How Alex Hollingsworth Transformed Safety for 20,000 Workers
Background and Expertise
When Alex Hollingsworth joined South32 in 2022 as Manager of Group Training and Learning, he brought with him a wealth of experience in learning and development. His role required navigating the complexities of decentralized operations across Australia, South Africa, and the Americas—regions with vastly different regulatory landscapes, cultural contexts, and operational challenges.
At South32, Alex’s focus extended far beyond just ensuring compliance. He aimed to foster a safety culture that empowered both employees and contractors to take ownership of their training and well-being. “The key to success isn’t just meeting standards,” Alex shared. “It’s about building systems and processes that make safety intuitive and achievable for everyone involved.”
One of the defining characteristics of Alex’s work was his ability to bridge the gap between strategic oversight and on-the-ground execution. While he developed governance frameworks and ensured alignment with company-wide goals, he also collaborated closely with decentralized training teams to understand the unique needs of each site.
—————————————————————————
“Training isn’t something you set and forget. Every change—from new equipment to organizational shifts—requires reassessing and realigning capabilities”
—————————————————————————
Lessons from Rio Tinto: A Foundation for Excellence
Before joining South32, Alex Hollingsworth spent 16 years with Rio Tinto, one of the world’s largest and most complex mining operations. During his tenure, Alex rose to the position of Senior Manager of Learning and Development, a role that involved overseeing training initiatives for thousands of workers across the globe.
“Rio Tinto’s iron ore network is the largest and most profitable single mining operation in the world,” Alex shared. “Managing training in such a high-stakes environment required balancing global consistency with local flexibility.”
Alex worked within a decentralized training model, where operational teams tailored execution to meet regional needs while adhering to global standards. This approach allowed Rio Tinto to maintain uniform safety practices while addressing the specific challenges of individual sites.
Key responsibilities during his time at Rio Tinto included:
- Developing Global Training Strategies:
Alex crafted comprehensive strategies to ensure consistency in safety and operational training across multiple continents. - Adapting to Regional Needs:
With sites ranging from Australia’s open-cut mines to Canada’s remote wilderness, Alex honed his ability to tailor training solutions to diverse operational environments. - Leading through Change:
As new technologies and regulatory frameworks emerged, Alex led initiatives to integrate them into training programs, ensuring Rio Tinto remained at the forefront of safety innovation.
—————————————————————————
“Rio Tinto prepared me to think big, act decisively, and never lose sight of the people behind the numbers. That focus on people—ensuring every worker is safe and supported—has been at the core of everything I do.“
—————————————————————————
This foundation proved invaluable when Alex transitioned to South32, where he applied the lessons learned at Rio Tinto to tackle new challenges in safety management. His ability to navigate complexity, implement large-scale strategies, and foster collaboration positioned him as a transformative leader in the safety industry.
Challenges in Safety Management
Imagine managing safety for 20,000 workers, including 10,000 contractors, spread across multiple continents, each with its own set of regulations, environmental challenges, and cultural norms. For Alex Hollingsworth, this was the reality at South32. It was a role that demanded more than just technical expertise—it required innovation, persistence, and the ability to lead through complexity.
One of the most pressing challenges Alex faced was the company’s reliance on paper-based processes for managing training and certifications. “We printed 150,000 sheets of paper monthly for training documentation,” Alex explained. “It was highly error-prone and laborious, leading to low confidence in our systems.” Picture towering stacks of paper—training sign-off sheets, certifications, competency records—each representing hours of manual effort. A gust of wind, a spilled coffee, or simple human error could set the process back, causing delays and disruptions.
But inefficiencies in documentation were only part of the problem. The sheer scale of operations meant navigating a labyrinth of regulatory requirements, each unique to the jurisdictions where South32 operated. Ensuring compliance wasn’t just a logistical challenge; it was a critical aspect of maintaining worker safety and avoiding operational shutdowns.
Another significant hurdle was managing the competency of external contractors, who made up half of the workforce. “With our employees, we could set training and competency standards internally,” Alex said. “But for contractors, it was much harder to track their qualifications and ensure they met our safety standards.” This lack of visibility posed a major risk, as unqualified workers could inadvertently create hazardous situations.
Despite these challenges, Alex saw an opportunity to not only modernize systems but to rebuild confidence in the organization’s safety processes. “It wasn’t just about fixing inefficiencies,” he reflected. “It was about creating a system that everyone—from leadership to frontline workers—could trust.”
This trust would become the cornerstone of the transformation Alex would lead, paving the way for a safer, more efficient future at South32.
Transition to Digital Solutions
- Cost Efficiency: Ensuring the solution was financially sustainable.
- Integration: Seamlessly connecting medical, gate access, and learning systems.
- Sustainability: Building a system that could evolve with the organization’s needs.
Alex’s Leadership Insights
For Alex Hollingsworth, safety leadership was as much about mindset as it was about strategy. His approach emphasized adaptability and continuous improvement, recognizing that safety is a dynamic field requiring constant attention. “Training isn’t something you set and forget,” Alex said. “Every change—from new equipment to organizational shifts—requires reassessing and realigning capabilities.”
This philosophy underpinned Alex’s leadership style. He understood that effective safety management meant not just reacting to change but anticipating it. Whether integrating new technologies or addressing shifts in workforce dynamics, Alex believed in proactive measures to ensure teams were always prepared.
Beyond systems and policies, Alex championed a culture of accountability. He encouraged teams to take ownership of their safety training and actively participate in the continuous evolution of processes. “The key is creating an environment where safety isn’t just a requirement—it’s a shared value,” Alex reflected.
Through this commitment to improvement, Alex inspired others to view safety as a collective responsibility, fostering resilience and readiness across South32’s global operations.
Conclusion
Alex Hollingsworth’s journey in the safety industry highlights the importance of vision, adaptability, and continuous improvement. His work at South32 not only transformed safety processes but also set a new standard for innovation in global safety management.
One of Alex’s lasting contributions is the understanding that safety is a journey, not a destination. By embracing digital transformation and focusing on real-world results, Alex has shown how the right tools and mindset can create safer, more efficient workplaces.
As Alex moves on to the next chapter of his career, his dedication to advancing safety practices leaves a lasting impact. From all of us at BIS, we thank Alex for his contributions and wish him continued success in his future endeavors.
