IWD26: Breaking ground: Ghana’s first female mine manager on leadership, resilience and the future of mining

As the global mining industry gradually opens more leadership space for women, Dr. Catherine Kuupol Kuutor stands out as a historic figure in Ghana’s mining sector.

Currently Manager of Gold Fields Ghana Limited’s Tarkwa Mine, she made history as Ghana’s first female Mine Manager, marking a significant milestone in a traditionally male-dominated industry.

With more than two decades of experience in metallurgy and mining operations, Dr. Kuutor has risen through the ranks from laboratory metallurgist to executive leadership. In this interview marking International Women’s Day 2026, she reflects on the lessons that shaped her career, the challenges women still face in mining, and the structural changes needed to unlock greater female participation in the industry.

You began your career as a laboratory metallurgist. What lessons from those early technical years continue to influence your leadership today?

Ans:
My early years in the laboratory shaped my professional foundation. When I began my career, I did not necessarily intend to remain in the lab. My goal was to become a complete metallurgist who understood both the analytical work done in the laboratory and the operational realities of mineral processing.

When I was assigned to the metallurgical laboratory, I decided to use that opportunity to build a strong technical base before moving into the process plant. I wanted to understand the entire metallurgical value chain, from the analytical work to the actual processing that takes place in operations.

That experience pushed me to constantly seek knowledge beyond my immediate role. Later, when I transitioned into operations, I was able to bring those two perspectives together. Starting with a strong technical base and expanding into operations helped shape my outlook and continues to influence how I approach leadership today.

Looking back on your 20-year journey, which moment most shaped the leader you have become?

Ans:
One of the most defining phases of my career was when I worked in process operations and was responsible for running shifts.

When you lead a shift from start to finish, you become the overall leader responsible for everything that happens during that period. On back shifts especially, you have to make decisions across several areas, metallurgy, operations coordination and workforce management.

During those times I often found myself acting as the head of operations on duty. I was accountable for the people working under me and responsible for the outcomes of the shift.

That experience instilled a strong sense of ownership. At the end of every shift, the results had to speak for themselves. It taught me accountability and helped shape me into a results-driven leader.

Which aspects of your education proved most transformative as you moved from technical specialist to executive leadership?

Ans:
Technical competence has been one of the strongest drivers of my career. Education provides the knowledge needed to understand how things should be done and how they measure up to global standards.

I strongly believe in the philosophy of “drink deep or taste not.” If you choose a path, you must commit to understanding it deeply.

All my academic qualifications, from my Higher National Diploma to my Master’s degree and eventually my PhD, are rooted in metallurgy and extraction processes. From the beginning, I intentionally built deep expertise in my field.

Although I have also undertaken leadership and management programmes over the years, my technical foundation has always been central. That depth of knowledge gives you credibility and confidence when making decisions in an operational environment.

How would you describe your leadership style in three words?

Ans:
Transformational, collaborative and results-oriented.

For me, leadership is about influencing people positively so that together you can achieve goals efficiently while creating value and fulfilment.

I see myself as transformational because I believe in inspiring people to achieve exceptional results and drive change. At the same time, collaboration is very important to me. Building strong relationships with colleagues helps create trust and teamwork.

But leadership must ultimately deliver results. When people feel valued and respected, they are motivated to give their best. When that happens, the organisation benefits because the results follow.

In leadership spaces where credibility is constantly tested, how did you establish yours?

Ans:
Credibility begins with integrity and understanding the ethics of your profession. It is about walking the talk.

People observe not only what you say but also how you behave. Consistency is very important. When I make a commitment, I stand by it. If I say yes, it is a firm yes. If it is no, it is also clear.

Honesty and transparency strengthen trust. Credibility is not something that comes with a title; it is built over time through your actions and the standards you uphold.

What did you have to unlearn as you grew into executive leadership?

Ans:
Throughout my career I have been fortunate to receive guidance from several industry leaders who mentored and coached me. Their support helped shape my development.

At the same time, I am committed to continuous learning. I read extensively and write technical papers as well. When new knowledge or technologies challenge previous assumptions, you must be willing to reassess your thinking.

For me, unlearning is part of learning. As you interact with experts from different disciplines, engineers, auditors and other professionals, you gain new perspectives that refine your understanding.

When you remain open to learning and surround yourself with knowledgeable people, letting go of outdated ideas becomes easier.

How did you transition from managing processes to shaping vision and culture?

Ans:
My role shifted significantly in 2022 when I was appointed General Manager. Before that, most of my career had been focused on mineral processing as a technical specialist.

At that point I realised my technical expertise would still inform my decisions, but it could no longer define my daily work. I had moved from being a specialist to leading multiple specialists across different disciplines.

A mining operation is a complex organisation. You have mining engineers, electrical engineers, mechanical engineers, geologists, surveyors and many other professionals working together.

At the executive level you quickly realise you cannot be the expert in every discipline. Instead, your role becomes aligning people, resources and strategy so each specialist can contribute effectively.

Leadership then shifts from solving technical problems yourself to creating the conditions that allow experts to perform at their best. The focus becomes vision, strategy and culture.

Your appointment as Ghana’s first female Mine Manager is historic. What did that milestone represent to you?

Ans:
It is certainly a significant milestone, but I see it less as personal recognition and more as an opportunity to open doors for other women in male-dominated industries.

My hope is that it inspires women to believe that with competence, the right attitude and hard work, they can achieve what once seemed impossible.

At the same time, it did not happen by chance. It was the result of years of preparation, commitment and continuous improvement. Even now, I see it as part of a bigger journey rather than the final destination.

Have you experienced moments of being the only woman at the decision-making table?

Ans:
Yes, especially earlier in my career. About 15 or 20 years ago it was common to find yourself as the only woman in the room. Today the situation has improved somewhat and you are more likely to see one or two other women present.

In the past, raising certain issues could sometimes be misunderstood as being overly sensitive or looking at things only from a “women’s perspective.” But some of those issues were simply about ensuring the workplace recognised that women were also part of the environment.

For example, early in my career men and women shared the same washroom facilities even though multiple restrooms were available. I suggested designating one for women. It was not an easy conversation initially, but eventually people understood why it mattered.

Over time attitudes changed, and today there is greater awareness about creating inclusive workplaces.

Beyond individual resilience, what structural changes are needed to accelerate female leadership in mining?

Ans:
We must be intentional about developing women in the industry.

It begins with employment. If companies do not recruit women and give them opportunities to grow, we cannot expect to see them later in leadership positions.

At the University of Mines and Technology today, female enrolment has grown significantly compared to when we were students. Yet the industry still struggles to reach even 20 percent representation. So, we must ask ourselves where those women are going.

The industry needs to engage earlier, even from the national service stage, and deliberately train and retain them. If companies release them after service and later say they cannot find women for leadership roles, the pipeline will always remain weak.

Retention is equally important. If the system does not support women, many eventually move into other sectors.

Policies such as improved maternity support or flexible arrangements can help retain women in the industry and allow them to continue building their careers.

How are you positioning Tarkwa Mine for the next decade of responsible and technology-driven mining?

Ans:
Tarkwa Mine is one of the largest surface mines in Africa, so it is very important for us to remain efficient while prioritising safety.

Safety is our number one value. Every employee who comes to work must return home safely.

We align our operations with international frameworks such as the International Cyanide Management Code, ISO standards and the Global Industry Standard on Tailings Management.

We also invest in technology. For example, Tarkwa was among the first mines in Ghana to introduce berm monitoring technology on waste dumps. This system helps guide operators when trucks are reversing and reduces the risk of accidents.

Overall, we invest heavily in people, systems and innovation to ensure our operations remain safe, efficient and environmentally responsible.

What responsibility does mining leadership carry in ensuring Ghana maximises value from its natural resources?

Ans:
Mining companies have a responsibility to comply fully with Ghana’s laws and regulatory frameworks. Compliance is fundamental.

Government is also a shareholder in several mining operations, so the success of the industry directly benefits the country.

Beyond compliance, companies invest in community development projects and corporate social responsibility initiatives in the areas where they operate.

But ultimately, our primary responsibility is to operate responsibly within the legal framework that governs the sector.

In your view, what will define the future of mining in Ghana?

Ans:
The future of mining in Ghana will depend largely on the policies and regulations we put in place.

We must strike a balance between maximising national benefit and maintaining a competitive investment environment. If the regulatory environment becomes too restrictive compared to other jurisdictions, investors may simply look elsewhere.

That is why dialogue between government and industry is important. Through consultation and global benchmarking we can develop policies that allow the country to benefit more while still attracting investment.

What has been your most challenging professional scenario?

Ans:
Most of the challenges I have faced have been about balancing different responsibilities in life rather than being a woman in the industry.

There were times when I had to study while working. At other times I had to manage work responsibilities while raising young children.

I remember periods when I had just been promoted and also had a young baby. Sometimes I had to rush home to attend to the baby and return later to finish work.

Operational challenges also arise in mining. There have been occasions when I stayed up for long hours or several nights resolving operational issues so that work could continue smoothly.

Open communication with supervisors helped a lot during those periods.

What does resilience mean to you in practical terms?

Ans:
Resilience comes from passion and clarity about the results you want to achieve. When you are focused on a goal and committed to delivering results, you find the energy to keep going.

Teamwork is also important. When people work together with a shared purpose, the challenges become easier to overcome.

How intentional are you about mentoring the next generation of women in mining?

Ans:
Very intentional. Mentoring and advice played an important role in my own journey, so I feel a responsibility to support the next generation. That is one reason I instituted awards at the University of Mines and Technology, to inspire students to pursue excellence.

I also interact with students through school visits, professional forums and online platforms like LinkedIn. Many students reach out for guidance, and I try to make time for those conversations.

Interestingly, my own journey into mining began with a simple conversation where someone explained the programmes at the School of Mines to me. That moment changed the course of my career.

Beyond being “the first,” what impact do you hope will define your tenure?

Ans:
I hope my journey will be remembered as a testament to perseverance.

At Ola Girls Senior High School our motto was “Perseverance and Dignity,” and that has stayed with me.

If there is a legacy I would like to leave, it would be one defined by perseverance, innovation and the power of representation.

As a mother of three and a wife working in demanding leadership roles, I hope my story shows other women that it is possible to grow professionally while fulfilling family responsibilities.

What message would you share with women across Ghana this International Women’s Day?

Ans:
My message to women across all sectors is to believe in yourselves and remain focused.

Support systems are important. At one point in my career I had to employ two stewards to help manage the home because balancing work and family responsibilities requires support.

This year’s International Women’s Day theme, “Give To Gain,” reminds us of the power of generosity and collaboration.

When individuals and organisations support women, opportunities expand. Giving is not a subtraction, it is multiplication. When women thrive, we all rise.