MINING INDUSTRY
As the digital mine becomes a reality and processes are augmented
by robotic process automation, mining companies will require access to a broader array of systems experts and data analysts. After years of unprecedented layoffs in the industry, the MIHR
argues key mining regions will need effective mobility programmes and innovative talent management solutions. With the hunt for scarce digital talent and mining firms competing against more attractive industries, companies may have to redefine roles, change the corporate culture and attract and train talent in new ways. One case in point is Canada. In MIHR’s 2017 survey, it shows
Canada’s ageing population will have a significant impact on the mining sector. With older workers surging from 11% in 2007 to 16% in 2016 and the younger workforce dropping from 13% to 5% in the same period. In addition, 54% of participants stated they were unaware of mining as a career option until well after their post-secondary education. In answer to this, the Canadian government has launched
a $7.8 million initiative with MIHR to launch 850 work integrated learning programmes and several virtual career fairs that will begin late September to bring global job seekers, talent agencies and mining companies together to boost talent as part of its wider $73 million STEM Student Work Placements Program.
Above & right: Rio Tinto
Global leaders wanted “Skillset shortages are one of the top risks for the mining sector
plans to transform its underground mining activity and improve real-time responses to health and safety issues.
Disruptive technology With new technologies such as VR and UAV, employees are now
able to perform what were previously regarded as desk duties from any location. Last year, Anglo American’s Zibulo colliery in South Africa introduced outbye Wi-Fi infrastructure and smartphones to revolutionise their communication underground. Many of its frontline employees are now equipped with a unique smartphone designed to withstand harsh conditions. With specialised apps to make calls, send messages and photographs and share important policy and procedure documents on the go. “The whole move around digital and technology will continue to
impact peoples’ roles. For example, mine management is now able to analyse real-time data through analytics based on operational data from technology that sits at the mine site and a refinery and is connected to the Internet of Things. Furthermore, interactive dashboards, mine managers and supervisors can now electronically interact with engineers with greater levels of precision. By optimising mine plans in real-time, the whole nature of work and scheduling will change. This is an industry that is completely in disruption in every area of its business. It is also one in which there are critical skills shortages. Not just in skillsets required in the future – but even now,” adds Phil Hopwood, global mining and metals leader at Deloitte.
In search of talent HR issues have been hailed as the single biggest obstacle to mining
competitiveness by the Mining Industries Human Resources Council (MIHR). According to MIHR, it’s not only a vast technology update that will invigorate the sector but the combined development and retention of talent.
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globally. This risk is greater than ever before within all key mining locations, such as Canada, Australia, South Africa and South America – who all face a demand versus supply issue,” says Ms Mpugwa. “During the downturn, redundancies across the mining industry has driven some colleagues into other industries and the challenge is to entice them back, given the growth in the mining industry.” Leadership capability is another area where the sector has
been suffering, notes Ms Mpugwa. “We have to nurture talent as there is limited capability among managers and leaders to respond to a changing environment and deal with future complex and unprecedented challenges. There continues to be an increasing mismatch between the available labour pool and the skills and competencies required. This is a growing concern – especially in African markets.” Targeted recruitment as well as upskilling the existing workforce
is part of the solution, she adds. But first, the global mining sector will need to revamp its image. “I attended an Australian mining forum in Queensland recently
where people were saying that they are not seeing mining engineers coming through universities to replace the ones who are retiring. The numbers being talked about were frankly, scary. There were suggestions being put forward that only one tenth of the engineers needed in Australia are graduating,” says Mr Hopwood. “This issue is partly linked to the image of mining. How does
the industry attract the talent it needs? One of the ways is through embracing diversity and inclusion,” he adds. “BHP Billiton recently stated its objective to have a 50% female workforce by 2025. This is a topic that is getting a lot of traction and we expect to see it become more of a topic for discussion going forward.”
20 | Relocate | Autumn 2018
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