Mining companies don’t hesitate to spend millions on equipment – but investing in supervisors is what turns good operations into great ones

Mining companies know how to spend. From cutting-edge systems to big-ticket machines, there’s little hesitation when it comes to capital investment. But when it comes to developing frontline leaders – the people responsible for making those systems work – the conversation often shifts from strategy to cost.

“Everyone talks about how important it is to invest in people, and I truly believe companies mean it, says Arjen de Bruin, Group CEO at OIM Consulting. “But when the numbers are on the table, we often hear, ‘that’s quite expensive’ – even though the same companies spend millions on equipment or technology without hesitation.”

That hesitation is costing more than just development budget. With 80% of operations run by frontline leaders, weak leadership creates a ripple effect across production, safety and team performance. And the irony? Companies often miss out on the return they expect from their tech investments simply because the people using them aren’t equipped to do so effectively.

It’s easier to buy machines than build leaders

“Technology is an easier buy, says De Bruin. “You know what you’re getting. You’ve got features, functionality and a clear ROI story.” He points out that most mining companies are used to spending large sums on equipment and digital systems and often feel pressure to keep up with the latest innovations. 

But the same companies struggle to justify a people-first investment strategy, especially when the outcomes aren’t instant. “With people, the question is always: what does it cost per person? There’s less appetite for big spending, even though the value is there,” he explains.

De Bruin also notes that leadership development doesn’t follow a straight path. “People are more complex than machines. They have moods, challenges, setbacks. Development isn’t linear – and that makes the business case feel harder, even when the results are better.”

Stronger supervisors deliver stronger results

So what happens when companies do invest in their supervisors? The numbers speak for themselves.

“We’ve seen productivity increases of between 9% and 30% just by capacitating frontline leaders,” says De Bruin. “When supervisors are organised, problem-solving effectively and leading their teams, everything improves.”

One of the biggest gains lies in planning and organising, an area that typically sees a 20% jump in competency during coaching interventions. And when planning improves, so does safety. “Planned work is safe work, says De Bruin. “Better planning leads to better decisions, and better decisions reduce risk.”

There’s also a shift in team dynamics. “Supervisors who are coached effectively create psychological safety. Teams feel heard, they engage more and they contribute to solutions. That’s a huge cultural and operational win.”

Tech upgrades fall flat without leadership upgrades

The message from OIM is clear: this isn’t a choice between digital or human investment. It’s about making both work together.

“We’re not saying don’t invest in equipment,” De Bruin explains. “But if the person running your new machine uses it exactly the same way as the old one, you’re not going to see the returns you expect.”

He shares examples where expensive machines sat idle for weeks because planned maintenance wasn’t scheduled, spare parts weren’t ordered or the supervisor simply wasn’t engaged. “If your people aren’t invested, it has a knock-on effect on everything else,” he says. “You want that engineering foreman or maintenance supervisor to be as effective as possible so your equipment runs properly and makes you the money it’s supposed to.”

And when it comes to digital transformation, he cautions that real adoption takes more than a rollout. “Too often, companies implement new systems, but people keep working the way they always have,” De Bruin says. “That’s not because they’re resistant, it’s because they haven’t been supported.”

He advocates for hands-on coaching that helps people embed new ways of working quickly. “You can have all the user manuals in the world, but when people get stuck, they ask the person next to them, not the manual. That’s why real-time coaching is so powerful. It helps you adopt faster, get returns sooner, and build confidence.”

Better leaders make everything work better

For De Bruin, the takeaway is simple: if you want better output, better safety and better ROI, start with your people. “When you capacitate your frontline leader, everything else follows. Production goes up. Teams function better. Equipment performs at its peak. And you create a culture that sustains itself over time, he says. 

“So yes, invest in your systems. Buy the machines. But don’t stop there. Because the people running your operation? They’re your most valuable asset.”