Keeping employees engaged by accelerating the future of work

The pandemic has spurred disruption in the culture of mining and metals companies, creating an opportunity for sustainable workforce transformation. We’ve already seen how the need for a quick and cohesive response to the crisis broke down silos inherent on mine sites, with many companies removing complexity and cutting through historical barriers to accelerate a transformation agenda focused on long-term resilience.

As Covid-19 vaccination rates increase and countries reopen, the sector is at a turning point that will either see companies return to old habits or continue forward with purposeful change. Those adapting will recognize the opportunity to transform operating models – including integrated operation centres, rosters alternatives and adjustments to the typical fly-in, fly-out model.

These shifts will be required for multiple reasons. The main reason is the workforce is evolving to include a more fluid network of employees – including contractors, consultants and freelancers – who are demanding flexible working options, purpose-driven workplaces and corporate cultures that champion a culture of lifelong learning. Companies that don’t respond could expect higher turnover – with recent research indicating 54% of Canadians are more likely to quit if they aren’t offered the flexibility they want.

With the operating model altered, the sector can anticipate a shift in the composition of the workforce, along with changes in capabilities and roles. According to a mining and metals study from the Minerals Council of Australia, technology implemented to both enable flexibility and support the organization’s digital transformation will enhance or redesign 77% of the sector’s roles by 2030. And in a post-pandemic world, the push for technological innovation will only increase demand for digital capabilities, including robotics and data literacy.

One of the challenges to innovation is having the appropriate space and infrastructure to properly test and develop the fit between new technologies and people. Unlike other sectors, mining and metals companies face added barriers when deploying technologies in practice, straight from the laboratory environment. To overcome this, businesses are collaborating with organizations like Onaping, Ont.-based Norcat. The innovation centre offers underground mine facilities to allow companies – and their employees – to physically develop, test and demonstrate emerging technologies in an operating mine environment. This helps to give hands-on, experimental training and development.

If the pandemic has taught us one thing, it’s that we’re all in this together. Resources like these are helpful to not only advance innovation and training, but collaborate with like-minded businesses, industry players and startups to augment the learnings and best practices of others.

At the end of day, the future of work comes full circle. Without the skills and expertise, true digital transformation cannot be realized. And without digital transformation, dated operating models will fall into old organizational habits, potentially driving employees to look elsewhere for work. Balancing the right skills with the tools needed to enable new models while keeping teams safe, productive and engaged will be critical. CMJ

Theo Yameogo is the EY Americas Mining and Metals Leader. He is based in Toronto. For more insights, visit www.ey.com/en_ca/mining_metals.