Learning change management : case study of a mining company undergoing expansion

Abstract

Zambia's mining industry has a long history, dating back to the late 1920s. However, a prolonged period of mismanagement resulted in reduced funding, poor performance, and increased operational risk. In 1991, the mines were privatised, and the Swiss mining company, Glencore, acquired Mopani Copper Mines, one of the industry's largest units operating in the Copperbelt province. This company is a substantial contributor to employment, GDP, and foreign exchange earnings in Zambia. To address operational risks, the organisation adopted a risk management framework called SafeMining, which was developed by the International Council of Metals and Minerals to create a safety culture where all workplaces recorded zero accidents. The implementation of SafeMining resulted in several changes, including the introduction of new technologies, mechanisation of underground operations, ISA smelting, modification of procedures and practices, adoption of a comprehensive risk assessment and management system, and subcontracting of key operations. However, the organisation had little experience of managing change, with no documentation of past changes and how these were managed. To review and understand the change programme in Mopani Copper mines, this study was conducted to identify existing problems and areas for improvement. The study used a multi methods approach, which included case studies in which staff were interviewed, documents and incidents were reviewed, and a small questionnaire survey was undertaken. From this it was found that despite additional controls being developed and implemented, inappropriate risk behaviour and poor management of operational risk persisted. The conclusion is that the culture change initiative has failed to achieve its goals. The evidence gathered points to the organisation relying heavily on experts, often external to the organisation, in the implementation process. They did not understand the workplace and the changes were not supported or owned by senior management. There is a failure to align organisational structures and resources to achieve a safety culture. This, when combined with poor communication with workers and middle management and the lack of involvement of senior management, means that the change programme had little chance of success. These findings, coupled with learnings from literature, led to the formulation of a plan to help remedy the situation and improve the safety and operation of the mining company. The study's academic implications are that integrating change initiatives into safety management systems is critical. A significant observation is that a strong safety culture cannot be acquired quickly, rather, it requires the establishment of a positive safety climate, effective communication, staff empowerment, viewing safety as a core aspect of change rather than an afterthought and compliance from all employees. The study’s practical implications are that Zambia’s shortcomings in mining policies are derailing the industry from aligning with global standards and adapting to modern technologies. Despite goals for increased copper production and foreign investment, the current mining laws are outdated and fail to address contemporary practices, particularly in areas like electronic blasting, mechanisation, automation and, more recently, the use of artificial intelligence. These areas will require thoughtful change management in integrating these advanced technologies in an industry predominantly characterised by traditional mining practices. As many Zambian mining companies are adopting global best practices due to multinational ownership, there is an urgent need for significant regulatory reforms. In addition, there is a need for higher learning institutions to update their curricula to reflect current industry trends and resolve the skills gap. The research suggests potential directions for future studies, including: 1. Evaluating structured change management approaches and their effects on employee attitudes and organisational outcomes within the mining sector. 2. Investigating the impact of artificial intelligence to address operational risk and the factors influencing its effectiveness in implementing change.