Management in the mining industry is not business as usual

The mining industry is a unique space. It is one in which geologists and chemists can intersect with computer and data science professionals daily. The industry requires expertise in not just mining and metallurgical engineering, but also electrical, mechanical, environmental and more. It requires expertise in worker health and safety, behavioral science, finance and economics, as well as human resources management. The locations of mining operations are often in remote corners, and for underground activities, they are unlike anything else in the world. The industry presents those who join it a wealth of opportunities, but often struggles to overcome incorrect perceptions of safety, labor and environmental standards, making it difficult to recruit and retain employees at a time of increased demand for mined materials. Workforce management in mining Global demand for mined materials, particularly critical minerals, is increasing along with the rise of artificial-intelligence (AI) data centers and a global energy transition away from traditional fuel sources. An uncertain geopolitical climate has increased trade tensions between the United States, China and Russia, which in turn has increased demand in the United States for secure supply chains of minerals for national defense. The U.S. government has increased funding and support for the mining industry, providing much-needed financial and legislative support to the industry. And private investors like JPMorgan Chase have followed with an influx of money into the industry. Despite this support, the industry is still struggling to find and retain its workforce. According to data from the U.S. Bureau of Labor Statistics, the average miner is now over 45 years old, and fewer than one in 10 mining professionals are under 30. Meanwhile, universities have cut back on mining programs, and enrollment continues to fall. For companies operating in remote regions or across borders, the traditional pipelines that once fed technical talent are running dry. Automation of machines and operations will change the way work is done, making some tasks safer and more efficient, but AI and machine learning are far from being able to replace the mining workforce. The workforce recruitment and retention challenges combined with the technical and operational challenges of the mining industry present unique challenges for the management of the mining industry. Mining Engineering spoke with representatives from three mining companies about these challenges — Hecla Mining, South32’s Hermosa Mine and Quintana Resources — to get their insights into the state of workforce management in the mining industry. Hecla Mining was established in 1891 and is the oldest silver company listed on the New York Stock Exchange. It is the largest U.S. and Canadian silver producer and a leading critical minerals producer in the United States. Its Lucky Friday Mine in Idaho has been in production for more than 80 years and is one of the top seven primary silver mines in the world. Sara Pickens, manager of talent and benefits at Hecla Mining Co. brings 25 years of experience in human resources, including eight in the mining industry. She has spent her career exploring what makes workplaces work, focusing on the intersection where the employee experience meets organizational strategy. Matt Blattman is vice president of technical services at Hecla Mining Co., based in Coeur d’Alene, ID. He leads a corporate technical team supporting Hecla’s four operating mines and advanced greenfield and brownfield projects. Blattman specializes in mine planning, strategic optimization and automated design tools. Quintana Resources is a metals and mining investment holding company with headquarters in Houston, TX that owns and operates mines globally on a selective basis, and provides flexible capital to producing or near-term producing mines in the global metals and mining industry. Xavier Ochoa, chief operating officer of Quintana, is a mining engineer with close to 30 years of broad professional, multidisciplinary experience in the precious metals and copper industries. Ochoa holds a B.Sc. in mining engineering from the University of Arizona, as well as various professional certifications. He is the chair of SME’s Industry Workforce Strategic Committee. South32 is a global mining and metals company, creating value by producing commodities that are used in many aspects of modern life. Its operations, development options and exploration programs are diversified by commodity and geography. Its Hermosa zinc and manganese project in Patagonia, AZ is a brownfield project that has the potential to be a globally significant producer of metals critical to a low-carbon future. Hermosa is being designed as South32’s first “next-generation mine,” using automation and technology to minimize the impact on the environment and be in line with South32’s goal of achieving net-zero operational carbon emissions by 2050. Skylie Estep is a seasoned human resources leader, with more than 15 years of experience in the mining industry. As South32’s director of human resources for the Americas, she plays a pivotal role in talent strategy, organizational development and workforce development supporting exploration and development projects. These three companies represent a wide range of the U.S. mining industry. Hecla is a well-established company with deep roots in Idaho, South32 is paving its future in Arizona, and while the companies have different business models, some of their challenges are similar. Recruitment and retention — where do the workers come from, and how to keep them? When it comes to employee recruitment and retention, Estep noted South32 is challenged with teaching the community about the benefits of a career in the industry that is much maligned. “Mining hasn’t been a popular career choice for recent generations in the United States, and the human resources pipeline is dwindling,” Estep said. “It is a question of numbers, especially as the industry starts to grow again, and there’s no surprise when we say we need more bodies, more people entering the mining workforce across the country. Hecla is at the other end of the spectrum with some of its operations being cornerstones of the communities in which they operate. Many of Hecla’s operations such as the Lucky Friday Mine in Idaho have been part of the local community for generations, offering lifetime careers to residents, but these operations are also seeing a growing number of employees reach retirement age. Hecla faces many of the same challenges as one of the newest operations in the United States. “Like many in our sector, we face a storm of workforce challenges: increasingly remote operations, an aging workforce and shifting employee expectations. A fundamental obstacle is the declining visibility of mining careers,” Pickens and Blattman wrote. “With fewer university programs and lower enrollment, we face a growing awareness gap. Compounding this is the misconception that mining only needs engineers and geologists, when modern operations also rely on environmental scientists, chemists, data analysts, IT professionals, civil engineers and project managers, many of whom don’t yet see mining as a viable career path.” Quintana faces a more nuanced struggle: keeping trained people in the face of intense local competition.At its U.S. operations and in Mexico, the company experiences both extremes of the labor market. In its Texas corporate offices, access to talent is plentiful while at its mines, trained specialists are scarce. “At our corporate office, we have ample availability to attract talent of all ranges of experience,” said Ochoa. “Retention is straightforward as it’s leveraged by wages, cost of living, and comfort in our environment. Most of our retention problems lie with mining technical specialties that are in high demand.” Those challenges multiply at the mine level. “Finding workers comes down to location,” Ochoa added. “People want shorter commutes and access to urban amenities. Retention becomes difficult when new operations nearby start up — we are often the closest source of trained staff.” At many of Hecla’s operations, Pickens said retention is critical and the company offers a number of work-life balance opportunities to employees such as robust career development, cross-disciplinary mobility and meaningful advancement opportunities. “While long-lived operations, some with more than 40- to 80-year histories, offer job security rare in today’s economy we also offer continuous training, professional certifications, and initiatives like Safety 365 to reinforce our investment in employees’ growth and well-being,” Pickens and Blattman wrote. “The key is creating an environment where people build careers, not just hold jobs.” As a new site that is not yet in full production, South32 is still focused on building a workforce from the local community, which has not had active mining for more than 70 years. “Our challenge is explaining the possibilities to the community. Communicating opportunities and getting everyone ready for what’s to come. We will be hiring 300 direct employees in the next 18 months as we prepare for operations,” said Estep. “In terms of retention, one thing we offer is the ability to develop a project from the ground up. We are approaching Hermosa’s development and operation with creativity, out-of-the-box thinking and entrepreneurial spirit. To do this, we need the experience and expertise of miners who want to develop the next generation of miners. Those that bring their learnings, want to build a teaching, hands-on growth culture, leverage technology to support safer and cleaner operations and believe in minimizing environmental impacts while maximizing shared value for communities.” Creating a pipeline Education partnerships have become one of the most effective tools for building a sustainable workforce pipeline. Hecla has taken an active role in this space. “We are proud of the strong relationships we’ve built with our educational partners,” said Pickens. “A standout example is our partnership with Alaska’s Mining and Petroleum Training Service (MAPTS) at Greens Creek, where we’ve sponsored 23 participants — all of whom graduated with job offers.” Hecla also contributes to scholarships, curriculum development and internship programs that often lead directly to full-time positions. South32 has pursued similar partnerships through formal memoranda of understanding with both the University of Arizona and the Santa Cruz County Provisional Community College District. “Our first collaboration is the county’s first electrician certificate program,” said Estep. “We’re providing full scholarships for 16 students and investing more than $440,000 in the program. This will serve as a blueprint for future skilled trades training in the region.” Quintana is taking a more localized approach, offering short-term shadow work for high school students and co-op employment for college students. “We support local colleges and universities through applied research and lab work,” the company explained. “If students take on mining degrees, we give them co-op priority when the time comes.” A changing workforce Every industry and profession is learning to adapt to the emergence of artificial intelligence. For the mining industry, Hecla and South32 are embracing the rapidly coming changes. South32 sits at the leading edge. Hermosa is being built to integrate automation and remote operation from day one. “A common misconception is that AI will replace employees, but that’s simply not the case,” said Estep. “AI is an enabler for better performance — it’s ‘augmented intelligence.’ Our workforce will learn new skills and talents to leverage AI. It’s not fewer employees — it’s different skill sets. Because Hermosa is under construction, we don’t need to retrofit. We can build digitalization into every role profile from the start.” Hecla’s approach to digital transformation focuses on upskilling and mentorship. “We pair experienced operators with digital natives to create two-way mentorship,” the company said. “By involving employees in technology selection, we ensure efficiency gains translate into safer, more rewarding work — not job loss.” “AI and automation are transforming mining into a technology-driven industry, though not as radically as headlines might suggest,” Blattman said. “These tools enhance human decision-making rather than replace it.” Predictive maintenance, machine learning for ore recovery, and automated drilling all rely on human oversight. “The shift isn’t about fewer jobs but different ones. Operators become system managers; data collectors become analysts,” Blattman added. Ochoa said Quintana is at an earlier stage of this transition. “So far, AI hasn’t had any effect on our operations. In the corporate office, we are using it for document drafting and summarizing, though accuracy remains a concern. Some professionals are starting to self-impose the need to learn about AI applications, but it’s not yet a pressing issue.” The road ahead There are no clear or easy solutions to the workforce challenges. The Mining Industry Human Resources Council projects that more than 79,000 mining workers will need to be hired across North America by 2030 just to maintain current production levels. At the same time, the global energy transition will push demand for critical minerals to record highs. In that context, the strategies emerging today — early education, local employment, digital upskilling and holistic safety — are not just responses to immediate shortages. They represent the foundation of a new social contract between mining companies, their workers and their communities. Mining’s next generation will be more diverse, data literate and community rooted than any before it. For companies willing to invest in people as deeply as they invest in technology, the payoff will be a workforce ready not just to operate the mines of the future — but to define them.

Management in the mining industry is not business as usual

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