Brisbane’s AUSIMM Life of the Mine: Mine Waste and Tailings Conference this July was more than a gathering of industry minds—it was a wake-up call and one that’s still on my mind today. As mine closure is increasingly recognised as one of the resource sector’s most complex challenges, AUSIMM emphasised the need for greater collaboration beyond traditional technical expertise to ensure sustainable post-mining land use (PMLU).

One moment that crystallised this shift for me came during a panel discussion when a representative from BHP remarked, “Intuition is built by experience. If our experience is flawed, then our intuition is flawed.” It was a powerful reminder that our professional instincts—shaped by years in the field—can sometimes blind us to broader truths and the value of non-traditional expertise. Mine closure demands more than technical know-how; it requires a diversity of perspectives—environmental, economic, social, First Nations, governance, and cultural lenses must all be brought to bear if we’re to achieve meaningful PMLU.

Globally, mine closure is a growing concern.

According to the International Council on Mining and Metals (ICMM), over 40% of mining operations surveyed in 2018 were expected to close within 25 years, and nearly 20% within just a decade. Yet only a handful of sites worldwide have received formal closure certificates, acknowledging rehabilitation to a level agreed upon by governing bodies. And, alarmingly, only 45% of surveyed jurisdictions require companies to provide adequate financial assurance to cover closure costs, leaving governments vulnerable to absorbing the financial burden if companies default. This underscores the complexity, long timelines and decade-spanning risks that colour responsible mine closure.

As part of the conference, I presented a paper based on our work with Rio Tinto in North-East Arnhem Land at the Gove mine, titled “Cultivating Economic Empowerment and Food Security Post-Mine Closure.” The presentation highlighted how mine closure, when approached with purpose, respect, and collaboration, can become a powerful catalyst for sustainable, long-term regional transformation.

A key message I shared was that no single organisation, discipline, or individual holds all the answers when navigating the social, cultural, environmental, and economic dimensions of closure. First Nations people contribute deep place-based knowledge, cultural protocols, and long-term stewardship values. Local service providers bring practical insights into infrastructure and delivery.

Meanwhile, local government, technical experts, and investors offer strategic, policy, and financial perspectives. One of Palladium’s greatest strengths lies in our ability to synthesise these diverse voices into a coherent, community-led roadmap—one that drives meaningful and lasting impact.

The role of Traditional Owners and First Nations in this process cannot be overstated. Discussions at the conference around Indigenous-led development were among the most impactful. The question wasn’t just how to engage Indigenous communities, but how to elevate them from stakeholders to value shareholders. And value, as we were reminded, isn’t just financial. It’s cultural, environmental, and social. Wealth means different things to different people, and closure planning must reflect that diversity.

What’s needed is a process that prioritises fairness and transparency. It’s a process that invites Traditional Owners and First Nations inside the mine closure process, rather than leaving them on the margins until the end. This kind of inclusion takes time—and it cannot be rushed.

Closure challenges are multifaceted, involving not only environmental rehabilitation but also the social transition of workers and communities, financial assurance mechanisms, and regulatory coordination. Because of this, the most effective closure planning begins at the earliest stages of mine development and takes a collaborative approach.

Through our work with mining organisations around the world we’ve learned that mine closure isn’t about shutting down operations—it’s about opening up possibilities for longstanding and new stakeholders to generate value.
Melinda Buckland, Rio Tinto’s Head of Closure, captured this evolving mindset when she said, “Closure is one chapter of a book, not the closure of a book.”

The mining sector has mastered exploration and processing, but closure remains a work in progress. AUSIMM made it clear that this next chapter must be written collaboratively—with governments, industry, and most importantly, with people. In doing so, the industry can strive towards sustainable PMLU informed by a diversity of expertise and leave a legacy of shared value that is built to last.