Michael Close is the new president of the Institute of Quarrying Australia (IQA). He talks about the organisation’s goals and plans for 2025.
New leadership has taken charge at the Institute of Quarrying Australia (IQA) as an exciting era in the organisation’s storied history gets underway.
The IQA is the leading organisation for professionals within Australia’s quarrying and construction materials sectors.
Last year, Jane Schmitt and Michael Close were appointed chief executive officer and president of the IQA, respectively.
Close spoke with Quarry about the new era at the IQA, what he hopes to achieve as president, and what the IQA has planned for 2025.
What was the most important lesson from 2024?
Seeing how our sector continues to adapt to ongoing challenges – from rising operational costs, increasing environmental obligation and ever-challenging workforce demographics.
What stands out is how the most effective solutions often come from practical, incremental improvements. Whether enhancing energy efficiency or optimising processes, we’ve seen that small, well-implemented changes often deliver the best results.
Strong industry connections and knowledge sharing through our IQA branch network have proven invaluable for sharing these solutions across the sector.
What surprised you about the quarrying industry in 2024?
The speed at which digital technologies are being adopted at quarry sites has been remarkable.
Having worked in the sector for many years, I find the rapid evolution exciting. The mechanical application to crushing rocks hasn’t changed much over the past century, like jaw crushers, but the information and technologies around it have.
From drone surveys and real-time production monitoring to predictive maintenance systems, these tools are revolutionising how we operate and are now becoming the norm. The willingness of our traditionally conservative industry to embrace these changes has been particularly encouraging.
What do you think is the biggest challenge facing the quarrying industry?
Workforce demographics represent one of our most pressing challenges. With an aging workforce and increasing competition for skilled personnel, particularly in regional areas, we need to radically rethink our approach to attracting and retaining talent. The infrastructure boom predicted for 2025-2032 will require significant quarry materials, but without the right people, meeting this demand will be challenging.
This infrastructure demand highlights the need for quarry resource planning for the future. Without it, it is difficult to ensure that the existing and new resource approval pipelines are well-matched to meet the demand.
With a new leadership team at the IQA, what is your vision for its future direction?
Working alongside chief executive officer Jane Schmitt, we’re focused on transforming how we engage with and service our sector while strengthening what we do best – bringing people together.
Our nationwide branch network remains the backbone of our sector connectivity. We’re building a more diverse and skilled workforce through targeted education aligning with state regulations, technical training for quarry professionals, and enhanced networking opportunities.
What excites me most is seeing how this practical, ground-up approach through our IQA branches drives innovation and supports career growth across the extractive and associated sectors.
What key initiatives is the IQA introducing in 2025?
For 2025, we’re focusing on initiatives that address real industry needs. A key part of that is a national public awareness campaign highlighting quarrying’s essential role in infrastructure, job creation and communities.
Alongside this, we want to bring enhanced digital platforms for member engagement and learning, as well as an expanded range of networking and knowledge-sharing events.
We are exploring structured mentoring programs to transfer critical industry knowledge and new diversity and inclusion policies and initiatives, ensuring our sector reflects the communities we serve.
How is the IQA evolving to better support its members’ needs?
Our evolution is driven by direct member feedback and sector trends. The member survey we conducted revealed a strong desire for practical support in areas like environmental compliance, community engagement, and technological adoption. We’re responding with targeted resources and programs that address these specific needs, while creating more opportunities for peer-to-peer learning.
From your dual perspective as an industry leader and IQA president, how do you see sustainability shaping the sector?
Sustainability is not just about environmental compliance anymore – it’s becoming a key driver of innovation and competitive advantage.
In operations I have been involved with, we’ve seen how sustainable practices lead to operational efficiency and better community and customer acceptance. The sector is moving towards circular economy principles, focusing more on recycled materials and waste reduction. This shift is creating new opportunities while addressing environmental challenges.
What excites you most about the future of quarrying?
The future of quarrying holds exciting potential due to advancements in technology, sustainability, and efficiency and includes a range of exciting innovations.
Energy efficiency and renewable integration are emerging trends. Transitioning to electric or hydrogen-powered machinery to reduce high levels of diesel usage. Also, on-site renewable energy generation to power operations, reducing costs and CO2 generation. Data-driven decision-making is increasingly prominent in the sector. Drones and advanced sensors provide real-time insights on blasting, load and haul, crushing and screening, and streamlining processes.
Automation and AI are newer trends that I think will grow in the sector. Autonomous equipment can increase safety and efficiency. AI systems can optimise quarry operations, predicting maintenance needs, and reducing downtime. Additionally, stronger partnerships with local communities ensure quarries contribute to economic development while maintaining public support. Transparent communication and shared benefits can reduce conflicts and align industry goals with societal needs.
How is the IQA working to attract and retain new talent?
We’re working to change perceptions of quarrying as a career choice. Our focus is on highlighting the industry’s technological advancement, environmental stewardship, and critical role in infrastructure development. We’re also developing clearer career pathways and professional development opportunities to retain talent, including exploring mentoring programs for the next generation of industry leaders.
What personal goals have you set for your presidency?
My key goal is to strengthen the connection between sector needs and IQA services. Drawing on my operational experience, I want to ensure our initiatives deliver practical value to members while positioning our sector for future challenges. This includes building stronger relationships with educational institutions, improving our sector’s public image, and ensuring we have the skills pipeline to support future growth. •
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