Updates from the Mining Market

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In 2023, the global mining market experienced a 6.1% growth, reaching over US$2145 billion, and it's projected to escalate to over US$2775 billion by 2027 .

Global demand and world industrial production have provided sustained support to the mining and resources sector and the Western Australian economy over the past two decades. Over the next decade, world GDP growth is expected to average 3.3% per annum.

A report by KPMG shows the overall production outlook for the Western Australian resources sector is positive. Modest growth in production is expected, supported by the increase in capacity and growth in global industrial activity.

A mine of opportunity

The Australian mining sector as a whole contributed close to 14% of Australia’s GDP in FY23 with a record $460 billion in earnings for Australian exports of resources and energy commodities in FY23. This was fuelled by the continuing Russian and Ukrainian conflict driving commodity prices. Iron ore and gold projects strongly support our state’s mining industry which continues to be the major resources contributor to our national GDP.

We expect this activity and investment to increase over FY24 despite continued global market uncertainty.

Money in the mines

Mining job salaries in Australia are among the highest in the world. Salaries in the industry vary based on location, job type, mineral type, experience, and education.

According to the ABS data, wages continue to grow steadily – and sometimes even soar by as much as 20-25% a year for high demand occupations as employers try to address skill shortages.

If you would like Fetch to provide you salary benchmarking for any specific roles you are hiring for, please reach out to Lianne Adlington - State Manager.

Women in mining

Mining is, undoubtedly, still a male-dominated industry. The Australian Government’s Workplace Gender Equality Agency says, in Australia, women currently make up 16% of the mining workforce. Analysts at McKinsey report 13% of women are at the C-suite level. This is incredibly low in comparison to the infrastructure industry, which has 22% women making up the workforce.

Australian employers have a critical role to play in addressing gender segregation and
promoting gender balance in the workforce. Fetch Recruitment believes employers can attract both women to their workforces by de-biasing and de-gendering processes for recruitment, retention, promotion, and pay as well as thinking innovatively about opportunities for training and upskilling. Workplace cultures that are supportive of gender neutral flexible working arrangements and all employees with caring responsibilities are also key.

Fetch has been provided information on progress being made that has been to encourage more women into the space, and to advance opportunities for women, such as Laing O’Rourke have female site internships in place and many companies like Aurecon providing parental leave form day 1, which is important to any female looking to leave a current employer.

A report on Women in Mining highlights in 2012, the percentage of women on boards of the top-500 listed companies globally was a mere 4.9% yet by January 1, 2022, that figure had risen to 17.6%, representing a 13% increase over the decade. Organisations with at least one woman on their board consistently outperformed those with none. This finding is backed up by ten years of research, which has shown that higher female board representation is associated with higher profitability, higher return on capital invested and better environmental, social and governance (ESG) disclosures and performance scores. By creating diverse and inclusive workplaces, and affording opportunities to enable people to maximise their talents, we will deliver strong economic growth.

Mind the [skills] gap

Mining companies are experiencing a talent squeeze. A report from McKinsey & Co reveals that 86% of mining executives find it harder to recruit and retain the talent they need versus three years ago. Not surprisingly, the highest demand is for highly skilled professionals within the industry. Yet many of the most sought-after workers do not see the industry as attractive. 70% of 15- to 30-year-olds said they probably or definitely would not consider a career in mining.

From fetch’s internal data these skilled professionals in the highest demand now are Mining professionals such as Civil, Mechanical, Geotechnical, Process and Underground Mining engineers in the white-collar sector. Followed by HD Fitters, Electricians/Auto Electricians, Process Technicians and Good Excavator/All Round Operators in the blue-collar sector.

Solutions for addressing talent shortages:

Treating talent as a strategic pillar
Understanding employee preference and needs
Investing in skills development
Promoting industry values

Reach out to our team to see how we can help.

Exploring typical roster cycles

Rosters are important to the Mining industry when it comes to recruitment as most employees are after an even time roster to have work life balance and spend equal time with families.

In 2023, the most common roster types offered to FIFO mine workers were:

8/6 roster (8 days on/6 days off). Often called the “lifestyle roster”.
7/7 roster (7 days on/7 days off)
14/7 roster (14 days on/7 days off). This roster is more common in the mineral exploration industry (e.g. drillers, drillers offsiders, and exploration geologists), where projects sites are more remote and isolated, and access to accommodation and transport is more limited.
5/2 roster (5 days on/2 days off). Some technical services professionals (e.g. mine planning/scheduling engineers and mine geologists) work a Monday to Friday week and choose to fly home for the weekend. It should be noted that these workers would typically have accommodation provided to them in a mining camp or residential area, so it can be considered a pseudo-FIFO roster.

The scheduling of FIFO working hours can be significantly influenced by conditions in the labour market. During periods of labour shortage, companies might offer more attractive roster cycles to attract and retain talent. On the other hand, during periods of labour surplus, companies might adopt roster cycles that enhance operational efficiency, potentially leading to longer ‘on’ periods. In essence, FIFO working hours are a careful balancing act, taking into account operational demands, regulatory requirements, and a commitment to ensuring the well-being of employees. Understanding these influencing factors can help both existing and prospective FIFO workers to navigate and advocate for favourable roster arrangements.

Life on the mines

As the race to attract and retain the best talent intensifies, companies are increasingly prioritising workplace wellness to distinguish themselves.

Mineral Resources are leading the way in acknowledging the importance of accommodating employee preferences, providing modern facilities at their four mine site accommodation villages.

This focus on improving employee wellness by investing in better infrastructure for camps sets mining companies apart, making them more favourable to work for and increases talent attraction and retention. Specifically, we know the site 'Onslow' attracts a high volume of applicants due to the known premium standard of the camp.

Motivations of mining jobseekers

Fetch recruits across both white- and blue-collar mining sectors and have found very little differences in motivators between the sectors when an employee is considering a new role. With the Mining industry heavily contract driven, the main consideration for an employee is length of contract and timeline left on the project they are working on, this is then closely followed up by the roster they are working on. The other 2 top considerations would be salary and development opportunities. If you are seeing anything different to what we are reporting please do let us know we would love to hear your opinions.

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The Rise of Boomerang Employees: Why More People Are Returning to Past Employers

By Shazamme System User • August 26, 2025

Once upon a time, leaving a company meant leaving for good. Changing jobs was a clean break, and going back was almost unheard of. Fast forward to today, and things look very different. The “boomerang employee” – someone who leaves a business only to return later – has gone from rare exception to a growing trend in the world of recruitment. Recent workforce data shows that around 35 per cent of all new hires globally in 2025 were boomerang employees . That’s more than a third of roles being filled by people who have worked for the company before. In industries struggling with skills shortages, such as technology, engineering and professional services, the numbers are even higher. Clearly, boomerang hires are reshaping modern recruitment. Why are employees returning? There are a few big reasons why people decide to go back to a former employer. The first is culture. A new job may offer better pay or a promotion, but if the culture doesn’t feel right, candidates often realise how valuable their old team, manager and work environment really were. The second is familiarity. Boomerang employees already know the systems, the processes and the people, so the onboarding process is smoother and productivity is faster. Finally, there’s what many are calling the “Great Regret.” During the wave of resignations post-COVID, plenty of professionals discovered that the grass isn’t always greener and that their previous employer was a better long-term fit. A real-life example: Shawn’s return to Fetch At Fetch Recruitment, we’ve seen this trend first-hand. Shawn worked with us in Melbourne from 2014 to 2018, before pursuing opportunities elsewhere. In July this year, he decided to return—this time joining our Perth office. When we asked him what drew him back, Shawn explained: “What drew me back was the people and the relationships I have with the directors and the direction the business is heading. Perth is at a similar stage right now to when I first started with Fetch.” On how Fetch compares to other workplaces, he added: “Management is not set in their ways, always looking to improve and listen to all staff members on how to do things differently.” And on coming back into the team: “I knew coming back to Fetch was never going to be hard. I’ve stayed in contact over the years and knew how they treat each other. When I left, they were supportive—and on my return, they’ve been even more supportive. The Perth team are just nice people.” Shawn’s story is a great example of how relationships, culture, and long-term support make all the difference. What does this mean for candidates? For jobseekers, the rise of boomerang employees is a reminder that your candidate experience doesn’t end when you resign . How you leave a role can shape your future opportunities. Exiting on good terms, keeping relationships positive and staying connected to your professional network means the door could open again when you least expect it. Returning to a past employer isn’t a step backwards. In fact, many boomerang hires re-join at a higher level, with new skills and experience that position them for career progression. Sometimes the best next move isn’t starting somewhere completely new, but going back to where you know you can thrive. What does this mean for employers? For organisations facing talent shortages and retention challenges , boomerang hires can be a powerful part of a recruitment strategy. Rehiring a former employee reduces risk, speeds up onboarding and strengthens engagement, as returning staff already understand the culture and expectations. Even better, they bring fresh insights and skills gained elsewhere. That combination of familiarity and new perspective can be invaluable in today’s competitive job market. This is also a reminder of the value of employer branding and alumni engagement. Companies that maintain strong connections with former employees – whether through structured alumni programmes, LinkedIn groups or informal networks – are far better placed to attract returning talent when roles open up. The takeaway The modern career path is no longer linear. People move across industries, switch sectors and increasingly circle back to places they know and trust. For candidates, this trend highlights the importance of leaving every job on good terms. For employers, it underlines the need for strong talent retention strategies and a thoughtful approach to alumni engagement. Because in recruitment, sometimes the best way to move forward is to bring valued people back.