Background & Scope
A large overseas mine engaged Prospect to assist in the development of a new organisational culture. This change process was organisation-wide: affecting all levels of the business and including all employees, with an expectation this change will require a three-year commitment. This new culture was to be based on principles of respect, accountability, and a vision of “one-team-one-business”. Specifically, the company aimed to bring together important internal and external stakeholder groups within a consolidated effort to raise all standards of the business – including the way it manages its social footprint.
Explicit business imperatives and goals underpin the rationale for change, with particular focus initially on outcomes that are within the control of individuals such as reduction of material wastage, shop-floor innovation, and decrease in absenteeism. Culture change is driven through capable work systems to deliver consistent and predictable performance. Part of the scope was also expected that this work would drive and define a strong safety culture.