In mining operations, selling the benefits of new technologies to an indifferent workforce can be a precarious process. When addressing this situation, the difference between a smooth and a rocky transition from manual to remote monitoring and management lies in effective communication.
By nature, human beings are creatures of habit, which makes them resistant to change. That is why they are rarely enthusiastic to let go of the familiar for the unfamiliar.
Mining companies are confronted with this challenge when shifting the management and monitoring of mission-critical machinery from the familiarity of manual methods to the unfamiliarity of Remote Operations Centres (ROCs).
The mindset hindrance
Typically, in such conditions, workers are too accustomed to manual inspection, maintenance, and operation to embrace viable alternatives. Often, they view new approaches as attempts to “fix something that’s not broken.”
This entrenched mindset becomes a major hindrance when companies try to position ROCs as a tool that enables employees to work better, more productively, and more safely.
This situation is exactly what Katrina Wertheim has observed in over 20 years as a consultant and advisor in communications, marketing, and PR for mining tech companies on projects worldwide. In her role as Founder and CEO of USA-based RevVizion, she has authored case studies on the successful implementation of Remote Operations Centres (ROCs) for mining tech companies globally, including Africa.
Common Concerns
Wertheim highlights two common – and equally critical – concerns that persist across projects. The first is the stigma attached to new technologies: workers fear being declared redundant and losing their jobs. The second is a noticeable lack of support from management to help workers navigate the transition to ROCs.
And so, change management efforts should focus on tackling these two issues.
A Delicate Process
However, the process can be delicate and must be handled with care, Wertheim acknowledges. “Presenting remote monitoring to your internal team without making them feel undermined or replaced requires careful thought, and it can significantly impact the project’s success,” she notes.
Consequently, effective communication is essential.
“The way the project is communicated, even during the initial discussions of scope, can have a huge impact on buy-in and utilisation downstream. Yet this is an underrated but critical step,” Wertheim explains, emphasising the need for an intentional, structured approach.
Carefully Curated Alignment and Communication
Essentially, tech adoption succeeds when mining companies invest in carefully curated alignment and communication from the outset, Wertheim states.
“Consider the end user and reverse-engineer a positive message where they know they are an important part of the big picture and have a direct line of communication with the support team, both on-site and off-site. This helps drive measurable business outcomes almost immediately. This approach is vital as teams are far more likely to accept change when they feel heard, valued, and genuinely better off.”
“Communication is the key enabler of adoption. Technology adoption is most likely to fail when it feels imposed, but it succeeds when it is co-created.
“For this reason, long before you even begin discussing an ROC with your team, start by asking what their pain points are. Listen closely, then map those problems to the solutions the Remote Operations Centre will provide.
“Then, take this information back to them framed as: ‘Here’s a solution we created together to address the challenges you raised, and it will empower you.’”
Fundamentally, when companies involve workers before implementation—not after—their insights can shape the framework from the start. From there, companies can craft change management messaging that directly responds to workers’ concerns, assuring them that the goal is to support and enhance their roles.
As regards the core communication content, Wertheim advises leading with questions such as: “What insights, data, or information would help you most?”
Specifically, she suggests that the core empowerment message should be: “This gives you better information to make decisions, and we value your input.”
Subsequent communications should start with the “why,” not the “what.” This can help in framing how the ROC addresses real operational pain points they have expressed, such as safety incidents, response delays, and maintenance gaps, rather than presenting it merely as a technology project.
In the long run, Wertheim affirms that the outcome from effective communications would be significant: “When they feel this is a partnership, workers will see the ROC as a support arm for the on-site team, not a replacement or a form of surveillance.”
The Training Aspect
Once effective communication gets the core message through, the next equally important step is training to familiarise workers with the technology.
In this area, Wertheim outlines three key priorities for training:
“First, focus on ‘what this gives you,’ not ‘how to use it.’ Train people on how the ROC makes their jobs easier, safer, and more effective before diving into technical details. Anyone who’s a non-tech person in a tech world knows the struggle is real, but it’s a critical step.”
“Second, create peer-to-peer learning programs. Let early adopters train their colleagues rather than relying solely on top-down instruction.
“Last but not least, provide real-time coaching, not just classroom training. ROC staff should mentor site teams through actual scenarios, building confidence through hands-on experience.”
Based on empirical evidence, mining companies that have successfully adopted ROCs did the right things properly: they aligned their plans, delivered training as intended, and in most cases achieved the desired results. “I have seen remote monitoring become a huge game-changer for operations,” Wertheim confirms, underscoring the significance of getting the necessary employee buy-in.
Project Case Study: Workers at a Mine in the DRC Embrace ROC
The Tenke Fungurume Mine (TFM) project in the DRC stands as a prime example of successful implementation of a Remote Operations Centre in African mining, carried out by RAMJACK Technology Solutions.
The approach was prudent and the implementation was meticulous.
From the start, the rROC was positioned as an extension of TFM’s team rather than external monitoring of their job performance. This completely destigmatised the technology.
“The rROC was rolled out as a support system to empower the operational team, not to replace them or scold them for performance issues. An on-site support member worked alongside TFM staff, fostering partnership rather than surveillance.”
The results spoke for themselves: ROI was achieved in three months, with $58 million in value added within the first year.
