Transforming an Iron Ore Rail Business



5d were engaged to undertake organisational transformation for the Rail Division of a Global Tier 1 Mining Company.

Initially 5d supported the development of the five year strategy for the division, building a complete six pillar strategy document and supporting departments to cascade strategic drivers into their function annual planning.

5d then worked with the leadership of the division to reshape their organisation to deliver against this strategy.

A Rail Division Operational Philosophy and Operating Model were developed and organisational redesign was undertaken position by position to build a scalable business to meet growing performance expectation. Leaders were supported by 5d as they led transformation through customised change management and communications practices.

5d focused on building and maturing capability within the division.

The 5d team developed the internal capability to scope and manage the operational readiness required for delivery of the large scale capital expansion activities in the pipeline.

5d personnel assessed delivery capability and redesigned the organisational elements required to meet performance needs. This included building a portfolio view of all projects and then working shoulder to shoulder with Rail people to ensure projects were being delivered within a controlled environment. A world leading automated hauling project was the founding project for the establishment of a Project Management Office to govern and support Operational Readiness (OR) that goes with capital project delivery.

A dedicated approach for OR was developed including tools and techniques to support the process.

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