Building the Future of Mining: A Conversation on Workforce, Training, and Collaboration

When Dr. Larry Rosia and Aaron Fornwald speak about workforce development in mining, they are coming from two different vantage points—but arriving at the same conclusion.

The future of mining depends on how well the industry, educators, and institutions work together—now.

Dr. Rosia, President and CEO of Saskatchewan Polytechnic, sees that future through the lens of education and applied learning. Fornwald, recently retired Vice President at Nutrien, is a long-time industry representative who brings decades of operational and workforce experience from within the sector itself.

Together, their perspectives offer a clear picture of the evolving workforce development requirements in mining.

From Different Worlds to a Shared Table

Fornwald recalls that when he first joined IMII’s Education and Training Panel as Nutrien’s representative, he wasn’t entirely sure what to expect. What stood out quickly, however, was what made the organization different.

For years, mining companies and post-secondary institutions had largely been operating independently. Training programs were developed without consistent industry input, and workforce challenges were often tackled company by company.

IMII changed that dynamic.

“We were always doing things in isolation from our education partners,” Fornwald explains. “IMII  brought us together.”

For the first time, institutions like Saskatchewan Polytechnic, universities, and industry leaders were collaborating in a coordinated way—aligning training with real operational needs.

For Dr. Rosia, that connection is central to Saskatchewan Polytechnic’s role.

“Our sole purpose is to provide industry with the key skills they need to be successful,” he explains. Through IMII, those connections are strengthened, ensuring that programs are not only current, but directly informed by the realities of the mining sector.

A Workforce Challenge That Can’t Wait

Both leaders point to a growing and urgent issue: a widening gap between workforce demand and available talent.

“There’s a projected major gap between the number of vacancies we’re going to have and the number of potential candidates to fill them,” says Fornwald. “We need to engage people at a young age to attract them to the sector.”

But the challenge runs deeper than numbers alone.

Mining today requires a workforce that can navigate automation, artificial intelligence, and increasingly complex systems—while maintaining the highest standards of safety. At the same time, the industry must broaden its reach, attracting more women, Indigenous peoples, and underrepresented groups into mining careers.

Fornwald is candid about that reality. For too long, parts of the workforce have been underrepresented, and changing that requires both awareness and action.

IMII provides a platform for that work to happen collectively—bringing companies together to address shared challenges that no single organization can solve alone.

Turning Industry Needs into Training—and Training into Impact

For Dr. Rosia, the value of IMII is most visible in how it connects industry needs directly to education and applied research.

At Saskatchewan Polytechnic, that connection has led to the development of industry-aligned training, micro-credentials, and workforce upskilling initiatives. It has also enabled applied research projects that move beyond theory and into real-world application.

Through IMII-supported collaborations, students and researchers have worked on projects that directly impact mining operations. Artificial intelligence has been used to optimize uranium extraction planning. New underground positioning systems have improved the ability to track equipment and personnel, enhancing both safety and efficiency. Other initiatives are exploring advanced sensor technologies and valorization of mine tailings.

As Rosia shares, “These projects are not just technical achievements—they are learning environments.”

Students are solving real problems, working in teams, and developing the communication and project management skills required in industry. In many cases, those experiences lead directly to employment opportunities.

For Rosia, this is where applied learning becomes a true competitive advantage—not just for students, but for the industry itself.

Why Being Involved Matters

For organizations, participation in IMII is about more than collaboration—it is about influence.

“If you’re not at the table, then you’re not really having a voice,” Fornwald says.

Through IMII, companies have the opportunity to help shape training programs, evaluate proposals, and guide investment toward initiatives that align with their needs. Without that involvement, organizations risk falling behind—disconnected from the very systems that are preparing their future workforce.

At the same time, participation requires commitment. Fornwald acknowledges that contributing to IMII often happens alongside the demands of full-time roles, requiring thoughtful engagement and strategic decision-making.

But despite those challenges, the value remains clear: a stronger, more aligned workforce ecosystem that benefits everyone involved.

Fornwald served as a PCS and then Nutrien’s representative on IMII’s Education and Training panel from its inception until his recent retirement.  He was recognized for his contributions to IMII at a member reception earlier this year.

Learning Beyond Your Own Organization

Both Rosia and Fornwald emphasize that IMII’s impact extends beyond organizational outcomes—it also shapes individual perspective.

For Rosia, involvement provides direct access to industry insights, helping him anticipate trends and prepare Saskatchewan Polytechnic to meet future demands. It is a way of staying connected to both external stakeholders and internal priorities, ensuring alignment across the institution.

For Fornwald, the experience has broadened his understanding of the education system and revealed opportunities he might not have encountered otherwise.

“I’ve learned a lot more about the education system… If I hadn’t been part of this, I wouldn’t have even known some of these programs existed.”

It has also reinforced the importance of collaboration in areas where competition takes a back seat—particularly in safety. Across the mining sector, companies consistently share knowledge and advancements that help protect workers, reflecting a shared commitment that transcends organizational boundaries.

More Than a Seat—A Responsibility

One of the most common misconceptions about IMII is that participation is volunteer-based.

In reality, it is a formal responsibility tied to representing a member organization.

“When I’m there on behalf of the company, I’ve got to understand what the company needs, what the long-term strategy is, and how it fits with IMII,” Fornwald explains.

That responsibility includes evaluating investments, contributing to strategic decisions, and ensuring alignment between IMII initiatives and organizational priorities.

It is not simply participation—it is leadership.

A Collaborative Model for the Future

What becomes clear through both perspectives is that workforce development in mining cannot be addressed in isolation.

It requires a coordinated effort—one that brings together education, industry, and government to align priorities, share knowledge, and invest in solutions that have lasting impact.

IMII provides that structure.

By connecting people, ideas, and resources, it is helping to build a workforce that is not only skilled, but adaptable, inclusive, and prepared for the future of mining.

And as both Rosia and Fornwald make clear, that future will be shaped not just by individual efforts—but by what the industry chooses to build together.