The labour crisis is coming: Will Canadian miners be ready in time? 

As we settle into 2026 and nation-building ambitions continue to crystallize across the country in the form of major infrastructure projects, Canada’s mining sector appears, by all indicators, primed to take centre stage in the campaign.

Ontario’s Ring of Fire and Manitoba’s Critical Mineral Triangle are but a few of the projects potentially on the cusp of fast-tracking and major investment from Ottawa.

But the sector faces a daunting road ahead if it hopes to achieve the full breadth of its ambitions.

The latest insights from EY’s “Top 10 Business Risks and Opportunities for Mining and Metals companies in 2026” report reveals an uncomfortable truth about the creeping vulnerability of mining’s workforce.

The skills crisis: A looming threat

The mining industry is facing an unprecedented skills crisis, exacerbated by an aging workforce and a diminishing pipeline of new talent. Over half of the current workforce in the U.S. and Canada is expected to retire within the next decade, leaving a substantial gap in critical roles such as planning, process engineering, and sustainability. The spectre of this “grey tsunami,” as described by the Colorado School of Mines, coupled with outdated but persistent perceptions of mining as a dirty, male-dominated digital dinosaur, loom large.

So, how can the industry attract and retain the talent it desperately needs? The answer lies in moving swiftly to (1) reimagine training and education through cutting-edge technology, (2) make mining attractive to a broader talent pool, and (3) create an inclusive culture where all feel empowered to unleash their potential to innovate.

Embracing innovation through an ecosystem approach

The unprecedented cadence of technology, particularly in AI and its transformational applicability across a swath of industries, has laid bare an uncomfortable truth: Training across the sector needs an overhaul. But in isolation, no company has the resources. Meanwhile, vendors do not have systems to provide broad-based training, and institutions lack the capital to invest. Instead, an ecosystem approach, where players contribute to their areas of strength, can improve training and alleviate the skills gap.

Understanding the impact and potential of AI and technology is also critical. Technology can upskill employees and free them from repetitive tasks, but only with careful management. As the industry evolves and reshapes its talent profile, innovative education, supported by government investment, will be vital.

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 command 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 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.

A call to action for mining leaders

There is no true nation-building without Canada’s mining sector. But there is no mining sector without a new, reinvigorated workforce trained and empowered to write its next chapter. By articulating the value of a career in mining, showcasing nontraditional pathways, incentivizing training, and fostering a safe, inclusive culture, the sector can attract and retain the people it needs to thrive. 

Antoine Mindjimba is a partner in the People Advisory Services practice at EY and has over 15 years of consulting experience domestically and abroad. He specializes in change management, culture transformation, diversity & inclusion, and transformative leadership.