For decades, the mining industry has been warned about its growing talent problem. Three reports — spread across three eras — paint a clear picture of where we’ve come from, where we stand, and where we may be heading.
Yesterday’s Warning: McKinsey (2003)
In 2003, McKinsey surveyed mining leaders worldwide. The results were stark: 71% of industry leaders admitted that talent shortages were holding them back from meeting production targets and achieving strategic objectives.
It was an early alarm bell — and one that many companies struggled to act on.
Today’s Reality: MIHR (2024)
Fast forward two decades, and the numbers reveal an industry still struggling to broaden and strengthen its talent pipeline:
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Women represent only 15% of the mining workforce.
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Immigrants account for just 10%.
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Enrolment in mining-related postsecondary programs is on the decline.
Diversity gaps remain wide, and the next generation of talent is not entering the field quickly enough to replace those who are leaving.
Tomorrow’s Challenge: Edumine (2025)
Looking ahead, the pressure mounts. Edumine’s 2025 report highlights that nearly half of Canada’s mining workforce (49%) will reach retirement age by 2032. Even more concerning: the current workforce is already undertrained. The costs of this skill gap show up as:
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Safety incidents
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Equipment misuse
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Compliance failures
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Lost productivity
These aren’t abstract risks. They are operational and financial realities the industry is paying for every day.
What This Really Means
Mining’s talent problem has three sides:
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A long-standing shortage of qualified professionals.
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A leaky pipeline with declining enrolments and weak diversity.
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An undertrained workforce is facing mass retirement.
Put simply: yesterday’s warning became today’s reality. Tomorrow will be even harder if nothing changes.
The Big Question for Leaders
So where should the focus be?
Attracting new talent through stronger pipelines, diversity initiatives, and education partnerships?
Or doubling down on upskilling the workforce we already have, closing gaps in safety, technical knowledge, and compliance?
The truth is, the mining industry will likely need both. But without decisive action, the next decade could see the gap between workforce supply and industry demand widen beyond recovery.
References
McKinsey & Company. (2003). The war for talent in mining: Survey insights. McKinsey Global Institute.
Mining Industry Human Resources Council (MIHR). (2024). State of the Canadian mining workforce: Diversity, demographics, and future skills needs. Ottawa, ON: MIHR.
Edumine. (2025). The hidden costs of an undertrained workforce: Mining’s skills gap and its impact on productivity and safety. Vancouver, BC: Edumine.
