At Choice, we’ve had the opportunity to work with leading Australian industrial organisations navigating major structural change. OneSteel – now operating as InfraBuild – is one such company, with a long history of transformation, workforce restructuring, and shifting ownership models. This is the story of how InfraBuild managed multiple waves of change while striving to support their people, minimise disruption, and uphold their social license to operate.
The Business Context
Over the last decade, OneSteel (then part of Arrium and now under the GFG Alliance as InfraBuild) has faced:
- Global steel market volatility
- Declining manufacturing demand
- Ownership changes and corporate restructuring
- Industry-wide shifts towards automation and sustainability
This led to several major redundancy programs across steelworks, distribution centres and corporate offices, particularly between 2012 and 2020, affecting hundreds of employees.
Working with a Capability-Rich Organisation
What helped was the engineering mindset embedded throughout the business. Project and risk management skills, structured thinking, and a practical approach to problem-solving allowed InfraBuild to plan its workforce transitions thoroughly.
The HR and executive teams brought this rigour into their people strategy by:
- Creating detailed, scenario-based redundancy response plans
- Engaging early with external providers for outplacement and wellbeing services
- Aligning change communication with project milestones
- Establishing clear principles: transparency, dignity, fairness, and future focus
Planning for People
One of the early lessons was the importance of anticipating the emotional and psychological impact of redundancy, especially in regional towns where InfraBuild was one of the major employers.
In each transition phase, the company:
- Prioritised tailored on-site support through career coaches and financial advisers
- Delivered group briefings and one-on-one sessions to help employees understand their options
- Partnered with TAFEs and job networks to create reskilling and redeployment pathways
- Developed internal mobility plans for those who could remain with the business
The redundancy programs affected more than just direct employees. As with Hazelwood, there was a ripple effect—contractors, suppliers, and local communities all felt the impact. InfraBuild recognised this and sought to act as a responsible employer through proactive stakeholder engagement and community consultation.
Putting Plans into Action
When significant site closures and role reductions were confirmed (notably in Whyalla, Laverton and parts of NSW), InfraBuild executed their plans swiftly and compassionately. The HR teams, often facing redundancy themselves, were central to the success of this process. Their deep knowledge of the workforce and genuine commitment to people made a significant difference.
Support programs included:
- Career transition services (resumé writing, interview coaching, job search support)
- Small business and retirement planning
- Change, resilience and wellbeing workshops
- Connection to local employers and job matching initiatives
- Training grants to enable upskilling or career change
These services weren’t off-the-shelf. They were designed in collaboration with the business and adapted to each site’s needs—recognising that an engineer in Whyalla may have different aspirations than a finance professional in Sydney.
Lessons Learned
From the perspective of those leading the change and those impacted by it, several key insights emerged:
- Communication is everything – Early, honest, and frequent updates built trust, even when certainty was lacking.
- HR needs to be prepared to lead change – Skilled HR leaders with a project mindset and emotional intelligence are indispensable.
- Good outplacement pays off – Employees who feel supported are more likely to leave as advocates, not critics.
- Leadership visibility matters – Managers who showed up, listened, and stood by employees made the greatest impact.
- Long-term thinking is essential – Career transition doesn’t end on the employee’s last day. Real transformation happens in the months that follow.
Today: Building for the Future
Now known as InfraBuild, the company has evolved into a more agile, sustainability-driven business. Rather than reacting to crises, it is building internal capability for ongoing workforce transformation.
- Strategic workforce planning is integrated with capital and digital investment planning
- Capability assessments are used to identify at-risk roles in advance
- Reskilling initiatives are aligned with Australia’s infrastructure growth and clean energy transition
- Leadership teams continue to treat people strategy as a core part of operational success
About Choice
Choice helps organisations manage the human impact of change. As the Australasian partner of OI Global Partners, we deliver tailored outplacement, coaching and leadership development solutions across Australia and New Zealand.
From regional site closures to corporate restructures, we work alongside organisations like InfraBuild to ensure people are supported, respected, and ready for what comes next.
