The 2013 report includes adjustments to the MiHR
forecasting model and new this year is MiHR’s model of Available Talent that
projects all new entrants for 66 core mining occupations from three main
sources: school leavers, immigrants and those who switch occupations or
re-enter the workforce. This supply side information has made gap analyses for
each of these 66 occupations possible, detailing the available talent and what
the mining industry can expect to attract if the status quo continues.
Canadian Mining Industry Employment and Hiring Forecasts 2011 - A Mining Industry Workforce Information Network Report
The 2011 version of this annual report includes adjustments to the MiHR forecasting model, namely updates to the economic variables and the Commodity Price Index. The general improvement in the outlook for the global economy and for commodities has led to hiring projections in the 2011 report which have increased from the already substantial numbers of the 2010 report.
Canadian Mining Industry Employment and Hiring Forecasts 2010 - A Mining Industry Workforce Information Network Report
The national report expands on previous research and forecasts (conducted in 2008 and 2009) that examined the dynamics of the mining labour markets in British Columbia, Saskatchewan and Ontario. The national report considers each region's economic contribution and relative importance to the sector and is available in English and French.
Partner Report - Junior Mine 2011: Volatility, the new "business as usual"
Published by PriceWaterhouse Coopers (PwC), this report reviews the top 100 mining companies listed on the TSXV, as of June 30, 2011. In Junior Mine 2011, the story appears very positive for mining companies; however, this success has to be interpreted with the understanding that only weeks after June 30, the market changed and began to ride the wave of extreme volatility. This volatility means that junior mining companies need to maintain their focus on the long-term for junior mining. Knee-jerk reactions to the market will result in decisions that will negatively impact the growth strategy of junior mining companies in the long run. Realizing the game has changed will help mining executives put into place the proper measures and strategies that will propel long-term growth for their company.