Mining

Boosting empowerment and productivity on a mining site

Kenmare Resources plc is an established mining company, which operates the Moma Titanium Minerals Mine, located on the north east coast of Mozambique.

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Challenge

Elevating operational leaders in the mine

In Q4 2020, Kenmare's COO approached us to design & implement a change programme. The goal was to empower leaders to do the right thing in the day-to-day and secure that each shift runs well from a people perspective. Part of the challenge was also to find a way to make the change real and visible for all, considering life at a mine and fly-in / fly-out schedules.

Along the programme, I could see each leader change and express the new leader they were becoming. Every leader, at each level, had the foundations and tools to empower their teams.

Higino Jamisse

General manager

Coaching my team as a Kenmare leader

A 5 month hybrid change program was designed specifically for Kenmare's operational leaders with one focus: coaching my team as a Kenmare leader. All aspects of the change programme were designed and rolled out toward that goal, making a real and visible change in the culture, the way leaders led, also directly impacting positively engagement, safety and productivity at the mine. Strong collective times and individual coaching sessions were organized on site around kick-off and closure with each cohort, and the rest was a hybrid formula to fit the participant's schedule, leveraging technology and continuous support. The programme was rolled out along 2 years, and was offered in English and Portuguese by a team of 8 iNNERSHiP partners (facilitators & coaches).

Solution

iNNERSHiP programmes directly contributed to Kenmare people having more pride and dignity in themselves and their roles in the organisation

Ben Baxter

Kenmare COO

4 months after the first kick-off, a change was already visible and felt

More than 90% of the leaders who participated in the pilot considered themselves actively engaged in change: a shift was observed by both employees and managers. The change programme contributed to record site production levels and strong health and safety results. By the end of 2022, 98% of operational leaders had applied for this programme as a result of the traction and visible results at the individual and collective level. As the blended formula proved to work well at Kenmare and deliver results, it has now been applied to succeed other strategic changes in support of Kenmare's business strategy.

Results