KPMG calls out talent risk as FIFO salaries no longer cut it for miners prioritising stability and family

The mining sector is grappling with a persistent talent drain as FIFO (Fly-In Fly-Out) compensation structures increasingly fall short of workforce expectations. Once viewed as lucrative, the traditional salary premiums are no longer sufficient incentives for workers who now prioritize personal stability and family time over short-term earnings. This shift reflects a deeper change in employee values, challenging employers to rethink retention strategies in a market where job flexibility and work-life balance have become critical demands.

Industry leaders must address this growing risk by moving beyond conventional pay models and introducing comprehensive benefits tailored to modern lifestyles. Key areas for improvement include:

• Flexible rostering to enable more meaningful time at home
• Mental health support to alleviate the pressures of remote work environments
• Career development pathways that align with long-term personal goals
• Community engagement initiatives fostering a stronger sense of belonging

Without embracing these holistic approaches, mining companies risk further erosion of their workforce, struggling to attract and retain skilled talent in an evolving employment landscape.

As mining companies continue to rely heavily on fly-in fly-out (FIFO) arrangements, a growing disconnect has emerged between traditional compensation models and the evolving expectations of their workforce. Increasingly, workers are placing a premium on factors beyond mere salary, with stability and family commitments taking center stage. This shift has prompted a tangible talent risk within the sector, as miners seeking a more predictable lifestyle find FIFO remuneration packages insufficient to justify extended time away from home. Recruitment teams face mounting challenges, unable to attract or retain skilled personnel who demand a better balance between career and personal life.

The consequences of this trend ripple across operational and strategic planning, compelling mining companies to rethink their employment frameworks. Some core considerations now include:

• Flexible rostering: Adopting shorter or more predictable shifts that allow workers to maximize time with family.
• Localised hiring initiatives: Investing in regional talent pools to reduce dependency on FIFO models.
• Enhanced support services: Providing counselling and family assistance programs to mitigate the social impact of FIFO roles.

Meeting the workforce’s growing demand for stability is becoming a critical factor in maintaining the mining sector’s competitive edge in attracting talent. As remuneration alone no longer suffices, companies must embrace holistic employment strategies that align with modern lifestyle preferences to secure a resilient and committed workforce.

The mining industry must pivot towards a holistic approach that extends beyond traditional remuneration to foster employee wellbeing and sustain long-term commitment. Companies can begin by implementing flexible work arrangements that accommodate family life, such as job-sharing options and adjustable FIFO (Fly-In-Fly-Out) rosters, reducing burnout and increasing job satisfaction. Additionally, investment in on-site health and wellness programs, including mental health support and physical fitness facilities, demonstrates a genuine commitment to workers’ overall health-thereby strengthening loyalty and trust.

To build a resilient talent pipeline, mining firms should also focus on nurturing a strong sense of community within their workforce. This can be achieved by promoting inclusive leadership development, mentorship initiatives, and clear career progression pathways that align with employees’ personal goals. Encouraging open communication and feedback loops enables miners to voice concerns and feel valued, which directly correlates with improved retention rates. By embracing these strategic shifts, mining companies position themselves to become employers of choice in a fiercely competitive market where stability and family-oriented values are paramount.

As the mining sector grapples with shifting workforce priorities, traditional talent acquisition and retention strategies are proving insufficient. Increasingly, miners are eschewing fly-in fly-out (FIFO) arrangements, driven by a growing emphasis on stability and family life. This shift demands that employers rethink their talent management frameworks to appeal to a workforce whose values extend beyond competitive remuneration packages. Companies are now tasked with creating work environments that prioritize flexible schedules, mental health support, and career development opportunities, recognizing that these factors weigh heavily on employees’ long-term commitment.

To effectively adapt, mining firms must embrace a multifaceted approach that includes:

• Integrating family-friendly policies that accommodate the personal lives of employees
• Offering remote or hybrid work options where operationally feasible
• Investing in continuous learning and upskilling to future-proof their workforce
• Enhancing community engagement to foster a sense of belonging beyond the job

By realigning talent strategies to these emerging expectations, mining companies can mitigate the growing talent risk highlighted by KPMG, ensuring they not only attract but also sustain a motivated and resilient workforce in an increasingly competitive labor market.