After acknowledging that coal mining remains the backbone of many local communities, both experts state that this means that simply closing coal mines without putting additional resources in place is not viable.

Examples of good practices, they say, can be found Ruhr region of Germany, where over the last 50 years, coal mining has slowly been phased out.

Despite employment in coal mines falling from 390,000 in 1960 to 11,000 by 2014, and the sector’s contribution to the local economy declining from 61% to 21% over the same period, the transition out of the black fuel has been more fluid than dramatic.

Based on how things were done in Ruhr, Strambo says that there are key strategies that companies should take into consideration when moving away from coal mining:

Making closure and post-closure plans together with local authorities and trade unions in order to manage the risks associated with the closure

Helping workers approaching redundancy through tailored training programs, support finding work placements, counselling and mental health support, and redundancy payments

Maintaining open and honest communication about the closure

Supporting local organisations in charge of steering and/or coordinating the efforts to create new jobs and address the negative socio-economic impacts of the closure

Using socially responsible downsizing practices such as early retirement support, worker training programs and redistributing workers between jobs and sites

Resisting the temptation to keep things the same regardless of changing trends

Moving towards diversification to survive