Currently, mining in Australia underpins the economic vitality of the
nation, generating massive revenue from commodity exports and
providing substantial infrastructure and employment. In addition, it is
predicted that mining related services will in the future develop a global
market of their own that could eventually grow to rival, in value, the
export trade in mineral commodities. There is however little room for complacency. In the short- to
medium-term, escalating, vigorous competition can be expected from
many previously underdeveloped countries that are reforming their own
mining and mineral export industries. In addition, most mining
companies are facing a modem-day renaissance in terms of new
expectations, changing social norms, evolving employee relations and
statutory obligations. Thus, along with whatever promise the future might
hold, the mining industry is currently being subjected to a growing
number of largely unprecedented problems and pressures, both economic
and social, that are both highly complex and demanding. In particular, it remains a matter of on-going concern that relations
between mining companies and their employees still, in spite of recent
reforms, continue to constrain productivity, perpetuate inefficiencies,
affect quality of work life and retard progress towards mutually beneficial
goals and achievements. If mining in Australia is to attain and hold on to
a commanding position on the global scene, then further changes will
clearly need to be made. Realisation of this appears to be growing, with
most mining companies having attempted in recent years to improve
workplace culture. Based on a wide ranging study, this paper presents an overview of
what has been learned to-date with regard to the `people factor' when it
comes to implementing and progressing positive change and reform in
mining. From this, a number of practical suggestions, arising from hard
won lessons and experiences in the field, are offered. Attention to the
nine `key principles' given should help to ensure that many of the
common problems encountered to-date with change and reform in the
mining industry are in future avoided or at least minimised.