CommsKit Case Study: Rössing Uranium
Employer branding in mining: how Rössing Uranium connected with its 1,800-strong workforce
ABOUT
Rössing Uranium operates one of the world's largest and longest-running open-pit uranium mines, at Arandis in Namibia's Erongo region. The company has been mining uranium for more than 50 years, with a workforce that is 98% Namibian and a strong operational and community reputation.
SECTOR
Mining & resources
WORKFORCE
2,300+
LOCATION
Namibia
TLDR
Employer branding in mining became a strategic priority for Rössing Uranium when the mine's life was extended and the company needed to attract, retain and connect with skilled people. We (then Halo Media, now CommsKit) built the employer brand from the ground up – concept, digital presence, communications system and onboarding. The work began in 2024, is ongoing, and has taken Rössing's employer channel on LinkedIn from 860 followers to more than 30,000.
A mine with 50 years of history and no employer brand behind it
Some of the documents Rössing Uranium's teams were working from dated back to the early 2000s. There were no shared templates. The company's LinkedIn presence was a legacy page that had gone quiet at 860 followers, and the website made no mention of employees and offered no job application journey. For a company with more than 50 years of history and 1,800 people, almost nothing existed to show what Rössing was like as a place to work.
None of this reflected the organisation itself. Rössing's communications team had built a strong public reputation: the company is a visible, respected presence in Arandis and across the Erongo region. What had never been built, because nobody had ever been resourced to build it, was the employer brand – the designed, deliberate version of the company that candidates, new hires and employees encounter.
The prompt came in 2024. With the mine's life extended and a longer future to plan for, Rössing's HR team engaged us to create an employer branding campaign. Once that campaign was implemented, they retained us for further work – an ongoing communications programme, a managed document hub and a redesigned onboarding experience.
2,300 workers
Top 10 Global Producer
50 years mining
A low performing Employer Brand makes it harder to
- Attract skilled workers,
- Retain high performing team members
- Build the kind of workforce pride that drives performance.
What does an employer branding gap in mining look like?
An employer brand is the reputation an organisation carries as an employer – built and maintained separately from the corporate brand the public sees.
Rössing had the second without the first: decades of operational credibility and community standing, with no designed way for that strength to reach a job applicant scrolling LinkedIn or a new hire arriving for their first shift.
In mining, that gap is harder to close than in most sectors. Rössing's 1,800 people span the mine site at Arandis and offices in Swakopmund, work rotating shift patterns, and include many workers and contractors with no email access. The workforce is multilingual – English is a fifth language for some employees – with varying literacy levels, active unions, and high visibility in the local community. It is also an internationally owned operation where different working cultures meet daily. Any employer brand had to work on a notice board and in a toolbox talk as reliably as on a careers page.
What we did
The work at Rössing ran in four phases, each building on the last.
Phase 1 – Power to U, the employer brand concept
The employer brand was built on a single concept: Power to U. It plays on the chemical symbol for uranium and carries three ideas at once – Rössing's contribution to clean energy, the growth and agency of each employee, and the impact the company's people have on the organisation and the wider community. Delivered under BrandKit, part of KITS, the concept came with a messaging framework, a visual identity system and a template suite that replaced materials which had accumulated over two decades.
Phase 2 – Rebuilding the digital presence
Under BOOST, the public website was redeveloped so that Rössing's external presence matched its internal reality. The new structure introduced a careers section with a working job application journey, clear values and culture storytelling, and a consistent visual system. Employees are now visible on the company's own website – previously they were absent from it.
LinkedIn was repositioned as the flagship employer channel, run in close partnership with the HR team. A steady cadence of employer brand content – people stories, vacancies, milestones – replaced the dormant legacy page, and the channel has grown from 860 followers to more than 29,000 as of July 2026.
Phase 3 – Ongoing campaign and asset production
Alongside the brand foundation, we produce Rössing's key internal communications materials including campaign posters for notice boards across the mine site, artwork for the on-site digital screens, employee emailers, and design support for the company's social media channels. HR announcements, recruitment advertising, safety themes and culture campaigns are all produced to the Power to U system, so each piece is recognisable as Rössing's own.
We've created a template system to ensure consistency across the collateral. This brand foundation is what makes that workable – templates, a messaging framework and a visual system mean a poster commissioned on a Tuesday belongs to the same organisation as the emailer that went out the week before.
Phase 4 – Onboarding, Day 0 to Day 90
Rössing's onboarding materials predated the new brand and varied between departments. Under ONBOARD, we designed a structured 90-day journey: preboarding communications from offer acceptance to day one, a designed first day, an employee playbook, induction materials – and a board game that new hires play to learn about the company interactively. Played around a table, with no screen or login required, it works across languages and literacy levels.
Rebuilding the digital presence
With the employer brand foundation in place, the work extended to Rössing's public-facing digital channels – ensuring the external brand reflected the internal transformation.
Website redevelopment
Rössing's public website was rebuilt to align internal and external brand expression. The new site introduced a recruitment-focused structure with job access portals, clear value and culture storytelling, a consistent design system, and a refreshed user experience. The launch was received with pride inside the business – employees felt the site finally represented the organisation they know.
LinkedIn transformation
LinkedIn was repositioned as a flagship employer brand channel, in close partnership with the HR team. Employee stories became the core of the narrative, and senior leaders became active participants.
The results were significant: the page grew from under 1,000 followers to over 19,400 – a transformation in reach and visibility across Namibia. This is now a benchmark for how HR and Communications teams can collaborate effectively when supported by a structured system.
Scope delivered
Across the engagement, the scope at Rössing covers five CommsKit modules:
KITS (BrandKit) – the Power to U employer brand concept, messaging framework, visual identity system and template suite
BOOST – website redevelopment and the build of the LinkedIn employer channel
ENGAGE – the managed monthly internal communications programme, ongoing since the initial campaign
CONNECT – the fully managed, branded document hub, delivered with Rössing's IT department
ONBOARD – the structured Day 0–90 onboarding journey, including the employee playbook, induction materials and the onboarding board game
What changed at Rössing
One employer brand now sits across Rössing Uranium where materials had previously been produced team by team.
A single template suite replaced documents dating back to the early 2000s. The website now shows Rössing's people and carries a working job application journey. Every new hire moves through the same structured 90-day journey, at the mine site and in the offices alike.
And the engagement itself has grown: what began as a single employer branding campaign in 2024 became a retained partnership spanning brand, communications, digital and onboarding.
Power to U gave us something we had not had before – one way of showing who we are as an employer. The templates and systems behind it changed how our teams share information, and what candidates see of us now matches what our people experience.”
– Human Resources Manager, Rössing Uranium
How this work maps to CommsKit today
This long-term engagement reflects the principles now built into CommsKit's modular system.
Relevant CommsKit solutions include:
- CommsKit ENGAGE – systemising ongoing internal communications across complex, operational workforces
- BrandKit – adapting and governing brand systems so they work in real operational environments
- CommsKit BOOST – supporting bespoke, high‑impact assets such as global photography and sustainability reporting
Today, CommsKit packages this approach into a managed, repeatable system that organisations can rely on through periods of change.
If your organisation's reputation as an operator is stronger than its reputation as an employer, we help close that gap – with a system rather than a one-off campaign. Book a call and we'll show you how the pieces fit together.