People remain the key to unlocking the potential of the fourth industrial revolution
As we now look forward to our two-year strategy, we have some clearly defined objectives.
Four open questions were asked around the workplace of the future.
There is a capital being invested into expanding our districts of operation and resource base
Leadership and employee groups have starkly different perceptions of leadership's ability
The industry is still so archaic in its approach to managing itself.
We've invested more than $7 million (A$10 million) in our leaders in the past two years
New technologies revolve around automation and artificial intelligence.
Our culture at Evolution is what we regard as absolutely critical to past success and future success
Multifaceted approach from industry and academics required to address skills shortages
We have around 80% new players in the top three levels of our leadership.
We use technology because we can see the return, not just for technology's sake.
To transform the workplace, you must begin with the quality of leadership
The world of work is rapidly changing and the mining industry is not immune.
The most important focus and spend of time has been our organisational strategy and culture
We work on infrastructure and organisation to take advantage of technology and digital acceleration