activity. Instead, effort is aligned with risk criticality, which is a hallmark of mature safety management systems. De Beers has also deliberately evolved the concept of ‘visible felt leadership (VFL)’ - traditionally encouraging senior managers to be present in operational areas - into what it calls ‘leadership time in the field’. Molosiwa emphasises that this shift represents more than a change in terminology. “Earlier VFL models risked becoming inspection-driven exercises, with leaders defaulting to directive behaviours,” he explains. “Our reframed approach emphasises listening, coaching and humility.” Through structured and ad hoc site visits, leaders focus on understanding operational realities rather than issuing instructions. These engagements help surface emerging risks early while creating feedback loops that translate into practical operational improvements. “In those small one-on-one or group conversations, we find it easier to get to the real crux of each issue,” he says. “The outcome is a continuous learning cycle in which strategy is informed by operational reality and adjusted accordingly.” Another critical foundation of the De Beers operating framework is the integration of safety into enterprise strategy. Rather than running parallel production and safety systems, the company embeds safety risk considerations directly into business planning.
“From a corporate perspective, the team conducts macro- and micro-risk analyses, examining external factors such as climate change and socio-political dynamics alongside internal factors including operational planning, logistics and talent,” he explains. “These feed into enterprise risk assessments that inform the company’s five-year Origin strategy.” Safety, health, environmental and social governance (ESG) considerations are then translated into clear business expectations for operations. Standards are derived from quantified risk assessments and legal requirements, ensuring consistent control application across sites. “We want to understand risk at a quantifiable level,” Molosiwa points out. “This means that we assess each control we put in place by exactly how much it reduces risk.” These risk-based standards are supported by structured induction programmes, competency frameworks, emergency preparedness systems and formal assurance processes, often aligned with ISO management system standards. “The result is a closed-loop performance management system that links strategy, risk, standards, people capability and assurance into a coherent whole,” he concludes. n
An employee wearing PPE discusses teamwork and safety measures with colleagues at the Jwaneng mine in Botswana.
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May 2026 | www.modernminingmagazine.co.za MODERN MINING 27
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