Embedding values to drive purposeful change

How the Mining Remediation Authority developed and embedded its mission, purpose and values to shape culture, decision-making and delivery

The Mining Remediation Authority is a public body with a mission to create a better future for people and the environment in mining areas. Since 2018, under the leadership of chief executive Lisa Pinney MBE, the organisation has undergone a significant cultural and strategic shift, placing its mission, purpose, and values at the centre of its work.

We sat down with Lisa to explore how the Mining Remediation Authority approached the development and embedding of its values framework, the impact it has had on organisational culture and delivery, and the lessons that may be useful to other organisations seeking to do the same.

Recognising the need for change

When Lisa Pinney joined the Mining Remediation Authority, she inherited a set of organisational values and a business plan that had served its purpose but no longer resonated with colleagues or stakeholders.

Feedback revealed a lack of connection to the existing vision and values. While the language was respected, it did not reflect the evolving nature of the organisation or the expectations of its partners.

Lisa says, “People didn’t disagree with the values, but they didn’t feel connected to them. It was clear that we needed something more authentic and outcome focused.”

Rather than imposing a new framework, Lisa prioritised listening. Over the course of several months, the executive leadership team engaged staff and stakeholders through formal workshops, informal conversations and targeted feedback sessions. This inclusive approach helped identify key themes that would form the basis of their new framework.

Developing a values-based framework

The process led to the creation of a new mission, purpose and values framework. The mission – making a better future for people and the environment in mining areas – was developed through focused discussions and quickly gained traction across the organisation.

Their values – Trusted, Inclusive and Progressive – were refined from themes in conversations with colleagues and stakeholders, reflecting what people genuinely felt mattered most. As Lisa recalls, “It was a complete coincidence that they spelled ‘TIP’ or ‘PIT’, but it worked.” More importantly, they feel organic and continue to shape how the organisation thinks, acts and delivers.

To support understanding, the Mining Remediation Authority introduced a visual model which they call their ‘house diagram’. In this model:

• values form the foundation
• business plan themes act as supporting pillars
• purpose sits at the centre
• mission forms the roof, overarching everything they do.

This simple but powerful visual helps colleagues see how each element is connected and supports the organisation’s goals.

Embedding the framework

Embedding the framework was treated as a long-term commitment. Lisa wanted to ensure that the mission and values were not just communicated but actively used in decision-making. They have become a reference point in board discussions, operational planning and when responding complex challenges and incidents.

Lisa says, “It’s common in leadership meetings to ask, ‘How does this align with our mission?’ That question helps guide decisions and keeps us focused.”

The framework also informed the development of the organisation’s customer strategy and its approach to inclusion and staff development. Value awards also help to recognise behaviour that reflects the organisation’s ethos, reinforcing the framework in everyday practice.

Maintaining momentum

One of the challenges in embedding values is keeping momentum going beyond the initial launch. The Mining Remediation Authority addressed this by embedding the framework into its business planning cycles. It was tested during the development of the 2022 to 2025 business plan and again during the most recent launch of their 2025 to 2028 business plan. Each time, the framework held up, demonstrating its relevance and resilience.

The executive leadership team have made a conscious effort to refer to the framework, explaining decisions through its lens and ensuring that new initiatives align with it. This has helped build trust and clarity across the organisation.

Lessons for other organisations

Lisa’s experience offers several lessons for organisations seeking to embed values meaningfully:

• Start with listening – Staff and partners often have valuable insights into what the organisation stands for. Listening builds trust and ensures the framework reflects their experience.
• Make it practical – Your values should inform decisions, not just sit on a shelf. Embedding them into planning, strategy and operations helps make them real.
• Use visuals to support understanding – Simple models like the house diagram can help colleagues see how values connect to their work.
• Be consistent and transparent – Refer back to the framework regularly and explain how decisions align with it. This builds clarity and confidence.
• Treat it as a living tool – Revisit and test the framework regularly to ensure it remains relevant and useful.

Looking ahead

For the Mining Remediation Authority, the work of embedding mission, purpose and values is far from complete. It is a continuous journey that evolves with the organisation and the communities it serves.

As new people join, challenges shift and priorities develop, the framework must remain a central part of the organisation’s culture. Lisa is clear that this is not a one-time document but a long-term commitment.

The focus now is on keeping the framework relevant, ensuring it supports decision-making at every level, and helping people feel connected to the organisation’s purpose. As Lisa says, “You can’t ever say, ‘We’ve embedded it and we’re done.’ It has to be part of everything we do, day in and day out.”