Monitoring Employee Quality of Life in Mine Camps: Towards Workforce Well-being

Rapid changes in technology and human resources trends require the mining industry to plan carefully for new work camps. The abandonment of the “mining town” concept and rapid increases in the adoption of long distance commuting have intensified the need for improved planning and monitoring of existing and upcoming operations. New mines will have an increasing Aboriginal participation in their workforce and will mostly to be located in remote and in extreme weather conditions. In this sense, the intensification of the use of the commuting system has increased the need for improved planning and monitoring of upcoming operations. Given that mining development is experiencing a surge in activity in Canada, particularly in remote and northern locations significant number of individuals will get jobs that involve mine camp communities. Some employees will spend half of their working lives at the mine site for a period of time that can last up to 30 years. Even though investments have been made towards particularly high quality physical environments, mine camp policies, programs and employee quality of life in mine camps have not been studied in any depth.