Mine closure is often treated as an end-of-life engineering task, but this WSP interview with Kim Ferguson, global director of mine closure, argues that approach hides the real costs. The biggest surprises come from indirect work: studies, regulatory engagement, temporary power and water, site logistics, and post-closure monitoring that can run for decades. Ferguson also notes that many sites never get fully relinquished and stay under corporate stewardship, which turns closure into a long-term financial and governance issue. The article makes the case for early, integrated planning rather than just writing a closure plan. That means embedding closure thinking into design and operations, testing reclamation methods while the site is active, and progressively agreeing completion criteria with regulators. It also suggests treating legacy sites like land-use planning problems, where partial reprocessing or repurposing may make more sense than assuming full revegetation. For anyone involved in mining, environmental liabilities, or project finance, the interview is a practical look at how closure decisions affect costs, schedules, and long-term risk.
