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A mine can satisfy every applicable engineering standard and still be exposed to conditions its designers never fully considered. The calculations may be correct, the required factors of safety may be present, and every approval may be in place. Yet the underlying rainfall, temperature, wildfire, permafrost, or hydrological assumptions may no longer represent the conditions the asset will experience during its life.
This does not mean engineering standards have lost their value. Standards remain essential for establishing minimum requirements, accepted methodologies, professional accountability, and industry-wide consistency. The problem begins when compliance is treated as proof of future resilience rather than one part of a broader engineering judgment.
Traditional design methods frequently rely on historical observations to define precipitation, flooding, snow, wind, temperature, and other environmental loads. This approach assumes that the past provides a reasonable basis for estimating the future. That assumption becomes less reliable when the frequency, duration, magnitude, or combination of extreme conditions begins to change.
The National Research Council Canada has recognized that many codes, standards, and guides have been based on historical climate data that do not account for climate change. Its climate-resilient infrastructure work is developing forward-looking data and updated load provisions for future editions of codes and standards. The need for those updates illustrates why operators should understand the climate basis behind a published requirement instead of assuming it already reflects future conditions.
Even when updated data is available, a regional value may not represent the mine site. Elevation, terrain, vegetation, watershed characteristics, ground conditions, and distance from monitoring stations can create substantial local differences. Remote projects may also have limited observation records, making it difficult to distinguish long-term patterns from incomplete data.
A standard is generally written for broad application across many projects and locations. It cannot anticipate every combination of asset life, consequence classification, operating dependency, emergency-response limitation, or site-specific hazard. The owner must determine whether the prescribed criteria are adequate for the project’s actual risk profile.
This distinction becomes especially important for assets with long operating or post-closure lives. A mine may operate for 20 years, while tailings facilities, waste landforms, drainage systems, water-treatment requirements, and closure infrastructure must remain effective for much longer. Designing only for conditions expected during the initial operating period can transfer significant exposure into closure and post-closure.
The consequences of failure must also influence the level of climate analysis. A minor drainage interruption and the loss of a critical containment system should not be evaluated through the same decision lens. Where failure could affect people, communities, the environment, or the long-term viability of the operation, owners need greater confidence that the selected criteria remain appropriate under future conditions.
Climate risk is not limited to whether a single design value increases. A culvert may have adequate hydraulic capacity but still fail when wildfire debris blocks the inlet. A pump may meet its specified duty but become unavailable when flooding disables the electrical supply or prevents operators from reaching the station.
The same problem appears across mine infrastructure. A foundation may satisfy structural requirements while relying on permafrost that is no longer stable, and a road may meet geometric standards while becoming unreliable under more frequent freeze-thaw cycles. A water-treatment facility may have adequate process capacity but lack storage, power, staffing, or chemical supply during an extended regional emergency.
These examples expose a limitation of component-level compliance. Individual systems can meet their requirements while the larger operating system remains fragile. Climate-informed reviews must therefore examine interfaces, dependencies, and the possibility that several controls will be challenged at the same time.
Traditional engineering assessments often evaluate flooding, drought, wildfire, temperature, and ground conditions as separate cases. Real events do not always follow that structure. Drought can increase wildfire risk, wildfire can remove vegetation, and the next intense storm can produce greater runoff, erosion, debris, and sediment loading.
Compound events can also connect physical hazards with operating constraints. Extreme weather may close the access road while interrupting power and communications, reducing staffing, and delaying fuel or treatment supplies. The primary asset may remain intact while the operation loses the supporting systems required to manage it safely.
A stronger design process uses scenarios to test these combinations. The objective is not to imagine every possible emergency, but to identify credible event chains that can defeat multiple safeguards. This approach often reveals that apparent redundancy depends on a common road, substation, watershed, supplier, communications network, or operator response.
Replacing one historical value with one future value does not solve the design problem. Climate projections vary by scenario, time horizon, location, model, and hazard, while engineering performance introduces additional uncertainty. Selecting a single number can create the same false confidence that the forward-looking assessment was intended to prevent.
Projects should test a credible range of conditions and identify where the design becomes sensitive. Some measures may be justified under nearly every scenario, while others may become necessary only if observed conditions approach a defined threshold. This distinction allows owners to separate immediate design requirements from adaptations that can be staged over time.
Uncertainty should be documented rather than hidden inside an allowance. The design basis should identify the selected datasets, scenarios, assumptions, limitations, and methods used to translate climate information into engineering criteria. Decision-makers can then understand what is known, what remains uncertain, and which findings most influence the design.
Climate assumptions should not be distributed silently across consultant reports and discipline-specific calculations. The owner needs one traceable climate design basis that defines the required scenarios, time horizons, performance expectations, and review responsibilities. Without that structure, different teams may use inconsistent rainfall, temperature, hydrological, or ground-condition assumptions.
This basis should align with the asset lifecycle. Construction teams need criteria for temporary works and seasonal exposure, operating teams need criteria for performance and recovery, and closure teams need criteria for systems that must function with reduced intervention. The selected conditions should also flow into cost estimates, schedules, procurement documents, equipment specifications, operating plans, and emergency-response requirements.
Procurement is particularly important because equipment suppliers may rely on standard environmental ratings that do not match the site. Temperature limits, enclosure requirements, cooling, heating, insulation, corrosion protection, drainage, and testing must reflect the owner’s actual design basis. Otherwise, the project can complete the climate analysis without carrying its conclusions into the equipment and materials being purchased.
No standard or design review can eliminate uncertainty about conditions several decades into the future. Resilience therefore depends on both the initial design and the ability to detect and respond to change. Monitoring should be connected to predefined thresholds, decision rights, response times, and feasible adaptation measures.
A threshold without an action is only an observation. If ground temperature, water level, erosion, settlement, treatment demand, or asset performance moves outside the expected range, the project should know who evaluates the result and what options remain available. Adaptation may require additional capacity, modified operations, new controls, or a formal reassessment of the design basis.
The reasoning behind these decisions must survive the transition from project development into operations and closure. Climate assumptions, model limitations, monitoring requirements, and adaptation pathways should remain accessible to the people responsible for the asset. When this information is lost, an operation may inherit a compliant design without understanding the conditions under which it was considered adequate.
The strongest project teams do not abandon standards when climate conditions change. They use standards as a foundation, then apply site-specific evidence, consequence-based judgment, scenario analysis, and adaptive planning to determine whether more is required. This approach strengthens the design without replacing established engineering discipline.
Traditional standards become inadequate when they are followed without questioning their assumptions. Operators need to know which climate conditions the criteria represent, how those conditions may change, and where the design is vulnerable to uncertainty or compound events. A project becomes more resilient when compliance and future adequacy are evaluated together.
TMG helps mining organizations facilitate independent, multidisciplinary design reviews that challenge assumptions and identify gaps between technical compliance and project resilience. Working as an extension of the Owner’s Team, TMG helps clients examine design criteria, climate-sensitive interfaces, constructability, operability, lifecycle requirements, and residual risk. Speak with a TMG expert about evaluating whether your project’s engineering standards and design basis remain adequate for the conditions it may actually face.
President
Kenny MacEwen is President of TMG and a senior execution leader with over two decades of experience delivering complex projects across the mining, energy, and infrastructure sectors. With a foundation in mechanical engineering and a track record spanning both Owner and consulting roles, Kenny has led multidisciplinary teams through all phases of the project lifecycle—from early studies and permitting support through detailed engineering, construction, and commissioning. His experience includes overseeing large-scale programs at New Gold and Centerra Gold Inc., where he aligned technical, commercial, and operational objectives across high-value global portfolios.
At TMG, Kenny leads the integration of project delivery frameworks that support Owner-side governance, stakeholder engagement, and cross-functional execution. He is deeply involved in developing workface planning models, ensuring interface risks are actively managed, and advancing readiness strategies that position assets for seamless transition to operations. His leadership extends across EPC coordination, budget stewardship, and the application of risk-adjusted scheduling tools to maintain project momentum. Kenny is recognized for fostering team cohesion in high-pressure environments while ensuring technical rigor and delivery accountability remain front and center.