Environmental Scan 2013
Resources and Infrastructure Industry
Responding to Challenges and Opportunities
Table of Contents
Executive Summary
3
Objectives
3
Key Messages
4
Section One: The Latest Industry Intelligence
5
Resources and Infrastructure Industry Overview
5
Coal Mining Sector
11
Metalliferous Mining Sector
13
Civil Infrastructure Sector
15
Drilling Sector
17
Quarrying (Extractive) Sector
19
Section Two: Identified Workforce Development Needs of the Resources and Infrastructure Industry
21
Section Three: Current Impact of Resources and Infrastructure Industry Training Package
28
Section Four: Future Directions for Endorsed Components of Industry Training Packages
34
Appendix A: Report on Previous Continuous Improvement Activity for the Resources
and Infrastructure Industry Training Package
38
Endorsed Changes
38
Appendix B: Methodology and Bibliography
45
Appendix C: Occupations and Qualifications in Demand Table
46
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Executive Summary
Objectives
The SkillsDMC 2013 Environmental Scan (E-Scan) provides an overview of the Australian Resources and
Infrastructure Industry’s current and future skilling needs, outlines challenges and highlights opportunities. Its
intention is to act as an early warning system for the Industry, governments and the Australian National
Training System.
The E-Scan is produced by SkillsDMC, the national Industry Skills Council for the Australian Resources and
Infrastructure Industry. SkillsDMC services an industry comprised of five sectors:

Coal Mining (including Coal Handling and Preparation);

Metalliferous Mining (including Mineral Exploration and Metalliferous Processing);

Civil Infrastructure;

Drilling; and

Quarrying (Extractive).
The data contained in this E-Scan is based on information collected from January to December 2012 inclusive
from the following sources:

Consultation with key employers and employer and employee bodies from the Resources and
Infrastructure Industry;

Industry intelligence collected from various events including the SkillsDMC Industry Leadership Forum,
2012 SkillsDMC National Conference and SkillsDMC Network meetings;

Consultation with Industry via the Industry Training Package Issues Register on the SkillsDMC website
– a system which allows for constant feedback from users of the Resources and Infrastructure Industry
Training Package;

A number of surveys conducted by SkillsDMC and distributed to Industry and the vocational education
and training sector during 2012, including the current version of the Resources and Infrastructure
Industry (RII09) Industry Training Package and support materials survey;

General reports on the Industry produced by key stakeholders; and

SkillsDMC’s workforce planning and development tool, SkillsMaximiserTM, which aggregates data
directly from companies and is able to provide a snapshot of the current and future trends from across
the Industry.
The data provided for this E-Scan via the SkillsDMC workforce planning and development tool is based on
information from direct participation of companies operating in the Resources and Infrastructure Industry.
This information is consolidated and extrapolated to forecast future workforce needs. As such, it is a sample, is
qualitative, and is subject to interpretation. In supporting the aim of predicting employment and skilling needs
for the sectors that comprise the Resources and Infrastructure Industry, this approach is preferable to an
historic extrapolation of data.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Key Messages
The Resources and Infrastructure Industry contributes approximately 9% to Australia’s Gross Domestic Product
(GDP) and according to the Minerals Council of Australia the mining industry alone contributes $121 billion
each year1 to the Australian economy. It is little wonder that the past year has seen the Resources and
Infrastructure Industry remain at the forefront of the Australian psyche with enduring themes of resource
booms and busts continuing to be assertively contended by the media, economists, government officials and
various industry bodies. Changes in the Industry’s economic status are clearly of great national and
international interest.
The purpose of this E-Scan is not to address the topic of boom or bust, but rather to provide a broad analysis
of the current and future skilling needs of the Resources and Infrastructure Industry. Yet it is not possible to
discuss one in isolation of the other due to Industry decisions being significantly influenced by both national
and international economic environments which impact on Industry’s decisions to start or defer projects, or to
downgrade geographic areas of operation in favour of increasing production in another. Government policies
also affect how Industry constituents within various sectors operate in states and territories across Australia.
Within this environment, and specific to the skilling requirements of industry, SkillsDMC in consultation with
the Resources and Infrastructure Industry has identified that:
1

The Resources and Infrastructure Industry Training Package must remain relevant to the
productivity outcomes of the Resources and Infrastructure Industry to ensure its ongoing use;

The Resources and Infrastructure Industry Training Package requires continual input from the
Industry it services to keep up with the rapid pace the Industry operates at (this is an Industry
which operates in a lot of cases 24 hours a day, 365 days a year and requires a constant supply of
skilled workers) noting that Industry, governments and SkillsDMC are working together to address
time lags in delivery against need and training quality;

Industry needs access to responsive Registered Training Organisations that can deliver quality
training to meet their skill needs or they will skill their workers outside of the Australian National
Training System;

The Resources and Infrastructure Industry has a predominantly male workforce that is
demographically ageing and must continually focus on skilling strategies to ensure current and
future skilled labour supply;

Much of the Resources and Infrastructure Industry operates in remote or rural locations
necessitating the use of Drive-in-Drive-Out and Fly-in-Fly-Out strategies to move skilled workers to
areas where there are immediate and emerging skill needs;

Due to safety being the number one priority within this industry, there is the need for vigilance in
investing in the upskilling and reskilling of the workplace, including with the assistance of
government investments, such as the National Workforce Development Fund;

To ensure continual productivity of an operation, there needs to be greater focus on the skilling of
a person against industry defined competencies at a time and location that are work-place
relevant to better reflect industry need (though not at the expense of quality); and

Innovation in automated process such as driverless trucks, trains and drill rigs will continue to
drive the need for workers to have diverse and adaptable skills.
Minerals Council of Australia (2011-2012) Pre-Budget Submission
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Section One: The Latest Industry Intelligence
Resources and Infrastructure Industry Overview
The Current Outlook
The Australian Resources and Infrastructure Industry is comprised of five sectors – coal mining, metalliferous
mining, civil infrastructure, drilling and quarrying (extractive). Many operations are in remote or rural
locations with major resources projects currently concentrated in Western Australia and Queensland.
Though diverse, the five Industry sectors are intrinsic economic partners heavily reliant on each other for
commercial success within a single eco-system. As testament to the integrated fabric of the Industry, their
boom endeavours over much of the last decade have become collectively owned by the nation. This has had
the effect of setting a benchmark for hyper activity that has quickly assumed the mantle of new normal within
Australia’s economic psyche.
Quarrying
Global
Civil
Infrastructure
National
Drilling
Mining
Industry
Investment
Construction
Exploration
Production
Extraction
Figure 1: Industry sectors are intrinsic economic partners
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Despite its successes the Industry is constantly subjected to collective and significant external influences at
both a national and global level that impact the common base resource for each sector – skilled labour. These
influences include each sector being:









Cyclical in nature;
Subject to global stimulus;
Highly integrated within global economic markets;
Subject to sovereign and legislative risk;
Input resource intensive;
Subject to public perception led policy development and community engagement;
Sophisticated businesses reliant on a skilled workforce;
Impacted by nationally recognised training and qualifications; and
United in a drive for improved workforce health and safety.
In the context of the first decade of the new century 2012 was a year of significant change for the Industry. It
has seen the rephrasing and review of major projects and a general contraction of the Industry in response to
economic factors including:





A high Australian dollar;
High production costs;
International competition;
Commodity price devaluation; and
The introduction of the carbon and Minerals Resource Rent (MRRT) taxes.
During this period of intense economic pressure, collective internal company activity also brought regular
movements in leadership structures, mergers and corporate downsizing. Mining enterprises as a whole have
reduced contractor workforce engagement. However, a number of major operations continue to carry the
flame for the Industry with various resources projects in the Western Australia Pilbara expanding at a rapid
rate.
In the global marketplace, as new competitive markets open overseas, so too does the demand for Australian
resources. The Australian Prime Minister’s visit to India in October 2012 was acknowledged as a step towards
uranium trade with India while the Queensland Premier announced an intent to end to the state's decadeslong ban on uranium mining. The Queensland Resources Council reported at the time that “the State holds
about $18 billion worth of known uranium reserves, mostly in the north-west.”2
The working environment in the Resources and Infrastructure Industry is full of risks – from the huge trucks
used to haul coal and other minerals, to the hostile environment that is involved in working beneath the
earth’s surface, to operating complex, massive machinery, to even walking or driving around a worksite. Safety
is the most important concern for the Australian Resources and Infrastructure Industry.
2
http://www.abc.net.au/news/2012-10-22/qld-government-lifts-uranium-mining-ban/4326912 However, the Queensland Resources Council do note
that actual projects will be some years away.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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At the SkillsDMC conference in August 2012, Tom Palmer, Chief Operations Officer, Pilbara Operations, Rio
Tinto Iron Ore spoke about the importance of a safe workplace. It is Rio Tinto’s number one priority. It is the
Industry’s number one priority. Taking the time to skill Resources and Infrastructure Industry workers means
better work practices, increased safety in the workplace, fewer accidents and a reduction in lost work time. All
this leads to increased productivity. That is why the Qualifications and Units of Competency within the
Resources and Infrastructure Industry Training Package are geared around ensuring the competency of the
workforce for activities undertaken, provided the training is delivered to meet Industry needs and assessment
is against competence to Industry expectations.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Workforce Development Challenges
The five sectors of the Resources and Infrastructure Industry have workforce development challenges which if
not addressed will result in a loss of productivity for the Industry and have a major impact on the Australian
economy including its domestic capacity and international positioning.
The challenges include:

An ageing workforce nearing retirement age, especially at managerial and operational level;

New worker attraction in the face of often negative public perception of the Industry;

Remote operation locations requiring sophisticated In-Out practices;

Engaging regional communities as a source for an operational workforce;

Ongoing skill enhancement to support safety, operational and technological requirements;

Attraction and retention of female workers;

Upskilling and cross-skilling workers who move across from related industries so they are able to
fill gaps where there are skill needs in a timely matter; and

Global economic shifts that dictate constant shifts in workforce direction.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Looking ahead
The Australian Workforce and Productivity Agency recently released a report on the Industry entitled
Resources Sector Skill Needs3. The report notes that:

87 major mining projects are in the advanced stages of development with an estimated capital
expenditure value of $268 billion (primary source October 2012 Bureau of Resources and Energy
Economics) noting that this increase in projects will lead to an increased need for skilled workers;

Mining operations productivity is expected to rise by 2.5% per year between 2012 – 2017 and
employment could increase by 4% a year to an estimated 301,037 workers by 2017 (an estimated
increase of 53,606 workers in the next 5 years); and

At the same time as the need for skilled workers increases, 32,000 positions will become vacant as
workers retire or leave the industry.
In a study undertaken in November-December 20124, SkillsDMC identified areas of high demand for skilling
related activity amongst enterprises operating within the Resource and Infrastructure Industry. The resulting
demand index for workforce planning and training goals within the Industry highlighted that skills for new
employees, safety and training remain the most demanded areas for organisational improvement and provide
strong justification for the importance of the Resources and Infrastructure Industry Training Package.
Figure 2: Demand for employee skills and time for training indicate low levels of satisfaction
3
Australian Workforce and Productivity Agency (2012) Report on resources sector skill needs
4
The NSW iTab study sample consisted of 51% civil construction, 11% mining and 38% quarrying and drilling. As an industry-wide commodity labour
presents common challenges for all sectors. The current NSW study provides immediate representative data that delivers valuable and directional
guidance for other sectors and geographies within the industry
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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The same study also identified that skills for new employees saw the highest demand in contrast to workforce
development which however remains in-demand. This data suggests that Industry employers are demanding
workplace readiness with a focus on new employee skilling.
A deeper analysis of each of the five sectors in the Resources and Infrastructure Industry follows.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Coal Mining Sector
1. Sector Summary:
Coal is mined in all Australian states. In the eastern states, coal is a dominant export industry.
Queensland is the major producer of coal. In New South Wales the major mining activity is black coal.
The upper Hunter Valley supplies 80 per cent of New South Wales coal. In Victoria mainly brown coal is
mined.
According to leading mining industry body the Queensland Resources Council, both hard coking and
thermal coal prices collapsed by up to 30% in the second half of 2012 due to a combination of factors
including reduced demand driven by global economic conditions, the persistently high Australian
dollar and the entry of more competitor suppliers to the market including the United States of
America and Canada. The Queensland Resources Council estimated resulting staff losses from the coal
industry in Queensland alone of 5,000 people in 2012. While prices appeared to stabilise at new but
lower levels in late 2012, the situation for the nation’s second largest commodity export remains
subdued.
Companies are reporting intensified focus on cost management as a result of this return to long-term
pricing trends from the prices-boom of recent years. The coal industry still advertises vacancies which
it is unable to fill despite the relative downturn. However, on the whole these vacancies require skilled
and experienced applicants.
Australia remains a global-scale leader and producer of high quality coking coal. The International
Energy Agency long-term outlook for coal remains strong, and future workforce needs are increasingly
more closely aligned to actual industry requirements identified in regular research initiated by state
chambers including the Queensland Resources Council (QRC), the New South Wales Minerals Council
(NSWMC) and the Chamber of Minerals and Energy of Western Australia (CMEWA).
2. Workforce Trends: The following trends were identified within a sample of Coal Mining sector
enterprises using SkillsDMC’s workforce planning and development tool (SkillsMaximiserTM):
Age of Workforce: Trend data reports an ageing workforce nearing retirement age. Key positions
including managers, mine managers and statutory officials (open cut examiners, ventilation officers
and area deputies) have a significant percentage of workers in the 55+ age bracket.
Positions/Roles: Trend data reports that the largest percentage of the coal mining workforce was
mineworkers, operators and assistants followed by tradespeople. As a whole, mine managers,
managers, statutory officials and supervisors made up a small percentage of the workforce. However,
without people in these critical roles a mine cannot operate. Therefore, there is a need to ensure
workers are constantly skilled to be able fill these positions.
Gender Profile: Coal mining continues to be male dominated with the majority of workers being male
– especially in an operational environment.
Turnover: The largest turnover came from the trades, noting that this may be indicative of many
tradespeople being contractors who come in and work on a project before moving on to the next job.
As a whole, the sector is seeing a reduction in contract workers.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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3. Sector Challenges: According to employers and employer and employee bodies consulted during the
development process of this E-Scan, the workforce planning and development challenges include:

the management practice of workforce planning is under-utilised across the sector;

limited planning for filling the skill gaps left by those retiring and leaving the mining sector;

attracting female participation into the industry, not only to encourage diversity in the workplace
but to improve productivity - women are an underutilised labour source that can fill skill gaps;

intra-sectoral competition amongst coal mining companies for specialised labour, e.g. a broad
range of skilled roles for drag-line maintenance and rebuild (contractors); and

that based on current trends, there will not be enough skilled workers to fill future positions such
as mining engineers, statutory officials and mining supervisors, geologists and other geoscience
roles, plus the skilled tradesperson roles.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Metalliferous Mining Sector
1. Sector Summary:
Metalliferous mining describes ores that are mined commercially. These include iron ore, gold, copper,
silver, nickel, manganese, lead, zinc, zircon, alumina and bauxite. Iron ore is Australia’s largest
commodity export by value. Metalliferous mining activities include: open cut mining; underground
mining; mine development; processing - primary/secondary/tertiary; haulage and transport on site;
site rehabilitation; blasting; and production and development drilling.
Iron ore prices have been volatile over 2012, dropping to a three-year low of $86.90 in September and
recovering to $145 at the time of writing (January 2013). The price volatility has had the effect of
delaying several scheduled projects – while the long-term outlook for iron ore remains strong, future
price movements in the short-to-medium term will depend in large part on the state of the Chinese
economy. Gold prices have remained high over 2012.
In light of the high Australian dollar and increasing labour and energy costs affecting international cost
competitiveness, cost reduction is a key focus in the sector. Skills needs remain acute among
engineering and geology professionals, skilled tradespeople and skilled operators and innovative
solutions around skilling will also be paramount.
2. Workforce Trends: The following trends were identified within a sample of Metalliferous Mining
sector enterprises using SkillsDMC’s workforce planning and development tool, (SkillsMaximiserTM ):
Age of Workforce: An ageing workforce nearing retirement age, particularly in the positions of
statutory officials (open cut examiners, ventilation officers and area deputies), supervisors, managers
and mine managers. The Minerals Council of Australia reaffirmed the National Resources Sector
Employment Taskforce Report (2010) that estimated that approximately 16,000 people would be
leaving or retiring from the mining sector between 2010 and 2015.
Positions/Roles: Trend data reported that mineworkers, operators and assistants make up more than
half of the workforce. Tradespeople are also a high percentage segment within the workforce
Gender Profile: Trend data reported a largely male workforce with a small percentage of women,
especially in the operational environment.
Turnover: A consistent equal percentage of turnover in all positions from apprentices to managers
noting that this data is indicative of the nature of the sector as operations are often in remote
locations.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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3. Sector Challenges: According to employers and employer and employee bodies consulted during the
development process of this E-Scan, the workforce planning and development challenges include:

attracting skilled workers into the metalliferous mining sector to ensure skill gaps are filled in a
timely manner;

attracting new workers into the sector noting that there is low awareness of the sector at both a
secondary and tertiary level;

rapid changes in the breadth of the skills required in what is a rapidly changing technological
environment;
attrition from the ranks of skilled workers;


skilling workers to fill the gaps - according to the Minerals Council of Australia, the metalliferous
mining sector spend more on training per employee than most industries, with the majority of
training privately funded reflecting that at this time, the publicly-funded vocational education and
training system has largely failed to meet the skilling needs of this sector;5

attracting women into the sector;

retaining workers, especially at remote operational sites; and

that mine engineers, electrical and mechanical engineers, and geoscience professionals are in high
demand and filling these positions is difficult for enterprises – and looks to continue to be this way,
noting that skilled trade workers including metal fitters, electricians and a range of other trade
roles such as carpenters and joiners are also needed in this sector.
5
Minerals Council of Australia – Workforce Skills, Education & Training – The Policy Principles of The Australian Minerals
Industry (December 2012)
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Civil Infrastructure Sector
1. Sector Summary:
The Civil Infrastructure sector is crucial to the Australian economy as the enabler of the workforce. It
provides the roads, bridges, rail, ports and related projects that facilitate access to work, freight,
productivity and general living.
According to the Civil Contractors Federation (CCF), anecdotally civil construction operators are
reporting subdued trading conditions in much of Australia. Contractors report a highly competitive
market which is particularly impacting on small to medium sized firms as larger contractors compete in
the smaller project space. There has also been a contraction in the space as state governments adjust
to fiscal constraints.
Workforce development practices in the civil infrastructure sector are, by necessity, on-site and ongoing. The project based nature of infrastructure processes means that the attainment of full
qualifications is difficult. Accordingly, the sector has a bias for a diverse array of skill sets, which are
constantly evolving in response to project needs.
At the moment the picture for mid-sized contractors is particularly challenging as difficult trading
conditions and low confidence are impacting on hiring and skilling intentions. Civil infrastructure skills
need to be taught over time and with subdued conditions many mid sector employers lack the
confidence to take on long term training commitments. Employers are working hard to retain existing
staff given the very recent history of skill challenges.
The picture is however very mixed with employers in Western Australia continuing to experience
strong skilled labour challenges. Importantly, the challenge is not for labour per se but skilled and
experienced operators particularly in plant operation.
The CCF states that the civil infrastructure sector continues to be disadvantaged by the way in which
occupations are both defined and the skills level allocated to them. This is an issue that the sector has
raised consistently with government as its apprentices and trainees are routinely excluded from
important government incentives such as apprentice kick start programs. These issues were the
subject of a report from SkillsDMC and the CCF in 2010 which contained a number of
recommendations for reform.
2. Workforce Trends: The following trends were identified within a sample of Civil Infrastructure
sector enterprises using SkillsDMC’s workforce planning and development tool (SkillsMaximiserTM ):
Age of Workforce: Trend data reports an ageing workforce, especially in upper management positions
including managers and supervisors. However, data also depicts an even age profile across a broad
categorisation of roles including apprentices, tradespeople, plant operators and assistants.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Positions/Roles: Plant operators and assistants made up the highest percentage of the workforce in
sampling while apprentices made up the smallest percentage of the workforce. As a percentage these
figures are comparable with other industries.
Gender Profile: Within the operational environment the percentage of male participation is
considerably higher than female participation.
Turnover: Professional roles have the highest turnover rate, followed by plant operators and
assistants and tradespeople.
3. Sector Challenges: According to employers and employer and employee bodies consulted during the
development process of this E-Scan, the workforce planning and development challenges include:

identifying workforce priorities within a slowing market where cost pressures from clients (e.g.
scheduled asset maintenance for adjoining sectors) constitute a high percentage of lost revenue
and growth;

the efforts to service workforce churn and turnover that undermines the management of
workforce retention;

a focus of Human Resources on the development of Health, Safety and Environmental incidence,
corrective and preventative management compliance and other organisational risk management
activities within a high-churn workforce;

historically organic business growth in many parts of the sector being replaced by merger and
acquisition which involves the instant management of new and large workforces;

supporting, maintaining and growing static client bases by not exposing them to project delivery
downtime; and

the ability to manage variations in project requirements to support profitable and sustainable
business operations.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Drilling Sector
1. Sector Summary:
Drilling involves the use of heavy rigs to break through the earth’s surface for exploration purposes or
to access natural resources. The types of drilling projects and services undertaken cover numerous
sectors and fields including blast hole drilling; environmental drilling; foundation/construction drilling;
geotechnical drilling; mineral exploration; mineral production; oil, gas and geothermal (off-shore and
on-shore); raise boring; seismic; trenchless technology (including horizontal directional drilling); and
water well drilling.
According to the Australian Drilling Industry Association (the “Association”), many drilling enterprises
operate in remote locations either on a twelve hour shift per day or two twelve hour shifts. The
majority of crews work as independent teams, with supervisors, trainers and health and safety
personnel conducting regular visits to sites. Some rigs operate daylight hours only, Monday to Friday,
whilst other contractors may work 24 hours per day, seven days a week with three or four per crew.
On average, there are about six to seven people per rig.
The Association estimate that there is a drilling rig count of approximately 3,000 and a total workforce
in the vicinity of 18,000 to 20,000, including ‘white collar’ workers.
The Association indicates that it is witnessing current growth in the number of contractors focussing
on mineral exploration for the mining sector. There are about 1,200 rigs working just on
Exploration/Mining currently, deploying around 10,000 to 12,000 personnel.
Larger mining enterprises are experimenting with advanced technologies that use satellite navigation
and remote controlled drilling rigs. Some enterprises believe that some exploration drilling rigs will be
fully automated with remotely controlled auto-trimming within the next few years.6 However, as
automation relies heavily on prior knowledge and since no two holes are the same, human
intervention will always be required.
2. Workforce Trends: The following trends were identified within a sample of Drilling sector
enterprises using SkillsDMC’s workforce planning and development tool, (SkillsMaximiserTM ):
Age of Workforce: The trend data reports a relatively young workforce with just over half of the
sampled enterprises returning average ages below 34 years.
Positions/Roles: The occupations of drillers assistant and drillers make up the highest percentage of
the total drilling workforce.
Gender Profile: In the operational environment the percentage of male participation in this sector is
higher than female participation.
Turnover: The highest turnover in the sector was identified as drillers’ assistants followed by drillers,
noting that of all the sectors, drilling had one of the highest turnover rates.
6
Key Note Address by Tarni Riggs, Rio Tinto, at the ADIA Drill 2012 conference in Adelaide Thursday, 20 September
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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3. Sector Challenges: According to employers and employer and employee bodies consulted during the
development process of this E-Scan, the workforce planning and development challenges include:

the perception of a lack of recognition of the drilling sector as a whole for its contribution to the
Resources and Infrastructure Industry and as a professional sector in its own right;

attracting and retaining enough skilled workers to work in the drilling sector on a needs basis,
especially when economic factors may sometimes see exploration activity reduced;

encouraging female participation in the sector; and

addressing the operating characteristics whereby many drilling operations take place in remote
areas which necessitates the need for workers to work and live away from home; a very mobile
workplace (rigs move all the time) that works in tough environmental conditions; and, as a result,
a high turnover within the sector.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Quarrying (Extractive) Sector
1. Sector Summary:
The Quarrying (extractive) sector is essential to the sustainable development and maintenance of
Australia’s built environment. Approximately 150 million tonnes of sand, gravel and crushed rock are
extracted each year to meet Australia’s building and construction needs over a wide range of
applications. This equates to over six tonnes of aggregates for every person in Australia. As an
example, the construction of an average new home requires approximately 100 tonnes of aggregates
and a kilometre of typical two lane asphalt highway consumes over 14,000 tonnes of crushed rock.
According to Cement, Concrete and Aggregates Australia (CCAA), the extractive industry employs
approximately 18,000 Australians directly and a further 80,000 indirectly, in both urban and rural
locations. The $160 billion Building and Construction industries are entirely dependent on the
sustainable supply of high quality, low cost aggregates. As low value heavy weight materials, it is vital
that these resources are reliably available close to the point of consumption.
Fundamental to the safe and efficient production of these commodities is a skilled and flexible
workforce. Historically high levels of demand for skilled labour in the mining sector has put
considerable pressure on the quarrying industry as suitably skilled workers have been attracted to the
high wages offered in that industry.
The CCAA believes that flexible skills development pathways are vital to ensuring that the industry can
meet its labour needs into the future and ensure the development of Australia’s built environment
continues to be supported.
2. Workforce Trends: The following trends were identified within a sample of Quarrying (Extractive)
sector enterprises using SkillsDMC’s workforce planning and development tool, (SkillsMaximiserTM ):
Age of Workforce: Over half of the tradespeople in the Quarrying (extractive) sector are aged over 55
years old. While other positions such as plant operators, ancillary support staff, supervisors and
managers have a sizeable percentage of workers nearing retirement age or due to retire in the next
ten years.
Positions/Roles: Over half of the workforce were in the positions of plant operators and assistants
while ancillary support staff workers are also a significant percentage of the workforce with
tradespeople, managers and supervisors making up the rest of the positions.
Gender Profile: Female participation in the Quarrying (extractive) sector is reasonably low when
compared to male participation.
Turnover: The highest turnover came from plant operators and assistants’ roles.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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3. Sector Challenges: According to employers and employer and employee bodies consulted during the
development process of this E-Scan, the workforce planning and development challenges include:

attracting new workers into the Quarrying (extractive) sector and retaining existing workers;

attracting female participation into the sector;

the need for a workforce with flexible skills that allows them to work on various projects; and

the need for skilling pathways and training delivery by Registered Training Organisations that
produces multi-skilled workers who can meet the quarrying (extractive) sector’s current and
future skilling needs.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Section Two: Identified Workforce Development
Needs of the Resources and Infrastructure Industry
Section One of the SkillsDMC Environmental Scan 2013 presented the latest Resources and Infrastructure
Industry intelligence and current workforce trends and challenges in regard to age, positions, gender profiling
and workforce turnover. This section provides a broad analysis of the Resources and Infrastructure Industry’s
identified workforce development needs; the goals being to ensure the productivity and domestic and
international competitiveness and longevity of the Resources and Infrastructure Industry.
The Resources and Infrastructure Industry faces many workforce development challenges. But with each
challenge there are opportunities that with wider application can ensure the longevity and increased
productivity of the Industry. The following is a snapshot of workforce development needs in the Resources and
Infrastructure Industry and how these skilling challenges are currently being approached, as well as
recommendations for further workforce planning strategies to address these needs.
Attracting the workforce of tomorrow
The workforce planning need/challenge: The Resources and Infrastructure Industry has an ageing workforce
nearing retirement age. It requires a constant supply of new entrants to the workforce to sustain it. The
challenge is to attract new entrants, skill them, and retain them so that the money invested in their skilling is
not lost. This is often in the face of a negative public perception of the Resources and Infrastructure Industry.
The opportunity: The industry needs to engage with school-aged students, school leavers and graduates –
entry-level workers – and encourage them to consider working in the Resources and Infrastructure Industry.
Current approaches: Some enterprises are already working in partnership with the vocational education and
training sector to attract school leavers and young people into apprenticeships and other entry-level roles.
Enterprises are also taking a proactive approach to attracting new entrants to the Industry from large scale
marketing campaigns that highlight the positives of working in the Industry (such as the Australian Mining ‘This
is Our Story’ campaign ) to running programs to get school leavers and graduates interested in the Industry.
According to the Minerals Council of Australia the mining sector has also been proactive in attracting entrants
via both careers and job board websites, such as People For The Future website
(http://www.peopleforthefuture.com.au) and several other websites. The Queensland Resources Council leads
the Queensland Minerals and Energy Academy (http://www.qmea.org.au) and the Oresome Resources
(http://www.oresomeresources.com) dedicated schools website.
Offering skilled workers a pathway into the Resources and Infrastructure Industry
The workforce planning need/challenge: The Industry recognises that there are workers from other
industries with desirable experience and skills who wish to enter the Resources and Infrastructure Industry.
These skilled workers require upskilling to be able to do so, especially given the strict safety regime that
governs the Resources and Infrastructure Industry. Once skilled these workers can fill skill gaps. However,
there is a time lag involved in getting these workers skilled to meet the needs of Industry.
The opportunity: Rather than making workers with desirable experience gained in other industries start their
training from scratch, Industry can work together with Registered Training Organisations to provide training
that addresses workers’ gaps in knowledge and recognises prior learning.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Current approaches: As an example of current approaches, the National Apprenticeships Program (NAP) is
endorsed by the Australian Government and is supported by industry associations such as the Minerals Council
of Australia. The program recognises prior learning of workers and gives them a pathway as an adult
apprentice into the Resources and Infrastructure Industry. The Minerals Council of Australia says that the NAP
is potentially a key pathway for those with partial trade skills to complete an apprenticeship in the Resources
and Infrastructure Industry, helping to address skilled trade needs in the Industry.
Skilling local communities – Indigenous Australians
The workforce planning need/challenge: Many resource enterprises operate in a remote location which leads
to a need to utilise the local workforce. According to industry association Minerals Council of Australia, more
than 60% of minerals operations in Australia have neighbouring Indigenous communities. 7 In working with
Indigenous Australian workers there are various cultural issues to consider in both skilling and retention.
The opportunity: The Resources and Infrastructure Industry is the largest private sector employer of
Indigenous Australians. As a result the Industry has developed a specialised framework for engaging with
Indigenous stakeholders.8 The Industry is looking to further engage with the local Indigenous communities to
ensure they have the workforce they need. Skilling the local communities in which they operate is an ideal
strategy for the Industry as it allows workers to go home to their families after a shift and leads to greater
retention of staff.
Current approaches: Many Industry enterprises use mentoring programs as a means of assisting Indigenous
Australian workers. SkillsDMC in association with the Minerals Council of Australia has undertaken a report on
Indigenous Mentoring Programs in the Resources and Infrastructure Industry – the strengths and weaknesses
and areas for improvement.
As well, through consultation with Industry and the Indigenous Australian community, SkillsDMC learnt that
while mentors were having positive effects, direct supervisors were often not skilled in providing supervision
to Indigenous people in a culturally sensitive and appropriate way. As a result, an endorsed skill set was
introduced into the Resources and Infrastructure Industry Training Package for supervisors (to provide
leadership in the supervision of Indigenous Australian employees and to provide work skill instruction). These
are currently being tested in the market.
Skilling local communities – cross-industry skilling of local workforces
The workforce planning need/challenge: As previously noted, a large percentage of resource enterprises
operate in a remote location which leads to a need to utilise the local workforce. But it can be difficult to find
people with the necessary experience.
The opportunity: Enterprises need to utilise the existing skills in a local community by engaging workers who
have some of the desirable skills needed and cross-skilling them so they can fill skill needs within the
Resources and Infrastructure Industry. In some areas where there are Resources and Infrastructure operations
there are also other industries, such as agriculture. As the agricultural industry operates on a seasonal cycle,
there is some flexibility to move workers between agriculture and resource jobs.
7
8
Mineral Councils of Australia (2011-2012) Pre-Budget Submission report
Ibid
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Current approaches: SkillsDMC worked on the Regional Agricultural and Mining Industry Training (RAMIT)
Project which saw a skilling program developed in the rural communities of Morawa in Western Australia and
Emerald in Central Queensland with graduates obtaining skills in both mining and agriculture. There were
outstanding results achieved with 86% (25 of 29) of the original participants graduating with certificates and
93% of the original participants gaining employment or returning to advance their studies.
SkillsDMC is now rolling out the second phase of the RAMIT program, the Regional Agricultural and Mining
Integrated Training: Maximising Community Opportunities project. Through this work, SkillsDMC is working
with AgriFood Skills Australia and other stakeholders in rural and regional Australia to develop, implement and
promote an innovative and sustainable model for cross sector skilling and workforce development in the
minerals and/or agricultural sectors in regional Australia as a mechanism to sustain workforce participation
and employment. It is intended that a model will be developed for people in rural and regional Australia to
improve employment and training opportunities.
Skilling local communities – attracting and retaining female participation in the Industry
The workforce planning need/challenge: The Resources and Infrastructure Industry continues to be male
dominated and it is an ongoing challenge for enterprises to attract and retain female workers. As the
Australian Workforce and Productivity Agency Resources Sector Skills Needs 2012 report notes, between 2010
and 2011 the percentage of women participating in the Resources and Infrastructure Industry rose by 0.4% to
15.7%.9
The opportunity: According to the Chamber of Minerals and Energy of Western Australia (CMEWA) a good
workforce planning strategy is to encourage workforce diversity as a way of ensuring skilled labour (currently
4.2% of the Western Australian workforce is Indigenous Australians and 22% are women). Resources and
Infrastructure Industry enterprises are working hard to achieve greater female participation.10
Current approaches: Industry employer and employee groups are actively implementing strategies to attract
female participation in sectors such as mining and to offer supportive networks to retain women in the
workforce. The Minerals Council of Australia (MCA) along with Thiess has initiated a women in engineering
scholarship. This not only encourages female participation in the Industry but helps to fill the engineering skills
shortage outlined in section one of this E-Scan. Further along the career timeline, the MCA has offered several
Australian Institute of Company Directors (AICD) scholarships in 2012 for women nominated by its member or
associate member companies to encourage more female participation on mining company boards.
The Queensland Resources Council (QRC) established the Women in Resources Action Plan (WRAP) in 2006 in
a bid to attract and retain more women to the sector. Women at the time represented only 6% of employees
in non-traditional roles such as operators, trades, geologists, engineers and senior management. The
ambitious target set in 2006 to double the percentage of women to 12 % by 2020 was all but achieved by 2011
when the QRC Board set a new set a new target of 20% by 2020. The QRC also engages with other women in
resources groups and with various educational institutions from high school level through to university.11
9
Australian Workforce and Productivity Agency (2012) Report on the Resources Sector Skill Needs
Ibid
11
Queensland Resources Council website - http://www.qrc.org.au/01_cms/details.asp?ID=3003
10
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Various enterprises have sought to attract female workers through the provision of flexible working hours and
a supportive environment. One example of an enterprise encouraging workforce diversity to boost
productivity is an initiative that uses female truck drivers at Boddington Coal mine run by Newmont Mining in
Western Australia. The mine had a production downtime during the day when full-time shift workers were
having their breaks. The mine management team came up with the idea of hiring and skilling local women to
work during school hours and cover this lag time. Not only did this initiative boost the mine’s productivity, it
also offered flexible working hours to the women and offered them new skills and a career pathway, while also
supporting meeting family commitments.12
Mobile workforces – getting skilled workers to where the work is
The workforce planning need/challenge: With the large percentage of resource enterprises operating in
remote locations there is a need to be able to transport skilled workers to areas where they are in demand
through Fly-in-Fly-Out and Drive-in-Drive-Out strategies. The challenge is finding workers with the expertise to
fill the skill gaps who are willing to work away from home.
The opportunity: The industry will need to continue to search for suitably skilled workers in locations where
there is high unemployment or an underemployed workforce and give them access to skilling and employment
opportunities in the Resources and Infrastructure Industry where there is a high demand for labour.
Current approaches: SkillsDMC is running a pilot Fly-in-Fly-Out (FIFO) program based in Cairns in Queensland.
The two-year pilot project is a key recommendation from the National Resources Sector Employment
Taskforce. The pilot works with resource enterprises across the northern and western regions of Australia to
identify their specific skills needs and then use this information to assist local employment service providers
and Registered Training Organisations in Cairns. The aim was to guide suitably qualified and experienced
unemployed and underemployed skilled workers in the Cairns region to apply for jobs in some of Australia's
largest resource projects, or point them towards training and education pathways that enhance their
employability in the sector.
This strategy provides an opportunity to reskill and upskill workers who are not currently participating in the
workforce and get them to where their skills are greatly needed. The success of this FIFO coordinator pilot
which will be completed in 2013 has led to the Australian Government providing other regional centres with
the opportunity to establish a FIFO coordinator. Coordinators have been established in the Wide Bay Burnett
region and the Gold Coast in Queensland with others planned for New South Wales and the Northern Territory.
Upskilling and Reskilling the current workforce
The workforce planning need/challenge: To ensure continual productivity and to fill gaps where skill needs
arise, the Resources and Infrastructure Industry is in a constant state of skilling its existing workforces. This
skilling must keep pace with changes in operational procedures; changing legal and safety requirements; and
rapid technological advances. Due to the remote locations of operations and the insufficient response of
Registered Training Organisations to adequately respond to training needs at the required levels of capability
and capacity, it has been necessary for much of this training to be funded and conducted by Industry outside
of the Australian National Training System.
The opportunity: The Industry skills workers in such a way that only that which is relevant to their
requirements is taught. There is an opportunity for a shift to industry-led and driven skilling – from funding
through to the measurement of the quality of the outcomes.
12
http://www.thisisourstory.com.au/our-stories_boddington-hot-seaters.aspx
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Current approaches: As part of a National Workforce Development Fund Innovative project which focusses on
key issues identified by Industry, SkillsDMC has commenced work on ‘Addressing Vocational Education and
Training Quality: A Resources and Infrastructure Industry Solution.’ This work aims to redress a key
impediment to the take up of training by the Resources and Infrastructure Industry through the Australian
National Training System which is that it is a system driven by training organisations. The work supports the
development and implementation of a quality regime through which the clients of the system (in this case
employers) determine the quality and relevance of the outcome being a competent person who can perform
effectively in the workplace. The work enables mining and resource companies to specify the characteristics
of high quality training provision as a basis of directing training providers.
Providing the existing workforce with the foundation skills necessary to enable further training
The workforce planning need/challenge: For workers to be able to reskill and upskill, they first need to
possess strong foundation skills. More than 7.5 million Australian adults do not have the literacy and numeracy
skills needed to participate fully in today’s workforce.13 This not only makes it difficult for them to participate
in the workforce on a day-to-day basis, but can make further training out of reach. The Industry needs workers
to constantly upskill and this is a grassroots challenge that needs to be addressed
The opportunity: The Industry needs workers to receive training in foundation skills which will then allow
them to go on to further training. The Organisation for Economic Co-operation and Development (OECD) has
stated that raising a country’s adult literacy by just 1% can lead to a rise in productivity of 2.5%.14
Current approaches: The Australian Government recognises the need for a strong foundation in language,
literacy and numeracy and has addressed this need through a co-funded model to deliver contextualised
training in the workplace. Along with other Industry Skills Councils, SkillsDMC is a broker for the Workplace
English Language and Literacy (WELL) program. This program supports employers to provide flexible, specialist
training tailored to their business operations and helps employers to meet their current and future
employment and training needs. From a strong base, workers can go on to further training, fill skill shortages,
and ensure the continual productivity of the enterprise they work for.
13
14
Australian Bureau of Statistics (2006) Adult Literacy and Life Skills Survey: summary results
Statistics Canada (2004) Literacy scores, human capital and growth across fourteen OECD countries
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
page 25
Workforce planning strategies:
Through ongoing profiling and forecasting across each sector, SkillsDMC understands the needs of workforce
development across the Industry. The central opportunity for workforce planning and development is a
central approach that provides a broad and encompassing strategy that is applicable for adoption by
organisations within each sector of the Resource and Infrastructure Industry.
SkillsDMC Central Strategic Approach for
Industry Workforce Development
Workforce Development Programs
Attracting Workforce of Tomorrow
Skilled Worker Pathways
Local Communities – Indigenous Australians
Local Communities – Skilling Local Workforces
Local Communities – Attract and Retain Women
Getting Workforces Mobile
Up-skilling and Reskilling the Current Workforce
Building Foundation Skills
The eight (8) core needs identified within the Industry Workforce Development strategy represent the
programmatic approaches or tactics that must be designed and delivered by Industry to ensure the future
supply and prosperity of labour within Australia. Each programme within the overall strategy must be enacted
through various activities that support both industry development and the enhancement of the overall
national skills system.
page 26
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
page 26
For example, in November-December 201215 SkillsDMC undertook an analysis of skills needs and priorities
across all Industry sectors in New South Wales. This study identified the use of school-based traineeships as a
high priority activity for improving the national skills system. Other activities identified in the 2012 study are
noted in the following table:
Figure 3 – Priorities for improving the skills system focus on improving the available supply of skilled
labour
Fig 3: Priorities for improving the skills system focus on improving the available supply of skilled labour
The opportunity for a central Industry Workforce Planning strategy is the utilisation and alignment of these
and other activities to the programs identified in this E-Scan.
15
The NSW iTab study sample consisted of 51% civil construction, 11% mining and 38% quarrying and drilling. As an industry-wide commodity labour
presents common challenges for all sectors. The current NSW study provides immediate representative data that delivers valuable and directional
guidance for other sectors and geographies within the industry
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Section Three: Current Impact of Resources and
Infrastructure Industry Training Package
Current Use of Resources and Infrastructure Training Package
The Resources and Infrastructure Industry Training Package (RII09 version 3) utilises 767 Units of Competency
developed by Industry for the Resource and Infrastructure Industry and 180 additional imported Unit/s of
Competency from other Training Packages to create 53 qualifications and 17 skill sets. Using imported Units of
Competency allows for great flexibility and contextualisation of an endorsed qualification to meet the training
needs of the enterprise or individual. It is currently used by various stakeholders in various ways.
Current Use of the Resources and Infrastructure Training Package by Registered Training
Organisations
There are 711 Registered Training Organisations (RTOs) listed on training.gov.au to deliver and assess against
specific Units of Competency or Qualification in the current Resources and Infrastructure Industry Training
package (RII09). The registration for specific Units of Competency or qualifications is commonly referred to as
a RTO’s scope of registration. Scope means the RTO can only deliver or assess the Unit of Competency and
qualification within the determined registration. A RTO must apply to deliver the approved Unit of
Competency and qualifications across Australian states and territories. The highest number of RTOs are in
states with the highest percentage of Resources and Infrastructure enterprise activity – Queensland and
Western Australia (see the table below). 16
RTOs with scope of
registration to deliver RII09
Training Package held on
training.gov.au
QLD
475
WA
401
NSW
343
VIC
326
SA
303
NT
279
TAS
262
ACT
246
Please note: There are 711 RTOs registered with the scope to deliver and assess the current Resources and Infrastructure
Industry Training Package with many registered to operate in multiple states/territories.
16
Sourced from www.training.gov.au, (07 January 2013)
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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In August 2012, SkillsDMC conducted a survey regarding the usage of the current Resources and Infrastructure
Industry Training Package and associated training and assessment resources. SkillsDMC also polled which Units
of Competency had the most enrolments and which qualifications were currently being delivered.
The top five qualifications taken up by participants in the survey were:
1. RII30809 – Certificate III in Civil Construction Plant Operations;
2. RII20209 – Certificate II in Surface Extraction Operations;
3. RII30111 – Certificate III in Surface Extraction Operations;
4. RII20109 – Certificate II in Resources and Infrastructure Work Preparation; and
5. RII40109 – Certificate IV in Surface Extraction Operations.
Note: Of the 53 qualifications within the Resources and Infrastructure Industry Training Package, there were 46
qualifications categorised as “most frequently used by industry / Resources and Infrastructure Industry participants.” From
those 46 qualifications, there were 5 groupings of units of competency identified as the top units delivered.
The top five ranked groupings of Units of Competency taken up by participants in the survey were:
1. RIICOM201A – Communicate in the workplace;
2. RIIOHS201A – Work safely and follow OHS policies and procedures;
3. RIIOHS204A – Work safely at heights;
4. RIICCM201A – Carry out measurements and calculations;
RIIOHS202A – Enter and work in confined spaces;
RIIOHS301A – Conduct safety and health investigations;
RIIRIS201B – Conduct local risk control; and
RIISAM201A – Handle resources and infrastructure materials and safely dispose of non-toxic materials; and
5. RIICOM301B – Communicate information;
RIIERR302A – Respond to local emergencies and incidents;
RIIGOV201A – Comply with site work processes / procedures;
RIIMPO311A – Conduct haul truck operations; and
RIISAM202A – Isolate and access plant.
Note: Of the 767 units of competency within the Resources and Infrastructure Industry Training Package, there were 152
units recognised as the most frequently used by industry / participants. From the 152 units, there were 13 units of
competency identified as the top units delivered.
Profile of the student clients who use the Resources and Infrastructure Industry Training Package
The vocational education and training sector services four types of students: entry level; existing workers;
community; and personal interest. SkillsDMC’s concern as an Industry Skills Council is with entry level/new
workers and existing workers (including workers looking to reskill and upskill, and those with low literacy and
numeracy).
The following table shows that enrolments and completions under the Resources and Infrastructure Industry
Training Package have been steadily increasing and have almost doubled in the past five years. This is
indicative of the rapid growth in the Resources and Infrastructure Industry.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Resources and Infrastructure Industry Training Package student numbers (‘000) as at August 2012
SkillsDMC RII
2007
2008
2009
2010
2011
Enrolment
14.1
16.4
15.0
18.2
26.4
Completions
1.9
3.9
4.4
4.8
-
17
The following table provides a breakdown of Resources and Infrastructure Industry Training Package
completions per Australian Qualification Framework18. The table highlights that Certificate III and Certificate II
related courses comprise approximately 75% of the total Resources and Infrastructure Industry study load. As
highlighted in section two of this E-Scan, this is indicative of the increased need for workers within the Industry
to upskill to meet the workforce development needs of enterprises.
RII Completions 2011
State
NSW
Vic
Qld
SA
WA
TAS
Diploma
or
Higher
116
4
5
26
Certificate
IV
Certificate
III
Certificate
II
Certificate
I
Total
182
419
371
7
1095
27
273
5
56
385
696
190
285
82
41
100
469
218
335
6
19
225
57
109
7
107
516
1668
470
811
95
168
21
24
533
4,847
1
NT
3
ACT
151
544
2,101
1,518
Current Use of the Resources and Infrastructure Training Package by Industry
There are various projects going through the national consultation and development stage and heading
towards endorsement – based on feedback from Industry given to SkillsDMC through the website Issues
Register. The examples outlined below show how Industry input is crucial to the development of new skills
sets, competencies and qualifications. Industry is seeing the Resources and Infrastructure Industry Training
Package as something that they can have a say in and as a useful tool that will help address their skilling needs.
17
18
Compiled from NCVER VET statistics report (updated August 2012)
NCVER Super table analysis via www.ncver.edu.au/publications/2509.html
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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The key priorities for Industry in regard to using the Resources and Infrastructure Industry Training Package
include:






Safety;
Productivity – getting the job done;
Efficiency – minimise waste and downtime;
Effective use of plant and equipment;
Compliance – demonstrate competency to ensure legislative, regulatory and contractual compliance;
and
Recognition of employees.
However, given the nature of the Industry and the constant updating of policy, procedure, tender
requirements and technology of plant and machinery, there is skilling provided outside the Australian National
Training System. It is difficult to quantify exactly how much non-accredited training is occurring. In a 2009
report from the National Centre for Vocational Education Research (NCVER), 70% of mining employers had
used non-accredited training in their enterprises, primarily due to factors noted above and that the Australian
National Training System is unable to be responsive to fully meet enterprise immediate training needs.
The Minerals Council of Australia has commissioned the National Centre for Vocational Education Research
(NCVER) to determine the total private training spend and actual number of trades apprentices and trainees
through a comprehensive study. This will track the apprentices and trainees not only engaged by mining
companies, but also mineral processing plants, contractors and Group Training Organisations, as well as
quantifying the significant amount of non-accredited training carried out by the companies, as there is a
disconnect between what companies report and what the official figures show. It is anticipated that the report
will be ready in early 2013.
The Resources and Infrastructure Industry operates 24 hours a day, 365 days a year. To stay competitive, to
meet targets, and keep the whole Australian economy firing, there is the need for workers to be skilled on new
plant and machinery and processes as soon as possible – often leading to private vendor training being
conducted onsite and outside the Australian National Training System.
To remain relevant, the Resources and Infrastructure Industry Training Package needs to be constantly
updated and developed in line with Industry needs. It also needs to evolve at the same pace as the Industry it
supports. Then only relevant competency for an enterprise’s skilling need should be offered. At a very basic
level, this is to ensure that where there are skill challenges and the need for skilled workers that this demand
can be met quickly.
The Australian Government has recognised the need for training that is relevant to Industry’s skilling needs by
creating the co-contribution National Workforce Development Fund. Of the funds allocated for the 2011-2012
and 2012-2013 financial years, the largest percentage of funds was allocated to the Resources and
Infrastructure Industry in recognition of this Industry’s importance to Australia’s economy. The National
Workforce Development Fund assists enterprises using the Industry Training Package to tailor training to their
workforce planning and development needs. As the enterprise makes the submission, they are able to focus
on the exact training that they need through the Registered Training Organisation of their own choosing. This
allows all of the training to be relevant and productivity to not be put at risk due to workers receiving
unnecessary training.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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In 2011-2012, 42 large companies, 25 medium companies and 265 small companies took advantage of this
funding across 67 approved projects. These projects provided skilling to nationally recognised qualifications
and skills sets for over 5,000 new and existing workers ranging from Certificate II to Advanced Diploma. In
2011-2012, employers matched every Federal Government dollar spent under the National Workforce
Development Fund scheme with approximately $1.30 of their own funds to train, re-train or upskill their
workers, indicating a willingness to participate in the Australian National Training System when Industry is able
to drive the skilling outcomes.
One example of this scheme in action involves Saxon Energy, an international oilfield services company
working in the drilling sector. Saxon Energy has an expansion plan that will see its Australian workforce triple
in the next five years. Such a rapid expansion means there is a need to continuously up-skill and train its talent
pool. Saxon Energy used the National Workforce Development Fund to skill workers operating in the Cooper
Basin between South Australia and Queensland. The training process used to be very slow and costly. Now in
this particular area the company can tailor the training to its needs and provide rapid training to upskill
workers and ensure the continual growth and productivity of the company.
In response to the lack of vocational education and training outcome quality assurance (industry specified),
the Minerals Council of Australia and SkillsDMC have been developing an outputs-based competency based
assessment quality and performance standards model with the mining industry. The work has received
Australian Government endorsement and funding and the project is currently underway.
page 32
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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The Continuous Improvement of the Resources and Infrastructure Training
Package
The Resources and Infrastructure Industry Training package is constantly evolving with input from Industry as
part of the continuous improvement plan overseen by SkillsDMC, essentially aligning the Australian National
Training System as it applies to the needs of the sectors comprising the Resources and Infrastructure Industry.
Industry is attempting to re-engage with the Australian National Training System by providing ongoing
feedback and direction to the Industry Training Package’s content. This engagement with the content is in the
hope that Registered Training Organisations will deliver succinct and clear training and assessment to provide
graduates that are competent on entry to Industry in a timely manner.
Current Resources and Infrastructure Industry Training Package projects in development by SkillsDMC
in consultation with Industry includes:

Civil Construction – Concrete Paving Skill Sets: SkillsDMC has been working with Industry in the
development and review of 11 new Concrete Paving Skill Sets. These Skill Sets will sit within the
Resources and Infrastructure Industry Training Package, and will fill a void within the existing Civil
Construction framework;

The Geoscience Project – SkillsDMC has overseen a task analysis and established Units of Competency
to support the occupations for Data Technician, Field Supervisor and Mud Logger. SkillsDMC is working
with subject matter experts from the oil and gas sector to ensure the Units of Competency and
Qualification support Industry requirements.

Well Servicing Qualification Project - SkillsDMC has been working with the Drilling Industry to build
four new qualifications to support Well Servicing. The draft qualification structures and units of
competency are now complete and being circulated for final review before being put forward for
endorsement.

Spills Response Units of Competency - SkillsDMC has met with industry and taken part in an
introduction to the proposed Spills Response Units of Competency. The proposed Units of Competency
will be developed to meet the needs of Spills Response across all sectors of the Resources and
Infrastructure Industry.

Underground Coal Mines Rescue Qualification - Two new qualifications have been put forward for
review and endorsement. SkillsDMC, along with industry, will now be reviewing the content of the
Certificates III and IV that will sit within the Emergency Rescue and Response framework in the
Resources and Infrastructure Industry Training Package. The proposed qualification outline has been
developed by Queensland Mines Rescue Service (QMRS) to provide first response to incidents within
the Underground Coal Mines environment.
These examples highlight how Industry is identifying opportunities to upgrade and expand the current
Resources and Infrastructure Industry Training Package to suit and meet their operational needs. The final
result must be endorsed Qualifications and Units of Competence that are relevant to the Resources and
Infrastructure Industry’s workplace needs.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Section Four: Future Directions for Endorsed
Components of Industry Training Packages
How SkillsDMC is responding to Industry needs
SkillsDMC is already in the process of addressing the needs of the five sectors within the Resources and
Infrastructure Industry. Over the next twelve months, SkillsDMC is working on upgrading, streamlining and
implementing the new Resources and Infrastructure Industry Training Package. The current Resources and
Infrastructure Industry Training Package (RII09) is at version three. The Industry Training Package is going
through the process of streamlining in accordance with the Standards for Training Packages as endorsed by
the Council of Australian Governments’ (COAG) Standing Council on Tertiary Education, Skills and Employment
(SCOTESE) on 16 November 2012. This requires a complete review; rewrite of all Units of Competency; and,
where applicable, collation and/or removal of Units of Competency. SkillsDMC will release the new Resources
and Infrastructure Industry Training Package in line with the Standards for Training Packages in late 2013,
replacing the current RII09 version with RII13.
The aim during this process remains for SkillsDMC to be more responsive to the Resources and Infrastructure
Industry’s needs and to incorporate the input received via the SkillsDMC Issues Register and direct
consultation with Industry. This process aims to deliver Industry Training Package content that is up-to-date,
removes duplication, and provides relevant content to support operational practices. In 2013, SkillsDMC will
also be updating and creating new Industry Training Package support materials and learning and assessment
materials to sit within the national competency recognition framework that can be contextualised to Industry’s
needs.
SkillsDMC is committed to representing the interest of Industry in skilling, reskilling, upskilling and crossskilling new and existing entrants to the workforce through the Resources and Infrastructure Industry Training
Package. An Industry Training Package specifies the skills and knowledge required to perform effectively in the
workplace. It does not prescribe how and individual should be trained. Trainers and supervisors develop
learning strategies – the ‘how’ – to support an individual learners’ needs, abilities and circumstances.
SkillsDMC will continue to advocate for Industry in the creation and delivery a quality Industry Training
Package that responds to Industry’s needs.
How the vocational education and training (VET) system needs to respond
As discussed in section three, the Resources and Infrastructure Industry is engaging with the continuous
improvement process. However, even if Industry requirements are being reflected in the updating of the
Industry Training Package, concern about the capability and capacity and resulting performance of the
vocational education and training (VET) system has been flagged in consultation with Industry. These concerns
include:

The ability of the VET system to respond to Industry’s workforce requirements in a timely fashion:
In order to meet the urgent needs of the Resources and Infrastructure Industry, the VET system needs
to react quicker to Industry changes. The current VET system is constrained by funding requirements
and restrictions, Registered Training Organisation capability, quality and processes. Funding initiatives,
such as the Australian Government’s National Workforce Development Fund, go some way to helping
to address this issue.
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
The level of training outside of the Australian National Training System indicates a lack of employer
confidence in the current system:
Industry stakeholders increasingly state that they would like a VET system where Industry is able to
determine the relevance of training to ensure that quality skill outcomes are delivered. In conjunction
is a need for assurance of consistency of graduate learning and skills practiced in the workplace and
that are easily transferred across the sector. As noted above, the Resources and Infrastructure
Industry Training Package determines the skills and knowledge required to ensure competency in the
workplace is demonstrated. It does not prescribe how it should be delivered; and
There also remains the issue of the recognition of Industry investment in skilling the workforce. The following
table indicates the levels of direct Industry investment:
Fig 4: Priorities for funding for RII09 training and assessment activities
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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How Registered Training Organisations need to respond
Industry stakeholders have voiced concern about the delivery against the Resources and Infrastructure
Industry Training Package by Registered Training Organisations (RTOs). Often when engaging with RTOs the
user is getting content and delivery models that are irrelevant to their needs.
There is also concern regarding the quality of the training being delivered. Irrelevant content calls into
question the vocational education and training system’s ability to meet the service provisions needed to
provide a workforce capable of meeting the high supply and demand pressures of the industry.
Industry is genuinely looking for choice in training capability especially with the desire to self-assess with
increasing convenience in downloading of training materials. The demand for self-assessment raises the
question of the future of auspicing which is the process by which organisations undertake their own selfdirected training before being independently assessed by a Registered Training Organisation (RTO). 19
19
The practice of auspicing has been recognised as a growing national trend within the industry training environment. The first research undertaken by
SkillsDMC in this area in late 2012 in NSW supports its importance across a number of sectors and would support further inquiry in this important
functional area.
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Future Directions for the Resources and Infrastructure Industry Training
Package
The more the Resources and Infrastructure Industry Training Package responds to and reflects the skilling
needs of the Resources and Infrastructure Industry, the more it will be used by the five sectors. As the training
that is delivered becomes consistent, of high quality and relevance and able to be tailored to the needs of
Industry with assessment outcomes being validated by Industry, it will be a win-win situation for all – Australia
will have a stronger economy off the back of an even more productive Resources and Infrastructure Industry;
Industry will be able to skill new entrants and upskill existing workers, as well as cross-skill workers to ensure it
has the workforce it needs to keep enterprises up and running whilst maintaining its high safety standards;
and the vocational education and training system will have increased student numbers and Industry
participation in an Industry led Australian National Training System.
Future opportunities include:

The entrenchment of industry-led and driven delivery of training - from funding through to assessment
to the measurement and relevance of the quality of the outcomes;

Employers given the authority to determine the quality of training outcomes noting that the strength
of this direction is that Australia will see greater Industry participation and investment in creating a
competent, more productive and mobile workforce that provides long-term value to the Australian
Resources and Infrastructure Industry and in turn, the Australian economy;

Employers have the authority to determine the relevance of training to redress the use of irrelevant
content hindering an enterprise’s ability to provide a workforce capable of meeting the high supply
and demand pressures of the industry;

Noting that in a growing, fast moving Industry where skilled employees are in high demand, and
enterprises within the drilling, mining, quarrying and civil construction sectors require access to a pool
of workers that have expertise that is easily transferrable within and across the sectors, rather than
someone who already has transferrable experience having to start from scratch, “quality” training
outcomes should be measured by employer confidence in individuals having the appropriate levels of
competence and skills to successfully fulfil a given role; and

A skills quality model built on a foundation that allows employees to develop existing, practical skill
sets rather than forcing them to undertake unnecessary or irrelevant training that meets Registered
Training Organisation “quality” requirements in preference to those of the Industry.
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Appendix A: Report on Previous Continuous
Improvement Activity for the Resources and
Infrastructure Industry Training Package
SkillsDMC undertook a revision of the Resources and Infrastructure Industry Training Package (RII09) to
Version 3 in February 2012. For more information on the Resources and Infrastructure Industry Training
Package please visit the SkillsDMC website http://www.skillsdmc.com.au/training
Endorsed Changes
The table below provides a summary of endorsed activity to the Resources and Infrastructure Industry Training
Package (RII09), as at 24 January 2013.
Description
RII09
Units of Competency
24 new Units of Competency
A Unit of Competency is an
endorsed part of a nationally
endorsed Industry qualification or
a stand-alone unit.
26 Industry Skill Council updates – RII Units of Competency – this saw a
Unit of Competency with a code change due to addition to imported Units
of Competency and addition to a later version of an existing Unit of
Competency which required a change to outcome
59 Industry Skill Council updates – these imported Units of Competency
have been superseded with new Units of Competency belonging to
another Industry Training Package
13 Industry Skill Council updates – corrections to RII units – these changes
amounted to grammatical errors
1 unit removed
Qualifications
A qualification is achieved through
successful completion of all
determined Units of Competency.
9 updated qualifications – these included edits, and inclusions to units not
existing or where changes to the overall outcome were affected.
8 updated qualifications – this included edits to existing units of
competency but the overall outcomes remained consistent
7 qualifications removed (merged) to become RII30912 Certificate III in
Civil Construction
Flexibility in Packaging Rules policy changes
All qualifications – this saw a change to titles for electives
15 qualifications – changed to allow imported units from accredited
courses
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Description (Cont’d)
RII09
Skill Sets
9 new skill sets
A Skill Set is a combination of
nationally endorsed Units of
Competency which have a purpose
related to a specific work function.
These may link to a licence,
regulatory requirement of industry
need.
The following provides the specific endorsed changes to establish RII09 Version 3
New Units of Competency
RIIBHD305 Conduct down-hole hammer drilling
RIICRC311 Conduct concrete road paver operations
RIICRC312 Setup and maintain concrete paver stringlines
RIICRC313 Conduct concrete road curing and texturing operations
RIICRC314 Handle concrete materials
RIICRC315 Use concreting materials and equipment
RIICRC316 Place and compact concrete
RIICRC317 Finish concrete pavements
RIICRC318 Cure concrete
RIICRC319 Saw and cut concrete pavements to initiate planned cracks
RIICRC320 Seal concrete pavements
RIICRC321 Use automated paving guidance systems
RIICRC322 Receive, check and record concrete deliveries
RIICRC323 Insert tie bars in fresh concrete
RIIDES301 Inspect, test and maintain diesel engine systems for and ancillary systems
RIIDES302 Inspect, test and maintain joints on diesel engine systems
RIIDES303 Inspect, test and maintain cooling systems on diesel engine systems
RIIDES304 Inspect, test and maintain inlet systems on diesel engine systems
RIIDES305 Inspect, test and maintain exhaust systems on diesel engine systems
(Cont’d)RIIDES306 Inspect, test and maintain safety shutdown systems on diesel engine systems
RIIDES307 Test, determine the cause and rectify excessive emission levels on diesel engine systems
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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New Units of Competency (Cont’d)
RIIMPO333 Conduct underground load, haul and dump truck operations
RIIPEO302 Operate and monitor ore car dumpers
RIIUND310 Apply shot-crete underground
Removed Units of Competency
RIISAM206A Operate equipment services vehicle underground
RIIOGN301A Prepare and operate drilling fluid systems
ISC Updates – Units of Competency – no code change
RIIHAN201A Operate a forklift
RIIHAN208A Perform dogging
RIIHAN209A Perform basic rigging
RIIHAN210A Perform intermediate rigging operations
RIIHAN211A Conduct basic scaffolding operations
RIIHAN212A Conduct non-slewing crane operations
RIIHAN213A Work effectively in the drilling industry
RIIHAN301B Operate elevating work platform
RIIHAN302A Conduct intermediate scaffolding
RIIHAN304A Conduct slewing crane operations
RIIHAN305A Operate a gantry or overhead crane
RIIHAN307A Operate a vehicle loading crane
ISC Updates – Updated Units of Competency – code changes
RIIBHD304B Set up and prepare for open cut drilling operations
RIIBLA203B Conduct mobile mixing of explosives
RIICBS401B Apply the principles of asphalt paving and compaction
RIICBS402B Apply the principles for the application of bituminous sprayed treatment
RIICBS403B Apply the principles for the polymer modified binder
RIICBS404B Apply principles for the selection and use of bituminous emulsion
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ISC Updates – Updated Units of Competency – code changes (Cont’d)
RIICRC406B Apply the principles of pavement maintenance
RIICWD524B Prepare design of sprayed seal surfacing
RIICWD525B Select pavement surfacing
RIICWM401B Supervise civil works
RIIEGS305B Navigate in remote or trackless area
RIIERR203B Escape from hazardous situation unaided
RIIMPO205B Operate roller / compactor
RIIMPO206B Conduct bulk water truck operations
RIIMPO301C Conduct hydraulic excavator operations
RIIMPO307B Conduct wheeled grader operations in underground mines
RIIMPO310B Conduct grader operations
RIIMPO320A Conduct civil construction excavator operations
RIINHB210B Assist surface directional drilling
RIINHB324B Carry out grouting or cementing operations
RIIPRO301C Conduct crushing and screening operations
RIIRIS301B Apply risk management processes
RIISAM203B Use hand and power tools
RIISAM204B Operate small plant and equipment
RIIVEH203B Operate light vehicle underground
RIIVEH304B Conduct tip truck operations
RIIWBP203B Monitor tailings dam environment
Replace 33 superseded imported units with current equivalent unit
Qualifications – Endorsement Required Changes
RII20712 Certificate II in Civil Construction
RII30112 Certificate III in Surface Extraction Operations
RII30212 Certificate III in Underground Coal Operations
RII30912 Certificate III in Civil Construction
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Qualifications – Endorsement Required Changes (Cont’d)
RII40212 Certificate IV in Surface Coal Mining (Open Cut Examiner)
RII40412 Certificate IV in Underground Coal Operations
RII40712 Certificate IV in Civil Construction Supervision
RII50912 Diploma of Underground Coal Mining Management
RII60312 Advanced Diploma of Underground Coal Mining Management
Qualifications Removed
RII31009 Certificate III in Bituminous Surfacing
RII31109 Certificate III in Bridge Construction and Maintenance
RII31309 Certificate III in Pipe Laying
RII31409 Certificate III in Road Construction and Maintenance
RII31509 Certificate III in Road Marking
RII31709 Certificate III in Tunnel Construction
RII32109 Certificate III in Timber Bridge Construction and Maintenance
ISC Updates – Qualifications
Flexibility in Packaging Rules policy changes
These new packaging rules requirements :



specified that one third or more of the total number of units required to gain a qualification must be an
elective and it must be achieved without increasing the qualification size;
allowed for a broader choice of electives with one sixth of the total units must be able to be selected from
other qualifications in the same Training Package, other Training Packages and accredited courses; and
ensured the terminology is consistent across all Training Packages to be called core or elective and
combinations of elective to be called groups.
Non-regulated occupations – packaging rules allow for import of accredited course units of competency
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ISC Updates – Qualifications (Cont’d)
RII10109 Certificate I in Resources and Infrastructure Operations
RII20109 Certificate II in Resources and Infrastructure Work Preparation
RII20609 Certificate II in Mining Field/Exploration Operations
RII20712 Certificate II in Civil Construction
RII20809 Certificate II in Bituminous Surfacing
RII30912 Certificate III in Civil Construction
RII31609 Certificate III in Trenchless Technology
RII40609 Certificate IV in Civil Construction Operations
RII40712 Certificate IV in Civil Construction Supervision
RII40809 Certificate IV in Civil Construction Design
RII50309 Diploma of Minerals Processing
RII50409 Diploma of Civil Construction Management
RII50509 Diploma of Civil Construction Design
RII60509 Advanced Diploma of Civil Construction Design
RII60609 Advanced Diploma of Civil Construction
Other ISC Updates
RII10109 Certificate I in Resources and Infrastructure Operations
RII30311 Certificate III in Underground Metalliferous Mining
RII30411 Certificate III in Resource Processing
RII31609 Certificate III in Trenchless Technology
RII31809 Certificate III in Drilling Operations
RII40311 Certificate IV in Metalliferous Mining Operations
RII40909 Certificate IV in Drilling Operations
RII50409 Diploma of Civil Construction Management
New RII09 Skill Sets
Skill Set Explosion Protected Diesel Engine Systems Maintenance
Skill Set Work Zone Traffic Control - Road Labourer
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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New RII09 Skill Sets (Cont’d)
Skill Set Work Zone Traffic Control - Traffic Controller
Skill Set Work Zone Traffic Control - Implement Traffic Control Guidance Plan
Skill Set Work Zone Traffic Control – Supervisor
Skill Set Work Zone Traffic Control Guidance Plan – Developer
Skill Set Work Zone Traffic Control - Auditor / Inspector
Skill Set Surface Coal Mine Safety
Skill Set Underground Coal Mine Safety
Continuous Improvement Plan
The Continuous Improvement Plan outlines the changes to be made to the endorsed components of the
Resources and Infrastructure Industry Training Package in order to meet the existing and emerging skill needs
of the Industry. The Continuous Improvement Plan is formally updated annually but is constantly reviewed and
revised as Industry needs change throughout the annual period. The Continuous Improvement plan is
communicated via the SkillsDMC website. This enables Industry, Registered Training Organisations and State
and Territory Training Authorities to plan and respond accordingly to the pending activity.
SkillsDMC has carried out extensive Industry Training Package continuous improvement and new development
activity throughout 2012 in response to industry demands. The most significant activity was the release of
Version 3 of the Resources and Infrastructure Industry Training Package.
The current version of the Continuous Plan is available at:
http://www.skillsdmc.com.au/Library/PageContentVersionAttachment/ac7ee4df-cf65-408a-8e5fd55e2b7111b2/continuous_improvement_plan_2012.pdf
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Appendix B: Methodology and Bibliography
This 2013 Environmental Scan for the Resources and Infrastructure Industry is based on industry intelligence
and empirical and anecdotal data harvested through our industry stakeholder engagement processes and
procedures and access to relevant data sources. These include:


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Australian Bureau of Statistics sources 2012
Australian Workforce and Productivity Agency 2012 Report on resources sector skill needs
Business Networking and Business Reports
Cement Concrete & Aggregates Australia (CCAA)
Chamber of Minerals and Energy of Western Australia (CMEWA)
Civil Contractors Federation (CCF)
Companies participating in the Enterprise Bases Productivity Places Program, Critical Skills Investment
Fund and National Workforce Fund
Institute of Quarrying Australia (IQA)
Interface with industry associations/unions
Media (generic and industry specific)
Minerals Council of Australia (MCA)
National Centre for Vocational Education Research (NCVER) vocational education and training statistics
reports
Queensland Resources Council (QRC)
Regional Workshops/Meetings and Roadshows
Research, input and surveys conducted by analysts from Longhaus Pty Ltd
Site Visits for each of the Coal mining, Metalliferous mining, Quarrying, Drilling and Civil Infrastructure
sectors
SkillsDMC Board
SkillsDMC 2012 National Conference
SkillsDMC Industry Leadership forum
SkillsDMC National Network of Workforce Development Managers’ Reports including reports on direct
visits to enterprises
SkillsDMC Sector Standing Committees
SkillsDMC Skills MaximiserTM facility encompassing Workforce Planning and Development Reports for
enterprises
SkillsDMC surveys conducted throughout 2012 as part of Industry engagement
SkillsDMC Working Parties and Communities of Interest involving industry subject matter reports,
State/Territory Regulators, Registered Training Organisations and industry associations
SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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Appendix C: Occupations and Qualifications in
Demand Table
Specifically, the following provides details of Skills Shortages and Recruitment Difficulty areas.
ANZSCO Code – Occupation*
Occupation – Industry Title
234411,12
Geoscientists including Geologists, Geophysicists, Geochemists
133111
Construction managers
232213
Cartographers and surveyors
233311
Electrical Engineers
233511
Industrial, mechanical and Production Engineers
312199
Architectural Building and Surveying Technicians
312311, 12
Electrical Engineering Draftspersons and Technicians
233511,12
Industrial, mechanical and Production Engineers
312511, 12
Mechanical Engineering, Draftspersons and Technicians
342414
Telecommunications Technical Specialists
330000
Construction Trades Workers
323299
Metal Fitters and Machinists
331212
Carpenters and joiners
332211
Painting Trades Workers
712211
Drillers (including supervisors and drilling assistants)
712200
Drillers, Miners and Shotfirers
721999
Other Mobile Plant Operators
733111
Truck Drivers
821211
Concreters
821714
Structural Steel Construction Workers
Occupational Hygienist
Telecommunications Trades Workers
*ANZSCO codes and title do not adequately reflect the skill level of the occupations listed. However,
suitable alternatives do not currently exist.
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SkillsDMC – Resources and Infrastructure Industry Skills Council – 2013 Environmental Scan
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SkillsDMC
Level 9, 36 Carrington Street Sydney NSW 2000
T 02 9324 8600 F 02 9299 3015
E skillsdmc@skillsdmc.com.au
www.skillsdmc.com.au