Australian Mining and Resources Company
Values in Action
Turning Values into Performance
Humanology partnered with a high-performing mining business to address culture as its greatest emerging risk, designing and delivering a three-phase Values Transformation Program that rebuilt behavioural standards, strengthened trust, and embedded accountability across the site. Despite strong operational outcomes, deep-seated cultural patterns, loyalty over challenge, comfort over accountability were quietly limiting progress and creating human vulnerabilities. The program aligned behaviour, leadership, and values from the ground up, transforming both trust and performance in a sector where safety and human factors are paramount.
Challenge
Diagnostics revealed mateship norms prioritised comfort over accountability, limiting constructive challenge. Maintenance and support teams reported tension and disengagement, while leaders aligned on values in principle but were inconsistent in practice. The gap between "values we say" and "values we live" created safety, governance, and reputational risks that systems alone couldn't solve.
Solution
Humanology Group delivered a structured three-phase transformation process:
Phase 1 - Define the Standard: Whole-of-site workshops co-creating refreshed values and behaviours; all employees given voice in defining respect, accountability, and care
Phase 2 - Equip the Leaders: Targeted capability development in psychologically safe leadership, courageous conversations, and inclusive accountability
Phase 3 - Embed & Sustain: Cultural embedding plan with leader toolkits, peer-led feedback systems, Culture Committee, and integration with HR, Safety, and People systems
Result
Across more than 300 participants:
Voice is now shared across all levels — from pit to office.
Teams self-monitor and give feedback constructively.
“Old vs new” divisions have softened, replaced by shared ownership and respect.
Clear behavioural standards have strengthened psychological safety and trust.
Culture is now viewed — and used — as a core control for behavioural risk and performance.
WHY IT WORKED
The three-phase approach succeeded because it gave everyone a voice in defining the cultural standard, equipped leaders with the skills to model it, and embedded accountability through systems and peer feedback. Co-creation built ownership across all levels. Targeted capability development gave leaders confidence to challenge respectfully and hold courageous conversations. Integration with HR, Safety, and People systems supported by a Culture Committee, ensured behaviours were reinforced, not forgotten.