Ma’aden HR Case Studies...Economies moving? 7 The top 20 largest economies in the world (in 2016 billions USD) nom GDP Rank Country 2016 Country 2030 Country 2050 1 United States

Ma’aden HR Case StudiesHuman Capital Department

GPCA Convention

24 September 2019

1

Who We Are?

“Sustainable mining champion with global presence”

Operational, capital and

commercial excellence

• Grow sustainably in Saudi

phosphate, aluminum, gold and

base metals

• Grow in Saudi selected industrial

minerals

• Champion the development of

the Saudi mining sector

• Operational, capital and

commercial excellence• Competitive cost position

• Profitability and returns in line with

international peers

• Leverage digital technology to

improve efficiency across assets

• Leverage world class selected

KSA deposits to be a world

leader

• Grow globally in selected

commodities

Foundations – Sustainability and capability building

• Build best in class safety culture and practices across the organization and foster a zero harm

environment

• Develop new capabilities and leaders across our core business to deliver Ma’aden’s growth

aspirations

• Lead stewardship of the Kingdom’s mining industry and its ecosystem

National mining

champion

Global

presenceA B C

D

SOURCE: Ma’aden 2025 Strategy (2016)

2

GPCA Human Capital – Presenters

3

Rene ThumbranDirector, Leadership

Development &

Organizational

Effectiveness

Andrew IronsManager, Strategic HR

Business Partner

Rana AlBabtainManager, Center of

Expertise

Abdulelah AlGhanem

Sr. Specialist,

Organizational

Effectiveness

Marjo Louw

Director, Majolo Global

Solutions

NEW WORLD OF WORK

What does it mean for HR?By Marjo Louw

4

1

35

7

6 2

4

WORLD

PERSPECTIVE

NEW WORLD OF WORKDiscussion journey

INDUSTRIAL

REVOLUTIONS

DISRUPTIVE

TECHNOLOGIES

CHANGING

ENVIRONMENT

WITH EXAMPLES

WHAT DOES IT

MEAN FOR HR?

ADAPTIVE

CHANGE

FUTURE LEADER

AND FUTURE

EMPLOYEE

5

World view - Economies

6

World Economy

(nominal world GDP)

2017 $80tn

2019 $92tn

2030 $140tn

2050 $170 to 190tn

Economies moving?

7

The top 20 largest economies in the world (in 2016 billions USD) nom GDP

Rank Country 2016 Country 2030 Country 2050

1 United States 18,562 China 26,499 China 49,853

2 China 11,392 United States 23,475 United States 34,102

3 Japan 4,730 India 7,841 India 28,021

4 Germany 3,495 Japan 5,468 Indonesia 7,275

5 United Kingdom 2,650 Germany 4,347 Japan 6,779

6 France 2,488 United Kingdom 3,530 Brazil 6,532

7 India 2,251 France 3,186 Germany 6,138

8 Italy 1,852 Brazil 2,969 Mexico 5,563

9 Brazil 1,770 Indonesia 2,449 United Kingdom 5,369

10 Canada 1,532 Italy 2,278 Russia 5,127

11 South Korea 1,404 South Korea 2,278 France 4,705

12 Russia 1,268 Mexico 2,143 Turkey 4,087

13 Australia 1,257 Russia 2,111 South Korea 3,539

14 Spain 1,252 Canada 2,030 Saudi Arabia 3,495

15 Mexico 1,064 Spain 1,863 Nigeria 3,282

16 Indonesia 941 Australia 1,716 Italy 3,115

17 Turkey 830 Turkey 1,705 Canada 3,110

18 Netherlands 770 Saudi Arabia 1,407 Egypt 2,990

19 Switzerland 662 Poland 1,015 Philippines 2,831

20 Saudi Arabia 638 Philippines 1,007 Spain 2,732

Source: PWC 2017

World view - people

8

World population

2019 7,7bn

2030 8,5bn

2050 9,7bn

ca. 5bn in Asia

World view - companies

9

Impact of

Technology change

Carbon efficient environment

Changing needs of business

and people

18th – 19th

century

Industrial revolutions

19th – 20th

century

20th

century

21st

century

21st

century

Machines starting with

steam > oil >gas

Organizing machines

and new technologies,

production lines

Utilize efficiently

workforce of machines

and people, in synergy

environment (people and

machines dance

together)

Micro processor,

automation, robotics,

nuclear,

computerization,

starting IoT

Change how we work,

AI, machine learning,

digitization

10

Disruptive Technologies - 2030

Predictions (Forbes) IoT,

AI,

Digital Centralization,

5G,

Seamless Conversation and

Big Data to relevant Data

Driverless cars

Other Disruptive technologies forecasted (McKinsey) Advanced robotics,

Autonomous vehicles,

Next Generation genomics,

Energy storage,

Sustainable Renewable Energy,

3D printing and

Advanced Materials

Adaptability/Agility/Resilience

“

11

The future belongs to those who

believe in the beauty of their

dreams” Eleanor Roosevelt

Disruptive Technologies - 2050

12

According to Apiumhub(with Forbes, Business Insider, Ray Kursweil – Futurist, etc.)

Nanobots will plug our brains straight into the cloud

People reincarnation through AI

AI will become a positive net job motivator

IoT technology will change product designs

Space tourism: a week in orbit

Self-driving vehicles will make driving safer

Charge your smartphone with the power of a plant

Ocean Thermal Energy can take us to 100% renewable-energy

Drone solution for discovering untouched places

Half of current jobs in the world are unlikely to exist in 2050

Changing environment

Carbon efficient

environment or is

it carbonless….

Growing population

increase pressure on

food shortage

Deserts into food

baskets, Saudi,

UAE, etc.

Repetitive work

moved to computers,

AI taking overHigher level of complexity,

Collaboration and

interdependence

13

Examples of rapid change into the future…

Smart City – Singapore, Dubai, KSA

Smart Buildings – Singapore, China, Netherlands

Smart Office – interdependence, creative, easy collaboration

Virtual blended learning – Singapore, KSA

Seamless automation Microchips in or outside body e.g. Token – ring

Skills required – STEM

o Science

o Technology

o Engineering

o Mathematics

14

Future Leaders

15

Future Employees

16

Adaptive change and organizations

Global play

Refocus values

Focus on Employees, Customers, Partners, Environment

o Need for outcomes rather than products

Cultural competence

Diversity and Inclusiveness – continuous evolution

Adaptive

o Agile

o Nimble

o Fast

o Learn, unlearn, relearn

The Futurist

o build capacity to change to be future ready

17

“People don’t want to buy a

quarter-inch drill. They want a

quarter-inch hole.”Theodore Levitt | Harvard Business

School marketing professor

How does it effect HR?

Embrace technology

o e.g. Digitization, cloud enabled interfaces, but remain people focused

Future workforce ready

Global workforce

o Recruitment strategies

o Recruitment platforms– e.g. LinkedIn strategy

o Virtual offices

o Growing Multicultural environment

o Expat vs local redundant?

Strategy advisors and implementers

Planned Diversity and Inclusion

Individual package, growth and career planning

o employee controlled/influenced

Fast track experiential learning

o Learn, Unlearn, Relearn

18

Diversity is having a seat at

the table, inclusion is having

a voice, and belonging is

having that voice heard

“To succeed, organizations must build digital and

human capabilities to unlock new sources of economic

value and achieve improvements in productivity,

flexibility and speed”

Joseph Davis, BGC Chairman, 2019 Top Company

to work for

How to Transform HRBy Rene Thumbran

19

In 2016, Ma'aden defined its strategy to become “A sustainable

Mining Champion with Global presence” which remains intact

“Sustainable mining champion with global presence”


commercial excellence

• Grow sustainably in Saudi

phosphate, aluminum, gold and

base metals

• Grow in Saudi selected industrial

minerals

• Champion the development of

the Saudi mining sector

• Operational, capital and

commercial excellence• Competitive cost position

• Profitability and returns in line with

international peers

• Leverage digital technology to

improve efficiency across assets

• Leverage world class selected

KSA deposits to be a world

leader

• Grow globally in selected

commodities

Foundations – Sustainability and capability building

• Build best in class safety culture and practices across the organization and foster a zero harm

environment

• Develop new capabilities and leaders across our core business to deliver Ma’aden’s growth

aspirations

• Lead stewardship of the Kingdom’s mining industry and its ecosystem

National mining

champion

Global

presenceA B C

D


20

Important Components of the Ma’aden 2025 strategy requires

specific a response from the HR organization to enable the business?


High Impact,

Customized HR

services, driven by

Business - HR

moves with the

speed of the

business

Differentiated

Employee Value

Proposition

A digitally

enabled, data-

driven employee

experience

Innovative workforce

models that enable

adaptive, remote and

digital work

Leadership and

Culture

Modernized

People Processes

– Talent

Acquisition, PM,

L&D

Highly Skilled HR

Business Partners

Capability

building and a

robust talent

pipeline

21

Growing

Leaders

Managing

talent

Building

People

Capability

Engaging

and

Connecting

Enabling

talent to

create

value

Transforming

HR

Building people capability

Identifying and developing key professional, functional and

technical competencies, behaviours and skills required to

deliver on Ma’aden’s strategy and future work landscape

Transforming HR

Creating an impactful and high performing HR organization

with a strong reputation and track record

Managing talent

Attracting, retaining and developing top talent into critical

roles that creates value

Engaging and connecting

Foster a strong performance culture through inspired,

motivated and engaged employees

Growing leaders

Growing a healthy pipeline of competent leaders, fortified to

create and deliver on Ma’aden’s strategy and fashion

sustainable business success

Sustainable mining champion with global presence

Ma’aden’s people strategy is set to deliver the required capabilities

and the broader people mandate through five distinct levers

“Enabling Talent to Create Value”

22

HR initiatives – high level objectives

National mining

champion


commercial excellenceGlobal presence

Sustainability and

capability buildingA B C

FOUNDATION

HR STRATEGIC INITIATIVE HIGH LEVEL OBJECTIVES (2019)

Managing talent

• Strategic workforce analytics &

planning (SWAP)

• Employee career journey design &

enablement

• Strategic talent requirements

• Build HR M&A Capability

• SWAP capability in Ma’aden

• Career pathways & job profiles

• Conduct C&B surveys (ECA, Hay,

etc)

Growing leaders • Talent and leadership

• Succession planning

• HIPO programs

• Focused development

• TRC & sub-TRC institutionalized

People capability

building

• Functional & technical capability

• Partnerships

• Professional development

• Strategic priority capabilities

identified and developed

• Introduced blended learning

i.e. Digitalization

• Partnerships MOE, TVTC,

Universities

• Professional certification (e.g.

Mining & Geoscience)

Engaging &

connecting

• Performance management

• Employee value proposition (EVP)

& Employer Branding

• High performing culture

• Constant dialogues enabled

through Digitalization

• Enhanced Employee

Engagement

• EVP (remote locations, female

talent) and D&I

• Recognized and respected

Ma’aden employer brand

HR

Transformation• Professionalise HR

• Fully functional HRBPs

• Improved HR competence

• Continuous HR development

• Relevant Policies & Procedures

• HR metrics aligned to business

imperatives

Ma’aden’s People Strategy – Business plan & budget

23

• Attraction & Branding

• Recruitment

• Talent Sourcing

Ma

’ad

en

202

5 a

nd

Peo

ple

Str

ate

gy

Strategic Workforce

Planning

• Skills Demand & Supply

• Talent Analytics

• Resource Balancing

The Ma’aden Integrated Talent Management Framework

Career

Architecture

Career Paths per discipline

Job families

Job level

Competency Matrix

Job Profile

Succession Planning

Job Context

Identify work that needs

to be done as per the Job

Profile of the individual

Strategic Sourcing

and Recruitment

Organisational Design

& Staffing Models

Organizational Design

&

Staffing Models

Compensation &

Benefits

Performance

Management

Learning &

Development

Functional

competenceLeadership

Development

Ma’aden

AcademyMa’aden Way

Individual

Development Plan

Talent Identification

TRC & Sub-TRC

Assessment

Focused Performance Dialogues• Course Correction

• Development Focus

• Engagement

• Empowerment

Basic Salary &

Employee Benefits

Annual

salary

increase

Bonuses e.g.

Ramadan,

Performance

Allowances e.g.

Housing,

Transportation,

Remote Area

24

Initiative roadmap

Ma’aden’s People Strategy – Business plan & budget

2019 2020 2021 2022 2023 2024 2025

OP

ERA

TIO

NA

L, C

AP

ITA

L &

CO

MM

ERC

IAL

EXC

ELLE

NC

E

NA

TIO

NA

L M

ININ

G C

HA

MP

ION

GLO

BA

L P

RES

ENC

E

SUST

AIN

AB

ILIT

Y &

CA

PA

BIL

ITY

BU

ILD

ING

Man

agin

g Ta

len

t

Interface/touch points with CSS:

Automatization

OP

ERA

TIO

NA

L, C

AP

ITA

L &

CO

MM

ERC

IAL

EXC

ELLE

NC

E

NA

TIO

NA

L M

ININ

G C

HA

MP

ION

GLO

BA

L P

RES

ENC

E

SUST

AIN

AB

ILIT

Y &

CA

PA

BIL

ITY

BU

ILD

ING

Gro

win

g Le

ade

rs


Automatization

OP

ERA

TIO

NA

L, C

AP

ITA

L &

CO

MM

ERC

IAL

EXC

ELLE

NC

E

NA

TIO

NA

L M

ININ

G C

HA

MP

ION

GLO

BA

L P

RES

ENC

E

SUST

AIN

AB

ILIT

Y &

CA

PA

BIL

ITY

BU

ILD

ING

Bu

ild

ing

Pe

op

le C

apab

ilit

y


Automatization

OP

ERA

TIO

NA

L, C

AP

ITA

L &

CO

MM

ERC

IAL

EXC

ELLE

NC

E

NA

TIO

NA

L M

ININ

G C

HA

MP

ION

GLO

BA

L P

RES

ENC

E

SUST

AIN

AB

ILIT

Y &

CA

PA

BIL

ITY

BU

ILD

ING

Enga

gin

g &

Co

nn

ect

ing


Automatization

SUST

AIN

AB

ILIT

Y &

CA

PA

BIL

ITY

BU

ILD

ING

HR

Tra

nsf

orm

atio

n


Automatization

HR cost optimization

2019 2020 2021 2022 2023 2024 2025

HR

Str

ate

gic

Leve

rs

Ma'

ade

n S

trat

egy

Pill

ars

Strategic Workforce Analytics and Planning (SWAP)* Pilot in one BU* Medium and long term talent needs & actions* Key positions and succession plans

HR blueprint for M&As

Employee journey & learning map* Pilot PDP* Align HR service proposition* PDP established key talent acquisition strategy

High potential talent (HIPO)* Technical segment* Focused development (N-3)* Retention* HIPO development programs

Succession planning* Senior leadership (N-1 & N-2)

Functional & technical* Deliver capacity building on strategic priority capabilities and key competencies for BUs * Establish Ma'aden academy core mechanism for people capability building* Blended learning model harnessing digital solutions* Partnerships with Ministry of Education (MOE) and Technical and Vocational Corporation (TVTC)

HR capability * HR Competency framework* HRBPs for BUs* Ma'aden academy infrastructure

HR service* Review policies and procedures* HR score card & metrics* HR authorisations and approvals framework

Strategic Workforce Analytics and Planning (SWAP)* Roll out to rest of Ma'aden

* Medium and long term talent needs & actions* Key positions and succession plans

Integrated talent management framework* Gaps and opportunities

Strategic Workforce Analytics and Planning (SWAP)* Theme deep dive* Refresh




Employee journey & learning map* Key approach to EVP

Employee value proposition (EVP)* Review and update employee journey mapping

Succession planning* Critical positions N-3

Talent identification cycle* Annual* Digitalisation

Talent identification cycle* Annual


High potential talent (HIPO)* Focused development (N-5)



Functional & technical* Ma'aden academy formally accredited* Enhance digitalisation* Building capability aligning SWAP




Functional & technical* Building capability aligning SWAP* Foster continuous learning culture


Talent identification cycle* Annual* Review TRCs & sub-TRCs to forge BU integration



Professional development* Professional certification programs for other key and strategic business disciplines* Mobility and cross functional learning* Partnerships with other companies harnessed

Performance management* Upskill rest of Ma'aden to have crucial conversations * Career and individual development integral to PM

Performance management* Culture of effective performance dialogue instilled

Employee engagement survey* Focus group actions implementation


Employee engagement survey* Biennial



D&I* Further enhancement





Duel career pathways* Technical and managerial* Job & competency models

*PDP and other partnerships with MOE/TVTC etc to be integrated young talent pipeline and PDP in alignment with SWAP

HR service* HR operating model* HR value chain* HR authorisation & approval framework* Technology & digitalisation* Review policies & processes (outcome from employee journey mapping)

HR capability * HR academy

Performance management* Upskill N-4 to have crucial conversations * Digitalise PM - roll out to rest* Career and individual development integral to PM

Functional & technical* Partnerships with MOE and TVTC* Establish community of practice

Professional development* Establish safety mindset* Employee competencies mapped vs competencies dictionary* Mobility and cross functional learning

HR service* HR SDM & Service Catalogue with SLAs Defined* Review policies & processes (outcome from employee journey mapping)

Functional & technical* Integration with integrated talent management framework

Professional development* Safety culture* Targeted development programs for major job families* Mobility and cross functional learning* Partnerships with other companies established


EVP* One Ma'aden campaign* Organisation health and employee well being


Performance management* Upskill N-5 to have crucial conversations * PM - 'business as usual'* Career and individual development integral to PM

HR capability * HR academy program established as integral part of individual development plans

HR service* HR SDM & Service Catalogue with SLAs refined

HR capability * Continue cultivating business HR

HR service* People strategy and HR OM refresh

HR capability * Business HR enabling talent to create value

Employee journey & learning map* Roll out to rest of Ma'aden* Align HR service proposition

* Digitalisation: PDP capability learning

TRCs and sub-TRCs* Refine charters* Include in corporate calendar

Professional development* Partnerships with leading external academy institutions*Geoscience & Mining certification*Upskill safety competencies* Mobility and cross functional learning* Digitalisation (learning anywhere, any time)* Partnerships with leading external academy institutions

Employee value proposition (EVP)* Remote areas* Key skills* Female talent* Partnership with BUs* Branding: Have a strong presence on LinkedIn

D&I* Review HR policies to support hiring people with disability


Compensation & benefits * Benchmark with KSA market* Review and amend

Performance management* Upskill leaders to have crucial conversations (N-3)* Digitalise PM - Pilot snr leaders

25

Transforming HR and delivering on the People Program require a

thorough review of the HR Value Chain and service delivery model …

Ma’aden People Program

Guiding Principles

and Design

Elements

Improved HR

Delivery

Service Delivery

Model

HR Processes

Authority MatrixService

Management

Technology /

Automation/

Digitization

HR Value Chain

Processes

Technology & Systems

People

Performance

Getting the

Basics Right

External

Benchmarking &

Analysis

26

The HR organization has developed a two pronged approach to

accelerate its HR Strategy implementation.….1) building the future in sprints and 2) protects and enhances the core

Employee journey design &

enablement

• HR Policies & processes

• Technology/digital & digitalization

• Career & Learning journeys

(optimize job descriptions)

• Customer lead design (EE

experience)

Functional & Technical Training

• Strategic priority capabilities

• Fostering a safety culture

Professionalize HR Service Delivery

• HR Operating model

• HR Capability building

• Digital HR

Leadership development

• Enhance current leadership

competencies

• Change Leadership

Improving current state – efficiency &

effectiveness

SLOWER PACE

LONG-TERM BUSINESS IMPACT

Professional development

• Mining certification & geoscientist

development

• Upskill safety competency

• Blended learning

Key Talent

• Engagement & learning (MPEP,

MTEP, MBEP, MEEP)

• Retaining critical talent

• Critical leaders’ succession

Performance Management

• Digitizing & experience

PDP employee journey map

• Employee experience

Employee Value Proposition

• Remote areas (attraction &

retention)

• Ma’aden champion of Diversity &

Inclusion (D&I)

Business HR

• Professional HR Business Partners

Agile, Adaptive, Responsive, Competitive

Advantage, Innovate, New, Test & Learn

QUICK BUSINESS IMPACTLink between Operational and New

World

Strategic People Planning• Short (immediate) and strategic (new world)

talent needs

• Talent Gap & action

• Succession Planning

TRANSITION & CHANGE MANAGEMENT

Accelerate & Scale27

Documents

Ma’aden HR Case Studies...Economies moving? 7 The top 20 largest economies in the world (in 2016 billions USD) nom GDP Rank Country 2016 Country 2030 Country 2050 1 United States