Mine closures present one of the most challenging periods for companies and their people – but New Hope Group was determined to ensure it was a positive phase for all stakeholders.
With its Jeebropilly Mine reaching end of life in late 2019, the company implemented a plan that would not only be embraced by its workforce but set them on the path for success once the mine closed.
Enter the ‘Finishing Well’ program. As the name suggests, it plots the path to continue taking positive steps in the face of adversity.
Having commenced operations in 1982, the mine was renowned for its rich history – and close association with the local Ipswich community.
As mine closure loomed, the leadership team wanted to ensure that well-earned community reputation would not be damaged.
Judging by the success of the ‘Finishing Well’ program, New Hope Group have innovated how mine closures are managed, turning what is largely perceived as a negative, into a positive experience for its employees.
“Mine closure has many aspects and if not executed well, has the potential to adversely impact the business, environment, community, employees and other stakeholders in varying ways,” Trent Knack, General Manager of the West Moreton Operations, New Hope Group, said.
In early 2018, the risks of a poorly executed mine closure strategy were identified, and the Jeebropilly management team met to discuss a unified path towards mine closure and offering the best possible experience for all stakeholders.
“The decision was simple – we had to manage our situation, which was mine closure, or it would manage us and our people,” Mr Knack said.
Implementing the targeted ‘Finishing Well’ program guided the site’s destiny, specifically tailored to meeting the needs of the business and its people, retaining and engaging employees, while maintaining its positive safety culture and safe production.
“The readiness for people to transition, supported by the subsequent employment for many post closure is testament to the quality of information provided and the coaching and mentoring techniques applied through-out the program,” Mr Knack said.
All employees and contractors were ‘transition ready’ and empowered for change, armed with professionally written resumes accompanied with job seeking and interview techniques acquired via mentoring and coaching by industry professionals.
Mr Knack said the positive culture of the mine was maintained – and in some cases strengthened – as the ‘Finishing Well’ motto became part of the culture and language in and around the mine site with closure viewed as a ‘success’ rather than failure.
The program had many elements, but ultimately revolved around engagement and timely, transparent communication, accompanied by education and effective coaching and mentoring.
One-on-one sessions were held with all employees and site-based contractors to establish an understanding of the readiness of people for closure and change, forming the basis of the ‘Finishing Well’ program.
Not only were employees educated and exposed to change and career transition, they were afforded education and awareness to assist their financial position and future, emotional and wellbeing, along with redundancy knowledge and job preparation through resume writing, job seeking skills and interview techniques.
A suite of regular events also ensured up-to-date information was communicated, with partners and families also engaged to establish support networks.
Key measures include only two resignation (98.9% retention rate) during the two-year period of the program, boosting morale and culture.
Jeebropilly also delivered its greatest operating profit in the 38-year history of the mine in its final full year of operation, with Total Recordable Injury Frequency Rate maintained below industry average through the two-year period.
New Hope Group is the recipient of the 2020 AREEA Workforce and Workplace Relations Innovation Award.
The Award Judges recognised the positive impact the company’s ‘Finishing Well’ program had on the Jeebropilly workplace and employees.
