Integrated Remote Operations Centre Implementation
IROC is a key strategic asset for an organisation, but strong executive support is critical to move the business to a new way of operating.
The challenge
Operations struggled to maintain critical skills in production processes such as mine and plant control. Productivity varied both across shifts at one site and across different operations, and low integration maturity between mine, plant, and supply chain left the business working in silos.
An IROC model had been on the table for over a decade — but industrial relations concerns and pushback from the operations repeatedly slowed the transition.
The solution
Imvelo supported the implementation of an IROC based in Brisbane, established to support all East Coast coal operations.
The study phase began in 2016, with execution completed in 2018 — and the centre has continued operating ever since, now recognised as a key strategic asset for the organisation.
Study phase (2016). Commenced a formal study into establishing an IROC in Brisbane to support all East Coast coal operations — working through the IR concerns and operational pushback that had stalled the model for over a decade.
Execution (2016–2018). Delivered the centre through to full execution, backed by a dedicated project team and leader-led change management to secure stakeholder buy-in at the operations.
Sustained operation (2018–today). The IROC went live in 2018 and has continued operating ever since, now recognised as a key strategic asset for the organisation.
Key lessons
Strong executive support is critical to drive real cultural change.
A focused, dedicated project team — backed by deliberate people change management — maintained stakeholder buy-in through leader-led change at the operations.
Maintaining trust between operations and the IROC is essential.
Decision rights and reporting lines between the IROC and the operations need to be clearly defined for the centre to add its full value