The mining industry is evolving to better address community and societal issues by emphasizing values-based behaviors and responsible closure planning, ensuring social trust and the sustainable supply of raw materials.
Integrated mine closure is a dynamic and iterative process that considers environmental, social, and economic factors from an early stage of mine development and throughout the life of a mining asset. Fundamental to this process is the need to integrate closure strategy and design within the core business, reducing lifecycle costs, improving risk management, and enhancing industry reputation.
Mine closure planners coordinate interdisciplinary teams to address various aspects of closure, including land use planning, risk management and supporting technical studies, social performance, engineering design, and closure provision costing. The profession’s growing importance is highlighted by the 2024 inclusion of ‘closure planner’ in the Australian and New Zealand Standard Classification of Occupations (ANZSCO).
Jonathan Sanders, a Certified Environmental Practitioner (CEnvP) and Mine Closure Practice Lead, has emerged as a prominent figure in this advancing field of mine closure planning. His leadership is defined by his ability to cultivate collaboration across multidisciplinary teams and his commitment to adaptive decision-making. Jonathan prioritizes flexibility and encourages openness to new ideas, ensuring that closure strategies meet environmental standards and respect community and cultural values. His forward-thinking approach has positioned him as a leader who is shaping the future of mine closure, with a focus on aligning industry practices with broader sustainability goals.
Klohn Crippen Berger (KCB), a leader in engineering, geoscience, and environmental consulting, plays an important role in this transformation. With a strong commitment to delivering sustainable solutions, KCB has become a key player in helping mining companies manage their closure projects effectively, particularly in the fields of final landform design, tailings/mine waste, and water stewardship. By focusing on innovation and integrating community engagement, the company supports the development of long-term, resilient strategies for land rehabilitation and post-mining use. KCB’s expertise, combined with Jonathan’s guidance, has enabled the company to set new standards in mine closure and environmental management.
Let’s explore Jonathan’s adaptive leadership in the mining industry:
Expanding Expertise in Mining and Infrastructure Projects
Jonathan is a Mine Closure Practice Lead with Klohn Crippen Berger (KCB) and has over 17 years of experience in the metals and mining, as well as hydropower industries. Throughout his career, he has managed numerous closure projects, including visiting global mining assets in Peru, Canada, Mexico, the U.S., Indonesia, Australia, and Papua New Guinea.
Throughout his career, several key milestones have shaped his leadership to where it is now. All key milestones have involved amazing mentors and experiences. Starting as an Environmental Officer at Port Waratah Coal Services expansion, he gained foundational experience in environmental management in the construction industry.
His transition to Xstrata’s North Queensland Operations (Mount Isa Mines and Ernest Henry Mine) marked a turning point, where he took on roles with increasing intricacy and responsibility, including Senior Environmental Advisor. Here, he worked closely with mine operations, led interdisciplinary teams and managed projects focused on various mine closures, compliance, and environmental risk-management initiatives.
Moving from Australia and transitioning from a mining company to join Klohn Crippen Berger (KCB) in Canada as a Senior Environmental Professional and Project/Study Manager was another shift in Jonathan’s career. This role expanded his experience in mining within a different social and biophysical environment. Working in Canada also provided an opportunity to transfer his experience into Infrastructure and various Hydroelectric Dam Owner’s engineer environmental management support roles.
He has also supported the improvement of industry competency by contributing to the Closure Planning Practitioners Association (CPPA), facilitating the Australasian Institute of Mining and Metallurgy (AusIMM) integrated closure planning course, and developing content to support Glencore’s Tailings Manager Academy.
Aligning Work with Sustainable and Climate-Resilient Goals
In his role as Mine Closure Practice Lead at Klohn Crippen Berger Ltd., Jonathan manages interdisciplinary mine closure projects, encompassing strategy, design, and implementation.
Some of the more common tasks include project management and the coordination of a wide range of subject matter experts, preparing closure plans and cost estimation basis of estimates, strategic closure advice and planning (including developing vision and future land use strategy informed by community and First Nation values), preparation of mine closure and execution plans, developing and implementing rehabilitation plans, stakeholder engagement, conducting closure risk assessments, and helping map out the transition to post-mining land use, including preparing objectives, success criteria, and monitoring/maintenance programs. His role also involves mentoring staff within KCB and various industry groups, which contributes to both the company and the industry.
The scope of battery limits depends on the capability and resources of a client and the nature of the project. A great deal of what he does is problem-solving and the fact that no two projects are ever the same leads to continual learning and the addition of fresh skills. Social and stakeholder engagement throughout this process is another key element of being a closure practitioner.
Closure planning has been very clearly acknowledged across the industry as a discipline that is integral to the whole lifespan of a mining area. As a strategic mine closure planning consultant, each scope of work he takes on aligns with KCB’s Charter and Mission to deliver sustainable solutions for the natural and built environment, recognizing their role in building a sustainable, climate-resilient future.
Prioritizing Approachability and Flexibility in Decision-Making
His leadership style is adaptive and inspirational, motivating the team around a shared vision. He prioritizes being approachable and flexible in decision-making. It is crucial to challenge confirmation bias, remain open to new ideas, and adapt the approach as needed.
He maintains a clear distinction between ‘leadership’ and ‘management’: leading people while managing things (i.e., assets, projects, and systems). Investing time upfront with people to understand and relate to different perspectives and building long-term trust by consistently following through on commitments always pays off.
Strong Project Management and Leadership Skills
Looking back, these are a few of the more important attributes that have helped Jonathan succeed in this sector:
- Curiosity and Humility: Understanding one’s professional competency level and always looking for opportunities to learn is crucial. Staying curious, as any exposure and experience can be valuable and may be useful in the future.
- Risk Assessment and Alternatives Assessment: Understanding risk/opportunity assessment and structured alternatives and decision analysis risks are crucial in closure planning. While one may not always have the answers, placing technical elements within a structured framework breaks down information silos and aligns decision-makers on objectives, uncertainties, and forward works.
- Project Management and Leadership: Strong project management skills ensure large-scale projects meet client expectations regarding quality, schedule, and cost. Effective leadership and communication are essential for building cohesive teams that achieve project goals.
- Land Use, Communities, and First Nations: It is essential to understand and incorporate into strategy the value drivers for First Nations and local communities and how both temporary mining and future land use impact these values, particularly concerning land, air, and water. ‘Nature positive’ ‘and biodiversity commitments all feed into those values. Misalignment between stakeholder engagement expectations, closure strategy, mine plans, and landform design basis are common issues.
Encouraging Team Participation in Goal-Setting
Jonathan believes aligning the right people and business plans with the ‘why’ (i.e., common mission/vision and core values) is important. He prioritizes clear and consistent communication around this, as often technical people can stray from the bigger picture.
Regular check-ins help keep everyone informed about the company’s objectives and how projects contribute to these goals. He also encourages team members to participate in goal-setting processes, which cultivates a sense of ownership and commitment.
Additionally, he focuses on professional development, providing opportunities for team members to enhance their skills and advance their careers.
Planning for Professional Competency Progression
To stay updated on industry trends and technological advancements, he gets involved and has a plan to progress his professional competency. Jonathan is an active member of professional associations like AUSIMM, CPPA, and the Environment Institute of Australia and New Zealand (EIANZ) and engages in continuous learning through numerous courses and workshops.
He regularly attends and presents at industry conferences, such as the International Mine Closure Conference, Life of Mine Conference, and Tailings and Mine Waste, where he can learn about the latest developments and network with other professionals.
Developing a Strong Technical Foundation
For aspiring leaders in the metal and mining industry, Jonathan offers the following advice:
- Adapt and Embrace Opportunities: The industry is frequently progressing. Stay curious and committed to learning new skills and knowledge. Say yes to opportunities that are outside your comfort zone but align with your core values. Get out to a remote or rural part of the world. Find opportunities to work on projects with First Nations, as the benefits are endless.
- Develop a Strong Technical Foundation: Understanding the technical aspects of the industry is crucial. Invest time in learning and gaining hands-on experience.
- Build Strong Relationships: Networking with peers, mentors, and stakeholders can open doors and provide valuable insights. The industry is getting smaller with social media, and therefore, character and values matter, which will follow over time.
- Prioritize Safety and Sustainability: These are non-negotiables. Everyone wants to go home safely and leave a positive impact. Leading with a focus on safety and environmental responsibility earns respect and trust.
Mentoring and Shaping the Next Generation of Industry Leaders
According to Jonathan, critical minerals generated by industry will continue to be in high demand due to the acceleration of an energy transition. Stakeholder expectations and public disclosure requirements are rising, focusing on improved tailings management, closure costing, and ESG commitments, including social performance, climate change, and nature-positive initiatives.
He believes experienced mine closure planners will play an even more important role in the industry’s future, with a growing need for professionals either employed directly within mining companies or in consultancy capacities. Integrated closure planning leads to reduced costs, better risk management, and enhanced trust and reputation for the industry.
Jonathan’s future goals and aspirations within the industry include continuing to lead innovative and impactful mine closure outcomes. He aims to further develop sustainable closure practices that can be adopted globally, contributing to the industry’s overall reputation.
Additionally, he aspires to take on more strategic leadership roles, where he can influence industry policy and shape the next generation of leaders. He is passionate about mentoring and believes in the importance of passing on knowledge and nurturing new talent to shape the future of the industry.
