Whitehaven coal
12 February 2026
“Making a difference, one person at a time.” How Kara Gear is building stronger people, stronger leaders and stronger communities in mining
Story originally published by
When Kara Gear (AAusIMM) describes her career journey, she does so with refreshing modesty and an infectious enthusiasm for the work she now leads at Whitehaven Coal. What becomes clear almost instantly is that she has carved out an unexpected but deeply meaningful path, one fuelled by curiosity, opportunity, and a genuine desire to help people grow.
Like many professionals who eventually find their way into mining, Kara didn’t begin her career anywhere near it. In fact, she started in IT, answering helpdesk calls and teaching people how to use new software. One day, while she was running a training session, a senior leader noticed something she hadn’t yet seen in herself: a natural ability to teach, engage and bring people along.
“He asked if I’d considered a career in learning,” Kara says. “And I thought… why not?”
That moment changed everything.
She shifted into Learning and Development, and from there expanded into Organisational Design, employee experience, leadership programming, and workforce capability. Over time, she worked across finance, construction and resources, but it was mining that captured her heart.
And the reason why is simple: community.
Finding purpose in community impact
“The connection to community is what makes mining special,” Kara says. “Seeing the work that Whitehaven does in the towns we operate in – the jobs, the local businesses we support, the schools, the sports teams – it’s incredibly rewarding.”
Before joining the sector, she had no idea just how deeply mining organisations invest in their local communities, or how strongly employees identify with that responsibility.
Like many who come into the sector from the outside, she has been surprised by the scale, complexity and heart of mining.
“I didn’t know this world existed,” she says. “But once you’re inside, you see how dynamic, interesting and impactful it truly is.”
That impact, the positive difference a mine can have on families, towns and regional economies, is what drives her every day.
Changing perceptions, together
Kara believes one of the biggest barriers to attracting more people to mining, especially women and underrepresented groups, is perception, and that changing it requires the entire industry to work together.
“It’s hard for AusIMM to shift perceptions alone,” she says. “And it’s hard for big organisations to do it alone. But when we come together – Whitehaven, BHP, Anglo, AusIMM – that’s when real change happens. That’s driving positive change together.”
She sees AusIMM as a critical connector between companies, educators, and the broader public, an organisation that can amplify the stories, opportunities and voices that challenge outdated views of mining.
“It’s that groundswell of support across the sector that makes momentum,” she says. “We all have a role to play.”
Seeing the world through a different lens
One of the most defining experiences of Kara’s career was the opportunity to work overseas in the UK. It shifted her thinking in powerful ways.
“When you step outside your own world and into someone else’s, you suddenly understand what things look like from their perspective,” she explains.
That experience fundamentally changed how she collaborates today, especially in ensuring that work passed onto teams, sites or offshore groups is meaningful, relevant, and respectful of their context.
“It stopped me from ever ‘flick passing’ work to someone else,” she says. “It taught me to think deeply about how my decisions land for different teams.”
This insight now shapes the way she designs leadership programs, builds partnerships and engages with frontline leaders.
What motivates her: The ripple effect of people development
Kara lights up when she talks about people, their potential, their confidence, their growth.
“What motivates me is seeing a positive difference in the work we do,” she says. “It could be through leadership programs, cultural programs, industry partnerships… anything where we can see impact.”
She recalls meeting a young woman at a networking event who was curious about Whitehaven’s graduate pathways. The conversation was simple, friendly and informative. But to the young trainee, it meant everything.
“She said I’d made her day just by talking openly about opportunities,” Kara says. “That’s the thing, it’s often the small moments that make someone feel seen.”
Moments like that reinforce her belief that meaningful conversations shape the future of the workforce.
The ASPIRE program: building skills, confidence and pathways for women
One of Kara’s proudest achievements is Whitehaven’s ASPIRE program, a leadership initiative designed for women across NSW and Queensland operations.
“ASPIRE is a leadership program and it just happens to have a female cohort,” she clarifies. “This is not about ‘fixing women.’ It’s about equipping them with tools, skills and confidence to drive their careers forward.”
Twenty participants join each intake, and selection is competitive. The program focuses on strengthsbased leadership, selfawareness, influence, communication, networking and confidence.
“We want to invest in people who have the right behaviours and attitudes, people who will benefit from acceleration,” she says.
The results have been profound.
She reflects on a participant from the first cohort, a woman whose inner critic constantly told her she didn’t belong in the room.
“She struggled with confidence,” Kara says. “But ASPIRE gave her insights into her strengths and scripts for influencing without authority.”
Fast forward two years: that same woman returned as a line leader for a new ASPIRE participant, rolemodelling the program she once needed.
“To see her journey from selfdoubt to championing someone else’s development – that’s the impact of ASPIRE.”
Whitehaven’s Frontline Leader program is a gamechanger
If ASPIRE is a confidence catalyst for women, then Whitehaven’s Frontline Leader Program is a cultural catalyst for the whole organisation.
Launched in early 2025, more than 500 leaders have completed the twoday course and the program has sustained a Net Promoter Score of 98–99.
“In my entire career, I’ve never had a score above 80,” Kara says. “Anything above 20 is considered good. This level is incredible.”
The secret? It was designed by Whitehaven, for Whitehaven.
Frontline leaders co-created the content, mapped the typical day of a supervisor, identified pain points, and helped shape the curriculum. To facilitate the sessions Whitehaven uses its own people with site experience who “speak fluent mining”.
“It feels real. It feels practical. It feels like us.”
The program has been particularly transformative for longterm operators, some with 35-40 years in the industry.
“One operator told us he didn’t want to attend as he felt like a hostage in the room. But after the program he said, ‘I’m a better leader, a better husband, a better father.’”
Kara’s voice softens as she recalls that moment.
“When people tell you they show up differently at home because of something you helped build… it doesn’t get better than that.”
Attracting more women: Making possibility visible
Kara mentors women across the sector from dispatch operators to frontline supervisors and hears a recurring theme: women enter mining because they see someone like them doing it.
“One of my mentees got into mining because she heard a woman talk about her job at a barbecue,” Kara says. “That’s what visibility does.”
She believes showcasing real stories is key:
- a heavily pregnant dump-truck driver taking visitors on tour
- women excelling in operational, leadership and technical roles
- women thriving in underground roles that were once restricted
“That’s what changes mindsets – not slogans but living examples.”
She sees a huge opportunity for AusIMM to partner with industry to build spotlight campaigns that amplify these stories.
“Show what women are doing. Show what’s possible. That’s how you attract more people into mining.”
Driving Positive Change together: Collective action, not tokenism
Kara loves the AusIMM International Women’s Day theme Driving Positive Change Together because it resonates deeply with her own philosophy.
“You can’t create meaningful change alone,” she says. “Change happens when people, organisations and communities move together.”
She envisions AusIMM expanding this theme across broader initiatives that could include spotlighting pathways, addressing inclusion gaps, tackling systemic challenges, and creating platforms where diverse voices can thrive.
And she is quick to offer her support.
“Happy to help in any way,” she says sincerely.
The leadership advice that guides her
The best advice Kara ever received came from a manager early in her career – a man who encouraged her to stretch herself, study further, and back her potential.
On his wall was a quote she has carried with her for 25 years:
“If you’re leading from the front and no one is following you, you’re simply going for a walk.”
That line shapes the way she leads today.
“It makes me ask: Am I bringing people with me? Are they enrolled in the direction we’re going? Is there meaning and clarity? Because leadership isn’t about being out front, it’s about moving together.”
If she had an unlimited budget…
Kara’s big idea isn’t infrastructure, technology or transformation.
It’s personalised empowerment.
“I would send everyone a tailored gift box of career and development tools, things chosen specifically for them.”
Not generic. Not tokenistic.
“Something intentional. Something that helps each person be their best self at work.”
It’s a beautifully simple reflection of Kara’s leadership philosophy: seeing people, supporting people, and helping them shine.
Back to News