Skilled job-seekers want to work for organisations that have a positive impact on the world.
This report presents two quantitative research chapters: 'Workplace of the future' and 'Leadership'
Four open questions were asked around the workplace of the future.
People remain the key to unlocking the potential of the fourth industrial revolution
The primary aim of this research is to investigate drivers shaping the workplace of the future
Most respondents see their companies performing strongly on matters of human resources
Most people were 'Passionate' about working in mining; few were outwardly unhappy about it.
Leadership and employee groups have starkly different perceptions of leadership's ability
All demographics agreed on the need for mining companies to have 'Morally strong credentials'.
As we now look forward to our two-year strategy, we have some clearly defined objectives.
There is a capital being invested into expanding our districts of operation and resource base
Three of our six key strategy pillars are directly relevant for transformation of the workplace.
The industry is still so archaic in its approach to managing itself.
The most important focus and spend of time has been our organisational strategy and culture
We have around 80% new players in the top three levels of our leadership.
We work on infrastructure and organisation to take advantage of technology and digital acceleration