• HEALTH AND SAFETY
While leading and lagging indicators improved, the company remains clear that success will only be achieved when it can deliver a predictable and sustained reduction in high potential events. As a result, the company continues to focus on leading indicators such as the quality and frequency of leadership safety engagements and frontline hazard reporting, to help identify emerging areas of concern( chronic unease) earlier.
The broader lesson for the mining industry is that transformation starts with understanding the current state: the culture, the behaviours and the effectiveness of safety systems through a risk-based lens. It also requires deliberate focus on the areas that will have the greatest impact. The role of leadership is critical to ensure alignment with the organisational values and a clear connection to the collective“ why”. That begins with a commitment from the top, but it must ultimately touch the hearts and minds of every person in the organisation. safety initiative but a broader cultural transformation. This means close collaboration across Health and Safety, People, Technical and Business Partner Management functions to embed consistent behaviours, reinforce shared values and drive lasting change.
This case study highlights that transformation is not immediate. It requires sustained commitment, discipline and a willingness to learn. As the industry continues to grapple with complex safety challenges, those organisations that invest in cultural and leadership-driven approaches, alongside robust systems, are likely to be better positioned to deliver lasting change. •
Culture and safety cannot be separated. Leaders set the direction, but culture is shaped by the collective. Building a strong safety culture requires bringing the whole organisation( including business partners) along on the journey. It is not a standalone
Leaders are embedding Visible Felt Leadership into their routines.
26 • African Mining • June 2026 www. africanmining. co. za