Women Leadership in the Mexican Mining Industry

The need for change in how the mining sector approaches talent management is becoming increasingly evident. As the industry seeks to attract, retain, and develop the talent it requires, there is a growing focus on fostering an inclusive environment that supports women at all levels of the organizations, states Olivia Segura, Partner Advisory, People & Change, KPMG Mexico.

Addressing gender gaps in the mining sector, which is predominantly male-dominated is an important task for all stakeholders. These gaps, along with the absence of inclusive policies, have hindered the effective inclusion of female talent, particularly in leadership roles. 

Female representation in mining companies is crucial for developing policies and processes that cater to a diverse workforce. The absence of equity standards poses risks for companies, including potential reputational and financial impacts. According to a KPMG’s 2023 survey, 61% of women in the mining industry are motivated by the potential for professional growth and skill development, while 45% are driven by the belief that their work can make the sector more competitive and pave the way for other women to enter the industry. Similarly, over 41% of them are motivated because they feel they can be a role model and pave the way for younger generations. KPMG’s 2024 survey found that 64% of women in managerial positions believe that participating in high-impact and visible company initiatives is crucial for keeping female leaders motivated. Additionally, 45% of respondents in the 2024 survey highlighted the ambition for professional growth and the development of new skills as another key motivating factor.

Mentorship programs were highlighted as a key strategy to support women in building confidence and developing professional networks. The presentation also emphasized the importance of flexible work arrangements to help women balance personal and professional responsibilities. Almost 54% of respondents identified defined career and succession plans for key positions as crucial for advancing to leadership roles, while 49% stressed the need for an inclusive corporate culture with clear diversity and equity indicators. Leadership support for work-life integration and targeted mentorship programs for women were also recognized as essential by 41% and 38% of respondents, respectively.

The current uncertain environment has had significant impacts on women's professional development, however. While 52% have become more resilient through improved skills, and 44% have advanced by taking on greater responsibilities, 25% have experienced instability in their positions and reduced income. To navigate these challenges, women rely on key strengths: 66% emphasize adaptability and resilience, 49% value teamwork, 32% focus on emotional intelligence, and 31% highlight decision-making abilities. “(Women in mining) have turned something perceived as a drawback in other sectors into a driving force for mining companies,” says Segura, referring to challenges such as the COVID-19 pandemic. 

Segura noted that the perception of female participation has increased, as over 88% of surveyed women consider female participation in mining has increased, while 11% consider the proportion remained unchanged, and only 1% of them consider it has decreased. “We now see more women in operations, more women in the sector overall, including in administrative positions, where we have traditionally found the most women,” Segura added.

Segura considers the mining industry has positively performed in formulating the right policies to foster women’s participation. According to KPMG’s survey, 79% of surveyed women acknowledged that their companies have inclusion metrics, though these metrics need refinement. Another 16% believe their companies lack these metrics but have plans to implement them, while 5% report that there are no metrics or plans to introduce them.

Segura emphasized the importance of breaking paradigms to increase female participation in the mining industry, retain talent, and maintain a positive perception among investors. She highlighted the need for flexible work arrangements that allow women to balance their professional and personal lives, which is essential for fostering a more inclusive and supportive environment in the sector.

KPMG’s survey also identified several barriers that hinder women from reaching high-management positions. The most frequently cited barrier, reported by 69% of respondents, is discrimination based on stereotypes, unconscious biases, or microaggressions. Other significant obstacles include workplace harassment and bullying (36%), burnout (33%), and self-limitation due to a lack of self-esteem and confidence (31%). Additionally, 31% of respondents pointed to the lack of gender-sensitive policies during critical moments such as maternity or paternity. Other challenges include a culture of extreme competition (18%) and a lack of openness to collaboration from other senior management members (18%).

Finally, KPMG’s survey noted the main challenges for women to remain in high-management positions. The most significant challenge, identified by 51% of respondents, is a lack of openness to collaboration from other senior management members. Other major challenges include burnout (49%), a culture of extreme competition (36%), and a lack of alignment between job expectations and team performance (36%). Additionally, 33% of respondents pointed to the absence of gender-sensitive policies during critical moments such as maternity or paternity, among other issues. “These challenges highlight the lack of a culture of camaraderie, which, as we have seen in leading industries and companies worldwide, is what makes a difference in business outcomes,” Segura concluded.