Abstract
This study explores how Environmental, Social, and Governance (ESG) principles are integrated into mining practice within a South African context, focusing on organisational adaptation and compliance with overlapping local and international frameworks. The research objectives were to examine ESG reporting interpretation, internal adaptation strategies, compliance levels, and the experiences of professionals managing ESG requirements. Using a qualitative case study approach, data were collected through twelve structured interviews with key personnel across strategic and operational functions.
Thematic analysis revealed five core themes: ESG compliance, implementation and adaptation, reporting practices, improvement opportunities, and operational challenges. Findings indicate that ESG reporting is shaped by multiple global and local frameworks, creating inconsistencies, duplication, and operational inefficiencies. While executives view ESG as a strategic imperative, operational teams experience resource constraints and fragmented processes.
The study concludes that ESG should be positioned as a strategic enabler rather than a compliance burden, requiring harmonised frameworks, dedicated sustainability resources, and enhanced stakeholder engagement. These insights contribute to the discourse on ESG integration in emerging economies and highlight the need for coherent, context-sensitive sustainability practices.