By - Arjen de Bruin, Group CEO at OIM Consulting

Supervisors keep mining operations running, but a lack of key competencies in supervisors – namely planning and organising, analysis and problem-solving and leading and developing others – is slowing down productivity, safety and efficiency. Research by OIM Consulting reveals a major gap: only 17% of South African mining supervisors have the required competencies for their role while 91% follow an unstructured, reactive approach to job execution. Closing this gap isn’t just important – it's vital for the long-term success and profitability of mining operations.

What’s holding supervisors back?

The problem often starts with promotion decisions. Many supervisors land leadership roles because they were strong operators, not because they were trained to manage people. Without proper development, they often stick to the technical tasks they know best instead of guiding their teams. This leads to confusion about roles, poor decision-making and constant “firefighting” rather than problem-solving. A lack of planning also increases safety risks, while production takes a hit when supervisors can’t manage shifts efficiently. In an industry where every shift matters, these leadership gaps create major challenges.

Helping supervisors become better leaders

OIM Consulting helps supervisors develop these competencies through its 80 -20 Intervention Model, which sees 20% of the time allocated to classroom learning and 80% to on-the-floor coaching, with a focus on effective role execution. We take them on a developmental coaching journey to embed new habits, practices and management routines into the supervisor’s day and ensure they are consistently applied. 

This method has already improved leadership and boosted efficiency at multiple mining sites. A leading uranium mine partnered with OIM Consulting to implement its Supervisory Development Programme (SDP). The results were substantial, with production in daily drummed uranium cake output increasing from 7.30 t/day to 8.61 t/day and delivering an ROI of 16:1. Coaching senior managers alongside supervisors made the programme even more effective. These improvements didn’t require costly operational changes such as significant investments in technology – just supervisors equipped with the skillsets, mindsets and toolsets to deliver consistently successful shifts. 

A smarter approach to supervisor development

Strong frontline leadership does more than boost productivity – it shapes workplace culture, improves safety and helps develop future leaders. Mines that invest in their supervisors see fewer bottlenecks, consistently successful shifts and a more engaged workforce. Better leadership also creates a proactive approach to safety, reducing risks before they become problems. When supervisors are equipped to lead, their teams become more motivated, more efficient and better aligned with business goals.

Building the next generation of leaders

The mining industry can no longer afford to overlook the importance of strong frontline leadership. Closing the supervisor gap means moving from reactive management to structured leadership, giving supervisors the skills and confidence to lead effectively and allowing mines to build a steady pipeline of capable leaders, ensuring safer, more efficient operations.