policy
Appendix 8.2 Social Policy
Appendix 8.3 Occupational Health and Safety Policy
Appendix 8.4 Human Resources Policy
Appendix 8.5 ESIA Public Commitments Register (PCR)
Appendix 8.6 Stakeholder Engagement Plan (SEP)
Appendix 8.7 Occupational Health and Safety Management Plan (OHSMP)
Appendix 8.8 Footprint Management Plan (FMP)
Appendix 8.9 Emergency Preparedness and Response Plan (EPRP)
Appendix 8.10 Transport Management Plan (TMP)
Appendix 8.11 Cyanide Management Plan (CMP)
Appendix 8.12 Environmental Monitoring Plan (EMP)
Appendix 8.13 Integrated Waste Management Plan (IWMP)
Appendix 8.14 Air Quality, Noise and Vibration Management Plan (AQNVMP)
Appendix 8.15 Community, Health and Safety Plan (CHSP)
Appendix 8.16 Community Development Plan (CDP)
Appendix 8.17 Cultural Heritage Management Plan (CHMP)
Appendix 8.18 Preliminary Mine Reclamation, Closure and Rehabilitation Plan (pMRCRP)
Appendix 8.19 Acid Rock Drainage Management Plan (ARDMP)
Appendix 8.20 Biodiversity Action Plan (BAP), including Appendix 1 ‐ Species Action Plan for
Potentilla porphyrantha, Appendix 2 ‐ Species Action Plan for Brown Bear
Ursos arctos, and Appendix 3 ‐ Biodiversity Offset Strategy (BOS)
Appendix 8.21 Biodiversity Management Plan (BMP)
Appendix 8.22 Surface Water Management Plan (SWMP)
Appendix 8.23 Land Access and Livelihood Restoration Plan (LALRP) and Addendum
Appendix 8.24 Carbon and Energy Management Plan (CEMP)
Appendix 8.25 Worker Accommodation Management Plan (WAMP)
Appendix 8.26 Contractor Management Plan (CMP)

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GLOSSARY

ADR Adsorption Desorption and Recovery.
AIC Amulsar Information Centre.
AIDS Acquired Immune Deficiency Syndrome.
BRSF Barren Rock Storage Facility.
CBG Cambridge Botanical Gardens.
CEO Chief Executive Officer.
CLC Community Liaison Committee.
E&S Environmental and Social.
EBRD European Bank for Reconstruction and Development.
EHS Environmental, Health and Safety.
EIA Environmental Impact Assessment.
EITI Extractive Industries Transparency Initiative.
EMP Environmental Monitoring Plan.
EPC Engineering, Procurement and Construction.
ESAP Environmental and Social Action Plan.
ESIA Environmental and Social Impact Assessment.
ESMP Environmental and Social Management Plan.
FEED Front End Engineering Design.
FS Feasibility Study.
H&S Health and Safety.
HCS Hazardous chemical substances.
HIV Human Immunodeficiency Virus.
HLF Heap Leach Facility.
HSEC Health, Safety Environmental and Community/Social.
ICMC International Cyanide Management Code.
IESC Independent Environmental and Social Consultant.
IFC International Finance Corporation.
IFI International Financing Institution.
LOM Life of Mine.
LTI Lost Time Injury.
MENR Ministry of Energy and Natural Resources (of Republic of
Armenia).
MF Management Framework.
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MNP Ministry of Nature Protection (of Republic of Armenia).
MTAES Minister of Territorial Administration and Emergency
Situations (of Republic of Armenia).
MTPA Millions of tonnes per annum
MUD Ministry of Urban Development (of Republic of Armenia).
PAG Potentially Acid‐Generating.
PEP Project Execution Plan.
PMS Project Master Schedule.
PPE Personal Protective Equipment.
PVA Project Value Assessment.
RoA Republic of Armenia.
ROM Run of Mine.
SCG Social Capital Group.
SEP Stakeholder Engagement Plan.
STI Sexually transmitted infections.
TEC Treweek Environmental Consultants.
VPS Vice President for Sustainability
VPSHR Voluntary Principles on Security and Human Rights.

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8 ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN
8.1 Introduction
The Environmental and Social Management Plan (ESMP) has been prepared for the
construction, operation and closure (including rehabilitation and aftercare) of the Amulsar
Gold Project, to be carried out by Lydian International Ltd (Lydian) and its fully owned
subsidiary Geoteam CJSC (Geoteam). The ESMP was prepared based on the environmental
and social issues identified during the environmental and social evaluation.

The ESMP contains plans, programmes, specifications and guidelines designed to control and
manage the potential environmental and social impacts that were identified in the ESIA. The
geographical, social, cultural and environmental dynamics have been taken into
consideration. The ESMP is an integral part of the ESIA as it is a policy setting document for
Lydian and its contractors. This document represents a commitment by Lydian to
environmental and social sustainability, and applies to the Project’s entire life cycle.

The ESMP establishes the Lydian policies, commitments, and resources that are needed to
allow effective implementation and continuation of the programmes and procedures to
manage and mitigate the predicted impacts of the Project. Implementation of the ESMP will
fulfil the requirements established by the environmental laws and regulations of Armenia,
governed by the MNP, MUD, MTAES and MENR, as well as other technical and legal
instruments that apply. The Project will also comply with World Bank Group EHS Guidelines,
IFC Performance Standards and EBRD Performance Requirements.

The implementation of the ESMP’s commitments will be subject to supervision and internal
and external auditing. Supervision of the implementation of, and compliance with,
commitments set in the ESMP will be overseen permanently by RA Environmental Inspection
and an Independent Engineer appointed by Lenders during the life of the loans.

In mid‐2015, a Value Engineering (VE) and Optimization process was initiated, with Lydian
commissioning Samuel Engineering Inc. (Samuel) and other consultants to develop
engineering design on several identified VE and Optimization concepts. The objective was to
reduce capital expenditure without increasing operating costs with no net change on
environmental and social impacts. The results from this work done in 2015, which were
published in the NI “43‐101 Technical Report: Amulsar Value Engineering and Optimization”
in November 2015, included reduced capital and operational costs, making the Project more
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viable in a challenging economic environment. Based on the Technical Report, this version of
the ESIA (v10) is the basis against which the ESMP monitors and continuously improves. The
Project Execution Plan (PEP) is being developed and is to be implemented in accordance with
this ESMP.

8.2 Objectives
The principal objective of the ESMP is to “operationalise” the commitments to environmental
and social (as well as occupational health and safety) management and mitigation as
identified by the ESIA. This should ensure that the Project (including construction, operation,
closure and post‐closure phases) is undertaken in a manner which maximizes the benefits to,
and minimises the negative impacts on, the physical, biological, social and archaeological
environments in the Project‐affected area.

Specific objectives include:
 Achieving zero lost time injuries (LTI’s) during construction and operation;
 Establishing upfront during construction a culture for safety, productivity, efficiency and
flexibility to be subsequently maintained by Amulsar operations;
 Implementing appropriate prevention and mitigation measures to reduce the incidence
of negative environmental impacts and promote favourable conditions during the
construction, operation and closure phases;
 Creating an effective environmental monitoring and supervision plan that allows for the
monitoring of the proposed activities and environmental variables during the Project;
 Establishing participation mechanisms for the Project stakeholders to keep them
informed about Project activities and how they may affect their daily activities;
 Elaborating procedures that will allow effective and timely response to emergencies, and
enable the reporting of events that may arise;
 Safeguarding biodiversity and ecosystems and making special provision for habitats and
species of conservation importance at the national and international levels;
 Performing adequate management of solid residues as required by applicable laws and
IFC/EBRD requirements;
 Monitoring the ongoing land acquisition and economic displacement activities;
 Restoring livelihoods impacted by economic displacement caused by the Project;
 Preserving the archaeological heritage identified in the Project’s area of influence as
defined by applicable laws;
 Establishing and maintaining communication channels among Lydian, the appropriate

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authorities and stakeholders associated with the Project;
 Having zero equipment loss or damage during importation, transportation and storage,
installation, commissioning and ramp‐up phases; and
 Ensuring that the high level commitments made by Lydian (EITI, ICMC & VPSHR) are met.

8.3 Project Overview
The Amulsar project consists of the mine and the processing facilities, including the open pits,
the barren rock storage facility (BRSF), the crushing and screening plant, the overland
conveyor and truck load‐out facility, the heap leach pad and solution ponds, the Adsorption,
Desorption and Recovery (ADR) Plant, and the infrastructure that supports the mining and
processing facilities. The non‐processing infrastructure components include, but are not
limited to, a 110kV main electrical substation & 35kV secondary power distribution network,
mine workshop and warehouse facilities, administration and ancillary buildings, surface water
control structures (ponds, piping, etc.) for contact and non‐contact surface water
management, raw water make‐up system from the Arpa River, site access and haul roads, and
temporary construction infrastructure.

The Project’s construction phase will last for two years. During the 10 years of operations
(including pre‐production during the construction phase), the Artavazdes, Tigranes and Erato
ore bodies will be mined using conventional open pit mining methods. Precious metals will
be recovered from low‐grade material by heap leaching. To prepare the ore for leaching, a
10.5 million tons per annum (MTPA) crushing and screening plant will reduce the ore to a
nominal 19 mm size. The crushed ore will be conveyed approximately 5.6 km with a covered
overland conveyor and discharged to a crushed ore stockpile. Crushed ore will be loaded into
trucks and stacked on the heap in 8 m lifts. The ore will be leached with a dilute cyanide
solution in the conventional manner. Precious metals will be recovered from the leach
solution by adsorption on activated carbon. The precious metals will be periodically desorbed
from the activated carbon and the stripped carbon will be acid washed and reactivated.
Precious metals will be recovered from the strip solution using a Merrill‐Crowe zinc
precipitation process. The precipitate will be dried, retorted for removal of any mercury and
smelted to produce doré bullion that will be shipped from the site to refiners.

The primary objective of the Project is to design, construct, and operate the gold and silver
production facilities with due consideration for the economic, social, environmental, health
and safety (occupational as well as community) risks of the Project and with a strong

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commitment to the sustainable development of Project‐affected communities and the
environment.

The physical footprint of the Project’s facilities will cover 599 ha, and a further 323 ha in areas
that are likely to be disturbed by the mining operations. The total disturbed are will be 922 ha.
Further buffer zones will experience effects of noise, dust deposition, and limits to access
resulting from fencing, or proximity to Project infrastructure. These buffer zones amount to
an additional 854 ha.

Of this overall total of approximately 1,767ha, about 152ha comprise 274 privately‐owned
plots that Lydian will gain access to through a land acquisition process (see Appendix 8.23):

 Heap leach facility (HLF) area: 252 private land plots consisting of approximately 139 ha
of arable land, 22ha of orchards and 14ha of pasture/hay land, to be acquired
permanently for the Project; and
 Conveyor and haul roads: 22 private land plots to be rented for the construction and
operation phases, covering a total surface under the conveyor of 13 ha.

The closure and rehabilitation phase of the mine is an important component of the Project
that will take place when the economic resource is exhausted and mining and processing
completed. Further details are provided in the plan prepared to that effect (see Appendix
8.18).

8.3.1 Project Execution
The Environmental Impact Assessment (EIA) approval for the Project was received by Lydian
in October 2014, and the Mining Right (MR) in November 2014. Changes to the Project design
as a result of the VE and Optimization work have resulted in the need to prepare a revision to
the EIA and amend the ESIA completed and disclosed in April 2015. Lydian is in the process of
preparing a new EIA and applying to government for a new MR. The granting of the amended
MR, anticipated by mid 2016, will allow full construction to start within the parameters of the
Mining Code and the EIA Law. Some early works that are consistent with the already granted
permits may take place from June 2016 onwards. In parallel a number of permits required for
the construction and operation phase by Armenian regulations will be determined during Q1
and Q2 of 2016.


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The preliminary Project Execution Plan (PEP) has been produced. The PEP describes the
execution of required optimization studies, Basic and Detail Engineering, procurement and
construction, commissioning, operations planning and initial operations through to project
completion. The Project milestones include:
 Early Works construction to start in Q2/Q3 2016;
 Land acquisition to be completed by end of Q2 2016;
 Detailed engineering design to be completed by end 2016;
 Start of mining Q4 2017;
 First gold in Q1 2018; and
 Commercial production by end of Q2 2018.

8.3.2 Project Design
For the Project design phase, the PEP envisages a “mixed contract” strategy, whereby
specialist international companies will be employed to design process facilities, the HLF, the
Barren Rock Storage Facility (BRSF) and high/medium power supply infrastructure; and
Armenian engineering and construction firms will be employed for other infrastructure
including roads, the construction camp, potable and wastewater treatment, power supply
and distribution, storm water impoundment structures and water pumping systems, as well
as for completing the requisite in‐country process for obtaining construction permits.

8.3.3 Construction
The PEP envisages a “mixed contract” approach to construction of the Project, using a
combination of Project Construction Management (PCM) contracts, Construction Contracts,
Engineering/Supply and Engineer‐Procure‐Construct (EPC) contracts for the majority of the
work. The “mixed contract” approach presents challenges in terms of the integration and
coordination of contractors, in particular on Health, Safety, Environmental and
Community/Social HSEC management; and this challenge will also apply with regard to the
implementation of the ESMP. The implications for ESMP implementation are discussed
further in Section 8.10. The provisional construction schedule is provided in Figure 8.1.

The Early Works activities are permitting, engineering and weather dependent. Site elevation
differences enable work to continue efficiently at lower elevations, but work at or above
2600 m above sea level may be suspended if extreme weather conditions prevail. The focus
will be on critical path activities to the extent possible as early as possible in the 2016
earthworks construction season; this focus will generally be in the HLF and ADR plant areas,

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although pioneer earthworks will be made at higher elevations, weather permitting.

Early Works currently planned include:
 Critical sedimentation and drainage control structures to capture runoff from initial
earthworks;
 Upgrade or development of access roads into Project work areas;
 Establishment of a platform for construction offices, temporary warehouse, equipment
parking and servicing near the proposed ADR facility;
 Temporary construction utilities for water, power and sewage;
 Installation of access control guard stations to Project work areas;
 Temporary water intake at the Arpa for early construction activities; mainly dust
suppression and compaction at the HLF site;
 Tentatively in the spring, relocation of the irrigation pipeline that runs across the
bottom of the HLF site (tie‐in, install vales and install new pipe), and removal of the
power line; and
 Initial archaeological clearances including excavations in the HLF area.

The facilities and infrastructure to be developed during the main construction phase includes:
 Open pits;
 BRSF;
 Crushing and screening plant;
 Run of mine (ROM) ore stockpile;
 Topsoil stockpiles;
 Surface water management network;
 Temporary construction infrastructure;
 Haul and access roads;
 Overland conveyor and truck load‐out area;
 HLF including:
o Heap leach pad;
o Process pond and storm ponds;
o Contact water pond and surface water diversion channel;
o ADR plant; and
o Administration offices;
 Passive Water Treatment System (PWTS);
 Maintenance workshops and offices;

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 Domestic waste water treatment facilities;
 Landfill for non‐hazardous waste;
 Contained storage cell for transfer of hazardous wastes
 Electrical power and water supply infrastructure;
 Explosives magazine;
 Reagents storage facility;
 Cyanide storage facility;
 Analytical and metallurgical test laboratory at ADR facility; and
 Hotel accommodation in Jermuk for Lydian construction and operations staff, with the
potential to build a temporary camp that would be removed following the peak
construction work force requirements.

The current Project site layout is shown in Figure 8.2.

Access to the mine, crushing facilities, and BRSF will be via a 10 km partially paved road that
links to the H‐42 connecting Gndevaz and Jermuk (see Figure 8.2). Since the HLF is also close
to the existing H‐42 leading from Gndevaz to Jermuk, a 100 m access road will be constructed
for the construction, operation, and maintenance of the HLF and ADR gold and silver recovery
plant. An access road along the conveyor corridor to the crusher will be also constructed, for
maintenance / monitoring of the conveyor as well as access to the crusher and production
infrastructure at the top of the mountain. Fibre‐optic lines, water and power lines will also
be located in this corridor to minimize land disturbance and provide easy access for
maintenance. The existing power lines, which run along the western edge of the mine site,
will be used to provide site power and a new 110kV substation will be built. Only mine
employees and contractors/vendors with approved mine business will be allowed to drive on
these access roads


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Figure 8.1: Project Schedule (as of April, 2016)
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Figure 8.2: Project Site Layout
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The location of the BRSF will be on the northeast side of Amulsar Mountain, approximately
2.8 km from Tigranes pit and 1.1 km north of Erato. The BRSF will include a barren rock
storage pad and a toe pond connected via pipeline to the passive water treatment system
(PWTS) at the HLF. Post‐closure the PWTS could be relocated down‐gradient of the barren
rock storage pad if necessary. The BRSF will be constructed with a low‐permeability
compacted clay liner consisting of re‐compacted subsoil. Non‐acid‐generating (NAG) barren
rock will be placed over the compacted soil liner. From year 5 of operations, any water
emanating through the foundation of the BRSF (from potential seeps and springs) will travel
through this layer to the toe pond and via a gravity fed pipe to the PTS before being discharged
as treated water in the Arpa River (see Appendix 3.1). Some of the barren rock at Amulsar
has the potential to produce acid rock drainage (ARD) if managed improperly. Potentially acid
generating rocks will be segregated and encapsulated within the BRSF to mitigate the
potential formation of ARD and runoff.

8.3.4 Operations and Closure
Mining of the Amulsar deposit is planned to use conventional open‐pit methods for the
operational phase of 10 years. The Artavazdes and Tigranes areas will be mined ahead of the
Erato area, which requires more rock stripping to expose the ore. Barren rock from the
Tigranes and Artavazdes deposits will be managed in the BRSF and the barren rock from the
Erato area will be used to partially backfill the Tigranes and Artavazdes areas in the later part
of the mining operation.

Located approximately 0.8 km north of the Erato pit the crushing and screening facility will be
located within a building and connects to the overland conveyor. Other mine facilities include
the maintenance workshops, mine office building, and other smaller facilities to assist in the
operation of the Project. Crushed ore will be transported approximately 5.6 km by the
covered overland conveyor. Ore will be loaded into haul trucks at the western end of the
conveyor for distribution and stacking in the HLF.

The HLF will be located on the western side of Amulsar Mountain, approximately 1 km south
of Gndevaz at its closest point, and approximately 6.1 km in a direct line from the open pits.
The HLF will be located in a valley fill area and is anticipated to have a design capacity of 104
Mt. The HLF is located within the Arpa River catchment and downstream of Kechut Reservoir.
It includes collection and process ponds and the ADR gold recovery plant adjacent to the pad.


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At closure the PTS, which would have been operational since year 5 of operations is the
preferred option to mitigate the potential formation of ARD from the BRSF. Passive water
treatment systems do not require continuous chemical inputs and take advantage of naturally
occurring chemical and biological processes to treat ARD (see Appendix 3.1). After the BRSF
outflow water has passed through the PTS, the water will collected and monitored prior to
discharge into the natural environment. The PTS output will comply with RA, IFC and
European Union water discharge standards.

Closure and rehabilitation include the reclamation of the open pits, barren rock storage
facility, and heap leach pad / ponds, together with the dismantling of infrastructure and
restoration of these and other disturbed areas to grasslands that support habitats similar to
those currently present within the Project.

8.3.5 Preliminary Life of Mine – Closure and Rehabilitation Schedule
An approximate Life of Mine (LOM) and Closure and Rehabilitation schedule is as follows:

 Years ‐2 and ‐1: Mine construction.
 Years 1 through 9: Mining operational phase.
 Years 9 through 10: Removal and processing of low‐grade ore from BRSF
 Years 0 through 10: Develop and monitor instrumented re‐vegetation test
plots and closure cover test plots and optimize the
closure and rehabilitation plan.
 Years 1 through 3: Progressive rehabilitation of pipeline disturbance areas
and road embankments.
Pilot test for the PWTS to demonstrate adequacy.
 Years 1 through 6: Placement of barren rock in BRSF (Phases 1 through 3).
 Years 1 through 5: Placement of low‐grade ore in BRSF.
 Year 1 through 4: Progress feasibility studies to field trials and the
construction of a passive treatment system for
treatment of contact water including BRSF seepage.
 Year 5: Treatment of contact water from BRSF will commence
in PTS
 Years 3 through 7: Progressive reclamation of BRSF starting from northern
toe of facility (excluding low‐grade ore area) including
regrading, recontouring, and cover construction.
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 Years 3 through 9: Progressive backfill of Tigranes and Artavazdes Pits.
 Years 7 through 11: Progressive reclamation of pit backfill and resource
areas including cover construction.
 Years 10 through 11: Reclamation of south facing BRSF slopes following
removal of low‐ grade ore including regrading,
recontouring, and cover construction.
 Years 11 through 13: Neutralisation / rinsing of HLF.
 Years 11 through 13: Progressive removal of infrastructure, including
crushing facility, structures non‐essential to closure,
conveyor system and final rehabilitation of BRSF, haul
roads, platforms and securing the pits.
 Years 13 through 14: HLF closure activities including regrading, cover
placement and surface water controls (six‐month
construction period for closure and rehabilitation) after
neutralisation / rinsing.
Year 14: Construct drainage and convert storm water ponds to
a wetland system to direct contact water to HLF PTS.
 Year 14+ Passive treatment of HLF draindown solution.
 Years 14 through 19: Post‐closure period.
 Monitoring of rehabilitated areas – minimum of five years.
 Final closure of remaining facilities (6 to 12 month decommissioning phase).
It is anticipated that the closure and rehabilitation schedule will last approximately 5 years.

8.4 Corporate ESH&S Policies
Lydian and its controlled affiliates promote sustainable development outcomes and are
committed to the integration of environmental, social, health and safety considerations into
their procedures for Project development and operation at all stages.

Lydian is committed to continuously improving the operational performance of the Project,
to achieve zero lost time injuries (LTI’s), to establish a culture for safety, productivity,
efficiency and flexibility to enhance the Project’s social and environmental benefits in
Armenia, and to limit adverse impacts while maintaining a high level of environmental, social,
and health and safety performance.

Lydian has a policy framework as described in Section 2.3 of this ESIA. It comprises the Code
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of Conduct and eight corporate policies:
• Environment Policy (Appendix 8.1);
• Social Policy (Appendix 8.2);
• Occupational Health and Safety Policy (Appendix 8.3);
• Human Resources Policy (Appendix 8.4);
• Whistle Blower Policy;
• Anti‐Corruption Policy;
• Insider Training Policy; and
• Disclosure and Confidentiality Policy.

Lydian’s corporate policies and Code of Conduct, available on the Lydian website, are all
incorporated in the Project ESMP (see http://www.lydianinternational.co.uk/corporate‐
governance.htm)

8.5 Stakeholder Engagement
Stakeholder engagement is a core value of Lydian. During the exploration, pre‐feasibility and
feasibility phases, the main aim of stakeholder engagement has been to establish two‐way
communication between Geoteam and stakeholders at national, regional and local levels to
ensure stakeholder views are incorporated into the ESIA and Project design. Good
relationships with local communities have supported the development of exploration
activities.

The Stakeholder Engagement Plan (SEP) prepared in January 2016 (see Appendix 8.6) presents
the disclosure, information and consultation activities proposed during construction and
operation. It includes but is not limited to:
 Post ESIA disclosure consultation;
 Project information meetings and technical workshops;
 Postings on the corporate Geoteam website;
 Availability of the Amulsar Information Centre (AIC), with direct access to the Grievance
Mechanism;
 Community Liaison Committee (CLC) regular monthly meetings;
 Message Boards and Newsletter; and
 Media Advertisements and Press Releases.

Lydian/Geoteam will organize meetings and workshops as needed to explain the construction

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activities and schedule from March 2016 until mid 2018 in the Gndevaz AIC and the
municipality of each village (Jermuk, Saravan and Gorayk) as well as in Yerevan.

The SEP will be updated periodically and in accordance with major Project changes to reflect
engagement activities that may be required during the life of the Project.

8.6 Organisation for ESMP Compliance
Lydian International, with its wholly owned Armenian subsidiary, Geoteam CJSC, is managed
as a single organisation with five principal departments reporting to its President and CEO:
• Chief Operating Officer / Country Manager;
• Finance;
• Operations;
• Government Relations & Business Development; and
• Project Implementation.

The proposed Lydian organization chart for 2016 to include the construction phase is provided
in Figure 8.3.

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Figure 8.3: Proposed Lydian Organisation in 2016
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Lydian’s Vice President for Sustainability (VPS) is responsible for developing and managing the
OHSMS and ESMS, and the associated management plans. In terms of implementation, the
VPS retains overall accountability for compliance and responsibility for ensuring that the
health, safety, environmental and social commitments of the ESIA are met.

During construction, the environmental, health and safety teams operating on site will be
integrated into the construction team and will be directly accountable to the VPS, with an
additional communication and reporting function to the Project Director. Contractor
compliance management approaches will be defined when the exact composition of the
“mixed contract” approach is understood (see Section 8.10). It is anticipated that larger EPC
contractors will provide their own social and environmental management resources, plans
and compliance reports, whereas smaller contractors may fall directly under Lydian's OHSMS
and ESMS. However, Lydian's social and environmental performance requirements will be
specified in all contracts, and compliance checks and audits will be carried out by Lydian
personnel. It is anticipated that there will be a significant effort related to training of
contractors, construction workforce and Geoteam staff before and during the construction
phase. To that effect the Social Capital Group (SCG) conducted, in January 2015, a nine‐day
scoping visit to the Amulsar Project to provide advice on the design of a training programme
to benefit local residents during mine construction and operation, with a final report
completed in March 2015, which will remain an internal document.


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8.6.1 Corporate and Group Functions
The functions of the Corporate and Group executives include overseeing the implementation
of Lydian’s environmental and social policies. The Lydian corporate level utilises supervision
feedback, periodic meetings and audits to assess progress with the Social and Environment
functions to ensure the proper implementation of the ESMP. The Board of Directors is advised
on social and environmental issues through the HSEC Committee, as described below:

HSEC Committee
The purpose of the HSEC Committee is to assist the Board of Directors of Lydian in its oversight
of:
(a) Health, safety, environment and community risks;
(b) The Corporation’s compliance with applicable legal and regulatory requirements
associated with health, safety, environmental and community matters;
(c) The Corporation’s performance in relation to health, safety, environmental and
community matters;
(d) The performance and leadership of the health, safety, environment and community
function; and
(e) The Corporation’s external communication and annual reporting in relation to health,
safety, environmental and community matters.

The corporate level will fulfil the following functions:
 Assure that Lydian’s policy and guidelines are adhered to;
 Coordinate the implementation of procedures established in the ESMP;
 Liaise with members of the public, local organisations, and governmental and non‐
governmental organisations on environmental issues; and
 Inform the relevant authorities of any incidents that occur during the Project.

8.6.2 Lydian HSEC Functions
Lydian Vice President Sustainability
The Lydian VPS reports directly to the Chief Operating Officer (COO) and presents social and
environmental issues to the HSEC Board Committee. The VPS has overall responsibility for
the social and environmental management, compliance, training and performance of the
Amulsar Project. The management of all of the ESIA/ESMP commitments are organized under
a single (non‐operational) management responsibility reporting directly to the COO. The VPS
will lead the development of the ESMS and OHSMS required for construction and operation.

May 2016


Permitting and Sustainability Senior Manager
The Permitting and Sustainability Senior Manager reports directly to the VPS and is
responsible for tracking compliance with Armenian environmental permitting requirements,
regular reporting, and oversight of social, environmental and training issues as required by
RA regulations. He/she is responsible for the management and implementation of the legal
register, and will work closely on environmental requirements with the Senior Manager HESS

Senior Manager Health, Environmental, Safety & Security (HESS)
The Senior Manager HESS is accountable for ensuring the development and implementation
of the OHSMS and implementation of the ESMS together with responsibility for developing
and ensuring training schedules to be implemented throughout the Company, in accordance
with a training matrix. The Site Environment Manager (with a team of at least five reports),
Site Safety and Health Manager (with a team of at least 7 assistants), and Security Manager
(with a team of security officers) all report directly to the Senior Manager HESS. The Senior
Manager HESS has overall accountability for environmental, health, safety and security
management on site, together with the necessary environmental and social training
requirements. The Senior Manager HESS will have direct accountability to the VPS and a
second communication and reporting function to the Project Director. He provides support
to the Site Environment Manager, the Site Safety and Health Manager and the Site Security
Manager in terms of implementing the OHSMS and ESMS.

Environmental Roles:
Site Environment Manager
The Site Environment Manager is responsible for environmental management during
construction and operations at Amulsar. Reporting to the Senior Manager HESS, he/she
develops the necessary procedures, plans and training requirements for on‐the‐ground
implementation of Lydian environmental policy and the environmental commitments made
in both the approved regulatory EIA and the ESIA undertaken to comply with international
financing institutions' requirements.

The Environment Manager’s functions include:
 Day‐to‐day water, noise, air quality, and footprint management, including compliance
checking of contractor activities (as per the Compliance Assurance Plan; see Section 8.10);
 Liaison with contractors' environmental staff;
 Management of environmental monitoring and reporting;

May 2016


 Training of environmental staff and contractors;
 Oversight of biodiversity initiatives;
 Management of the Site Environment Advisors; and
 Oversight of cultural heritage management.

Senior Biodiversity Specialist
The Senior Biodiversity Specialist reports to the Site Environment Manager and is responsible
for the on‐site implementation of Amulsar’s biodiversity initiatives. This includes baseline
data collection, monitoring, and implementation of the partnership work with the Institute of
Botany (IoB) on the Potentilla Research Project and with Treweek Environmental Consultants
(TEC) on development and implementation of the biodiversity offset and the management of
the set‐aside.

Site Environment Advisors
The Environment Advisors are responsible for the implementation of the environmental
components of the ESMP on site, and particularly the Environmental Monitoring Plan (EMP)
which includes monitoring of surface water and groundwater, aquatic ecology, meteorology,
and air quality. These officers report to the Site Environment Manager.

The Environment Officers will also be responsible for day‐to‐day environmental observation
and reporting as required by the various management plans.


May 2016


Vice President
Sustainability
Senior Manager Senior Permitting
HESS and Sustainability
Site Security Site Engineering
Site Safety Manager
Manager Manager
Site Envionmental
Site Safey Advisors
Security team Rehab / Closure
Superindent
(3 No.)
Safety advisors Clinic
Superindent Nurseries
(4 No.) Medical (2 No.)
Nurses (2 No.)

Figure 8.4 Environmental team structure

Social Roles:
Community Relations Manager
The Community Relations Manager reports directly to the VPS and manages the social
component of the ESMP and ESMS, local recruitment and training, stakeholder engagement
and all community development programmes, together with responsibility for developing and
ensuring training schedules to be implemented throughout the Company, in accordance with
a training matrix. The Community Relations Manager also manages the community grievance
procedure. He/she is the Company's resource in strategic planning, providing social sector
technical and training input and insights to the implementation of the corporate responsibility
and social policy and strategy.

The Community Relations Manager’s functions include:
 Implementation and maintenance of the stakeholder engagement plan (SEP) and log
(information meetings, public hearings, CLC meetings, other meetings, stakeholder
contacts);
 Oversight of the local recruitment processes and the local training programme;
 Oversight of the local procurement initiatives;
 Oversight of community health, safety and security;

May 2016


 Oversight and compliance checking (as per the Compliance Assurance Plan; see
Section 8.10) of contractors' activities where there is interaction with local
communities;
 Implementation of the Community Development Plan;
 Managing the grievance mechanism and database;
 Supervising the Amulsar Information Centre;
 Preparing the annual "Issues & responses" report and respective database;
 Participating in any emergency response in the event that an accident or emergency
occurs and involves social issues;
 Implementation of the livelihood restoration activities per the LALRP (see Appendix
8.23); and
 Managing the community field assistants and Community Liaison Officers.

Social Development and Stakeholder Engagement Coordinator
This Coordinator reports directly to the Community Relations Manager and is responsible for
the implementation of the SEP and the social development programmes. This roles includes
the tracking of community grievances (both those raised through the Project’s community
grievance mechanism and those received through Contractor grievance mechanisms, where
applicable).

Site Community Liaison Officer
The Site Community Liaison Officer is responsible for interfacing with the local stakeholders.
Before the Project begins, the Community Liaison Officer will develop a tracking and
documentation system to monitor this process.

The Community Liaison Officer’s functions include:
 Maintain an open line of communication with the environment, health and safety,
construction, operations, and human resources functions (including contractors);
 Monitor Project activities that may affect the local population;
 Create and implement a directed, systematic communications strategy to help
coordinate with local stakeholders;
 Consult with, and provide appropriate information to, all local stakeholders;
 Coordinate with construction personnel to provide information to community
stakeholders during local meetings where the project’s activities are discussed; and
 Report any incident that takes place during the Project to the Permitting and

May 2016


Sustainability Senior Manager and Community Relations Manager.

Environment Advisors and Community Field Assistants
The Environment Advisors and Community Field Assistants will supervise, monitor and track
the implementation of the environmental and social commitments established in the ESMP.
The teams will consist of a number of environment and social professionals reporting to,
respectively, the Site Environment Manager and the Site Community Relations Manager.

Land Access Lead
Currently land access is placed under the direct responsibility of the Geoteam Managing
Director (Land Access Lead), with compliance oversight provided by senior executives.

The Land Access Lead’s tasks include the following:
 Coordinates and allocates all activities, and ensure that they are delivered on time,
particularly with regards to external contractors (valuer, notary, and potentially others);
 Liaises with mayors and other external parties;
 Coordinates grievance management (allocation of tasks with regards to grievance review
and resolution) and overall accountability for grievance management;
 Participates personally in difficult negotiations (with the other staff identified below);
 Ensures quality control, particularly where tasks are outsourced, and ensures that all
documentation is consistently gathered, stored, and processed;
 Checks, validates and signs all legal agreements pertaining to the land access process;
 Prepares monthly reports per the format indicated in the Land Access and Livelihood
Restoration Plan (LALRP, see Appendix 8.23) and provides all information required for
compliance monitoring; and
 Reports to Lydian Senior Management on a regular basis (weekly and monthly).

Most of the land acquisition for the Project has been completed, and the Land Access Lead's
responsibilities will diminish as the Project moves to implementation, although he will have a
role in dealing with any residual issues or additional land acquisition, if required.

Other Land Acquisition Staff
Land Access Manager:
 Coordinates negotiation activities (including signature with notaries), establishment of
schedules, verification of agreements, coordination of registration at cadastral offices,

May 2016


coordination of identification of absentee co‐owners, perform regular documentary
audits;
 Coordinates the development of replacement land (irrigation works) and its further
allocation to affected households;
 Coordinates activities pertaining to vulnerable peoples’ identification and assistance;
 Participates in difficult negotiations and general engagement;
 Triggers compensation payments with sign‐off from the Land Access Lead;
 Liaises with absentee co‐owners;
 Triggers the involvement of the Legal Services Provider where warranted.
 Coordinates social surveys and monitoring;
 Coordinates livelihood restoration initiatives (and other Geoteam social programmes);
 Coordinates activities pertaining to herders;
 Supervises and audits information management.

Negotiation Coordinator: based in the field, this individual is responsible for coordinating all
survey activities and organises further negotiations and agreements.

Survey and Negotiation Agents (two): based in the field, these persons conduct negotiations
and surveys and input data into the information management system; these persons were
recruited in the community and are allocated full time to the land acquisition activity for the
duration of the exercise.

GIS/database Specialist: coordination of data entry, quality insurance and verification (part
time), generation of quantitative reports.

Land Acquisition Lawyer: liaise with the Cadastre and notaries, help with legal matters,
prepare and keep records of negotiation visits and meetings.

Finance: coordination of payments (by financial director and existing collaborators within his
department, part‐time).


May 2016


8.7 Development of the ESMS
Lydian currently has in place separate management systems addressing the Environment /
Social and Occupational Health / Safety disciplines. It is the intention of the company to
integrate the ESMS with the OHSMS to conform to ISO 45001 DIS, as the project development
advances, during the operational phase. Generally the two separate systems are well aligned
and follow international best practices for management system implementation. Lydian
believes that having a management system framework in place is critical to ensuring effective
Health, Safety, Environment and Community (HSEC) performance and management of the
associated risks.

8.7.1 Current Status of Management System
The initial ESMS was developed for exploration activities in line with International
Organization for Standardization ISO 14001:2004 Environmental Management Systems –
Requirements with Guidance for Use. The existing ESMS takes into account the legal and
administrative requirements of Armenia, the IFC Performance Standards and the EBRD
Performance Requirements.

Work is underway during 2016 to develop a revised ESMS that aligns with the more current
version of ISO 14001:2015. During the construction phase the ESMS and OHSMS will remain
separate and operate under ISO 14001: 2015 and OHSAS 18001:2007 respectively. The
management plans, procedures, training matrixes and requirements have been developed for
early works of the construction phase.

The revised Lydian ESMS will also align with expectations outlined in ISO 26000: Guidance on
Social Responsibility, and will address activities for the construction and operational phases
of the Project.

8.7.2 ESMS Objectives
The objectives of the ESMS are to:
 Establish environmental and social management standards that comply with or surpass
statutory, industry, and reasonable community expectations;
 Continually review and, where appropriate, amend, performance criteria to reflect
developments in technology, statutory requirements, leading industry practice, and
social/community standards;

May 2016


 Facilitate the implementation of management plans as defined by the ESIA for the
avoidance, minimisation and control of environmental and social impacts;
 Inform Project personnel of their responsibilities with respect to environmental and social
issues and to monitor the manner in which those responsibilities are implemented;
 Train Project personnel, contractors and community representatives, as necessary, in
relevant environmental and social procedures, actions, and monitoring programmes; and
 Audit business activities and working procedures and implement changes as needed to
demonstrate that these objectives are being met.

8.7.3 Implementation of the ESMS
The ESMS establishes the framework that guides all environmental and social activities for
the Amulsar Project. As required by IFC PS1 and EBRD PR1, the ESMS "is a dynamic and
continuous process initiated and supported by management, and involves engagement
between the client; its workers, local communities directly affected by the project... and,
where appropriate, other stakeholders".

The ESMS provides a methodological approach to managing the environmental and social
risks and impacts of the Project in a structured way on an ongoing basis. The ESMS applies to
all Lydian activities in the Republic of Armenia, including the Amulsar Project site, any
exploration activity elsewhere, and the Geoteam office located in Yerevan. Compliance with
the ESMS is a requirement of all employees and contractors involved with Lydian, including
its wholly‐owned subsidiary, Geoteam.

Lydian’s ESMS is founded on the basic PLAN, DO, CHECK and ACT (PDCA) model, which is the
foundation of most international management system standards for the past two decades,
including the internationally recognized ISO 9001, ISO 14001 and OHSAS 18001 Standards
(see Figure 8.5).

May 2016


Figure 8.5: Basis of HSEC Management System

The ESMS includes 17 elements to guide environmental and social management activity
(Figure 8.6). Note that the IFC PS and EBRD PR are embedded within the Lydian ESMS.
Implementation of the ESMS is a means of ensuring that all commitments made in the EIA
and ESIA are achieved (see Figure 8.6).

May 2016


STA 01 STA 02
HSEC Glossary of
Management System Terms and
Overview & Context Acronyms
LEADERSHIP
STA 03 STA 04
Leadership, Roles,
HSEC Policy Responsibility and
Authority
PLANNING
STA 05 STA 06 STA 07
Operational Management HSEC

Risk Management of Change Objectives
SUPPORT
STA 08 STA 09 STA 10 STA 11
Competance & HSEC Documented

Resources
Awareness Communication Information
OPERATION
STA 12 STA 13
Operational Emergency
Planning and Prepardness &
Control Response
PERFORMANCE EVALUATION
STA 14 STA 15 STA 16
Monitoring, Measurement, Internal Management

Analysis & Evaluation of
Compliance Audit Review
IMPROVEMENT
STA 17
Incident Investigation,
Nonconformity and
Corrective Action

Figure 8.6: Environmental and Social Management Activities

The ESMS incorporates other documents of importance for ensuring that environmental and
social risks are managed in a responsible manner and impacts are prevented or mitigated:
 Environment Policy and Social Policy: Establishes the overall performance expectations.
Commitments made in the Policies apply to all personnel in the organization, including
contractors.
 Environment and Social Objectives: Establishes specific areas of focus for improvement
(all levels of the organization are involved in meeting the improvement expectations).
 Registers: Serve as the means for documenting key areas of information such as risks and
legal and other commitments. The Registers are administered by the Management Team
and are updated on a regular basis as new information is obtained.

May 2016


The ESMS will be developed during the first and second quarters of 2016 and will be fully
functioning and in place before early work commences on site in May 2016.

8.8 Occupational Health and Safety Management System
The Occupational Health and Safety Management System (OHSMS) is being developed on the
basis of existing Lydian H&S policies and the Geoteam Occupational Health and Safety
Management Plan (OHSMP) in accordance with the elements prescribed in OSHAS 18001.
The OHSMS and OHSMP also embody the IFC & EBRD requirements (see Figure 8.7).

OHSMS
OHS Glossary of Terms
Overview &
Management Plan and Acronyms
Introduction
1.0 POLICY
1.1
OHS
Policy
2.0 PLANNING
2.1 2.2 2.3 2.4
Operational Risk OHS Legal & Other Management

Management Objectives Requirements of Change
3.0 IMPLEMENTATION AND OPERATION

3.1 3.3 3.5 3.7
Resources, Roles, Competance Communication,

Responsibilities & Training & Participation & Documentation
Authority Awarness Consultation
3.2 3.4 3.6
Emergency
Control of Operational
Prepardness &
Documents Control
Response
4.0 CHECKING AND CORRECTIVE ACTION

4.1 4.2 4.3 4.4 4.5
Incident Investigation,
Monitoring & Evaluation
Nonconformity, Control of Records Internal Audit
Measurement of Compliance
Cor. & Prev. Action
5.0 REVIEW
5.1
Management
Review
Figure 8.7: Framework for Occupational, Health & Safety Management System
May 2016


It is important to understand that the OHSMS is a living document and that changes, additions
and deletion in the plan, Standards and Procedures will occur on a regular and controlled
basis. This includes the intention to combine the management systems under ISO45001 DIS,
during the operational phase.

The purpose of the OHSMS is to provide guidance, Standards & Procedures laying out
requirements for construction and operations to align with RA Laws, Lydian Policy, IFC PS,
EBRD PR and GIIP. It will ensure Best Practice for the protection of staff, contractors, local
communities, and the environment and culture. The OHSMS outlines the actions to be carried
out during the design, supply, manufacture, construction, installation and testing of the
works, to ensure acceptable OH&S standards are maintained.

The OHSMP sets out what needs to be done to accomplish our goal of ZERO HARM and will
provide guidance to our behaviour‐based programme.

The OHSMP will provide an overview of systems and processes that are focused on the goal
of “Zero Harm”. It will outline the OH&S requirements for the Project Management Team and
contractors associated with the project.

It will further provide an opportunity for contractors with no established OH&S programmes
to utilize this plan and its accompanying documents while working on the Project.

The OHSMS will be designed to manage and mitigate risk exposure levels to “As Low As
Reasonably Practicable” (ALARP) throughout the Project.

The all‐encompassing OHSMP comprises Management Plans, Standards, Procedures and
training programmes that will be based on a combination of traditional safety & health and
behaviour‐based health & safety allowing for a focused transition to more behaviour‐based
aspects as the workforce development allows, while maintaining enough traditional systems
to ensure compliance with the RA laws and other shareholders' requirements. More emphasis
will be placed in 2016 on a “risk based system” approach to Lydian’s OHSMS, as behaviour‐
based systems are often criticised as too focused on “blame the worker” whenever things go
wrong.


May 2016


A new standard named ISO 45001, which sets requirements for occupational health and
safety management systems, reached ISO Committee Draft stage in late 2014. It is anticipated
that the final publication date of this new standard is set for late 2016.

8.9 ESMP Development and Implementation
8.9.1 Commitments Register
Various environmental and social mitigation measures have been developed as part of the
ESIA to manage and minimise potentially significant adverse effects to acceptable levels and
to enhance Project benefits.

These mitigation measures are collected and summarised in a Commitments Register (CR),
which lists in one place all of the mitigation and management actions that need to be
undertaken by the Project with respect to environmental and social issues. The CR enables
Lydian to track its compliance with the ESIA. However, the CR is not considered practical for
public issue, because it includes more than 400 items, some of which reflect relatively
standard good mining industry practice. Therefore, the ESIA includes (as Appendix 8.5) an
abbreviated version of the CR: the Public Commitments Register (PCR). Commitments on
actions to be undertaken with respect to detailed engineering design, and routine on‐site
management measures, are excluded from the PCR; the PCR includes only those items which
are particular to the Amulsar Project and which will be of most interest to Project lenders,
shareholders and stakeholders. The commitments will also include the permit conditions that
relate to environmental performance of the Project, including:
 Comply with construction normatives required by the Sevan Technical Committee for the
protection of ground and surface waters;
 Comply with the requirements for the translocation of Potentilla porphyrantha, as
identified in the Permit application; and
 Prior to 2 years before mine closure, the detailed plans for plans for closure and
rehabilitation to be submitted.

Lydian is committed to report annually on its HSEC performance, including on implementation
and progress of the PCR.

The full CR will be maintained as an internal document as part of the ESMS and will be used
to track the status of the environmental and social commitments. It can be organised by
Project phase, including construction, operations, and closure, and also references the

May 2016


location within the ESIA document where each commitment can be found, for contextual
reference. The intent is for the CR to be referred to constantly during all phases of Project
implementation and environmental and social training, and shared with contractors as
necessary. It will be a live document that will cross‐reference other documents relevant to
the Project as necessary (e.g. additional legal documents, requirements of lenders, and so
forth).

8.9.2 ESMP
The Amulsar Project ESMP comprises a suite of discipline‐specific environmental and social
management plans (Appendices 8.7 to 8.24). Except in a small number of cases, each of the
commitments listed in the CR (see above) which is also addressed within one or more of these
management plans. The management plans describe how the commitments will be fulfilled,
and how their fulfilment will be checked.

A total of 20 management plans have been developed, including two health and safety plans,
an emergency response plan, three social plans, two biodiversity plans, and ten
environmental management plans. They will be regularly revised as required and in
accordance with the ESMS & OHSMS standards.

The discipline‐specific management plans which comprise the Amulsar ESMP will be
implemented during construction and operation via the ESMS. Linked to the plans will be
operating procedures which govern how the plans' requirements are implemented; these
may also include various forms, templates, checklists and work instructions. This three‐tier
arrangement is illustrated in Figure 8.8. The three‐level structure is based on the premise
that responsibility must be assigned to the individual or to the unit operation that controls or
manages the operational procedures that can result in potential significant adverse effects.
This individual or unit is therefore most able to respond and mitigate any occurrence requiring
action.


May 2016


The ESMS
The ESMS establishes policies, responsibilities and adaptive management systems under
which the ESMP is implemented.
Level 1
ESMS
Discipline‐Specific Management Plans (MPs) (see Appendices 8.6 to 8.24)

Level 2 MPs define site‐specific and issue‐specific management processes:

Stakeholder Engagement Plan (SEP)
Occupational Health & Safety Plan (OHSP)
Footprint Management Plan (FMP)
Level 2 Emergency Preparedness and Response Plan (EPRP)
Discipline‐Specific Transport Plan (TP)
Management Plans Cyanide Management Plan (CMP)
Environmental Monitoring Plan (EMP)
Integrated Waste Management Plan (IWMP)
Air Quality Noise and Vibration Management Plan (AQNVMP)
Community Health & Safety Plan (CHSP)
Community Development Plan (CDP)
Cultural Heritage Management Plan (CHMP)
Preliminary Mine Reclamation Closure and Rehabilitation Plan (pMRCRP)
Biodiversity Management Plan (BMP)
Land Acquisition and Livelihoods Restoration Plan (LALRP) plus addendum
Acid Rock Drainage Management Plan (ARDMP)
Surface Water Management Plan (SWMP)
Carbon and Energy Management Plan (CEMP)
Workers Accommodation Management Plan (WAMP)
Contractor Management Plan (CMP)

Project Implementation Plan
Level 3 Standard Operating Procedures (SOPs)
Standard Operating As necessary, each Level 2 plan will contain SOPs providing detailed procedures for
Procedures accomplishing site‐specific tasks

Figure 8.8: Structure of ESMS

As described in Section 8.3, a “mixed contract” approach to construction of the Project is
envisaged, potentially using a number of different contractors operating under different types
of contract. This presents challenges for implementation of the ESMP (in comparison with a
May 2016


single‐contract strategy), since the commitments will need to be communicated to each
contractor involved in their implementation. Although Lydian retains ultimate responsibility
for ensuring implementation of the ESMP, Lydian will expect its contractors to align and abide
with its provisions. To facilitate this, Lydian will adopt the following strategy:
 Potential contractors will undergo a pre‐qualification process which will assess their
competence in environmental and social management;
 The key environmental and social commitments associated with the Project will be
communicated to potential contractors at the tendering stage, potentially in part as a
series of “Project rules”;
 The tender evaluation process will conform to the requirements Contractor
Management Plan (see Appendix 8.26), which includes the validation of the
contractor’s consideration of environmental and social issues as well as safety and the
contractor’s policy and resourcing commitments (this aspect will be appraised by
members of the environmental and social team, reporting to Senior Manager HESS;
and
 HSEC training modules will be developed for contractors in line with the Lydian
Training Plan for construction activities.

Safety, social and environmental performance requirements will be specified in all Project
contracts. Larger contractors will be expected to draw up their own appropriate
environmental and social management plans that are compliant with the Project ESMP, and
provide specialist safety, social and environmental management staff who will work with the
equivalent Lydian personnel. Smaller contractors may work under the Lydian ESMS and
ESMP. In all cases, contractor compliance with the Project ESMP will be checked by Lydian
personnel. Certain elements of the ESMP, including biodiversity management, environmental
and social monitoring, stakeholder engagement, land access, livelihood restoration and
community relations, will be the full responsibility of Lydian, as will ultimate responsibility for
successful implementation of the ESMP.

Lydian has an existing Compliance Assurance Plan, which was used during the exploration
phase of the Project to manage both its own and its contractors' compliance with the
exploration phase ESMP. The main elements used to check compliance are:
 Daily assurance monitoring of site;
 Weekly inspections of specific areas, activities or facilities;
 Internal audits of departments and overall operation; and

May 2016


 External audits, as required by stakeholders, authorities and other third parties as
required.

Daily monitoring is a routine, ongoing activity that is conducted as a normal and integrated
part of department supervisors' job duties, whereas the weekly inspections use a checklist
and are more structured. Internal and external audits are carried out less frequently than
inspections but are more formal and also aim to identify the adequacy of the ESMS.

The Compliance Assurance Plan will be adapted and revised for the construction (and later
operation) phase of the Project once the contracting strategy and arrangements has been
finalised.

8.10 Contractor Management Plan (see Appendix 8.26)
The purpose of this forthcoming management plan is to outline how contractor compliance
with the requirements of the ESMP will be assured, including to:
 Define roles and responsibilities of Lydian and the contractor;
 Identify how Project environmental and social requirements and commitments will be
communicated during the tendering process;
 Define how consideration of the contractor's environmental and social management
capabilities will be used to determine preferred contractor;
 Define how the Project's environmental and social requirements and commitments will
be incorporated into contracts;
 Demonstrate the arrangements for environmental and social management during Project
implementation, including division of roles between Lydian and the contractor;
 Define compliance monitoring and reporting plans, including Key Performance Indicators
(KPIs);
 Define training requirements; and
 Any other arrangements necessary to assure effective implementation of the ESMP under
the contractual arrangement.

The CMP defines the details of the contractor’s engagement processes to be implemented by
Lydian, although it will not supersede the conditions detailed in the General Conditions for
Goods and Services. The CMP will be reviewed annually to determine whether any changes
or updates are required to the plan unless a more frequent update is required to reflect
changing Project design or procedures. The process for contractor procurement will come

May 2016


into effect in time for early construction works. The updated version of the Stakeholder
Engagement Plan has been publicly disclosed on the Geoteam website and the Amulsar
Information Centre (AIC). Armenian contractors will also be informed of project commercial
activities and general information through announcements made by the Commercial
Department. The Geoteam website will contain a link to a Commercial Activities webpage that
will advise local, national and international contractors of forthcoming contract packages; the
preliminary scope and requirements for each contract package will be indicated.

Contractors that are interested in becoming pre‐qualified for consideration on upcoming
contract tenders will be able to download and follow the pre‐qualification
instructions. Contractors that do not demonstrate sufficient levels of proficiency in the
various Pre‐qualification Checklist categories to pre‐qualify for commercial activity
consideration will be informed of their deficiencies and how to correct them for future
consideration.

Contractors that pre‐qualify will be informed of their eligibility and listed for future
commercial activity opportunities with the Geoteam. Pre‐qualified and eligible contractors
will be able access the upcoming contract tender packages through a link to the individual
contract description webpage. A similar process will be developed to inform local and
national providers of the opportunity to become pre‐qualified for participation in future
Geoteam purchasing opportunities.

All pre‐qualified contractors will be required to participate in a two day workshop to explain
and train them in the Geoteam’s Environmental and Social Management Plan (ESMP), the
Occupational Health and Safety Management Plan (OHSMP) and the Contractor Selection
processes including contract bidding, adjudication and award, hiring of local labour and
community relations requirements. The contract appendices will identify the environmental,
social, health and safety requirements will be clearly identified.

The Senior Manager HESS, or representatives, will be involved in the procurement process at
all stages from prequalification. The tender evaluation will require a detailed input with
respect to environmental, social, health and safety in combination with the technical and
commercial aspects of the proposal.


May 2016


8.11 Lenders Environmental and Social Action Plan
The ESIA has been prepared as part of Lydian commitment to responsible corporate
citizenship, but also as a requirement for financial institutions that are funding the project. It
meets international standards required by Project Finance lenders, as well as Lydian’s own
high standards for addressing environmental and social impacts.

As a result of a due diligence review of the Amulsar ESIA performed by the Project’s Lenders,
further actions are likely to be recommended to address the Project’s environmental and
social assessment commitments under IFC PS 1 and EBRD PR1. These recommendations will
be in the form of an Environmental and Social Action Plan (ESAP) that will be completed
following the completion of the independent review of the ESIA by the IESC, pending final
approval by Lenders. The activities specified in the ESAP will be added to the CR as specific
time bound actions and all necessary changes will be incorporated into the ESMP, where
required.

The first independent audit of ESIA compliance shall be published and publically released at
the end of 2016, tracking compliance with the commitments made, in particular per the ESAP
and CR.


May 2016

12 Chapter 8 Environmental and Social Management Plan

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What is the purpose of the Environmental and Social Management Plan (ESMP)?

What is the purpose of the Environmental and Social Management Plan (ESMP)?

What are the main components of Lydian's Environmental and Social Management System (ESMS)?

What are the main components of Lydian's Environmental and Social Management System (ESMS)?

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Operational Management HSEC

Competance & HSEC Documented

Monitoring, Measurement, Internal Management

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2.1 2.2 2.3 2.4

Operational Risk OHS Legal & Other Management

3.0 IMPLEMENTATION AND OPERATION

Resources, Roles, Competance Communication,

4.0 CHECKING AND CORRECTIVE ACTION

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Discipline‐Specific Management Plans (MPs) (see Appendices 8.6 to 8.24)

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