We understand that the scale of change will be wide reaching, and a concerted change management effort will be required to ensure the long-term resilience of communities.

DIRECT WORKFORCE IMPACT

The skills and experience needed for digital green technologies will be vastly different from the current skills of the coal workforce.

A tiered approach to workforce planning is needed to ensure as many current workers as possible are retained and retrained while experts in the field can establish and operate the new companies.

Mines will require holistic retrenchment strategies with the support of social services, recruitment companies and union bodies.

The supply of younger professionals needs to be identified to supplement attrition and enable growth.

Education and training curriculum will need to be assessed to ensure the right skilled labour will be available and new STEM programs established to fill the gaps.

THE COAL VALUE CHAIN

The impact to all parties in the coal value chain need to be understood.

Current procurement across all verticals of spend needs to be analysed and a detailed impact analysis developed that can offer possible solutions.

Early engagement with stakeholders and the ability to introduce an entrepreneurial approach to reaching new positive directions will be needed.   

INDIRECT COMMUNITY IMPACT

The opportunities and threats to local businesses, authorities, health and education bodies and community groups need to be understood.

New sources of value to the community should be identified and planned with a Community Blueprint developed with the guidance of community, business and government consultation.