Canada’s mining industry is brimming with opportunity, and companies are rethinking their strategies for recruiting and retaining talent in a changing workforce. This theme was explored by panelists during the Oct. 3 general session at CIM’s Maintenance, Engineering and Reliability/Mine Operators (MEMO) Conference in Calgary, Alberta. 

Moderator John Rhind, CIM incoming president elect for 2026-2027, was joined on stage by Nicole Bourque-Bouchier, CEO and co-owner of contracting and logistics company Bouchier and member of the Mikisew Cree First Nation in Alberta, Sheila Risbud, senior vice-president of corporate affairs at Glencore Canada, and Shoghi Arjomandi, head of mining solutions and technology at Finning. 

An evolving industry 

Canada is poised to become a “mining powerhouse,” said Risbud, citing advantages such as growth in key commodities such as nickel and copper, a commitment to Indigenous partnerships and an emphasis on environmental stewardship. However, she stressed that capitalizing on these advantages highly depends on having skilled people ready to step into these roles. 

Risbud shared that there has been a significant shortage of heavy-duty mechanics both at Glencore Canada and across the industry. 

“We were really in a bind last year, so we worked on a program to bring 20 heavy-duty mechanics from South Africa—people that are highly skilled looking to start a new life in Canada,” she said. Glencore relocated these mechanics and their families to its Elk Valley Resources coal operations in B.C., providing temporary housing, and has successfully retained all of them at the site. 

While access to skilled workers from outside the country is important, if companies want Canadians to fill these roles, there needs to be more of an effort to better connect mining jobs with a clear sense of purpose, said Risbud. Arjomandi pointed to poor communication as a major barrier to attracting new talent, adding that before he entered the mining industry, he had no interest in it, simply because he knew nothing about the different opportunities it offered.  

“As we look towards the future, trying to connect with the values of the generations that will be joining us in mining really needs to be our focus,” he said. “We certainly don’t have an opportunity issue in mining; we just need to close that communication gap.” 

Some aspects of mining jobs available today, which may include shift work or working in remote areas, can be unattractive to those considering a career in the field. 

“It’s our responsibility to modify those opportunities in such a way that connects with the values [of the new generation],” said Arjomandi. 

The mining industry has evolved significantly over the past 30 years, with many new career paths emerging—such as data analysts, environmental specialists and professionals working with communities and rightsholders—that may not have existed decades ago. 

Arjomandi noted that Finning aims to attract and retain talent through various training opportunities, such as its ThinkBIG 20-month diploma-based apprenticeship program. This initiative was launched in 2003 in partnership with the Northern Alberta Institute of Technology, and was later offered through Grande Prairie Regional College in Alberta with support from Caterpillar. The program provides students with technical knowledge and hands-on experience in servicing equipment. Since its inception, almost 700 students have participated, with many going to full-time positions at Finning following graduation. 

Meanwhile, on the technology side, Arjomandi said that Finning sponsors hackathons—short, intensive events where programmers and designers collaborate to create software, hardware or innovative solutions—such as the Hackergal National Hackathon, which Finning specifically supported to encourage girls and gender-diverse youth across Canada to develop coding and science, technology, engineering and mathematics (STEM) skills. 

At Glencore’s Raglan nickel mine in Nunavik, Quebec, the company offers a training and upskilling program known as Tamatumani, which means “second start” in Inuktitut. Launched in 2008, Tamatumani is a cornerstone of the Raglan Agreement, a historic partnership between Glencore and Inuit communities aimed at providing permanent employment and fostering skill development for Inuit individuals. 

An emphasis on Indigenous inclusion  

Bouchier, a wholly Indigenous-owned company founded in 1998 by Bourque-Bouchier and Dave Bouchier, a councillor of the Fort McKay First Nation, provides civil contracting, facility services and logistics solutions across Alberta. As of 2025, roughly 38 per cent of its workforce self-identifies as Indigenous. 

According to Bourque-Bouchier, a significant portion of the company’s employees come from small Indigenous communities with limited job opportunities. The company has developed training programs to help its employees advance into larger roles within the organization, along with apprenticeship and community outreach programs. 

Borque-Bouchier emphasized the importance of fostering a strong work culture and putting people first, noting that when the company was started, “it really wasn’t about the dollar value of what we could gain as entrepreneurs, it was about creating an environment where people mattered, and I like to think we’ve taken that value [with us along the way].” 

She recalled that before Canada’s focus on truth and reconciliation, Indigenous businesses often had to hide their identity to remain competitive. “We worked extra hard at proving that we were just as competitive [as other non-Indigenous owned companies],” she said. “I think we’ve created this really safe space for people to be able to grow and use their voice, whether they’re Indigenous or non-Indigenous, while leaning on a lot of our Indigenous practices.” 

While large mining companies often prioritize hiring Indigenous employees and creating internal programs, Borque-Bouchier added that there should also be a focus on building partnerships with existing Indigenous-owned businesses to leverage their expertise and knowledge. 

When asked how to encourage more young people—especially Indigenous children—to pursue careers in STEM, she noted that many Indigenous communities and reserves across Canada still lack the education needed for these fields.  

“The more we raise the awareness and communicate where Indigenous people can grow, the more it’s going to encourage others to follow that path.” 

Looking to the future 

While the federal government’s mandate to fast-track mining projects in Canada has generated excitement for the opportunities it presents, Risbud cautioned that the government’s role has its limits.  

She emphasized that companies have a responsibility to ensure they put forward strong, well-planned projects without neglecting essential elements like meaningful engagement with Indigenous communities and a commitment to environmental stewardship. 

“Those things are a recipe for success, so it’s incumbent on us to now take this opportunity where you have an intensive government in Ottawa and really drive forward the best projects that we can.” 

Though the mining industry is full of opportunities, Risbud noted that it should not be sugarcoated: the sector can be cyclical, and this can sometimes lead to layoffs, with the recent news of Imperial Oil’s recent downsizing serving as a prime example. Regardless of this cyclicality, she “sees a bright future for mining,” noting that “we’re going to need the right people and the right skill sets to be able to be successful.”