First published on mining.com in October 2024
The remote nature of many sites poses a first hurdle, with personnel finding the long commute or fly in and fly out approach to be challenging over time. Recent studies highlight that mining is not always a top career choice for young professionals, further complicating efforts to attract new talent. Additionally, a wave of retirements is right around the corner for the industry, threatening to widen the labor gap and intensify staffing issues.
Without addressing these workforce challenges, the industry’s ability to meet production demands and capitalize on market opportunities could be severely hindered. The shortage of skilled staff not only impacts operational efficiency but also poses a risk to the industry’s long-term sustainability.
As the sector navigates these hurdles, innovative solutions and strategic workforce planning will be crucial to securing its future. Methods of working smarter and not necessarily harder need to be examined to pinpoint the most cost-effective opportunities to “solve” or at least improve the current labor situation before it becomes a full-blown crisis.
Practice makes perfect – the power of training
One of the first places to start looking for hidden opportunities is by examining current and planned training programs that have been put in place. Modern mining involves a vast range of specialized roles and skills, including minerals processing knowledge, maintenance know-how, equipment operation skills, an understanding of inventory management as well as familiarity with automation and digital tools.
Further complicating things is that many sites have diverse types of equipment as well as differing models and machine brands in their flowsheets. For example, site teams may need to know how to operate and maintain crushing and screening equipment, grinding mills, filtration systems all the way through to filters and other dewatering processes.
Adding another layer of complexity is that all these machines need to work in an integrated manner, as problems in one process stage often impact other equipment downstream of where the first issue develops. It is easy to see how a gap can develop as normal turnover can lead to skilled personnel leaving and replacement team members missing out critical information or knowledge gained from years of experience.