Europe wants to secure more of the minerals its industries need. However, new mines, processing plants and automated equipment need skilled people to deliver results. Without them, investment alone cannot guarantee production.
The European Union has set 2030 benchmarks for domestic extraction, processing and recycling of strategic raw materials. Meanwhile, EIT RawMaterials estimates that the wider European raw materials sector needs 1.2 million skilled professionals by 2030. The organisation also reports that 81% of surveyed organisations struggle to hire. These figures cover the wider raw materials sector, not just mining vacancies.
Europe’s mining skills gap goes beyond the number of people available for work. Mines need the right expertise at every stage, from planning projects and commissioning equipment to interpreting data and maintaining machinery. If companies cannot find or train these workers in time, projects may face delays, equipment may remain underused, and production targets may become harder to meet.
Europe’s mineral ambitions are running into a workforce bottleneck
Europe’s mineral targets depend on people who can develop projects, commission equipment, and maintain reliable operations.
The staffing problem starts before production
The Critical Raw Materials Act for the EU outlines 3 key targets for 2030. The domestic extraction rate should be 10% of consumption per annum, the processing rate should be 40%, and the recycling rate should be 25% of strategic raw materials consumed per annum.
Each stage of a mining project needs different technical skills. Geologists assess deposits and support resource modelling, while mining engineers use that information to plan extraction. Process engineers and metallurgists help improve mineral recovery and product quality. Technicians keep the equipment running.
A general engineering qualification may not cover the specialist knowledge a particular role requires. If a company cannot recruit the right person in time, it may need to train existing employees, bring in external experts or adjust the project schedule.
Project directors should know what the risks are early on. They should look at the key roles required and link them to project milestones, commissioning dates, and planned production.
A vacancy count does not show the real operational risk
Twenty vacancies may pose less risk than one unfilled specialist role that a project depends on. Vacancy numbers show where companies need more people, but they do not reveal the operational impact.
For example, a shortage of maintenance technicians can delay repairs. A lack of process specialists can make it harder to respond to changing ore conditions or improve mineral recovery. Missing automation expertise can also delay equipment deployment or increase reliance on external support.
Companies should assess vacancies based on how they could affect production, commissioning, and equipment reliability.
For example, if the company is commissioning a new processing line, they should look at what specialists they need for commissioning. They should then look at whether they have employees with the required skills, if they can employ locally, or whether they need to use external contractors.
Europe’s mining regions need different recruitment plans
A report by the OECD looked at 10 different mining ecosystems in Europe, including Finland, Greece, Portugal, Spain and Sweden. The report found a lack of engineers, geologists, and technicians in all regions. There were also differences in training availability, population trends, and how well the qualifications match the employer requirements.
Andalusia had 25.4% of workers in jobs that did not fully utilise their skills. In Central Greece, this was 23.8%.
The findings suggest that different regions face different workforce challenges. Some may have people with relevant technical skills but limited access to training. Others may offer suitable courses but struggle to attract workers to remote mining locations. Some will also need training that covers newer mining technologies.
In parts of Andalusia, vocational training centres are often based in provincial capitals, making access harder for people in mining towns. Companies therefore need to adapt their recruitment and training plans to local conditions. This could mean working more closely with colleges, improving access to training or offering better reasons for skilled workers to stay.
Smart mines need a different kind of mining expert
Although new technology means employees need to know more, they still need practical knowledge.
An automated machine still depends on operator decisions
Whilst automation can be used for certain tasks, employees still need to understand the equipment and know how to react to issues.
A 2025 study looked at what skills mining operators in Sweden will need in the future. They found digital and data literacy to be an important skill. Practical knowledge of loading equipment and semi-autonomous systems was also highlighted.
Operators need to interpret alerts, recognise unusual behaviour and understand when to intervene. Technicians must connect sensor readings to possible mechanical faults, while supervisors need to know when to stop equipment or seek specialist support.
An alert does not always mean the equipment has failed. It could also point to a faulty sensor. Workers need to investigate the cause and follow the correct procedure rather than relying on the alert alone.
Digital skills involve more than using software. Employees must understand what the data tells them, recognise its limitations and know when to inspect equipment or ask for specialist help.
The hardest roles combine several areas of expertise
Modern mining operations often need people who understand mining engineering, maintenance and digital systems. However, these skills may sit in separate departments, making it harder to connect data with decisions on site.
Predictive maintenance is one example. Monitoring software can flag changes in equipment performance, but someone must interpret the data. A maintenance technician then needs to inspect the machinery and decide what action to take. Operators must also understand whether the issue could affect production or safety during their shift.
The same applies to processing. Software may flag a change in plant performance, but a metallurgist may need to determine whether ore characteristics, equipment settings or the process itself caused it.
A qualification alone does not guarantee that someone can handle these situations. Employers should assess how candidates apply their knowledge, work with other specialists and solve practical problems.
Training must test performance, not attendance
Completing a training course does not automatically mean someone can perform the job safely under pressure. Employers need to check whether workers can apply what they have learned in realistic situations.
Operators can practise responding to unusual equipment behaviour, technicians can diagnose faults, and supervisors can rehearse isolation and restart decisions. Managers should assess whether employees identify problems correctly, follow safety procedures, explain their decisions, and know when to ask for help.
These assessments also show where further training is needed. One employee may need more practice with the control system, while another may need a better understanding of the machinery. Companies can then focus training on the skills employees still need to develop.
Experienced workers hold knowledge that manuals cannot capture
When experienced miners retire, they can take years of knowledge with them. This could be regular issues with equipment, unusual ground conditions, or early signs of instability in a process.
Companies should identify these risks and pair the experienced employees with newer employees. Lessons can be learnt from major issues, and training can be done under supervision.
There are projects looking at using augmented reality for training and maintenance in mining, such as the SMART-MINE project in Sweden. However, this is an ongoing project.
If companies lose experienced employees before they have replacements in place, it can make the skills gap harder to overcome. Succession planning should look at practical skills.
How mining companies can close the gap before it affects production
Mining companies should have a plan to ensure the workforce has the right skills for the equipment, project timelines, and measurable outcomes.
Build a skills register around the equipment you plan to use
A job title does not automatically mean someone can operate or maintain a new system. Companies should identify the skills needed to run, maintain, and troubleshoot each key asset.
An automated loading system, for example, may require operators who understand the controls, technicians with electrical and mechanical skills, and workers who know how to intervene safely when automation fails.
Managers should record which employees already have these skills, where training is needed, and which roles require external support. This makes it easier to set training deadlines and check that workers are ready before equipment enters service.
The register should also flag skills that only one or two employees possess. If those workers leave, the company could lose knowledge that takes years to develop. Cross-training and succession planning can reduce that risk.
Connect training providers to the jobs that mines need to fill
Training providers need a clear picture of the roles and skills mining companies will require. Employers should explain which positions they expect to fill, what equipment workers will use, and which technical skills those jobs demand.
The OECD highlights the importance of stronger collaboration between employers and education providers. Initiatives such as the European Raw Materials Academy also offer industry-linked training and micro-credentials across the raw materials value chain.
However, completing a course is only useful if it prepares people for real jobs. Companies should track whether trainees enter relevant roles, develop practical skills and remain in the sector.
Employers, colleges, universities and regional authorities should work together to connect training with actual vacancies and project needs. They should also agree on how to measure whether the training is working.
Measure whether training improves operational readiness
Companies should measure what employees can do after training, not just how many people attend. Useful measures include:
- Time to competence: How long new employees take to perform their roles independently.
- Readiness before commissioning: Whether workers meet the required competency standards before equipment enters service.
- Vacancy duration: How long specialist roles remain unfilled.
- Maintenance performance: Whether fault diagnosis and repair improve, taking equipment condition into account.
- Retention: Whether trained employees stay and the company prepares replacements for critical roles.
These measures show where training is working and where it needs to change. If employees complete courses but still need close supervision, they may need more practical testing or on-the-job experience. Managers can use these results to improve training, recruitment and succession planning.
Recruit from adjacent industries and give people a reason to stay
Mining companies do not need to recruit from another mine. Industrial electricians, automation technicians and maintenance engineers may have skills that can be transferred.
However, employers should still look at how safe they are on site, what the operating conditions are, and what the emergency procedures are. They should also identify what skills can be directly transferred and what they need to train.
Companies should also look at why trained employees are leaving. Whilst pay can be an issue, career progression, supervision, working conditions, and living close to remote sites can also be a factor.
The mining workforce should have clear career progression to automation, maintenance planning, and supervision roles. This means the company can retain practical knowledge and give employees reasons to develop their careers within the sector.
To sum up
Europe’s mining skills gap can affect project schedules, equipment readiness and the adoption of new technologies. Companies need to identify critical roles early, assess practical skills and connect training to the work employees will actually do. They should also plan for the retirement of experienced workers and prepare others to take on specialist responsibilities.
These priorities matter to professionals working in mine planning, maintenance, automation and operational performance.
The 9th Mining 4.0 Europe Mining Operations & Performance Summit will take place on 10–11 November 2026 at the H10 Marina Barcelona Hotel Villa Olímpica in Barcelona, Spain. The agenda covers mine planning, fleet modernisation, asset reliability, autonomous operations, predictive maintenance, and operational resilience.
Explore the agenda and registration details to see how mining operators and technology leaders are approaching these challenges.
