ABSTRACT

The Australian mining industry is a

vital economic driver. However, a
concerning trend has emerged: a
race to the bottom in terms of
supervisor qualifications and
training. This white paper argues
that prioritizing cost-cutting
measures over supervisor
development creates a false
economy, jeopardizing safety,
productivity, and ultimately, the
industry's long-term sustainability.
Drawing on insights from industry
experts and relevant data, this
paper explores the critical roles of
A White Paper on Mining supervisors in Australian mining
operations.
Supervision in Australia
National Supervisor Skills
Let’s stop the race to the bottom Institute
CFO: “What happens if we invest in developing our people and
then they leave us?”
CEO: “What happens if we don't, and they stay?”

CFO and CEO

Contents
Executive Summary ..................................................................................................................... 3
The Compliance Trap: Low Support for Supervisor Development Beyond Ticking Boxes .................... 4
The Cost of Neglect: The Australian Spend on Supervisor Development ........................................... 5
Sink or Swim: The Impact of the Undeveloped and Unsupported Supervisor .................................... 6
Impact on Supervisors .........................................................................................................................6
Impact on Team ...................................................................................................................................6
Impact on the Organisation ..................................................................................................................6
The Critical Role of Effective Supervision in Safety ......................................................................... 7
Building a Better Future: The ROI of Investing in Supervisor Development ........................................ 8
A Blueprint for Success: Building a Comprehensive Supervisor Development Program ..................... 9
Selection & Assessment ......................................................................................................................9
The NSSI Advantage: From Potential to High Performance................................................................ 10
Development & Enhancement............................................................................................................ 11
Technical Skills ..............................................................................................................................11
Non-Technical Skills .......................................................................................................................12
Support .............................................................................................................................................13
Conclusion................................................................................................................................ 13
Appendix 1: Bridging the Gap: The NSSI Logo and its Significance .................................................. 14
What is the Gap Problem ...................................................................................................................14
NSSI Bridges the Gap .........................................................................................................................14
Call to Action.....................................................................................................................................14
Appendix 2: Who is the National Supervisors Skills Institute (NSSI)?.............................................. 15
Our Mission: ......................................................................................................................................15
What Makes Us Different? ..................................................................................................................15
Who We Serve: ..................................................................................................................................15
Investing in the Future of Mining: ........................................................................................................ 15
Executive Summary
Australia's mining industry is a vital contributor to the national economy. However, its success hinges on a
workforce equipped with the necessary knowledge, skills and experience. For supervisors, they need all of
that plus possess leadership qualities as they play a critical role in ensuring the desired outcomes – a
workplace free of serious injury and harm, highly productive and cost efficient. Yet, many organisations fall
short in providing supervisors with the proper development needed to excel in their roles.

This white paper examines the current state of supervisor development in the Australian mining industry,
highlighting the shortsightedness of the prolific compliance-driven approach to supervisor “training” and
the very limiting “sink or swim” mentality that has gripped the industry. It explores the significant return on
investment associated with an effective supervisor development program, emphasising the benefits for
both organisations, workers and of course, the supervisors themselves. Finally, the white paper proposes a
framework for effective supervisor development, outlining key components and best practices that NSSI
believes in.

As the title of this paper suggests, let’s stop the “Race to the bottom”.
The Compliance Trap: Low Support for Supervisor Development
Beyond Ticking Boxes
The Australian mining industry operates within a stringent regulatory framework. While compliance training
is essential, it often becomes the sole focus of supervisor development programs. These competencies,
like the ones commonly known S1/S2/S3 in Queensland and the Statutory Supervisor position in Western
Australia, prioritise speed and cost-efficiency over effectiveness. They may meet the minimum regulatory
requirements, but they barely equip supervisors with the minimum knowledge and fail to address the
broader skillset needed for successful leadership.

Several factors contribute to this compliance-centric approach:

• Short-term thinking: Companies prioritise immediate compliance needs over long-term

investments in supervisor development.
• Lack of awareness: Companies underestimate the impact of well-developed supervisors on
overall performance.
• Limited resources: Training budgets often get squeezed, leading to a focus on bare-minimum
compliance courses.
• Reactive approach: Companies wait for incidents or audits, or worse, boards of inquiries into
fatalities or coroner’s inquiries, before addressing supervisory development needs.
The consequences of this approach are severe. Supervisors are left unprepared to handle complex
situations effectively. They lack the skills to motivate and develop their teams, leading to low morale and
decreased productivity.

“It is the supervisor who is on the spot and in a position to know

whether or not safety arrangements are working in practice. His
or her influence can be decisive”
ROBENS, 1972, P.17
The Cost of Neglect: The Australian Spend on Supervisor
Development
Unfortunately, data on the specific amount spent on supervisor development in the Australian mining
industry is scarce. However, research from the global perspective paints a concerning picture. A 2019
report by Brandon Hall Group found that only 12% of organisations invest heavily in supervisor training.

This low investment translates into a significant hidden cost. Poorly developed supervisors lead to a range
of issues, including:

• Safety incidents: Supervisors are ill-equipped to identify and address potential safety hazards,
increasing the risk of accidents and injuries.
• Low productivity: Ineffective leadership leads to disengaged teams, decreased motivation, and
ultimately, lower output.
• High employee turnover: Unmotivated and dissatisfied workers are more likely to seek
employment elsewhere.
• Increased absenteeism: Dissatisfaction with leadership can lead to increased absenteeism and
presenteeism (being physically present but mentally disengaged).
• Increased risk of psychosocial injury: Due to factors like poor communication, unclear
expectations, and inadequate support.
• Negative brand reputation: A company's reputation can be tarnished by a string of safety incidents
or employee dissatisfaction.
These costs far outweigh the perceived savings gained by neglecting supervisor development.
Sink or Swim: The Impact of the Undeveloped and Unsupported
Supervisor
Many organisations leave supervisors to "sink or swim" after a basic
compliance training program. This approach has disastrous
consequences for supervisors, teams, and the overall organisation.

Impact on Supervisors
Stress and frustration: Supervisors struggle to manage their teams
effectively, leading to increased stress and frustration.
Loss of confidence: Difficulty in fulfilling their roles can erode a
supervisor's self-confidence and hinder their career progression.
Burnout: Chronic stress and a lack of support can lead to burnout,
forcing supervisors to leave their roles.

Impact on Team
Low morale: Ineffective leadership demotivates teams, leading to
decreased engagement and productivity.
Communication breakdowns: Poor communication skills create
confusion and frustration within teams.
Conflict and tension: Lack of conflict resolution skills can lead to
interpersonal conflicts within teams.
Poor productivity: Disengaged teams produce less and are less efficient.

Impact on the Organisation

Reduced productivity: Disengaged and disoriented teams produce less output and achieve lower
performance goals.
Increased costs: Employee turnover, absenteeism, and safety incidents all lead to significant financial
burdens.
Negative safety culture: A lack of focus on safety training and leadership can foster a culture that
prioritises production over safety.
Negative reputation: A string of safety incidents or high employee turnover can damage a company's
reputation in the industry.
The Critical Role of Effective Supervision in Safety
The importance of effective supervision in ensuring safety within the mining industry cannot be overstated.
Numerous reports and investigations have highlighted the link between inadequate supervision and safety
incidents. Here are some compelling examples:

• A Review of all Fatal Accidents in Queensland Mines and Quarries from 2000 to 2019 by Dr. Sean
Brady revealed a significant correlation between fatalities and inadequate supervision. The report
stated, "25 of these 32 fatalities involved inadequate or absent supervision. 17 of the fatalities
involved a lack of training or inadequate training for the specific task being undertaken and
inadequate or absent supervision. Not only does absent or inadequate supervision allow tasks to
be approached in an unsafe manner, but it also greatly amplifies the consequences of a lack of
training or ineffective or unenforced controls." (Brady, 2019)

• The Report into Fatal Accidents in the Western Australian Mining Industry 2000-2012 identified
supervisors in the early stages of their development as a particularly at-risk group. The report
suggests that "new supervisors are still developing the skills to ensure that rules and procedures
are followed. Staff shortages may also mean that supervisors are given the role with inadequate
training and assessment of competence. A good and efficient worker does not necessarily make a
good supervisor. The training of supervisors is regarded as a key issue in accident prevention." (WA
Department of Mines and Petroleum, 2014)

• The 2006 inquest into the death of Peter Whitoria Marhsall, highlighted the importance of
supervision beyond just line-of-sight monitoring. The report stated, "The ongoing nature of the non-
compliance that I have found occurred in the tyre bay also raises questions about the effectiveness
of the supervision of those working there. I readily accept that constant line of sight supervision
was and is not practical in such a situation. However, in my view, it is self-evident that the
supervision of the tyre fitters at the material time was lacking in that apparently no one outside the
tyre bay knew the tyre fitters were not complying with the relevant JSA. I understand the system of
supervision at the mine has been reviewed but I consider a more holistic examination of the issue
is warranted." (Coroner's Court of Queensland, 2006)

Outside of mining, supervision was raised as an issue during the Longford Royal Commission in 1999.

• The Royal Commission found that "operators failed to adhere to basic operating practices...failings
so prevalent as to have become almost standard operating practice. These practices could not
have developed or survived had there been adequate supervision of day-to-day operations. The
change in supervisor responsibilities, discussed later in this chapter, may have contributed by
leaving operators without properly structured supervision." (Longford Royal Commission, 1999)

These examples demonstrate the critical role supervisors play in ensuring a safe work environment. When
supervisors lack the necessary skills and support, it creates a breeding ground for unsafe practices and
increases the risk of accidents.

This white paper is intended to serve as a call to action for the Australian mining industry. By
investing in comprehensive supervisor development programs, organisations can foster a culture of
safety and ensure the well-being of their workforce.
Building a Better Future: The ROI of Investing in Supervisor
Development
Investing in a comprehensive supervisor development program offers a significant Return on Investment
(ROI) for organisations. This goes beyond just anecdotal evidence – the impact translates into measurable
benefits across various aspects of your business. Here's how:

• Increased Safety: Well-developed supervisors prioritise safety protocols and actively train their
teams. This proactive approach minimises risky behaviours, leading to fewer accidents, injuries,
and associated costs like downtime and legal repercussions.

• Enhanced Productivity: Effective supervisors are more than just taskmasters. They foster a culture
of collaboration, engagement, and accountability. Through strong leadership, they inspire their
teams to work smarter, not harder, leading to improved output and efficiency.

• Reduced Employee Turnover: Supervisors with strong leadership and development skills create a
positive work environment that values its employees. This fosters loyalty and reduces the costly
process of recruitment, onboarding, and retraining new staff.

• Improved Morale and Employee Well-being: Effective supervisors provide support, motivation,
and recognition. This creates a sense of purpose and belonging for employees, leading to higher job
satisfaction, reduced stress levels, and a more positive work environment.

• Enhanced Problem-solving and Decision-Making: Supervisors equipped with strong problem-

solving and critical thinking skills can analyse complex situations, identify root causes, and
develop effective solutions. This translates to improved decision-making, fewer costly mistakes,
and a more proactive approach to challenges.

• Stronger Employer Brand: Companies known for investing in their people's growth and
development stand out in a competitive talent market. This attracts top talent who are more likely
to stay engaged and contribute to long-term success.

While quantifying the exact ROI of supervisor development can be challenging, research by Brandon Hall
Group strengthens the case for investment. Their report, "Learning Investment ROI: How To Measure The
Impact Of Your Training Programs," highlights the significant benefits experienced by organisations with
strong leadership development programs – benefits directly applicable to supervisor development due to
their crucial leadership role. These benefits include:

• 21% higher profitability: Stronger leadership translates to a more efficient and productive
workforce, directly impacting revenue and profitability.

• 17% higher customer satisfaction: Well-led teams are more engaged and customer-focused,
leading to improved service quality and customer satisfaction.

• 22% higher employee engagement: Investment in development demonstrates a commitment to

employees, fostering loyalty and a more engaged workforce.

These results indicate a clear financial benefit to investing in supervisor development. Beyond the bottom
line, a well-trained and empowered supervisory team fosters a safer, more productive, and ultimately,
more successful mining operation.
A Blueprint for Success: Building a Comprehensive Supervisor
Development Program
The ideal supervisor development program is a multi-faceted process addressing technical knowledge
and vital leadership skills. Here's our framework for an effective development program developed by the
National Supervisor Skills Institute (NSSI).

Selection & Assessment

The usual process for selecting a new supervisor goes something like this:

“Joe is a great digger operator and gives me the least amount of trouble on this crew, so let’s get him to be a
leading hand first and we’ll go from there. Oh, hang on, we’ve got to book him into an S123 and G2 with
‘Well Below Average’ RTO in town.”

Just like not all great players are the best coaches, not all great digger operators, or any great worker
for that matter, are meant to be supervisors. Just look at Wayne Bennett and Craig Bellamy. They were
average players but are great coaches.

• Science-Based Testing and Selection: NSSI uses a series of validated assessments to identify
individuals with the inherent aptitude for leadership which includes mental processing ability.

• In-depth Onboarding: Provide new supervisors with essential skills and knowledge to succeed
from day one.

• Needs Assessment: Identify the specific needs and skill gaps within the current supervisor
population.
The NSSI Advantage: From Potential to High Performance
The National Supervisor Skills Institute (NSSI) leverages the expertise of VALPEO, an international
leadership and organisational advisory, to identify a critical gap in the mining industry: supervisors who
haven't yet reached their full potential. Through VALPEO's Transformative Value Framework, we can
understand why this happens and provide targeted solutions.

Understanding the Delta:

VALPEO's framework focuses on analysing the Value Dynamics of individuals and organisations. In this
context, the "delta" refers to the difference between a supervisor's current level of performance and their
inherent potential.

Why is there a Delta?

There are several factors at play:

• Misaligned Skills and Knowledge: Supervisors may lack the non-technical skills like
communication, leadership, or problem-solving necessary to excel in their roles.

• Undiscovered Potential: Sometimes, individuals with strong potential haven't been given the
opportunity to develop their abilities.

• Inadequate Training and Development: Supervisors may not have received the targeted training
needed to bridge the skill gap and unlock their full potential.

The NSSI Solution: Unlocking Potential

NSSI, informed by VALPEO's framework, takes a multi-pronged approach:

• Comprehensive Skills Assessment: We utilise VALPEO's dynamic assessment tools to identify a

supervisor's current skillset and uncover any underlying potential waiting to be unleashed.

• Targeted Training and Development: Based on the assessment results, we customise training
programs that focus on developing critical non-technical skills and technical knowledge
specific to their role.

• Mentorship and Coaching: NSSI provides ongoing mentorship and coaching programs to support
supervisors in applying their newly acquired skills and effectively transitioning to their full potential.

The Outcome: Supervisors Empowered for Success

NSSI empowers supervisors to become true leaders within their teams. This translates to:

• Improved Safety and Productivity: Well-equipped supervisors can effectively manage teams,
anticipate challenges, and ensure a safe and productive work environment.

• Enhanced Employee Morale: Strong leadership fosters a positive work environment where
employees feel valued and supported.

• Reduced Turnover: Investing in supervisor development leads to increased morale and job
satisfaction, reducing employee turnover.

It's not about placing blame. It's about identifying the disconnect and taking action to empower
supervisors to reach their full potential. This benefits everyone – supervisors, teams, organisations and
the entire mining industry.
Development & Enhancement
We need to provide supervisors with the Non-Technical Skills just as much as we need to provide
them with the Technical Skills. They go hand in glove.

Technical Skills doesn’t refer to holding a trade certificate in diesel fitting or holding an excavator
ticket. In this context, these are the technical skills of being a SUPERVISOR.

Equipping supervisors with a strong foundation in non-technical skills is crucial. Non-technical skills,
which work hand-in-hand with technical skills, enable supervisors to excel in areas like communication,
leadership, conflict resolution, and team building. This holistic approach ensures supervisors have the
complete toolkit they need to effectively manage their teams and navigate the complexities of their roles.

# International Association of Oil and Gas Producers, IOGP, 2014

At NSSI, we believe these are the set of Technical Skills and Non-Technical Skills that a supervisor is
required to possess to be effective.

Technical Skills
Technical skills are the cornerstone of a successful supervisor. These aren't just theoretical concepts;
they're the practical knowledge and tools supervisors need to navigate the complexities of their roles.
Through extensive engagement with supervisors across Australia, NSSI has identified a set of key technical
skills that are essential for ensuring a safe, efficient, and productive work environment. These crucial
competencies are:

• Fulfilling Legal Obligations: Supervisors are responsible for ensuring their teams operate within
the legal framework governing their industry. This includes a deep understanding of safety
regulations, environmental laws, and labour standards. Being aware of these obligations and
actively implementing them protects both your workers and your organisation from legal
ramifications.
• Managing Risk in the Workplace: Supervisors are constantly on the lookout for potential hazards.
Mastering risk management involves identifying safety risks, assessing the severity and likelihood
of their occurrence, and implementing control measures to minimise them. This requires a
proactive approach, anticipating issues before they arise and taking steps to prevent accidents and
injuries.
• Task and Workload Management: Effectively managing tasks and workloads is crucial for
ensuring team productivity and well-being. Supervisors need to be adept at:
 o Prioritisation: Distinguishing between urgent and essential tasks, ensuring the most
critical work gets completed first.
o Delegation: Assigning tasks effectively based on team member strengths and capabilities.
o Resource Management: Optimising the use of available resources like equipment and
personnel to achieve goals.
• Inspection, Monitoring, and Reporting: Supervisors are the eyes and ears of leadership on the
ground. Regular inspections, equipment monitoring, and performance tracking are critical for
identifying potential issues and ensuring compliance with safety standards. Supervisors need to
compile accurate and timely reports to communicate these findings to relevant parties.
• Incident Investigation: Accidents and incidents can happen. Supervisors play a vital role in
investigating these events to determine the root cause, identify areas for improvement, and prevent
similar occurrences in the future. Effective investigation techniques are crucial for maintaining a
safe work environment and fostering a culture of learning from mistakes.
• Handling Change: The work environment is constantly evolving due to technological
advancements, regulatory changes, or new organisational processes. Supervisors need to be
adaptable and comfortable navigating change. This involves effectively communicating changes to
their teams, providing support during the transition period, and ensuring everyone understands the
new expectations.
• Handling Diversity: A diverse workforce offers a wealth of talent and perspectives. Supervisors
need to be culturally sensitive, fostering an inclusive environment where everyone feels respected
and valued. This involves promoting equal opportunities, managing conflict constructively, and
valuing diverse contributions.
• Performance Management: Supervisors play a crucial role in developing and motivating their
teams. Effective performance management involves conducting regular performance reviews,
providing constructive feedback, and recognising and rewarding achievements. Supervisors who
excel at performance management contribute to a more engaged and high-performing workforce.
• Time Management: Supervisors often juggle multiple tasks and priorities. Effective time
management skills are crucial for staying organised, meeting deadlines, and ensuring the smooth
operation of their team.

Non-Technical Skills
NSSI has established a core set of non-technical competencies critical for success in this demanding
environment. These competencies are the foundation of our training program, ensuring they directly
address the needs of today's mining supervisors.

• Leadership: Supervisors need to inspire, motivate, and guide their teams. Non-technical skills like
delegation, coaching, and providing constructive feedback are essential for building trust and
fostering a positive work environment.
• Communication: Effective communication is the cornerstone of any successful team. Supervisors
need to be able to clearly articulate instructions, actively listen to concerns, and provide
constructive feedback in a way that is both clear and respectful.
• Teamwork: Building a cohesive team that works together efficiently is essential for achieving goals.
Non-technical skills like collaboration, fostering trust, and recognising individual contributions are
vital for creating a strong team environment.
• Problem-solving and Decision-making: Supervisors are constantly faced with challenges and
complex situations. Non-critical thinking, creativity, and the ability to analyse situations and make
sound decisions under pressure are key to navigating these challenges effectively.
• Situational Awareness: This crucial skill involves being constantly aware of your surroundings,
identifying potential hazards, anticipating issues, and understanding how different factors can
impact the situation. Supervisors with strong situational awareness can quickly react to changing
 circumstances, ensure the safety of themselves and their teams, and make informed decisions
based on the ever-evolving environment.
• Interpersonal Skills: Supervisors interact with a variety of people, from team members to
managers and clients. Strong interpersonal skills, such as empathy, emotional intelligence, and
active listening, are necessary for building rapport and fostering positive working relationships.
• Conflict resolution: Disagreements happen in any workplace. Supervisors need the skills to
identify and manage conflict constructively, ensuring a fair and respectful process for all parties
involved

Support
No amount of classroom or practising time will negate the need for ongoing support via a network of in-
field coaching and mentoring.

In-Field Coaching: it is an imperative that new

supervisors are paired with experienced supervisor
coaches for that necessary support and guidance in
their first few steps.

NSSI will also train your own coaches for a truly

sustainable approach to supervisor development.

Mentoring: there’s also a need to mentor those who

manage supervisors to ensure they get the vert best
out of this cohort.

Conclusion
The Australian mining industry thrives on a skilled and well-led workforce. Supervisors play a critical role in
ensuring safety, productivity, and team effectiveness. By investing in comprehensive supervisor
development programs, organisations can reap a significant ROI through enhanced safety, improved
performance, and a more positive work environment. Neglecting supervisor development risks creating a
cascade of negative consequences, jeopardising the safety and well-being of workers, and ultimately, the
success of the organisation. Building a strong foundation in supervisor development is an investment in a
stronger future for the Australian mining industry.
Appendix 1: Bridging the Gap: The NSSI Logo and its Significance

The National Supervisor Skills Institute (NSSI) logo is a powerful visual metaphor that embodies the very
essence of our mission. It features an elongated triangle, with a blunt end and a sharp point. This
deliberate design highlights the critical gap that often exists between:

• Management: Represented by the blunt end of the triangle, symbolising leadership at the highest
level.

• Supervisors & Workers: Represented by the sharp point of the triangle, signifying the frontline
workforce.

What is the Gap Problem

In many organisations, a significant gap exists between management and the frontline. Management may
set policies and procedures, but the responsibility for translating them into action falls on supervisors who
are often left inadequately equipped. This lack of support and development creates a chasm that hinders
communication, undermines safety, and ultimately, impacts productivity.

NSSI Bridges the Gap

Our comprehensive supervisor development programs are designed to bridge this gap. We equip
supervisors with the skills and knowledge needed to effectively translate management directives into
practical actions on the ground.

Here's how the NSSI logo reflects our bridging philosophy:

• Empowering Supervisors: As supervisors develop their skills and confidence, the “sharp end”
becomes more prominent, signifying their growing ability to lead their teams effectively.

• Closing the Gap: Through our program, we aim to narrow the gap between management and the
frontline, fostering smoother communication, collaboration, and a more connected work
environment.

• Building a Strong Foundation: A strong and well-developed supervisor workforce forms the vital
base of the triangle, supporting the entire organisation and ensuring its stability and success.

The NSSI logo is a constant reminder of the crucial role supervisors play and our dedication to
bridging the gap and building a stronger foundation for the Australian mining industry.

Call to Action
The National Supervisor Skills Institute (NSSI) is dedicated to supporting the Australian mining industry in
building a strong pipeline of well-developed effective supervisors. We offer a comprehensive program that
addresses the critical needs of supervisors identified in this white paper. Contact NSSI today to learn more
about how we can help you develop your supervisors and elevate your organisation to the next level.
Appendix 2: Who is the National Supervisors Skills Institute
(NSSI)?
The National Supervisors Skills Institute (NSSI) is a newly formed organisation dedicated to empowering
supervisors in the Australian mining industry. We recognise the crucial role supervisors play in ensuring
safety, productivity, and overall success within mining operations.

Our Mission:
NSSI's mission is to equip supervisors with the knowledge, skills, and confidence they need to excel in their
roles. We achieve this by providing high-quality, industry-specific training and development programs that
focus on both technical and non-technical competencies.

What Makes Us Different?

• Industry Expertise: Our team comprises experienced mining professionals and training specialists
who understand the unique challenges faced by supervisors in the Australian mining context.

• Comprehensive Approach: We go beyond basic technical skills training. Our programs address
the full spectrum of a supervisor's responsibilities, including leadership, communication, problem-
solving, and safety management.

• Collaborative Learning: We foster a collaborative learning environment where supervisors can

share best practices, learn from each other's experiences, and build a strong professional network.

• Focus on ROI: We recognise the importance of demonstrating the value of supervisor

development. We work with organisations to design programs that deliver measurable results and
contribute to a strong return on investment (ROI).

Who We Serve:
NSSI caters to a diverse range of professionals in the mining industry, including:

• New and transitioning supervisors seeking to develop their core competencies.

• Experienced supervisors looking to enhance their skillset and stay current with industry best
practices.

• Mining companies seeking to invest in the development of their supervisory workforce to create a
safer and more productive work environment.

Investing in the Future of Mining:

By empowering supervisors with the skills they need, NSSI contributes to a more skilled, engaged, and
resilient workforce within the Australian mining industry. We believe that investing in supervisor
development is an investment in the future of the industry, ensuring its continued success and
sustainability.

NSSI's commitment is simple: To empower supervisors to become the strongest, most effective
leaders they can be, ensuring a safe, productive, and successful future for the Australian mining
industry.