Powering the next century of mining

In this exclusive interview with Cummins Magazine Editor Tony Cheverall, Thierry Pimi, Vice President for International Distribution Operations for Cummins, shares his thoughts on the future of the global mining sector. He outlines how Cummins will call on its proud history and world-beating capabilities to bear down on total cost of ownership and remain a dominant force in a market grappling with unprecedented challenges. 

Q: Thierry, looking back over this landmark year for Cummins, celebrating a century in mining, what are your feelings? 

A: I feel excited, happy, and immensely grateful. Standing on the shoulders of the leaders who built Cummins’ strong position over the past century is a privilege. The mining industry is one of the most complex industries that we power and support. Having visited numerous mines around the world and seen the colossal volume of earth moved and materials being extracted, and connecting that directly to the growth of the global economy, is deeply humbling. Knowing that Cummins has been at the very heart of all that makes me proud and highly motivated as we look forward to the next 100 years.

Q: When you took up your position in 2024, you set out a three-pronged strategic focus. How is that playing out? 

A: Yes, I said my focus would be on advancing technology in our market solutions, delivering end-to-end customer And end-to-end customer value and deploying high-performance teams. We’ve made significant progress in each of those areas, and all against a background of tightening competition among solution providers and OEMs (original equipment manufacturers).

Q: Let’s look at each of those strategic focus areas. Tell us more about advancing technology.

A: End customers are demanding more for less as competitive dynamics shift. Mines are getting older, ore grades are declining, and consequently, TCO (total cost of ownership) over the lifecycle of the equipment has become a vital metric. We are actively helping operators reduce TCO, driving down fuel consumption as well as operational and maintenance costs. On the technology front, our most advanced innovation is PrevenTech®, our telemetry solution that monitors equipment to prevent failures and avoid catastrophic damage. Having deployed PrevenTech across flagship mines in key pilot countries, we are now rolling it out globally.

Q: And end-to-end customer value? Can you explain what that means?

A: Basically, we want our customers to experience our multi-faceted, global organisation as ‘One Cummins’, simplifying operations for our employees and making it far easier for customers to do business with us. So we’re working hard to strengthen the integration of our Power Systems Business Unit, which designs and manufactures those wonderful, iconic engines, with our Distribution Business Unit, which handles sales, service, and aftermarket support. By simplifying how our teams work together behind the scenes, we’re increasing speed and responsiveness and ensuring consistency, all things customers value greatly.

Q: And the third strand, revolving around the power of teams…

A: This last one – building and reinforcing diverse, high-performance teams – is deeply personal to me. Fostering diversity and inclusion is a core Cummins value and it’s in my DNA as a leader. Diversity brings distinct strength to a business by introducing varied perspectives.

Q: How is the mining sector responding to the energy transition, and how is Cummins helping operators navigate this complex shift? 

A: To be completely candid, the energy transition has proven very challenging. Five years ago, there was a widespread belief it would happen much faster. At Cummins, we maintained a comprehensive plan within our Destination Zero strategy to reach net-zero emissions. However, real markets are driven by economic value, and for now you cannot afford to look too far beyond the trusty internal combustion engine. These end-game technologies have simply not yet proven commercially viable relative to established powertrains. 

Q: So, given that the technology shift will take time to play out, where is Cummins putting its energies right now?

A: We are focusing heavily on hybrid solutions, which represent our most effective near-term technology. Following our acquisition of First Mode, we are piloting a hybrid solution on large haul trucks in a flagship copper mine in Chile. This reduces emissions, improves fuel efficiency, and directly optimises total cost per ton, which is the ultimate profitability metric for mine operators.

Q: How critical are strategic partnerships in driving forward Cummins’ global mining business?

A: Partnerships are at the heart of our strategy across our entire business model. Because we design engines for equipment built by third parties, strong partnerships are essential. In open-pit mining, where there are fewer equipment manufacturers and power solution providers globally, long-term partnerships, joint technical designs, and aligned technology roadmaps become even more critical. And in our aftermarket operations, independent channel partners and distributors are a vital extension of our global route to market and customer support network.

Q: What role do Master Rebuild Centres play in supporting mining operations?

A: MRCs are critical infrastructure for our mining business. In open-pit operations, customers buy heavy equipment expecting to operate it for 100,000 to 120,000 hours. Depending on load factors and mine site conditions, engine overhaul intervals range between 25,000 and 35,000 hours. To fulfil the vehicle’s expected lifespan, an engine must deliver three full lives. In our MRCs, expert technicians completely rebuild and certify engines at ‘zero-hour’ status, replacing dynamic components while retaining core structures like the block and crankshaft. 

Q: How is Cummins tackling global technician shortages and investing in future skills? 

A: Delivering on our promise to customers requires highly skilled, qualified technicians in key markets worldwide. Facing a global shortage of experienced technicians, we are focusing heavily on employee retention, workforce mobility programmes, and safety - both physical and psychological. A cornerstone of our long-term skills development is the Technical Education for Communities (TEC) programme. Funded through Cummins, TEC partners with vocational schools – particularly in disadvantaged communities – to establish mechanical and electrical curricula and equip modern technical laboratories. Students completing the multi-year programme gain high-marketability technical skills, with many joining Cummins MRCs and branches as trainees. 

Q: Thierry, final question: What do you consider to be Cummins’ superpower? 

A: Well, I guess it has to be our global sales and service network, and it’s interesting to note that mining has been a driver of our global expansion. Our very first plant outside the US was opened 70 years ago in Shotts in Scotland, close to the coal fields and open pit mines, and our desire to support our remote mining customers has been a huge factor in our investment programme. So, yes, mining has always been important to Cummins, and we will continue to innovate and invest to support the future of the industry.

World-first for hybrid-electric mining trucks

The Chilean pilot programme mentioned by Thierry Pimi involves the deployment of the world’s first commercial hybrid-electric ultra-class mining truck – a retrofitted 300-ton Komatsu mining haul truck – at the Caserones open pit copper-molybdenum mine. Designed as a retrofit kit for existing ultra-class mining haul truck fleets, the Cummins First Mode hybrid system integrates a Cummins QSK60 diesel engine with a modular, interchangeable high power electric battery system. The Cummins First Mode initiative won the prestigious 2026 Mining Magazine award in the Climate and Environment category, with the judges describing it as "a strong example of an equipment manufacturer delivering scalable, real-world emissions reduction aligned with fleet mining realities".

Focusing on what matters most 

Thierry Pimi says Cummins continues to leverage the collective strengths of its power and service businesses to deliver greater value for mining customers. He outlined the four areas that Cummins believes are the most critical to mining operations.

TOTAL COST OF OWNERSHIP (TCO) - Optimising fuel consumption, maintenance intervals, and lifecycle operating costs to deliver lower cost-per-ton extraction.

UPTIME OPTIMISATION - Leveraging advanced telemetry like PrevenTech® and robust aftermarket support to maintain continuous, round-the-clock machine availability.

SAFETY EXCELLENCE - Partnering with mine operators to implement advanced servicing protocols and ergonomic safety tools that protect field technicians and site personnel.

TALENT DEVELOPMENT AND RETENTION - Investing in global technical training, workforce diversity, and skilled technician pipelines to solve regional labour shortages.

“By excelling in the areas that matter most to mining customers, presenting the full strength of Cummins to the market, and partnering effectively with both established and emerging OEMs, we are well positioned to reinforce our leadership in open-pit mining for the next decade and beyond.”

Meet Thierry Pimi - Unleasher of talent

Before being appointed VP for International Distribution Operations for Cummins in July 2024, Thierry Pimi led the Cummins business in Africa Middle East (AME). Prior to that, he managed the Cummins Southern Africa distribution business. 

Born and raised in Cameroon, Thierry entered the workforce as a mechanical engineer. He later left Africa for North America where he lived and worked in Canada before attending the Kelley School of Business at Indiana University in the US where he graduated with an MBA in Finance and Strategy. He then joined Cummins' Corporate Strategy team in 2009. 

In 2011, Thierry was appointed Africa Mining Territory Manager, and in 2014, he assumed the role of General Manager of Cummins North and West Africa Regional Operations. 

Thierry is a staunch supporter of promoting local talent and has unleashed diverse and highly skilled teams across the regions in which he has worked, combining seasoned industry leaders with exciting new hires equipped with strong local knowledge and solid regional culture. 

He cites his mother and Nelson Mandela as his two most important role models. 

Thierry Pimi on… 

Cummins Mining Centenary

“Looking back over the past 100 years, seeing the colossal volume of earth moved by Cummins powered machines and connecting that directly to global economic growth is deeply humbling.” 

Energy Transition 

“Market adoption is driven by economic value. End-game technologies like fuel cells have simply not yet proven commercially viable relative to established powertrains.” 

Partnerships

“Partnerships are at the absolute heart of our strategy. In open-pit mining, where there are fewer equipment manufacturers and power solution providers globally, long-term partnerships, joint technical designs, and aligned technology roadmaps become even more critical.”