I am a dedicated leader with a deep passion for making a positive impact. My journey is defined by a commitment to sustainability, diversity, and innovation. I excel in stakeholder management, risk mitigation, and fostering inclusive workplaces. I'm on a mission to transform the mining sector, advocating for responsible practices, and strong relationships. I see every challenge as an opportunity to learn and grow, and I'm determined to develop the next generation of industry leaders. My narrative is one of purpose, continuous learning, and a drive to create lasting positive change.
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“Why Rio’s new chief is mining for trouble with Glencore.”

When I read this headline, I didn’t think first about deal mechanics or market reaction - prob should have 😉
I thought about the impact on people.

The industry loves an M&A story. We’ve seen the many before.

What interests me about this one isn’t if the deal happens.
It’s where the first real change collision or pressure would show up.

These are two very different organisations with very different social systems.

Different workforce models.
Different labour and union environments.
Different approaches to community engagement, human rights, and risk tolerance.

On their own, each system already carries significant complexity. Put them together and the challenge isn’t scale. It’s alignment.

Back to Rio. Simon Trott has spoken about a strategy centred on being stronger, sharper and simpler. I love a good North Star, this one makes sense if you’re trying to reset an organisation and rebuild trust.

But mergers tend to do the opposite before they do anything else.

They add layers.
More people.
More interfaces.
More expectations.
Fragmentation.

And that complexity rarely lands in a boardroom.

Not in a strategy deck.
Not in an investor brief or media release.
Where the work gets done.

So this is the question I had:

👉Where does simpler stop reducing risk and start pushing it closer to operations?

With frontline leaders trying to keep things moving while change is still being “worked through”. Often with the familiar line: “If you’re unsure, ask your line leader.”

Genuinely curious where others think the first real stress point would emerge.

Eliza-Jane Young

Social Performance & Partnerships Leader | AWIMAR, Director | IWiM, Executive Advisor | Advocate for Inclusive, Sustainable Mining

As a Board member of AWIMAR, I’ve been reflecting on our recommendation around data transparency and standardised reporting.

The intent was simple: better information leads to better decisions.

Across the industry, gender metrics are improving, which is important.
But without consistent standards and context, it can be hard to tell what’s genuinely changed and what’s structural.

For example:
- a percentage improves because the denominator changed, not because more women entered leadership
- roles are redesigned or consolidated, reducing headcount while increasing individual load
- teams can become smaller, with the same outcomes delivered by fewer people

On a dashboard, this can look like progress.
In the system, it can introduce new risks.

Transparency isn’t about more reporting.
It’s about decision-grade data.

That means percentages sitting alongside headcount, role design, trends over time, and a clear explanation of what shifted underneath the numbers.

That level of clarity strengthens governance, builds trust, and supports more informed leadership conversations.

This is why AWIMAR - Australian Women In Mining And Resources was deliberate in calling it out as a recommendation in our report last year, and why the conversations now turning to how it’s delivered matter just as much as whether it’s adopted.

AWIMAR - Australian Women In Mining And Resources

✨ Feel-Good Friday ✨

Spotted this while getting my steps up.

A power box with a simple message: Bet on yourself.

It felt like a timely reminder to trust your judgement, especially when the work is long-term, the progress is quiet, and the results aren’t always visible.

Ending the week appreciating the small reminders that help keep perspective.

Wishing everyone a steady start to the year 💛

Thought Leadership Tuesday

Sometimes feedback about tone isn’t really about how something was said.

It’s what happens when clarity starts to feel like control.

I’m learning to notice myself more closely in those moments.
Not to dilute the message, but to understand how certainty lands.

Senior leadership isn’t about pressing harder.

It’s about knowing when to hold the line and when to create space.

For me, leadership is noticing that moment and choosing how to respond.

You may have had your own moments.

✨ Feel-Good Friday ✨

A conversation this week reminded me that real leadership shows up in small, generous moments.

Grateful for people who stay invested in others, even when they’re the ones moving on.

Feeling grateful for people who show up like that.

✨ Feel-Good Friday ✨

This week reminded me how much community lives in the sharing.

After posting a few old photos from work Thiess done at Maralinga more than 30 years ago, I had people reach out. Phone calls, messages, catch-ups. Stories offered generously, just to pass something on before it’s lost.

At the same time, I spent a team day with our broader Social Performance group. Different projects, different stages of our careers, but the same care for people, community, and doing the right thing when it matters.

What struck me was the thread between the two. Knowledge shared without ego. Time given freely. A willingness to connect, reflect, and look out for one another. That’s how culture carries forward, long before it’s written down anywhere.

I’m grateful for the people who shared their stories from the past, and for the team I get to work alongside now. Both are reminders that community spirit isn’t loud. It’s built in moments like these.

Wishing everyone a safe and good end to the week.

#FeelGoodFriday #CommunitySpirit #Grateful #PeopleFirst

Another day, another headline.

Let me explain why this got me thinking.

A simple satisfied / dissatisfied question is being used as a leading indicator of leadership. That single measure is then linked directly to an outcome that matters: leadership standing.

In effect:
satisfaction → leadership ranking

The question isn’t why people feel the way they do.

It’s simply asking how the performance of a leader is being experienced right now.

That clarity can be powerful.

When leadership is strong, this kind of signal reinforces confidence and mandate. It tells you the direction is landing. When it shifts, it provides early visibility, well before harder outcomes move.

In many organisations, we measure many things and attribute them to leadership effectiveness. But I am yet to see us ask, in a clean and disciplined way, whether people are satisfied with the leadership itself, and then link that answer to executive standing.

If a satisfied / dissatisfied signal is considered decision-grade for the highest leadership roles, it’s worth asking why we hesitate to use it as a leading indicator for our most senior executives.

Not as a diagnostic.
As an outcome signal.

Because leadership ultimately shows up in trust. And trust like our energy is experienced before it’s seen or explained.

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