Continuous Technical Training as a Competitive Advantage in 2026

In Mexico, the mining sector faces a demanding combination: pressure to increase productivity, greater geological complexity, digital transformation, and social scrutiny that is already part of the operation. In this context, continuous technical preparation is not an isolated initiative, it is a strategy of operational continuity, security, and social license.

EY warns that unpredictable production and tariff tensions are leading the sector into a new era of operational risks and calls for a reimagining of mining, highlighting three signs: the complexity of deeper deposits and the decrease in grades are increasing; scrutiny of the license to operate can be an opportunity if you act beyond what is regulated; and digitalization tops the investment agenda.

This panorama coincides with the pulse of employment in Mexico. ManpowerGroup reports a seasonally adjusted Net Employment Trend (NET) of 24% for the first quarter of 2026.  It also stresses that the increase in hiring is mainly explained by the implementation of specific or temporary projects.  At the same time, 38% of employers anticipate increasing staff and 15% reducing it, which reinforces the need for flexible and ready teams.

When work is organized by projects, the ability to learn quickly becomes an advantage, with cross-functional collaboration in the operation. This is especially relevant for "Public Services and Natural Resources," a sector that registers the least optimistic TNE for 1Q26.

Priority Skills for 2026

EY ranks the challenges of global mining into 10 risks and opportunities, from operational complexity to sustainability and business model changes.  With that map — and with a more uncertain and project-oriented labor market — these skills must be accelerated in Mexican mining:

1. Advanced operation and asset reliability. EY highlights that operational complexity is increasing and that deeper mines require specialized knowledge (geotechnics, logistics and hydrology). Priorities: mine planning, variability control, mechanical integrity, predictive maintenance, and reliability.

2. Built-in productivity. EY notes that costs and productivity are pressured by siloed models and poor integration between operations and maintenance.  Training in operational analytics, continuous improvement, inventory optimization, and energy management helps improve results without compromising safety.

3. Digitalization and cybersecurity with a focus on value. Data ordering and analysis, operational cybersecurity, and use cases with impact (security, maintenance, control and optimization) are required.

4. License to operate and corporate management with technical rigor. For EY, scrutiny on the license to operate can be an opportunity to build trust with communities and governments. To this end, compliance with environmental management, closure planning, community dialogue, and transparent evidence-based communication are key.

5. Project management and capital discipline. EY sees a shift toward growth and financing alternatives. In mining, that translates into strengthening project management, cost control, risk analysis, and a technical-financial narrative to support decisions.

6. Talent, security and knowledge transfer. EY warns that the skills crisis may worsen and that filling key positions impacts productivity and security. In addition, 75% of executives are not confident in solving the on-site labor shortage. Learning paths by role, mentoring, operational simulation, and educational alliances are needed.

How to Move From Speech to Practice

Continuous training works when it is designed as a system. At Mujeres WIM de México we are convinced that training and retraining talent is not an expense, it is a strategic investment. In an industry of high technical demand and increasing scrutiny, the organizations that learn the fastest will be those that operate better, innovate with greater confidence, and maintain their legitimacy to grow. According to a study carried out in conjunction with Thrive DD, less than 25% of women who work in the mining sector participate directly in technical or technological roles and 40% of companies in the mining sector offer training and professional support programs aimed at women. From the analysis of the data obtained, strategic recommendations are defined in this regard as strengthening leadership and mentoring programs, promoting the training of women in STEM areas, and encouraging the technical training of women in technologies such as AI, data analysis, automation, and digitalization.

For this reason, the new board of directors of our association is committed to promoting agreements with universities, institutions, and companies that help us promote this technical and digital training of women that allows their access to technological leadership jobs. The competitive advantage in mining will not only be access to minerals, it will be having people and teams that adapt, learn, and execute with excellence in a volatile environment. The continuous technical preparation of women and men is the way to achieve this. In this way, it will contribute to promoting innovation that will strengthen the competitiveness of mining in Mexico, making it more efficient, safer, and more sustainable.