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How EY can help
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The EY Americas Metals and Mining Center of Excellence offers companies access to cutting-edge services and innovation-led solutions.
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In mining, talent is a strategic imperative (not an HR issue)
Retaining a diverse and dynamic workforce begins in the boardroom. It should be incumbent upon mining leaders to consider giving HR a bigger voice at the table to better articulate the value of an upskilled workforce, particularly around AI and new technologies.
And to counter lingering negative perceptions, the sector must better articulate its role in the energy transition and digital future, highlighting the advances transforming operations like remote operations centres and automation. Showcasing the sector’s global nature and exciting, future-focused roles — in everything from digitalization and AI to sustainability and social responsibility — can help.
Career appeal must also go beyond compensation. The days of remuneration alone attracting workers into mining are diminishing, as employees increasingly prioritize career development, wellbeing and a commitment to responsible mining. That is ultimately how you redefine the modern mining employee’s archetypal value proposition.
From there, you build out and articulate clear career paths to stem attrition which offer different pathways to attract diverse cohorts. Outlining career journeys and showcasing people who have followed these paths brings this value proposition to life.
Building high-performing cultures on inclusive foundation
In mining, “high-performing culture” is not a slogan—it is the operating system behind safe production, reliable execution, faster problem-solving and stronger retention. Inclusion is the foundation because it increases who feels able to speak up, challenge assumptions and learn from near-misses—behaviours that directly determine performance in complex, high-risk environments.
Even amid polarized debate on DEI, the performance logic is straightforward: broadening access to opportunity expands the talent pool and strengthens hiring and promotion decisions. Anglo American’s recognition as one of The Times Top 50 Employers for Gender Equality is a practical example of embedding equality into business strategy.
Indigenous talent is also a major opportunity—particularly in Canada, where mining is already the largest private-sector employer of Indigenous peoples and the potential for increased participation remains strong. Beyond operational roles, pathways in areas like environment, community relations and sustainability—where mission and values often align—can make mining more attractive while strengthening trust and long-term workforce stability.