Thabile Makgala, Executive Vice President at Sasol, delivered a compelling message to mining leaders at MI26: the mining industry does not need to reinvent the wheel when it comes to innovation and technology adoption; it can learn from adjacent sectors, particularly oil and gas. 

Her insights, shared during the “cross‑pollinating innovation – what can mining learn from oil & gas technology?” session, and an interview with MITV highlighted practical lessons and strategic imperatives for accelerating technology uptake in mining. Makgala’s perspective is especially relevant as mining enters a new era of digital transformation, grappling with legacy systems, workforce readiness challenges, and the imperative to modernise operations for safety, efficiency, and competitiveness.

Oil and gas organisations have walked much of this path before, adopting advanced digital solutions, implementing robust risk‑management frameworks, and embedding innovation into their operational DNA. For Makgala, this experience offers a playbook that mining can thoughtfully adapt and apply.

Why cross‑industry learning matters

Makgala opened her remarks by framing the challenge clearly: mining has historically been slower to adopt disruptive technologies compared with oil and gas. While sectors like oil and gas have already integrated IoT platforms, advanced analytics, and real‑time risk‑detection systems into their operations, mining still struggles with inconsistent adoption and cultural resistance. The question she posed was simple but provocative: “Why reinvent the wheel?”; particularly when technology providers already deliver mature, field‑tested solutions across both industries.

In oil and gas, digital transformation has been driven by necessity: remote operations, high‑risk environments, and the need for real‑time decision‑making led companies to invest early in technologies that now could yield immediate benefits if thoughtfully adapted to mining contexts. Connected asset management platforms, predictive maintenance algorithms, and sensor‑driven safety systems are just a few examples of tools that mining can adopt without starting from scratch.

Overcoming legacy systems and mindsets

A central theme in Makgala’s remarks was the importance of confronting legacy systems and organisational inertia. Many mining companies face deeply entrenched processes that slow the adoption of new technology. Oil and gas firms, she noted, have faced similar internal hurdles and have learned that technology is only as effective as the organisation’s willingness to embrace it.

Makgala urged mining leaders to treat innovation as a change‑management exercise; one that begins with leadership commitment and extends throughout the enterprise. This includes clear communication about the value of technology, transparent goals for implementation, and early involvement of frontline workers who will use the systems daily.

Preparing the workforce for transformation

Another critical insight from Makgala’s session was the need to prepare the workforce for technological change. Adoption challenges aren’t purely technical; they are deeply human. Workers need confidence that technology will augment their roles, not replace them, and they need training that enables them to use new tools effectively.

Oil and gas firms have invested significantly in upskilling and reskilling programmes, often pairing digital tool rollout with workforce development. Makgala suggested mining could accelerate its transformation by borrowing these training models, tailoring them for the mining context, and engaging workers early in the process.

Managing risk while accelerating adoption

Innovation and risk management go hand in hand. A recurring message in Makgala’s discussion was that technology adoption must be underpinned by rigorous risk frameworks. Oil and gas has long emphasised safety‑by‑design and risk mitigation as central pillars of technology deployment. Mining, she argued, can learn from these frameworks to ensure that new solutions enhance safety and operational resilience rather than introduce unforeseen vulnerabilities.

By applying risk‑informed technology strategies, mining companies can build confidence among stakeholders, from investors to regulators to employees, and create a more stable environment for scaling innovation.
The role of leadership

Makgala was clear that executive leadership plays a pivotal role in driving transformation. In her view, technology adoption is not a mid‑management function; it starts at the top. Leaders must champion innovation, allocate resources thoughtfully, and hold their organisations accountable for measurable progress.

Her remarks echoed a common theme at Mining Indaba 2026: technology transformation is ultimately people transformation. That means executive leaders must model the change they want to see, integrating technology goals with broader business strategies that prioritise safety, productivity, and sustainability.

A shared path forward

Makgala’s call to action at Mining Indaba was practical and future‑focused. By looking beyond mining’s traditional boundaries and learning from sectors like oil and gas, the mining industry can accelerate its digital journey. The message was not about copying solutions wholesale, but about adapting proven technologies and cultural practices in ways that fit mining’s unique challenges and opportunities.

As mining continues to face pressure to improve safety outcomes, reduce costs, and enhance environmental stewardship, cross‑industry learning offers a pragmatic and high‑impact route to transform operations with confidence and speed. For leaders investing in modernisation today, Makgala’s insights illuminated a path where innovation is not a distant vision - it’s an immediate strategic advantage.