Over the last decade, there have been increasing demands for mining to be safer, socially acceptable, and more responsible with respect to the environment. Without this, mining proponents either fail to gain approvals, or experience extended permitting delays and significant rework of the proposed plans and designs.

In response, most mining organizations have been attempting to alter business practices to improve environmental performance and social engagement. However, because our industry has built itself into a meca of organized silos, we have not spent the necessary time looking at our entire operations to eliminate systemic risks, where managing systems collide, and the roots of our problems lie. Instead, to address these demands, we have simply been adding more oversight, more controls and management systems, and ultimately, more costs. The economics of such responses has become unbearable.

Current efforts to improve performance are still focusing on specific parts of the puzzle. They are each being managed by different silos in the system. And the changes being implemented by each silo are not necessarily facilitating overall system improvements. Teams are each looking out for number one, focused within their distinct boundaries, and sometimes this can cause problems for others outside of those bounds.

What our mining systems need is a helicopter view, a way to break down operating silos, to dig in and assess practices from multiple viewpoints, to find where problems arise within the system, and then to solve them quickly. The best part about that?

Your Teams have most of the answers…

The questions are:

Do the have a voice, will they speak up, and will they work together? 

The Greatest Barriers to Change

The challenge with change has never been with what can be done. Your teams, your personnel, with their wealth of knowledge and diverse expertise, really do have most of the answers you are looking for. Rather, getting everyone aligned and working together, and gaining that much-needed support and buy-in from your internal stakeholders can be a difficult thing.

Your teams see change as extra work, a passing initiative that might be replaced with another in a few years, and often they can't see how they can contribute to achieving these bigger goals, so they won't put much effort into it. You need to get into their mindset, empathize and listen to them, and help them see how everything works together, and how important their ideas and their efforts really are. They need to know that they do make a difference.

Enviro Integration Strategies aims to facilitate rapid problem solving and change adoption by placing focus on:

  • Breaking down silos, and engaging a diverse network of stakeholders for alignment on & understanding of challenges with existing systems, and then buy-in to change

  • Discovery and elimination of barriers to communications and collaborative problem solving, leading to overall, higher performance

  • Collaborative ideation & problem solving, co-designing solutions in & co-developing proactive implementation plans

  • Recognizing and building in-house capabilities and motivation with engaged employees, to find and implement solutions

  • Integration and sustainment of altered processes and systems

Karen supported site with numerous environmental projects, including facilitating a team to clarify the direction for a project to reclaim the existing above ground tailings facility.

Karen’s management helped unite managers and experts from various internal and external sources toward a clear objective, and to keep our desired trust with our community and regulatory agencies. Her proposed options helped us to do this with lowest cost possible and avoided us spending potentially millions of dollars if this project was not managed well while delivering results for our stakeholders and caring for the environment.
— General Manager, Cameco Corporation

Our Processes

We apply a unique approach to facilitate and expedite the improvement of environmental performance, targeted where it matters the most - corporate strategy, business integration, front-end project planning, and change implementation. We work through an iterative sequence founded on Lean principles to work through your list of challenges, and we consider both the technical and the personal aspects of change.


This sounds simplistic, but the sequence involves all of the stages described below including problem identification, situational analysis, gaining alignment and buy-in to change, options identification and comparison, solution selection, and implementation planning through to business integration.


At the strategic level, we help organizations discover potential risks within their operating and management systems, and to better understand the scope and complexity of any improvement challenges that are taken on.


Systems Gap Analysis

Organizational stakeholder engagement

Performance compilation & analyses

System mapping

Report out


Alignment & Prioritization

Multi-discipline, multi-departmental leadership workshops

Opportunity analyses

Prioritization & Sequencing


If your organization already has its goals set out, we help to engage your workforce and gain momentum to move those initiatives forward.


Situational Analysis

Clarify scope & stakeholders

Data Analyses as necessary

Deeper dive into Integrated Systems

Identification of risks & opportunities


Options Analyses

Collaborative Ideation session

Comparative analyses


Follow up on details as necessary


Align & Engage

Multi-stakeholder workforce engagement session

Align goals, targets & metrics with operating systems & workforce activities

Clarify interdependencies & constraints


Selection & Planning

Align on final option(s)

Create collaborative plan(s)

De-risk complexities

We note that when you are working towards broader improvement targets, there may be a variety of opportunities that will contribute to achieving these goals. At both the strategic and operational levels, we work to prioritize opportunities and plans based on greatest gains for the least cost and effort first. We also recognize that for every technical or technological change, or shift in techniques, there may be requirements for programmatic and procedural updates, training, and other behavioural shifts.

These are all taken into account when developing plans for changes, and we work with all relevant stakeholders who might be impacted throughout the planning process, to ensure that the chances of success for transition and adoption are that much stronger.

Karen and I worked on 2 multibillion dollar company-critical projects necessary for keeping our doors open.

1. Our first project was at Syncrude Canada. Karen defined the trusted strategic plan, helping us secure our budget with Senior Management. With 270,000 barrels/day of oil on the line, failure would have cost us billions. She got her hands dirty to go into the field and execute on the plan until we succeeded!

2. In our second project, we supported the largest mining operation of Cameco worth $400 Million dollars annually. Karen and I secured regulatory agencies trust and approval for licensing needed to safely continue our operations.

Karen’s greatest strengths were in her ability to leave no stone unturned to show due diligence for trusted research. Karen’s genuine care for the environment shows at every level!

She is passionate, and has an incredible ability to logically put together the trusted plan for Senior Management to easily approve projects. Extremely organized, I can always trust her management of a project.
— Director, Operations - Canada's Largest Diversified Resource Company

Early Stage Projects

We have practiced similar processes as above on projects at their earlier conceptual stages, to help minimize impacts and support proactive development of sustainable mines. Through this process, we work to streamline and integrate Sustainability aspects, Lean principles, Environmental Assessment processes and requirements, and any external stakeholder requirements into future development designs and schedules. Working with us at such early stages will: 

  • Improve scope definition & requirements gathering

  • Avoid or reduce environmental risks and long term liabilities

  • Streamline project and approval schedules

We'd love the opportunity to shape and influence future projects through early involvement and education of planners and designers.  

We’re Committed to Bring:

  • A fresh perspective on improvement opportunities, stemming from a broad environmental knowledge base,

  • A strategic, systems thinking approach, aligning project objectives with the big picture,

  • A consistent and preferential practice of inquiry, inclusion and collaboration in goal setting, planning and problem solving, 

  • Positive facilitation of workshops, with the ability to bring alignment and collaboration to teams derived from typically-siloed operations and departments, and

  • Ease in working with all levels of an organization, with both corporate and site experience.