At this year’s PDAC mining conference, something unusual happened. For the first time, keynote speeches from top mining CEOs addressed a topic that’s long been kept to side panels and breakout rooms: the aging mining workforce.
“Before, talent was something you’d see discussed in the smaller rooms,” says Alejandra Gomez, Client Relationship Lead for North America at Globe 24-7. “But this year, it was on the main stage. That tells you something’s shifting.”
Across North America and Australia, mining companies face a generational cliff with huge numbers of workers expected to retire within the next decade. In the US, forecasts predict more than half of its mining workforce will retire by 2029. That’s 221,000 workers.
HR teams know this, but most are still acting too slowly to address the real issue: Gen Z isn’t lining up to take their place.
The reasons why reveal a fundamental mismatch between what mining companies offer and what this generation actually wants.
Why Gen Z isn’t interested in mining
Gen Z is now in the workforce, but they’re largely bypassing the mining industry. Mining engineering enrollments have declined year-over-year for the past decade in both Australia and the US, according to a McKinsey report. The underlying issue? They don’t see mining as an appealing career choice.
70% of people aged 15 to 30 years old say they ‘definitely or probably’ wouldn’t work in the mining sector.
“Something we’re seeing in the US and Canada is that mining isn’t very attractive to Gen Z. They’re the next generation coming out of high school and university,” says Alejandra. “If you’re a company facing an ageing workforce, you need to ask: what are you doing to attract younger generations?”
This generation wants purpose, flexibility, and wellbeing. When they scan the careers page or company LinkedIn, they’re asking questions that traditional mining messaging rarely answers:
- “Does this employer make a positive contribution to the environment?”
- “What will my friends and family think about my career?”
- “Will I have a meaningful impact here?”
- “What does my life actually look like if I say yes?”
The role of culture, wellness and lifestyle
These aren’t abstract concerns, they translate into specific expectations about workplace culture that many mining companies haven’t tackled yet. Take wellness and lifestyle, for example. A Fly-In-Fly-Out (FIFO) camp with a gym or healthy food might seem superficial. But for younger workers, it’s a clear signal that a company values its people.
“Wellness is a big priority for younger talent,” Alejandra says. “Having a high-quality gym or healthy food in the cafeteria aren’t gimmicks. They help you retain and attract the younger generation.”
She adds that candidates today are looking beyond pay. “You can’t just offer a salary anymore. If it doesn’t feel like a place where they’ll thrive, they won’t stay.”
Some miners have started to invest in facility upgrades to attract younger workers.
At BHP’s South Flank mine in Western Australia, a newly built camp, Mulla Mulla, features a three-story café, CrossFit gym, pool, squash courts and virtual golf.
In the same state, Mineral Resources upgraded its Ken’s Bore site, part of the Onslow Iron project. The new rooms are three times larger than a standard FIFO room and include a big-screen TV with video call functionality, and a private veranda with a barbecue. The village has an Olympic-sized pool, bistro, lounge, gym, and recreation centre.
Your EVP needs to adapt (fast)
Facility upgrades like these signal a broader shift in how mining companies position themselves. But physical improvements are only part of the equation, the marketing messaging needs to change too. A job ad that leads with “competitive salary and stability” is no longer enough. If your Employer Value Proposition (EVP) doesn’t speak to purpose, progression, and flexibility, many Gen Z’ers will scroll right past it.
“Gen Z is very online-driven. They check reviews and look at your digital presence,” Alejandra explains. “You need a strong online footprint. Good communication, a clear EVP, and visibility on platforms like LinkedIn and social media.”
Candidates also want to know what makes your company different.
“Younger candidates care about the impact your project has,” she says. “They want to buy into your vision and understand how you’re helping the surrounding communities. That’s something we’re seeing resonate more and more.”
Build your bench. Don’t try to buy it.
Even the most compelling employer brand can’t solve the deeper problem: there simply aren’t enough experienced candidates to go around. This forces a strategic shift from buying talent to building it.
“Companies that rely too heavily on attracting candidates through salary alone end up with high turnover,” Alejandra says. “The best loyalty comes from people who feel aligned with your mission and can see a long-term path forward.”
As senior talent becomes increasingly hard to find, she advises mining companies to think about building talent in-house.
“If you can’t find your next senior engineer on the market, make them. Hire earlier. Retain longer. Create clear growth pathways that start from day one.”
Mining companies can benefit from investing in local community colleges or universities as part of a long term vision. All of that takes time, but it helps create a funnel of talent that the mining industry will desperately need in the next 10 to 20 years.
It’s time to shift the narrative
Mining doesn’t have to be seen as outdated or unattractive. But changing that perception will take deliberate effort to modernise how the industry talks about itself to show that mines can be safe, sustainable, innovative places to build a career.
“The mining industry is traditionally low-profile, but that doesn’t work anymore when it comes to recruitment,” Alejandra says. “You have to get out there and make it clear what you stand for.”
If we want the next generation to see a future in mining, we need to start showing them one. The solution won’t come from job ads alone. Now’s the time to rethink who you’re speaking to—and how.
