From rural South Africa to mine leadership, and why difference drives performance
Millicent Naledi Macheru often says the mining industry chose her.
Growing up in a remote agricultural village outside South Africa’s Kruger National Park, mining was not part of her world. It was not visible in her community, nor presented as an obvious pathway. Yet once she entered the sector, she recognised an industry defined by complexity, challenge and consequence.
“I realised that the remoteness, geological complexities and operational challenges offered a unique opportunity to be part of an industry that solves real problems and makes a meaningful difference in people’s lives.”
That understanding was shaped early. Millicent’s first role was underground at a gold mine, where she experienced firsthand the human and economic significance of mining communities.
“The industry is not only defined by harsh conditions, but also by the resilience of its people.”
That perspective continues to inform her leadership today. It also explains why her career evolved beyond technical operations and into business improvement, with a focus not simply on efficiency, but on improving how work is done for the people doing it.
“It led me into business improvement not just to make operations efficient, but to make them safer and human centred.”
Starting over and proving capability again
One of the most defining moments in Millicent’s career was her decision to move to Australia alone. Relocating meant more than changing employers or geography. It required rebuilding professional credibility from the ground up in a new country, culture and operating environment.
Yet the capability she brought with her had already been forged through significant operational experience. During her time as an Underground Mining Supervisor (Deputy) at Greenside Colliery, Anglo American, her team was recognised for achieving one million tonnes of coal in just 10 months using a Continuous Miner and three Shuttle Cars, a milestone she still considers one of the defining achievements of her career.
“It required starting over professionally while proving myself again in a new country, culture and operating environment.”
She is most proud not of any one title, but of how she established herself across multiple disciplines, progressing from graduate to superintendent through sustained delivery and trust.
Navigating difference in visible and invisible ways
Throughout her career, Millicent has often found herself in environments where she stood apart. She has navigated being different because of her gender, ethnicity, culture, accent and background, at times as the only woman in a crew, and often as the only African woman in the room.
“Early in my career, I felt isolated and struggled with imposter syndrome, the feeling that I didn’t quite deserve a seat at the table.”
Experiences like these are frequently framed as personal confidence challenges. In reality, they often reflect broader systemic dynamics about who is expected in leadership and who is not.
For many professionals from underrepresented backgrounds, the challenge is not capability. It is carrying the additional weight of visibility, scrutiny and difference while continuing to perform.
The power of seeing possibility
A turning point in Millicent’s perspective came shortly after arriving in Australia, when she attended the Women in Mining and Resources Queensland conference. For the first time, she saw women from diverse backgrounds being recognised for their leadership and achievements in mining.
“Seeing women in mining from different backgrounds, some looked like me, being recognised for their achievements was a turning point.”
That moment reshaped how she viewed herself and her place in the industry.
“I realised then that my diversity is my strength.”
Her reflection reinforces the core truth behind this series. Representation matters not simply because visibility is symbolic, but because it expands what people believe is possible for themselves.
“The way I think and solve problems is unique, and that’s exactly what teams need to perform at a high level.”
DEIB as an operational imperative
For Millicent, Diversity, Equity, Inclusion and Belonging is not a communications concept or cultural aspiration. It is a business and leadership discipline.
“DEIB thought leadership is about intentional actions, not rhetoric.”
She believes the sector’s future competitiveness depends on recognising that inclusion and innovation are intrinsically linked.
“The future of the mining industry depends on innovation, and innovation comes from diversity of thought, lived experiences and different leadership styles.”
This perspective aligns with growing evidence that inclusive organisations outperform peers across profitability, engagement and innovation. Millicent is clear, however, that progress requires more than intent.
Representation is not just visibility, it is value
As someone who is often the only African female professional in the room, Millicent offers a nuanced view of representation.
“Representation isn’t just about being seen, it’s about being valued.” She argues that improving representation in mining requires looking beyond senior leadership optics and examining how opportunity is distributed throughout organisations.
“Representation doesn’t only mean who sits at the top. It is about who gets the opportunity to grow and be stretched, who gets sponsored, who gets developed, and whose stories are told.”
This shifts the conversation from visibility alone to systems and pathways. If organisations are serious about representation, Millicent believes they must measure it with the same rigour applied to other strategic priorities.
“We need to track who progresses, who gets opportunities and who leaves. What gets measured gets managed.”
Her point is simple but powerful. Real change comes not from statements, but from organisational design, accountability and intentional systems.
Leadership shaped by resilience and perspective
Millicent’s leadership has been shaped by operating across cultures, industries and environments where she was often underestimated before being understood. That experience has strengthened her conviction, sharpened her perspective, and informed the way she leads.
Her journey demonstrates that lived experience is not separate from professional capability. It informs judgement, resilience, empathy and the ability to lead through complexity. These are not peripheral strengths. They are leadership capabilities increasingly required in modern mining.
What she would tell the next generation
When asked what advice she would give to those entering the industry, Millicent’s message is both practical and powerful.
“Believe in yourself and back yourself earlier.”
She encourages emerging professionals to keep learning, seek mentors, and take bold opportunities even when the path ahead is uncertain.
“Growth often comes from the moments that scare you the most.”
Most importantly, she reminds others not to dilute what makes them different in order to fit expected norms.
“Be yourself because your difference is your strength.”
We can be what we can see
Millicent Macheru’s story is one of courage, reinvention and conviction.
It demonstrates what becomes possible when talent is matched with opportunity, and when individuals are empowered to lead as themselves rather than in spite of themselves.
Her story also serves as a broader reminder to the sector. The future of mining will not be shaped by sameness. It will be shaped by the leaders, thinkers and problem-solvers whose varied experiences strengthen how the industry operates, innovates and evolves.
Representation matters because visibility creates possibility. True progress comes when difference is not only visible, but valued.
