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February/fvrier 2006 www.cim.orgMay mai 2008 www.cim.org

People in miningAddressing the HR challenge

Des gens et des minesLes RH, un dfi relever

Featured minesMines en vedette Picadilly, PotashCorp Tres Marias, War Eagle

001-001 Cover 4/30/08 1:52 PM Page 1

Editor-in-chiefHeather Ednie hednie@cim.orgSection EditorsColumns, CIM News, Histories, Technical Section:Andrea Nichiporuk anichiporuk@cim.orgNews and Features:Angie Gordon agordon@cim.orgTechnical Editor Joan TomiukPublisher CIM

Contributors Jon Baird, R.J. Cathro, Martin Denyes,Marlene Eisner, Vern Evans, Glenn Finlay, Marie Fortin,Charles Graham, Fathi Habashi, Stephen Hammond,Carolyn Hersey, Rick Hutson, Barbara Jaworski, PierreLaroche, Michael Lipsett, Bill Mercer, MiHR team,Jacek Paraszczak, Robertina Pillo, Larry B. Smith, PaulStothart, Melanie Sturk, Haidee Weldon, Dan Zlotnikov

Published 8 times a year by CIM855 - 3400 de Maisonneuve Blvd. West Montreal, QC, H3Z 3B8Tel.: 514.939.2710; Fax: 514.939.2714 www.cim.org; Email: magazine@cim.org

Subscriptions Included in CIM membership ($140.00); Non-members (Canada), $168.00/yr (GST included;Quebec residents add $12.60 PST; NB, NF and NSresidents add $20.80 HST); U.S. and other countries,US$180.00/yr; Single copies, $25.00.

Advertising SalesDovetail Communications Inc.30 East Beaver Creek Rd., Ste. 202Richmond Hill, Ontario L4B 1J2Tel.: 905.886.6640; Fax: 905.886.6615www.dvtail.com National Account Executives 905.886.6641Joe Crofts jcrofts@dvtail.com ext. 310Janet Jeffery jjeffery@dvtail.com ext. 329

This months coverMine technician, Dave Tiny Court.Photo by Daniel Weiner, courtesy of Teck Cominco.

Layout and design by Cl Communications.

Copyright2008. All rights reserved.ISSN 1718-4177. Publications Mail No. 09786.Postage paid at CPA Saint-Laurent, QC.Dpt lgal: Bibliothque nationale du Qubec.The Institute, as a body, is not responsible for statements made or opinions advanced either in arti-cles or in any discussion appearing in its publications.

Printed in Canada

Progressive approaches to HR

This issue of CIM Magazine focuses on human resources, one of the hot top-ics of the decade. We cant emphasize enough the challenges facing ourworkforce. Its an exciting time as, across the industry, companies are demon-strating their progressive efforts to recruit and retain the talent they require.

CIM is part of this overall drive to bring more skilled people into mining.Through our Mining in Society show and CIM Career Fair we reach out to thegeneral public, and youth in particular, to demonstrate the innovative nature ofour business and the wide variety of careers available. At our conferences andthrough our publications, we provide a venue to exchange best practices, knowl-edge and experiences in human resources management, training and so on.

As a member-based association, were actively endeavoring to augment ourmembership, to increase the breadth of our reach within the industry andenable a wider network for professional exchange. CIM is working with univer-sities, our branches, industry people and other associations to attract interest toour industry, and thus to CIM. Past surveys have indicated that the commonview, from students to engineers and management, is that CIM is a place thatbrings people together. Through networking and knowledge sharing, and pro-viding a link between students and industry, CIM can excel at all levels. And itsthrough these efforts that we can help foster tomorrows workforce.

This issue offers information and insight on a number of human resourceschallenges including new services, trends and practices that build towards find-ing solutions to the crisis. Theres much to be learned from the resourceful waysthat companies are recruiting and retaining their employees, which can be ofinterest for all employers, not just mining companies.

Here in the CIM office weve also been reviewing our own HR practices.During the past year we engaged an outside consultant to review our compen-sation packages and compare them with other organizations. And while werecurrently accommodating two parental leaves while facing increasing work-loads, weve taken the opportunity to see how we can perhaps do things a lit-tle differently to enhance our workplace experiences. When it comes to HR,everyone is paying a lot of attention today.

Enjoy this issue.

Heather EdnieEditor-in-chief

4 | CIM Magazine | Vol. 3, No. 3

21 No magic bullet Overview of HR issues facingthe Canadian mining industry by D. Zlotnikov

25 Mining for talent Engaging 50+ workers tobeat the workforce crisis by B. Jaworski

28 Addressing the HR challenge Overview of projects from MiHR and its partners by the MiHRteam

31 Ready or not, here they come Encouragingdiversity in the workplace by S. Hammond

32 Good neighbours Syncrude CanadasAboriginal Relations Program by A. Gordon

34 Breaking new ground Looking towards thefuture in mining education by M. Eisner

37 Pas de pilule magique Manque de main-duvre spcialise dans les mines canadiennes

38 Exploiter les talents Lembauche de tra-vailleurs de plus de 50 ans pour palier la crise dela main-duvre

39 Survol des projets du RHiM et de sespartenaires Les ressources humaines, un dfi relever

40 Que vous soyez prts ou non, ilsarrivent Linclusion en milieu de travail

41 Nouvelles tentatives Tourns vers laveniren ducation minire

PEOPLE IN MININGDES GENS ET DES MINES

40

CONTENTSCIM MAGAZINE | MAY 2008 MAI

COLUMNS42 Innovation Page by M. Lipsett44 Canadians Abroad by C. Hersey46 Student Life by G. Finlay48 The Supply Side by J. Baird49 Eye on Business by M. Denyes50 MAC Economic Commentary by P. Stothart51 Standards by L.B. Smith52 Engineering Exchange by H. Weldon54 HR Outlook by M. Sturk56 Safety by B. Mercer57 Mining Lore by D. Zlotnikov90 Voices from Industry by R. Hutson

CIM NEWS67 Bourses remis des tudiants

du secteur mineral/Scholarshipshanded out by Thetford Mines Branchpar P. Laroche

Facilitating knowledge sharing by R. Pillo69 Un mdaill de la Section de Qubec/

Quebec Branch awards medalpar M. Fortin

70 Helping students along the road tosuccess by J. Paraszczak

HISTORY72 The Comstock Lode, Nevada (Part 2)

by R.J. Cathro

75 The evolution of shaft sinking systems (Part 6) by C. Graham and V. Evans

78 Migration and movement of scholars(Part 3) by F. Habashi

TECHNICAL SECTION83 This months contents

IN EVERY ISSUE4 Editors Message6 Presidents Notes/Mot du prsident

70 Obituaries71 Calendar88 Professional Directory

8 BioteQ wins award for environmentalexcellence 2008 Globe Foundation Award forEnvironmental Excellence by A. Gordon

10 Rugged computers bring military her-itage to mining Mobile computing productsdesigned for harsh environments

12 Reaching out by digging deep CaterpillarFoundation donation to University of Alberta by A. Gordon

16 Syncrude earns first land reclamationcertification Certification a first in the oil sandsindustry

18 Switching to International FinancialReporting Standards Preparing for a newglobal accounting language by M. Eisner

NEWS

FEATURED MINESMINES EN VEDETTE

58 Lucky strike PotashCorps Picadilly projectby A. Gordon

62 Projet Picadilly de PotashCorp63 Surrounded by Buddhas War Eagles

Tres Marias germanium project by D. Zlotnikov

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Marty Quintal, instrument technician.

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presidents notes

Jim PopowichCIM President Prsident de lICM

Eye on the future


Over the past year, during my many travels under the CIM umbrella, one thing has become veryobvious to me people make things happen. Corporations do not set policy or create action, butrather, it is the people within who do so. This was very much the theme at a Corporate SocialResponsibility workshop at the University of Calgary in early March: an event organized by the studentsat the Haskayne School of Business.

As a keynote speaker, I spoke about my experiences at Fording and Elk Valley Coal. My focus wason corporate philanthropy, primarily related to our Caring for Children campaign. There were also anumber of other speakers talking about diversity in the workplace, labour shortages, relationships withaboriginal communities, as well as discussions on fair trade and investing (beyond quarterly results). Iwas very encouraged to witness the interest expressed by the business students in these areas. I seea solid future for our industry with a very pragmatic approach being taken by many in the upcominggeneration.

Our theme at this years CIM Conference and Exhibition is similar: Moving Beyond: Innovation fora Sustainable Future. Delegates will have the opportunity to discuss both the technical and the softerside of the challenges we face and explore practical solutions for our minerals industry throughout allaspects of our business.

As my term as CIM president winds down, I wish to say thank you all for the support you have givento me and to CIM.With your commitment, we can continue to add value to the experiences of our mem-bers and the industry as a whole, as CIM has a significant role to play in promoting best practices.

I congratulate Jim Gowans as he takes on his new role as presi-dent of CIM. I know you will give him the same support I had. I look for-ward to seeing you around in the future in my role as past president!

Au cours de la dernire anne, dans le cadre de mes nombreux dplacements pour le comptede lICM, jai constat une chose qui mest devenue particulirement vidente : ce sont les gens quifont bouger les choses. Ce ne sont pas les entreprises qui passent laction, mais plutt les gens quiy travaillent. Dailleurs, latelier Corporate Social Responsibility (responsabilits sociales des entre-prises) auquel jai particip, qui a eu lieu au dbut de mars luniversit de Calgary et qui a t organ-is par les tudiants de la Haskayne School of Business avait un thme qui se rapprochait grande-ment de ce constat.

En tant que confrencier invit, jai pu parler des expriences que javais vcues quand je tra-vaillais pour Fording et Elk Valley Coal. Au cours de mon allocution, je me suis concentr sur la phil-anthropie des entreprises tout en mettant laccent sur notre campagne Caring for Children (Prenonssoin de nos enfants). Dautres confrenciers ont abord des thmes comme la diversit en milieu detravail, la pnurie de main-duvre, les rapports avec les communauts autochtones, le commercequitable et linvestissement (qui dpassait largement les rsultats trimestriels). Jai t vivementencourag par lintrt manifest par ces tudiants en affaires face ces questions car cela ne faitque confirmer ma conviction que notre industrie est promise un brillant avenir grce lapprochepragmatique de la relve.

Le thme du congrs et salon commercial de lICM de cette anne est similaire celui de late-lier : Viser plus haut : linnovation pour un avenir durable . Les congressistes auront loccasion dedbattre de tous les dfis, techniques ou autres, qui nous attendent, et de trouver des solutions pra-tiques tous les problmes auxquels est confronte notre industrie des minraux.

Comme mon mandat de prsident de lICM tire sa fin, je voudrais vous remercier tous du sou-tien que vous avez donn lICM ainsi qu moi-mme. Grce votre appui, nous pouvons toujoursen faire un peu plus pour nos membres et notre industrie en gnral, et ce, surtout quand lICMassume le rle tout fait important quil a jouer en matire de promotion des meilleures pratiques.

Je tiens aussi fliciter Jim Gowans laube de dexercice de son nouveau rle de prsident delICM. Je sais quil peut compter sur le mme appui que celui que vous mavez donn. En terminant,je tiens vous rassurer en vous dclarant que jai bien hte de vous rencontrer prochainement dansmon nouveau rle dancien prsident!

Les yeux tourns vers lavenir

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Vancouver-based BioteQ Environ-mental Technologies, a leader in thetreatment of metal and sulphate con-taminated water, has won the 2008Globe Foundation Award forEnvironmental Excellence in ExportPerformance. The award was presentedin Vancouver on March 13 at GLOBE2008, a bi-annual event sponsored by

the GLOBE foundationand the Globe and Mail,

which recognizes outstanding achieve-ment in environmental stewardship.

BioteQ was recognized for its workwith the worlds leading mining com-panies and utility operators to reduceenvironmental liabilities while gener-ating revenue from waste. It wasamong 18 finalists for six industryawards acknowledging commitment tosustainable business strategies and

BioteQ wins award for environmental excellenceprogressive tech-nologies.

Our water treat-ment technology rep-resents an entirelynew and sustainableapproach to waste-water treatment forthe worlds miningindustry, said BradMarchant, CEO ofBioteQ.

BioteQs commer-cially proven tech-nology treats acidmine drainage andother metal-ladenwaste water bysequentially remov-ing metals and sulphate, producingsaleable metal products and clean

water that can be discharged safely tothe environment. CIM


BioteQ's water treatment plants remove dissolved metals and sulphate from con-taminated water.

news

by Angie Gordon

Automated computer systems havebecome indispensable in almost everyaspect of the mining industry. However,the often harsh environment of minesites and field operations, where connec-tivity is perhaps most essential, cansometimes prove to be too much for frag-ile mobile computing products. So it cer-tainly makes sense that the answer to thisdilemma comes from products designedto survive an environment whose condi-tions can be even more extreme thanminings.

Two new fullyrugged ARMOR com-puters from DRSTechnologies draw onyears of military expe-rience to offer dataprotection technol-ogy, anywhere con-nectivity and sunlightreadable displayoptions. These unitshave been extensivelytested for drop-shock,

moisture, temperature extremes andresistance to dust and vibration.

Whether its a soldier in need ofmission-critical information in thedesert or a utility worker in need ofautomation in the field, ARMOR ruggedmobile computing devices survive therough conditions they face on a dailybasis, said Michael Sheehan, presidentof DRS Technologies TacticalComputing strategic business unit.

Weighing just 5.2 pounds, includingbatteries, these units are alsoextremely portable for opera-tions requiring mobility.And, with Intel processingtechnology and a full array oftechnology options, thesesystems have brains as well

as brawn. CIM

Moving on upRobert G. Gwin has been named sen-ior vice president of AnadarkoPetroleum Corporation. Gwin hasmore than 20 years experience in cor-porate finance and executive manage-ment. He joined Anadarko in January2006.

BioteQ has appointed DavidKratochvil president and COO,responsible for overseeing corpo-rate operations and developmentprojects. Brad Marchant contin-ues to serve in the role of CEO,focusing on corporate strategy andnew business development.

FNX Mining Company Inc. recentlyannounced the appointment ofJames D. Wallace to its board ofdirectors. Wallace is a prominentbusinessman in northern Ontarioand is president and owner of severalprivate companies.

Sadek E. El-Alfy is the new COO atVancouver-based Creston MolyCorp. He brings decades of experi-ence, including vice president opera-tions at Crystallex International,general manager at Iron OreCompany of Canada, and chief min-ing engineer at Giant YellowknifeMines.

Mike Prinsloo, CEO, BanroCorporation of Toronto, will add theduties of president to his responsibil-ities. Peter Cowley has retired aspresident of the company butremains on the board of directors.

Dean MacEachern has beenappointed president and CEO of Vancouver-based BlackstoneVentures. He first joined Blackstoneas COO in 2005 and was responsiblefor overseeing the acquisition of thecompanys extensive nickel, copperand zinc properties in Norway andSweden.


Im really impressed with the number of young people showing an interest in our mill.

Thats right many are taking a second and even a third tour.

Rugged computers bringmilitary heritage to mining

ARMOR C12 convertible notebook computer

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news

Through the Caterpillar Foundation, Caterpillar Canadarecently made a generous pledge to the University ofAlbertas Faculty of Engineering.

Weve seen a real decline in enrollment in miningschool programs, especially in North America, saidCaterpillar vice president of Global Mining Chris Curfman.We feel that getting young people interested in mining isthe biggest challenge our industry is facing and its no dif-

ferent anywhere else in the world. The $1.5 million pledge will be paid over 10

years at $150,000 a year. We believed that by making thedonation over an extended period of time, it would help tosolidify our relationship with the university and to developa long-term association, explained Curfman.

He went on to say that the foundations support of educa-tional initiatives such as the one at U of A is part of the com-panys overall focus on sustainable development. Its a remark-able program they have at the U of A, he proclaimed. Werevery excited to be part of that through the CAT Foundation.

Reaching out by digging deepCaterpillar Foundation invests in minings future

by Angie Gordon

David Lynch, dean of the Faculty of Engineering at U of A,said that the support from the foundation will be nothingshort of transformative. Its incredible, he attested. Theresjust no other way of describing it. The educational experi-ence of so many students will be dramatically enhanced.There are two major components to the initiative: $100,000per year (for 10 years) will go towards the expansion of theschools Discover E Outreach Program, while $50,000 peryear (for 10 years) is earmarked for the expansion andrenewal of the mining engineering instructional laboratories.

Discover EDiscover E is a major outreach program operated by the

Faculty of Engineering. Thousands of students from themost remote corners of Canada grades one to twelve are given the opportunity to explore various aspects of engi-neering, science and technology through hands-on work-shops and discovery camps. The workshops run approxi-mately two hours, while the camps are five days in duration.In the past year, 13,076 students took part in the Discover Eworkshops and 1,648 in the week-long camps.

Well pack up a bunch of laptops and head out acrossAlberta and all the way up to remote communities in theNorthwest Territories such as Tuktiuktuk and Yellowknife,explained Lynch. And these are not demonstrations. Thecounselors, most of whom are engineering students, basi-cally take over the class for that period of time. All of theparticipants are really engaged in what theyre doing andcatch on so quickly. In the week-long camp, that experienceis even more comprehensive. Its really sensational to see.

There are 20 different varieties of camps, each with its ownage-appropriate curriculum. Within those there are basic sci-


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ence discoveries and robotics, explainedLynch, but we also have 3D graphicdevelopment, environmentally relatedand forensic CSI-inspired camps.

Lynch said that they try to balancetheir camps to encourage participationby all students. We strive to accuratelyproject that fields like engineering, sci-

ence and technology are for everyone,he explained. So we try to ensure thatthe councilors are representative of thebroad diversity that we see in thesefields. Last year, we had approximately35 per cent young girls participate inthe camps.

Lynch acknowledged that the logis-tical challenges and the costs to runsuch a program are considerable.Travel and accommodation are quitecomplex and expensive to arrange,especially going into these smallernorthern communities, he explained.

The Caterpillar Foundationspledge will go towards the actualoperational costs of running theDiscover E Program, as well astowards bursaries for students whocannot afford to pay the small campregistration fee. We never turn a par-ticipant away for financial reasons,said Lynch. These funds will help uscontinue this commitment.


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U of A engineering students visit Montana tunnels.

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May 2008 | 15

Mining engineering students The second component of the

foundations pledge will focus specifi-cally on U of As mining engineeringprogram. The rapid growth of theprogram now one of the largest inthe world has pushed its facilitiesbeyond their capacity. Weve begunto burst at the seams, explainedLynch. Sometimes we dont evenhave the space to offer the classes inthe rooms anymore. The majority ofthe $500,000 portion of the donation($50,000 per year for ten years) willgo towards the renewal and expan-sion of a state-of-the-art mining engi-neering design and project lab. It willbe named in honour of the generoussupport of the CaterpillarFoundation.

Full circleLynch highlighted that the two

components of the Caterpillar pledgewill touch and support mining engi-neering students throughout theircurriculum. Its difficult to explainthe impact of how transformative thisis going to be, exclaimed Lynch.This helps set students on courses forthe rest of their lives showing themdirections they might not have con-sidered. From getting the six-year-oldstudent thinking about a career in sci-ence and engineering to optimizingthe educational experience of themining engineer student, this pledgefrom the Caterpillar Foundationyields an impact that goes full circleby touching so many people duringdifferent stages of their lives. It helpsencourage students to enter the min-ing, petroleum, metallurgical andchemical disciplines that are soimportant to the future of our naturalresource development.

This sentiment is certainly reiter-ated by Curfman. Employment is byfar the most serious issue our industryis facing around the globe, he said.Theres plenty of money and there areplenty of opportunities to mine, butthe shortage of people is a concern.And its not something thats going toget fixed in a year.

Curfman emphasized that theanswer lies in attracting more bright,enthusiastic young people to theindustry. It affects all of us miningcompanies, equipment companies,dealers and so on, he maintained.We have an opportunity to make a

real difference in the lives of Canadasyouth and create a lasting positiveimpact.

The investment in the future ofCanadian mining by the CaterpillarFoundation will certainly pay divi-dends for many years to come. CIM

news


The Alberta government recentlycertified one of Syncrudes parcels ofreclaimed land north of Fort McMurray a first in the oil sands industry.Planting tree and shrub seedlings on the104 hectares of land known as GatewayHill began in 1983. It has since flour-ished into a healthy forest of broad leafand needle leaf trees interspersed byseveral wetlands.

Syncrude achieved this milestonetoday thanks to the vision of employeeswho led this reclamation process fromthe beginning, said president and CEOTom Katinas. Its a testament of ourlong-term commitment to land recla-mation and overall sustainability in theoil sands.

Visitors can view the reclamation byhiking a 4.5 kilometre interpretive

Syncrude earns land reclamation certification

footpath known as theMatcheetawin trail that windsthrough the forest.

Matcheetawin trail is a fit-ting name for where our recla-mation efforts truly began,said Katinas, referring to theCree word meaning begin-ning place.

This continues to be a partof our business where we aredelivering on our promises. Wereclaimed more than 80 addi-tional hectares in 2007 and arefocusing on about another 100hectares this year.

Syncrude has now reclaimedmore than 4,500 hectares, rep-resenting the largest share inthe oil sands industry. CIM Gateway Hill trail. Image courtesy of Syncrude Canada Ltd.

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news


By 2011, all Canadian publiclyowned companies will have to switchfrom the current Generally AcceptedAccounting Principles to the newglobal accounting language known asInternational Financial ReportingStandards.

Four years ago, the AccountingStandards Board (AcSB) decided toreview the current GAAP practice and

see how the standardcould be redirectedand applied at a more

global level. The thought behind themove can be likened to World Cupsoccer; it only makes sense to have allthe teams playing by the same rules.

The Canadian Institute ofChartered Accountants circulated

by Marlene Eisner

Switching to International Financial Reporting Standards

their strategic plan in January 2006citing IFRS as the best choice as a newaccounting standard for Canada givenglobalization, since it is used inEurope, Australia, and more than 100countries. It is also a principled-basedapproach, similar to the currentCanadian accounting standard.

The reality is, there was a consul-tation process on this strategic direc-tion, said Tom Whelan, Canadianmining industry leader for Ernst &Young in Canada.

The AcSB talked to regulators,investors, the stock exchanges there was a robust consultationprocess.

Whelan confirmed that it is nowofficial; public companies must ready

themselves for January 1, 2011, whenthey will be obliged to adapt to thenew standards. The debate is over,he said. You have to be ready, and thesooner its done, the better.

According to Whelan, there are anumber of areas in the mining indus-try where this switch-over will haveimpact, some of which include explo-ration and evaluations costs, businesscombinations, impairment of assets,joint ventures and income taxes.

Each of these changes has afinancial statement impact and abusiness impact, said Whelan. Takebusiness combinations, for example.There have been a significant numberof acquisitions [in the mining indus-try]. The accounting rules under

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IFRS are significantly different fromwhat they were under CanadianGAAP, because its a different frame-work. That means the financial state-ments will look different from theprevious accounting model, which issomething that needs to beexplained. But there is also theimpact on business. For example,does the company have the IT systemto handle it? Theres an HR compo-nent as well to the extent that man-agement bonus plans are based onearnings; have employee compensa-tion plans been considered; does theinvestor relations group understandthe impact and will they be able toexplain the financial results to share-holders and analysts? Under the newframework, does it still make sense?

Another example of how the newsystem will affect outcomes can beillustrated in the area of impairmentof assets. If a company spends a bil-lion dollars building a mine, is thatbillion dollar mine still worth a billiondollars?

Under Canadian GAAP the test forimpairment is very different than thatfor IRFS, stated Whelan. IFRSrequires the reversal of previousimpairment losses. This is particularlyunpopular with the mining sector andleads to earning volatility.

Whelan suggested three importantways that companies could begin toprepare for the implementation of thenew accounting standards.

Start early, he said, by getting anidea of how big a project theswitchover is going to be.

Go through a scoping exercise. Welike to help our clients prepare a diag-nostic that produces an analysis of thetechnical accounting changes as wellas the business impact that a companyneeds to consider. This way, a com-pany can get an overview of what thechanges may be, and judge if they willbe able to adopt the standards before2011, or if there may be a risk of miss-ing the deadline.

Once a company determines howbig the project will be, they then have

to calculate how many hours it willtake, and if they have the right peoplein place to get it accomplished.

A company may have all their ITand HR people, but may needaccounting expertise, or visa versa,explained Whelan. It makes businesssense to have the diagnostic in placelaying out all the options, but waitinguntil October 2010 would be prob-lematic.

Finally, Whelan suggested that thenew accounting standards not be ahead office issue, but rather, beembedded across the organization.

They need to spread the gospel,he said. The lessons learned inEurope and Australia were that manycompanies tried to contain costs andmeet the deadline and kept it as ahead office exercise. Theyre quicklyfixing that.

So, when change is not onlyinevitable, but has a predetermineddeadline for its required implementa-tion, preparation is key and thesooner, the better. CIM

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macfactsNickel prices increasedfrom US $3.10/lb. in2002 to US $10.98/lb. in2006, a five-year growthof 254 per cent.

Global economicgrowth, China's demandand tight global supplysuggest that nickelprices will remain highfor the foreseeablefuture.

May 2008 | 21

people in mining

Skilled labour shortages in Canadian miningby Dan Zlotnikov

There used to be a mutual respect of a sort in the industry,explained mining consultant Dave Bazowski, who has spent asignificant part of his 30-year career working on HR projects.Youdidnt do your recruiting in the other guys back yard. But nowthat theres all this pressure to find the people you need, that hasgone out the window.

The trend is for the majors to hire away from the smaller com-panies, support contractors and from the public utilities sector.Ultimately this approach is not sustainable.

I hope the majors realize that they are creating some sig-nificant medium- and long-term pain for some very short-term gain, explained Paul Hbert, executive director of theFederated School of Mines. [By poaching] they are transfer-ring training burdens onto the portion of the sector thatarguably has the least capacity for it. Hbert certainly helps tobring a Canada-wide perspective to this discussion as, untilrecently, he was the director of the Mining Industry HumanResources Council.

The situation has had staffing implications on other sectors aswell.Peace River Coal CEO Trevor Hulme told of severe shortagesof even unskilled labour near the companys Trend mine site.Restaurants located in the town of Fort St. John,British Columbia,

It is estimated that the Canadian minerals and metals sectorwill face a shortage of 92,000 workers by 2017. In a 2005 studycarried out by the Mining Industry Training and AdjustmentCouncil, 40 per cent of workers in the industry indicated thatthey were planning to retire within the next decade 44.6

per cent from the skilled trades. Already, mining companies of alltypes, sizes and geographic locales are beginning to feel thepinch.

Commodity prices are setting new records, while operationalcosts are continuing to climb. The sudden jump in the sectorsappeal to investors is creating shortages that even the most gen-erous of cash injections cant fix.These deficiencies are occurringon the equipment and consumables side, but the impact isthreatening to be even more drastic from the lack of trainedworkers in all mining-related occupations.

Poaching not going over easyWith workers in such limited supply, a great deal of competi-

tion is expected in the short term as firms struggle to outbideach other, both in monetary and non-monetary compensation.This approach certainly has its downsides,considering where thetrained workers are coming from.

about an hour from the site, had to close because they couldntfind any high school students to employ.

However, the Canadian mining industrys distinguished repu-tation means that it must also contend with internationalrecruiters, most notably from Australia, which is experiencing itsown mining boom. Enticed by the exotic location and highsalaries, young graduates are leaving with increasing frequency.Once there, it has not been unheard of for engineering grads togarner six-figure salaries, even when they have very little experi-ence. Of course, the poaching is not limited to Australia; SouthAfrica and the BRIC (Brazil, Russia, India and China) countries are

all experiencing massive growth in mining and are lookingeverywhere they can for trained professionals.

Taking the initiativeAccording to most industry representatives, the sustainable

approach to addressing the labour dilemma is to grow the pool ofavailable labour. A number of initiatives are underway in differentregions of Canada and at various levels from provincial groupslike the British Columbia Mining Industry Labour Shortage TaskForce (of which Bazowski is the chair) to MiHR, which is focusingon the pan-Canadian perspective. Although they vary in scope

and focus, there are some particular areas ofinterest that are being examined.

Education: Hbert said that one of thebiggest challenges is posed by the miscon-ceptions and lack of information about whatmining is like today. This is the case not onlyamong students, but also with parents andeducators, who play a major role in futurecareer choices. He emphasized that the chal-lenge can be made easier by branding theCanadian mining industry.Selling todays highschool students on mining as a career optionis really a question of marketing,said Hbert.

Apprenticeships: According to Hbert,another significant role in addressing thelabour crunch is played by apprenticeships.Employers have an impression that appren-ticeships are something that will cost lots ofmoney, he explained. But actually, theCanadian Apprenticeship Forum has shownthat the employer receives a benefit of $1.38for every $1.00 they spend on these programs.So theres a business case to be made, as well.With apprenticeship enrolment on the rise,notjust on the applicant side but from businessesas well, it seems the employers are listening.

Retraining: In an effort to address the short-term needs, MiHR is endeavouring to iden-tify other industry sectors that employ work-ers with a similar skill set especially thosesectors that are in decline.One such industryis forestry. Logging camps are often locatedin remote areas,where mine sites tend to be,and there are a number of skills common tothe two professions.

Two MiHR pilot projects are expected tobegin this spring in Quebec and BritishColumbia. In each case, a lumber operation thatis in the process of closing will be paired with amine experiencing a labour shortage and aneducational institution, to provide the trainingnecessary to fill the gaps. This highly targetedapproach should shorten the training period sig-nificantly and keep the workers employed andthe mine operational.To assist with the trainingprocess, MiHR has also initiated the National


people in mining

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Occupational Standards project, meant to develop clear, conciseguidelines for the various mining occupations.

There are clear credentialing guidelines in fields like engineer-ing and geosciences, as well as for some of the skilled trades peo-ple such as plumbers, pipe fitters and electricians,said Hbert.Butfor production trades people including miners,drillers and blasters,the guidelines are less clear, and there arent any nationally accred-ited training programs.

Encouraging diversity: Other initiatives are aimed at encouragingunderrepresented groups to enter the mining workforce. Thesegroups,most notably,are First Nations,women and new Canadians.

Hulme reinforced the importance of First Nations communitiesas a potential source of workers.The Trend mine site is fortunate,hesaid, because of its proximity to one such community. He addedthat the regional mining companies in the area are now jointlyworking to make the employment opportunities available to thelocal First Nations residents.

Reviewing company benefits: Especially in the face of highersalary enticements from competitive companies and countries,Hbert said we are likely to see a lot more flexibility in terms of totalbenefits packages.And I dont mean just money, he emphasized,but also in terms of training and development, schedule flexibility,career opportunities and so on.There are going to be a lot of newthings that HR managers will have to try in order to attract andkeep the workers.

May 2008 | 23

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Hulme seconds that sentiment. We cant compete with the[northern Alberta] oil sandsremuneration,and were not trying to,he said.Instead,Peace River is focusing on quality of life advantages,like the ability to live with ones family instead of on a rotationschedule in a camp.

Demonstrating that even smaller firms stand a chance againstthe poaching, Sandy Sveinson, manager of technical and adminis-trative services with Merit Mining Corp. a small multi-metal com-pany starting operations in south-central British Columbia toldof a mining engineer and a metallurgist, who both chose to workfor their smaller company.

People choose a smaller firm because they believe theyll havea chance to learn more things quickly, and where there are greateropportunities for advancement,she explained.

Reading the futureThe key question is whether all the initiatives will be sufficient

to meet the demand.I believe they will go a long way towards alleviating the short-

age, said Hbert,but it remains to be seen whether well be ableto meet the demand completely. Frankly, Ill be surprised if we do.But the Canadian mining industry has a long history of innovationand overcoming challenges; by working together well surely findour way through this latest challenge.Still,Hbert emphasized thenecessity to explore all of the various options because, as hedeclared, there is no magic bullet. CIM

people in mining

May 2008 | 25

people in mining

Awar is coming to Canada. This war wont involve gunsand grenades, but it will still have an explosive effect onthe daily lives of all Canadians for years to come. Its the

escalating battle for talent and its getting dirty. Early skir-mishes are already occurring in several sectors as companiesraid each others labour forces and fight for an ever-decreasingnumber of new young recruits. There is a secret weapon thatcan help win this war, and its one that many companies areoverlooking the skilled over-50 worker.

Talent contestStudy after study has found that companies throughout the

western world consider the most important corporate resourceover the next 20 years will be talent people who are techno-logically literate, globally astute and operationally agile.However, as the demand for talent heats up, the supply will godown.

The problem is one of demographics. The enormous post-WWII baby boom generation makes up one-third of Canadaspresent population and has dominated the workforce for thepast 35 years. Many of them particularly early boomers are also in high demand in knowledge and skill-based profes-sions. But these same workers are planning or beginning theirretirement.

Over the next 20 years, almost 10 million Canadians will beleaving the workforce, taking their years of experience andindustry knowledge with them. Further compounding theproblem is the fact that there are simply not enough younger,skilled workers available globally to fill the void that occurred asthe birth rate crashed throughout the western world following1964. It has rallied somewhat in the last few years with thearrival of the boomers children the so-called Gen Y butit will be years before this demographic makes a significantimpact in the workforce.

This situation is not unique to Canada, but it is more criticalhere than many other countries because we have the largest

baby boom population in the Western Hemisphere. There arenow more Canadians over the age of 60 than under the age offive and this is not expected to change anytime soon.

Between 2001 and 2006, total employment in this countryincreased at an annual average rate of 1.7 per cent, the fastestrate increase among the Group of Seven (G7) nations. StatisticsCanada predicts that by 2016, the demand for workers will out-pace supply although thats already taking place in manyindustries.

Mining Canadian talentStatistics Canadas 2006 Labour Force Census indicated that

the fastest growth in employment occurred in the mining andoil and gas extraction industry, where employment increasedat an average pace of 7.5 per cent a year nearly four timesthe national average. Alberta alone accounted for 70 per centof the employment growth in this industry.

At the same time, the Canadian mining sectors grossdomestic product growth has been about twice that of theoverall Canadian economy since 2002, and economic indica-tors point to continued growth in the mining industry forseveral more years. This places additional pressure on thesector to meet the increasing demand for skilled workers.Adding to the problem for the industry is the fact that feweryounger people have been choosing to pursue a career inthe skilled trades.

So its going to be an uphill battle one that can be wonwith some strategic planning and quick action. And that planshould include consideration being afforded to the olderworker.

Mining for talentEngaging 50+ workers to beat the workforce crisisby Barbara Jaworski


people in mining

A plan of actionWorkforce planning is the process of ensuring that the right

people are in the right place at the right time to accomplishthe goals of the organization. Without careful, strategic work-force planning, organizations may find themselves on the los-ing side of the escalating war for talent, unable to fill key posi-tions or stem the flow of knowledge loss.

A 2006 survey by Deloitte reported that 80 per cent ofenergy and resources organizations feel that talent shortagesare already limiting their productivity and efficiency. Fifty-fiveper cent feel that the talent shortage will limit their ability tomeet production requirements and customer demand, andonly 18 per cent have strategies in place to deal with what issure to be a worsening situation.

Those organizations who have developed strategies haverealized that the traditional workplace planning approaches which typically focus on short-term acquisition and retention are not adequate to address the full scope of the problem.What is required is a multi-faceted approach that not onlyattracts, motivates and retains the best and brightest youngerworkers, aboriginal youth and women but also skilled olderworkers.

Before this can happen however, companies need to: Analyze present workforce competencies that drive busi-

ness results. Identify competencies needed in the future.

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Compare the present workforce to future needs to identifycompetency gaps and surplus.

Prepare forecasting plans for building a future workforce. Evaluate the workforce competency model to assure that it

remains valid and that objectives are being met.While this process is simple in theory, it depends on a rigor-

ous and comprehensive analysis of the organizations work-force and strategic direction.

Rallying the older workerWhile the battle to hire younger workers rages, more and

more companies are seeking to attract and retain dynamic,mature, skilled workers. This is especially true for organizationsreliant on the trades. To do this, they need to ask the followingquestions: What will persuade older workers to delay retirement or

return to the workforce? What are the specific challenges and concerns mature

workers face? Do company policies discriminate against the 50 plus worker? Do company recruiters and managers have a bias against

older individuals?Once these are answered, an organization needs to create

policies and procedures that attract, motivate and retain skilledolder employees;and there is no one way to do this.However, theWorkplace Institute, a Canadian Centre of Excellence embarkingon research and education around workforce issues concerningmature workers and intergenerational matters,has created a mul-tifaceted business model that businesses can use to engageworkers of all ages, but especially older workers. This model canbe adapted to meet the needs of individual organizational demo-graphics, but there are common elements.These include: Flexibility in working arrangements to provide a better

work-life balance. Equal opportunity and fair treatment for employees of all ages. Career development for those under and over 40. Adaptation for major and minor disabilities, such as arthritis

or hearing loss. Recognition for the contribution already made to the

organization. Health support to prevent illness and injury. Financial guidance to ensure employees can retire comfort-

ably when they choose to. Phased retirement options. Knowledge transfer strategies.

So the battle has commenced. All Canadian organizationswill face tremendous challenges over the next couple ofdecades: challenges that can be met and overcome by lookingat a new type of recruit those skilled, energetic, experiencedand knowledgeable KAA-Boomers! CIM

About the authorBarbara Jaworski is the author of KAA-Boom! How to Engage the 50

Plus Worker and Beat the Workforce Crisis. She is the founder of the BestEmployers Award for 50 Plus Canadians and chair of the annual inter-national Summit on the Mature Workforce.

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The Mining Industry Human Resources Council (MiHR) isthe national human resources sector council for Canadasmining industry. The Council, incorporated in 1996, is the

recognized leader in the development of solutions to nationalhuman resource challenges facing the Canadian mining sector.MiHR develops programs with strong ties to the mining indus-try representing the exploration, extraction, smelting and refin-ing sectors, and also to organized labour, aboriginal communi-ties, post-secondary education institutions and other miningindustry stakeholders.

MiHR is also a key collaborator in developing and providingHR information to CIM through the Distinguished LecturerProgram and the HR Outlook column published in CIMMagazine. Furthermore, MiHR co-funds the annual Mining inSociety show in partnership with CIM.

Early in 2008, the MiHR board of directors appointed RyanMontpellier as executive director of the Council. Montpellierhas been with MiHR since February 2004. This follows thedeparture of Paul Hbert, who recently accepted the position

of executive director of the Federated School of Mines inSudbury, Ontario.

The following is an update on some of the projects that MiHRand its partners are undertaking to address the current HR chal-lenges facing the sector.Based on industry growth rates, averageattrition and turnover rates, it is estimated that the mining sectorwill need to hire up to 92,000 skilled workers over a period of 10years.The projects featured below aim to address this challenge.

Mining Attraction, Recruitment and Retention Strategy (MARS)

MARS is an integrated program developed to support andenhance the industrys ability to attract, recruit and retainskilled workers. Designed to increase the participation of sev-eral target groups, including youth, women, aboriginals, newCanadians, retirees and Canadian mining ex-pats, the projectwill produce the following deliverables in 2008: Employers manual: best practices in the attraction, recruit-

ment and retention of target groups.


people in mining

HR challengeOverview of projects from MiHR and its partnersby the MiHR team

Going underground

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Mining industry photo gallery. Career pathways for 10 key mining occupations. Mining careers speakers toolbox: online speakers bureau,

speakers guide, and career attraction powerpoint decks,pop-up displays, and banners.

Virtual mining mentorship program. Student-on-the-job board.

The MARS project is being guided by a 21-person steeringcommittee representing a variety of industry stakeholders.MiHR is currently in year one of this three-year project.

National Mining Credentials ProgramThis initiative began in 2006 with the development of three

National Occupational Standards (NOS) for the Canadian min-ing industry. These NOS were created for the occupationalareas of underground mining, surface mining and mineralsprocessing operations.

These NOS will serve as a foundation for two systems underthe umbrella of the National Mining Credentials Program. Theyare: the Mining Worker Certification System and the MiningTraining Accreditation System. The certification and accredita-tion systems will be the first in the Canadian context for mineworkers and employers.

The outcomes will provide industry with skills recognitionand a variety of workforce development tools. Work on thenew standards and on building the certification system willbegin in the spring of 2008.

Mining Industry Workforce Information Network (MIWIN)

Launched in the fall of 2007, the MIWIN project will buildand operate a labour market intelligence (LMI) system for theCanadian mining industry. MIWIN will provide up-to-date andaccurate labour market information that will enable industrystakeholders to make better business decisions on policies,programs and site-level human resources.

A small industry advisory committee has been formed andadditional members of the mining sector community will beadded to this group as the project progresses. This two-yearproject will be coordinated with several provincial/territorialinitiatives focused on labour market information and analysis,and efforts will be made to ensure compatibility of the networkwith regional models.

A number of pilot projects have begun in Quebec, BritishColumbia and Saskatchewan and, at the same time, broadindustry consultation activities have begun to assess the needsand expectations of industry stakeholders for system function-ality. The first set of MIWIN reports are expected to be pub-lished in 2009.

From Forestry to Mining (FF2M)The FF2M project will kick off in the spring of 2008. This ini-

tiative will develop a process to support the transition of skilledworkers from occupations in the forestry sector to careers inthe mining workforce.

This will be achieved by undertaking a detailed analysis ofthe skills and knowledge gaps between the occupations, pro-

viding gap training and the other necessary transition supportservices and infrastructure to ensure success.

In collaboration with industry partners, MiHR will also createa labour market transition resource guide for transitioningworkers from other sectors to the mining industry.

The Mining Industry HR Guide for AboriginalCommunities (HR-GAC)

The inclusion of aboriginal people in the Canadian miningindustry is critical to the sector. The mining industry HR-GACwill be designed to help aboriginal human resource officers,Aboriginal Human Resources Development Agreement(AHRDA) holders, aboriginal community leaders, as well as aca-demic institutions that wish to address and increase aboriginalpeoples and communities participation in the mining indus-try.

Taking the form of a user-friendly how-to guide, the publi-cation will contribute to a better understanding of the miningemployment opportunities and relevant HR practices forAboriginal people.

The resource is currently being developed under the guid-ance of a steering committee, including representation fromthe following organizations: MAC, PDAC, AFN, INAC, AHRC,NRCAN, HRSDC, CAMA and others. The tool will be completedand disseminated to aboriginal communities across thecountry in 2009. CIM

May 2008 | 29

people in mining

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May 2008 | 31

people in mining

Two distinct groups of people could hold the key to alle-viating an impending labour shortage in the Canadianmining industry. Paradoxically, they are respectively our

newest and our most longstanding citizens recent immi-grants and indigenous Canadians.

On the one hand, employers are looking to members ofthese two demographics to fill job vacancies, including special-ized positions that require great skill. On the other hand, manypeople in business still harbour fears and misconceptionsabout both groups. The concern with immigrants is that theymay not have enough Canadian experience. In all cases, theremay be some apprehension that those who appear differentmay not fit in socially.They also fear that these new employeesmay complain to supervisors, or even the human rights com-mission, for offensive remarks or conduct (real or perceived) bycoworkers.

The fact is, most of our misgivings are unfounded, espe-cially if we give prospective Canadians a real chance tomake their mark, with all the support and consideration weshow any person who starts a new job. However, it doestake a little conscious effort and it doesnt always happenovernight.

Canada is seeing a demographic shift in our population thathas not been evident since the depression. While immigrantscoming to this country in the 1920s and 1930s were dissimilarprimarily because of their language and ethnicity, most of

them were white, like the majority of the population, and fitinto some form of Christian faith. But that was in the dayswhen Canada gave preference to immigrants from countrieswhere most people were white. With changes to theImmigration Act in 1967, we no longer allowed that kind of dis-criminatory preference, and Canada gradually began to acceptpeople who were more adequately represented in the globaldemographic.

According to the 2001 census (religion wasnt included inthe 2006 census) the fastest growing religious groups inCanada were Muslims, Sikhs, Hindus and Buddhists. Whiletheir numbers were still small compared to Christians, whomade up 73 per cent of the population, Catholics andProtestants were actually shrinking as a percentage of thepopulation, while persons from the other four religions aregrowing.

This isnt a big surprise, particularly for people living inCanadas major urban centres, to where many of the newimmigrants have traditionally gravitated. However, as newerCanadians begin to feel more comfortable here, they areincreasingly willing and able to leave the comfort of familyand neighbours speaking their native language and move tothe more remote locations where mining and explorationtake place.

There is also a big demographic shift with aboriginalCanadians. According to the more recent 2006 census, abo-

Ready or not,here theycomeTowards workplace inclusionby Stephen Hammond

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A journeyman welder in Diaviks mine maintenance shop, Robert Lafferty

is among over 500 northerners,approximately half of whom

are aboriginal, working at Diavik.

riginals, including First Nations, Indian, Metis, Inuit and per-sons of mixed heritage, made up 3.8 per cent of theCanadian population. While this number might seem small, itrepresents an entire one per cent growth in just 10 years.While all other demographic groups of Canadians haveeither flat or declining birth rates (mostly declining), those ofaboriginal Canadians are increasing. In western Canada thenumbers are much higher, as with Saskatchewan andManitoba where approximately 15 per cent of the popula-tion is made up of aboriginals, and those numbers areexpected to grow. Also, while the median age of non-aborig-inal Canadians is 39.5, the median age of aboriginals is only26.5. This much younger demographic could be quite desir-able in the face of an aging population.

With so many aboriginals already living in close proximity tomining communities and a burgeoning group of newCanadians ready to move away from the urban centres, its timeto look at effective ways of enticing them into the industry.

Clean up your actYou might already be squeaky clean, but if not, get scrub-

bing! If you turn a deaf ear to racial slurs, then you might alsobe facilitating a revolving door of recruitment. Just as with azero tolerance objective when it comes to health and safetyinfractions, the same standard should be applied to inappropri-ate racial comments.The prosperity of your operation depends

as much on one as the other.The time to act is now that wayyou preempt the likelihood of current employees blamingrecently hired ones for new workplace actions and policies.

Forget the melting potIn Canada we adhere to whats known as religious accom-

modation. As such, if there is a policy that conflicts with an


people in mining

Syncrude Canada Ltd. is very proud of its distinction as one of thecountrys largest industrial employers of aboriginal people.Eversince we commenced our operations, we have recognized the

great importance of fostering a positive relationship with our aborigi-nal neighbours,said the companys public affairs advisor,Alain Moore.Its really to our mutual benefit. Not only can we help them get theskill set they need to take part in a rewarding career in oil sands, butwe also get access to a very important and promising workforce tohelp us meet our tremendous need for skilled labour.

Additionally, Moore added that the attrition rate among aboriginalemployees is lower than among those of non-aboriginal descent.This

GoodneighboursSyncrude Canadas Aboriginal Relations Programby Angie Gordon

Syncrude firefighter/EMT-A, Andrew Golosky. Image courtesy of Syncrude Canada Ltd.

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employees religion such as observance of a religious holi-day then reasonable accommodations should be madeup to the point of undue hardship. Most allowances costvery little in the short term, but could represent tremendoussavings in the long run in the form of decreased turnover. Abit of planning is usually all it takes. Talk to aboriginalemployees or community elders in advance about some of

the spiritual ceremonies that are of importance to them then these requests wont come as a surprise. If you wouldlike to demonstrate that support even further, encouragecompany participation in an event, or even sponsor it, whenappropriate.

Recognize your stereotypesAll of us have some form of prejudice. However, since

stereotypes can prevent us from giving everyone a fairchance and from ensuring weve got the best person forthe job then own up to your own and make sure theydont get in the way of giving every employee the opportuni-ties they deserve. For example, even though First Nationsemployees are not always adequately represented in man-agement positions, this can have more to do with systemicintolerance than a lack of desire or motivation, which is anunfortunate stereotype.

Those companies that are doing their homework now arelikely seeing payback. For others, the sooner you get on board,the better, because ready or not, here they come. CIM

May 2008 | 33

people in mining

region is their home,explained Moore.This is where their roots are andthey know what its like to live five hours north of Edmonton.

Syncrudes Aboriginal Development Program focuses on six key com-mitment areas: corporate leadership, employment, business develop-ment, education and training, community development and the envi-ronment.The objective, said Moore, is to create greater collective oppor-tunities. Each year, the company publishes its Aboriginal Review, anoverview of its relations with the aboriginal people and communities.According to 2006 data (the latest aboriginal Review will be released inApril) Syncrude employed 420 Aboriginal people, representing approxi-mately nine per cent of their total employee population. Many more,they say, are employed by their contractors.

Among its various program initiatives, Syncrude implemented arotational employee program that provides travel assistance for employ-ees who live in distant, predominantly aboriginal communities. Onesuch area is Fort Chipewyan, a community of about 1,200 located 100kilometres north of Fort McMurray. The only consistent mode of travelinto and out of the area is by air, although it can also sometimes beaccessed via boat or winter road. Syncrude provides flights for partici-pants to and from Fort Chipewyan as well as accommodations whilethey are at the facility.We also fly them back when they have their daysoff, added Moore.It is very important to them, and to us, that they areable to maintain ties to their community where they can remain strongrole models.This has also been expanded to other areas where groundtransportation has been used, also serving to foster exceptional rela-tions within these communities.

One of Syncrudes educational initiatives is aimed at informing abo-riginal youth about careers in the oil sands industry.Weve put togethera DVD called Your Future Counts, explained Moore.It features a vari-ety of our employees of aboriginal descent who have chosen variouscareer paths within our organization. Theres a process operator, instru-mentation technician, electrician, heavy equipment operator, engineer,and so on. They talk about their jobs, why they like them and how theygot there. It gives young people a better understanding of the differentopportunities and how they can reach their goals.

Moore said that while most youth understand what the job of awelder or an electrician might entail, such is often not the case with crit-ical trades such as instrument technician, machinist and fabricator.

The underlying message in the DVD, as well as in other outreach ini-tiatives, is the importance of education,emphasized Moore.High schoolis a fantastic foundation,but in order to take advantage of the opportuni-ties available in the oil sands, you often need to go beyond that.

Moore recognizes that Syncrudes initiatives are certainly mutuallybeneficial. Each of the six elements of the companys AboriginalRelations Program relies upon collaboration for a greater collectiveopportunity. But then after all, isnt that what being a good neighbouris all about? CIM

About the authorStephen Hammond is a lawyer turned workplace human rights con-

sultant and the author of Managing Human Rights at Work: 101 practi-cal tips to prevent human rights disasters.

The school, whose mining department originated in 1871,has been experimenting with new initiatives to attract a widerrange of students into the program. One innovative approachthat was introduced two years ago was the option to pursue aminor in mining, which is open to all non-mining engineeringstudents at McGill. After students take a prescribed set of basicmining courses, they become eligible for a work term in themining industry.

The engineering student stays in his or her major whether its mechanical, civil, or whatever and does a fewadditional courses to obtain a minor in mining,explained Mitri.This has already attracted 12 non-mining engineering stu-dents. The idea is to expose engineers to the industry, so thatwhen they graduate, it will open another door for them andprovide a prospective worker for the industry.

The mining industry offers a wide range of exciting andlucrative professional opportunities inside Canada aswell as internationally. However, recent trends at the nine

mining schools based in Canadian universities indicate thatenrollment at the undergraduate level may not be growing tomeet the anticipated needs of the future.

Nonetheless, educators investigating ways to attract morestudents to the fold are confident that numbers will increase.

Hani Mitri is the director of the mining school at McGillUniversity in Montreal. He estimated there are 2,600 students inMcGills Faculty of Engineering. While only 65 are mining stu-dents, he said this number has been growing over the years.We went from 32 to 65 mining students in five years; wevedoubled, said Mitri. We project that in three years time wellhave 100 students in the mining program at McGill.


people in mining

Breaking new groundLooking towards the future in mining educationby Marlene Eisner

McGill mining students at Agnico Eagle's Goldex Mine.

May 2008 | 35

Another way to address the dearth of students, said Mitri, isfor the mining industry to take a more active role in the educa-tional process.The mining industry needs to step in and showits commitment to education, for example by funding new ini-tiatives by the schools, he explained.Industry should look at itas an investment in its own community and this is one goodway of showing university administrators how important min-ing education is to Canada.

Paul Hbert, executive director of the Federated School ofMines, agrees that industry needs to take a greater interest inmining education. Theres a role for everybody to play, saidHbert. Theres definitely an opportunity to tighten up therelationship between business and education. The sectorsneed to be working in lock step. We dont have the luxury ofwaiting two or three years for education and training programsto catch up to industry needs.

Hbert said schools need to develop innovative ways ofteaching as a way to step up to the challenge. Some of thealternatives already in place at the Federated School of Minesare aimed at taking education out of the traditional arena andbringing it to a wider audience. This is being achieved by dis-tance training and education delivery, video conferencing andonline learning.

Hbert also feels that advancements in technology offeranother way to address the training issue. We need to reor-ganize how the work gets done and that drives innovation interms of technology and automation, said Hbert.But we willalways need people to build, operate and maintain the equip-ment. If we cant find all these people and we have to look tonew ways of doing things, we have to train people to use newtechnologies.

For Hbert, education in mining is a good news story, withthe prospect of so many jobs on the horizon and a positiveoutlook for Canada. And he is confident the industry will stepup to the challenge.

Miners are problem-solvers, he said.The industry, by defi-nition, is one that goes out and breaks new ground, so they areused to being creative. Having been involved with miners, edu-cators and industrial partners for a number of years, Im confi-dent that we can collaborate to make this work for theCanadian mining sector. CIM

McGill at Sudbury's Mining Games

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For a list of our current opportunities, please visit online at:

www.minepro.jobsP&H offers exceptional benefi ts and competitive salaries commensurate with experience. Candidates are invited to submit resumes, with references and salaryrequirements, via e-mail or fax (with job titlein the subject line), to:

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P&H MinePro thanks all candidates; however, only those selected for interviews will be contacted. No phone calls, please.

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We believe that partnership meansunderstanding, anticipating andresponding to your changing needsand challenges.

Partnership is more than providingproducts or services. Its workingtogether to deliver the blastingoutcomes your operation needs.

Were committed to creating solutionsthat support your performance targets andreinforce your position in the industry. Atthe same time were determined to deliverthe level of service you expect every day.

The way we measure our achievementis through your success.

Thats the real Power of Partnership.

Visit us at the CIM in Montreal in April of 2007 at booth 1409 and S26.See us at CIM in EdmontonBooth # 0909.

May 2008 | 37

des gens et des mines

Pas de pilule magiqueManque de main-duvre spcialisedans les mines canadiennes

des tudiants mais aussi des ducateurs et des parents. Cestune question de marketing.

Apprentissage : Les employeurs ont limpression que desstages coteront cher , explique M. Hbert. Mais selon le Forumcanadien sur lapprentissage, lemployeur reoit un bnfice de1,38 $ pour chaque dollar dpens dans ces programmes.

Recyclage professionnel : Afin de traiter des besoins courtterme, le RHiM cherche identifier dautres secteurs quiemploient des travailleurs comptences similaires.

Deux projets pilotes devraient dbuter ce printemps auQubec et en Colombie-Britannique. Des scieries devant fer-mer seront jumeles des mines qui manquent de travailleurs;un tablissement denseignement fournira la formation nces-saire pour combler les manques. Le RHiM a aussi initi un pro-jet de Normes professionnelles nationales; ce projet doitdvelopper des lignes directrices claires et concises pourdiverses occupations dans les mines.

Diversification : Dautres initiatives visent encourager lesgroupes minoritaires travailler dans les mines, notamment, lesPremires Nations, les femmes et les no-Canadiens.

Rvision des bnfices : En plus de lattrait des salaireslevs, des conditions avantageuses seront offertes; par exem-ple de la formation, le dveloppement de carrires et deshoraires flexibles , dit M. Hbert. Les directeurs des ressourceshumaines devront planifier diverses stratgies.

Nous ne pouvons pas offrir les salaires des sables bitu-mineux , dit M. Hulme. Peace River cible plutt la qualit devie : vivre avec sa famille au lieu de travailler selon des horairesde rotation dans un camp minier.

Lavenir Je crois que ces initiatives soulageront la pnurie, mais elles

ne satisferont peut-tre pas la demande , dit M. Hbert, Lindustrie minire surmonte cependant des dfis depuislongtemps; en travaillant ensemble, nous y arriverons. Il fautexplorer toutes les options,car il ny a pas de pilule magique. CIM

Il est estim que le secteur des minraux et des mtaux accuseraun manque de 92 000 travailleurs dici 2017.Selon une tude duConseil dadaptation et de formation de lindustrie minire(CAFIM), 40 % des travailleurs de lindustrie ont signal quilsprendront leur retraite au cours des 10 prochaines annes.

Le prix des biens atteint des sommets, mais le cot desquipements et de lexploitation continue augmenter. Lahausse soudaine de lattrait du secteur cre des pnuries quemme des injections dargent ne peuvent soulager. Limpactmenace dtre encore plus grand en raison du manque dou-vriers spcialiss dans tous les mtiers relis aux mines.

Avec un nombre limit de travailleurs, la comptition estforte et, court terme, les compagnies montent les enchresavec des offres montaires et non montaires.

Il y avait une sorte de respect mutuel entre les compa-gnies et on voit maintenant du maraudage , explique DaveBazowski, consultant minier. Jespre quon ralise que celacre des problmes long terme pour des gains court terme.En maraudant, le fardeau de la formation passe ceux qui ontmoins de capacit den faire , dit Paul Hbert, directeur excu-tif, Federated School of Mines et ancien directeur du Conseildes ressources humaines de lindustrie minire (RHiM).

Selon Trevor Hulme, prsident et chef de la direction dePeace River Coal, dautres secteurs ressentent cette pnurie demain-duvre; par exemple des restaurants pas trs loin de lamine manquent dtudiants pour y travailler.

En raison de son excellente rputation, lindustrie minirecanadienne est la cible de recruteurs internationaux, notam-ment de lAustralie. Mme avec peu dexprience, de jeunesdiplms peuvent gagner dans les six chiffres. Dautres pays,dont lAfrique du Sud, le Brsil, la Russie, lInde et la Chinecherchent aussi des professionnels qualifis.

InitiativesSelon la plupart des reprsentants de lindustrie, lapproche

durable est daccrotre le bassin de main-duvre disponible;plusieurs initiatives sont examines :

ducation : Selon M. Hbert, lun des principaux dfis demeurela mconnaissance du secteur minier, nos seulement de la part


des gens et des mines

Une bataille est en vue au Canada,non pas arme mais pourdes talents.Plusieurs compagnies font dj du maraudageet sarrachent les nouveaux diplms. Loutil secret de

cette bataille, souvent ignor, est le travailleur de plus de 50 ans.La ressource corporative future la plus importante sera des

gens techniquement comptents. Cependant, avec laccroisse-ment de la demande, cet approvisionnement diminuera etcest ce que ressentent dj de nombreuses compagnies.

Le problme est dmographique. Au cours des 20prochaines annes, environ 10 millions de Canadiens pren-dront leur retraite, emportant avec eux exprience et connais-sances industrielles. Le manque actuel de jeunes travailleursqualifis peut tre en partie attribu au faible taux de nataliten Occident aprs 1964. Cette situation est encore plus critiqueau pays, o le nombre de Canadiens de plus de 60 ans dpassele nombre de jeunes de moins de 5 ans.

Exploiter les talents canadiensSelon un recensement Statistique Canada 2006, la crois-

sance demplois la plus rapide tait dans les industries extrac-tives, avec un taux de croissance moyen de 7,5 % par anne,soit environ quatre fois la moyenne nationale.

Depuis 2002, le taux de croissance du produit intrieur brutpour le secteur minier canadien est denviron le double decelui de lconomie canadienne en gnral. Selon les indica-teurs conomiques, cette croissance de lindustrie minire dur-era plusieurs annes encore, augmentant la demande pour destravailleurs qualifis. ce problme sajoute le fait que demoins en moins de jeunes choisissent de faire carrire dans desmtiers spcialiss.

Un plan dactionPour raliser les objectifs de lorganisation, il faut avoir les

bonnes personnes la bonne place, au bon moment. Sans uneplanification stratgique, les compagnies auront de la difficult remplir les postes ou viter la perte des connaissances.

Une enqute de Deloitte effectue en 2006 soulignait que80 % des compagnies oeuvrant dans les secteurs de lnergie

et des ressources ressentaient des limites de productivit et derendement; 55 % croyaient que cela les empchait de satisfaireles demandes des clients et seulement 18 % avaient des strat-gies en place pour faire face une situation qui se dtriore.

Les compagnies prvoyantes ralisent que les approchestraditionnelles court terme ne suffisent pas et quil faut uneapproche diversifie qui attire, motive et retient non seulementles meilleurs jeunes travailleurs, les femmes et les Autochtones,mais aussi les travailleurs qualifis plus gs. Les compagniesdevront donc analyser et comparer les comptences actuellesde la main-duvre

cim magazine may 2008

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