We've invested more than $7 million (A$10 million) in our leaders in the past two years
Three of our six key strategy pillars are directly relevant for transformation of the workplace.
We aim to build a certain production system to enable employees to be proactive, motivated and proud
We have around 80% new players in the top three levels of our leadership.
Last year we started a large initiative to help develop the frontline of supervision in leadership.
This report presents two quantitative research chapters: 'Workplace of the future' and 'Leadership'
We use technology because we can see the return, not just for technology's sake.
Multifaceted approach from industry and academics required to address skills shortages
All demographics agreed on the need for mining companies to have 'Morally strong credentials'.
Four open questions were asked around the workplace of the future.
Philosophically, we need to get ahead of the curve in terms of mine safety and embrace technology
New technologies revolve around automation and artificial intelligence.
People remain the key to unlocking the potential of the fourth industrial revolution
It is not about investments in things - you can't just bring in anyone and put some technology there
Technology and innovation really can't be unlocked without people.
Incredibly, this year's ranking barely resembled last year's.