In explosives and fertilisers, three-quarters of the workforce carries safety or production risk every shift. L&D looked compliant on paper, but leaders could not prove the right people were trained on the right things at the right time.
Situation
The organisation operates where mistakes show up as incidents, not inconveniences. The LMS had records, courses were completed, and curricula were assigned. The function was disciplined about obligations and nobody was raising alarms.
Complication
Underneath sat a harder question: are we actually doing this well, or do we just think we are? There was no reliable line of sight from role to required learning, no view of trainer-hour demand versus availability by site or region, and no leading indicators. The LMS was a record-keeper, not a decision-support tool. Assuming L&D was working had become its own risk.
Intervention
PoweredBy began with a rapid review across Australia and North America, then co-designed staged work with a cross-business group. We introduced a three-level maturity model with an honest line: you cannot skip Brilliant at the Basics. Phase 1 produced a Global Learning Standard across define, develop, plan and deliver, record and report, and measure, with each control tied to a question leaders need answered. Phase 2.1 piloted a scorecard in a lead Americas business unit, pulling Atlas, employee data, and trainer hours through agile sprints alongside their regional L&D team.
Outcome
Site-by-site visibility on training demand versus delivery for 2,700+ people; the scorecard surfaced mis-assigned training, missing requirements, and data gaps leadership could finally act on.
What stuck
The scorecard continues through global rollout; the five-part value chain is the operating model. L&D shifted from proving activity to operating controls backed by data, which became the foundation for broader people and capability work.