TRAINING AND WORKFORCE : Securing the future of Canadian mining

Attracting and retaining talent in a changing landscape

As Canada’s metals and mining industry grapples with the demand challenges of the energy transition, it must also address the urgent need to modernize its workforce. Alarmingly, recent data has shown that workforce considerations have fallen out among the Top 10 Risks and Opportunities for mining leaders heading into 2025. This shift in priorities among mining companies is concerning, especially when the sector faces significant challenges in attracting and retaining the talent necessary for its future success.

The consequences of neglecting workforce modernization could jeopardize Canada’s position as a global mining leader, with potential economic setbacks and reduced competitiveness looming large.

The mining industry must recognize that long-term success hinges on its ability to attract, train, and retain a skilled and motivated workforce which will require a fundamental shift in how the sector approaches talent management.

Embracing technology for upskilling

The rapid advancement of technology, particularly in artificial intelligence (AI) and automation, presents a unique opportunity. According to polling data from the EY 2024 Americas Metals & Mining Forum, 36% of attendees identified AI and machine learning (ML) as the most significant advent to influence operations in the next five years. Integrating these tools strategically will allow companies to enhance their workforce rather than replace it. Upskilling programs that align with technological advancements will be key. For instance, AI or virtual reality (VR) simulations can fill training gaps, offering real-time opportunities to improve skills and, ultimately, safety on-site.

Moreover, the adoption of technology may help address the sector’s aging workforce by making mining jobs more attractive to younger generations. By showcasing the industry’s commitment to innovation and sustainability, mining professionals can appeal to tech-savvy prospective candidates who might otherwise overlook the sector. This approach positions mining as a forward-thinking industry that values leveraging cutting-edge technologies.

Research indicates that tailored nudges, such as using engaging and inclusive language in job descriptions, can significantly increase applications from underrepresented groups. Mining companies could adopt this strategy to reach younger and more diverse talent pools.

Realigning organizational values

The next generation of mining workers prioritizes work-life balance, mental health, and workplace safety, and emphasizes the need to produce with consideration to the planet, future generations, and sustainably. The sector must adapt to these shifting priorities or risk being left behind. Data by the Canadian Mining Industry Human Resources Council found that 70% of young people would “definitely not” or “probably not” work in the mining sector. This statistic underscores the need for a fundamental industry rebrand for all its stakeholders. Companies must align their organizational values with employee priorities. Inclusive leadership that embraces diversity, and fosters belonging with employees across generations, to create a performing culture, will be crucial. This approach not only attracts talent but also enhances employee engagement and retention.

To achieve this, mining companies should consider adopting policies that promote work-life balance and mental health. This includes offering flexible work arrangements, providing access to mental health resources, and creating a supportive work environment that prioritizes employee well-being to help them unleash their full potential. By demonstrating a genuine commitment to these values, mining companies can build a positive reputation that resonates with potential employees and sets them apart from competitors. Just as elite athletes rely on mental and physical fitness for peak performance, mining companies must foster a culture that promotes resilience and well-being to sustain long-term success.

Flexible work arrangements and career development

In today’s diverse workplace, a one-size-fits-all strategy is outdated. The mining sector must develop tailored leadership strategies that accommodate both remote and on-site workers. Flexible work arrangements, purpose-driven environments, and corporate cultures that prioritize growth, lifelong learning are increasingly sought after. For example, rotating early career engineers through different disciplines can help avoid pigeonholing and improve retention. Additionally, skills maps can articulate growth opportunities within roles, supporting upskilling for role changes, rotations, and certifications. By continuously engaging with talent, companies can draw a clear path forward for their workers to embrace a long-term career in mining with possibilities of upward mobility.

Furthermore, mining companies should invest in robust succession planning to ensure a smooth transition of knowledge and skills from retiring employees to the next generation. This involves creating structured mentorship programs and offering leadership development opportunities. By prioritizing career development and setting employees up for success, mining companies can cultivate a loyal and motivated workforce that is well-equipped to navigate future challenges. Introducing structured feedback loops — where employees can regularly share their career aspirations and receive actionable guidance — can significantly enhance engagement and retention.

The future of mining companies hinges on the dedicated individuals who keep the industry moving forward. The field depends on a motivated, highly trained, and supported workforce to grow, and its future depends on its ability to attract, train, and retain this next mining generation.

Canadian miners must begin implementing these strategies for 2025 and beyond. Embracing technology for upskilling, realigning organizational values with emerging employee priorities, and offering flexible work arrangements and career development opportunities are essential steps. By doing so, the sector can secure its incoming talent pipeline and achieve long-term, sustained success.

Mining leaders must act now to implement these strategies, securing not only their workforce but also the sector’s future amid global shifts toward sustainability and innovation. 

Antoine Mindjimba is an EY Canada partner and the people consulting leader for mining and metals at EY Canada, based in Toronto.