Episode Details

In this episode we chat to Adrian Bell who has 32 years domestic and international mining experience in senior and executive roles within human resources, risk management, sustainability (safety, environment, community), communications and external affairs. 

For the past 13 years, Adrian was at an executive level reporting to the Managing Director with a mid-tier and successful ASX100 mining Company, PanAust Limited that was recently taken over by a Chinese State Owned Enterprise (SOE).  Currently, Adrian is consulting full-time to Aurelia Metals on HR, Risk and Sustainability and is Chairman of OnContractor which is a fully integrated IT Platform that uses AI Recruitment and matching as well as contractor management and payroll function.

We talk about HR issues around starting a new project in a developing country versus an existing operation in Australia, and the common themes about restructuring an operation and managing change. We continue with the theme of sustainability and why this is important for mining companies, and details on the best way to close a mine in a developing country.

KEY TAKEAWAYS

• Adrian’s wealth of experience in mining has seen him take everything from HR roles to corporate positions, culminating in him becoming one of the most sought after consultant names in the industry.
• The unions commanded more respect and loyalty from mining professionals, than the companies commanded, during the 80s. This led to a precarious balance of power that was resolved when companies began to make changes in the methods of their operations.
• The six things that employees want and deserve, and which will subsequently ensure loyalty, are:
• Job security
• Fair pay
• Safety
• Reasonable expectations
• Development
• Prospects for career advancement
• Culture is a very nebulous thing. It’s intangible, but it is there. Everyone gets a sense of a company’s culture when they join. The secret to true culture integrations, is to take the keywords and make them live and breathe in your business.
• Recognising good performance, and encouraging diversity and development, are all keystones of employee respect, and by doing so, creating respect for the community and environment.
• There’s no better way of showing respect and integrity than through transparent recording. Sustainability reports, followed by follow-ups, security, human rights, governance documents and diligence are important starting points.
• You need to engage with the workforce. When restructuring or reviewing an operation, as much as possible should be developed in house by the existing workforce. By going outside, you will engender distrust.
• Adrian’s vast experience came from never saying no to opportunities for development. We must never close ourselves off from the chance to be better.
• Executives these days can see the multitude of benefits that come through diversifying their workforce. Adrian has been at the forefront of gender equality in the industry.
• Operating in different countries, and adhering to different environments and governance, caused mining to realise that each territory requires a risk framework that differs from country to country.
• Case studies have proved that respect and care are vital components of effective mine closures, and have left successful transitional legacies in countries and areas in which mines are longer operating. Positive legacies must always be left behind.

.BEST MOMENTS

‘We need to show respect for the community and for the environment’

’They’re trying to reach consensus on improving conditions in the workplace’

‘Employees felt loyalty to the unions instead of the company’

‘A lot of people get turned off by the jargon’

‘You can’t rely on leadership alone’

’Never say no to