The mining value chain is confronting one of its most critical challenges to long-term resilience and sustainability: managing labor capacity gaps in strategic regions, attracting and retaining specialized talent, preventing knowledge drain, and accelerating the development of technical capabilities.
This challenge unfolds within a context of global expansion. As ME Elecmetal continues to acquire and commission new plants while expanding its portfolio of integral solutions, the need for a coordinated, forward-looking talent strategy has become increasingly important.
Comprehensive internal analyses revealed several structural realities:
Critical skills and expertise are unevenly distributed across regions and business lines.
The advancement of new technologies, digitalization, and innovation requires accelerating the development of capabilities in several geographies simultaneously
Growing competition for STEM talent, alongside commitments to inclusion, diversity, and sustainable mining, requires a renewed and globally integrated approach to talent management.
In 2024, Talent & Knowledge Drain was formally identified as one of the company’s Top 10 strategic sustainability risks.
In light of this landscape, ME Elecmetal recognized the need for a global, scalable, and systematic model to attract, develop, transfer, and retain talent. This model serves as a strategic enabler of corporate objectives and reinforces the company’s long-term commitments to growth, sustainability, innovation, and circularity toward 2050.
Under the “Our People” Pillar of the Sustainability Strategy, ME Elecmetal established a People Task Force — a cross-functional group responsible for analyzing global talent dynamics and evaluating strategic responses related to workforce development.
From this effort emerged the concept of 2030 ME Elecmetal Talent, and within it, the ME Elecmetal Knowledge Transfer Framework — a global model that integrates international mobility, structured capability development, and employer brand strengthening.
The first innitiative under this framework was launched through a pilot case: the transfer of Senior Manufacturing Engineer Jeannette Mora from ME Elecmetal South America (Rancagua Plant) to ME Elecmetal North America. During the first half of 2026, she will contribute her expertise in parts design at the Tempe Plant in Arizona, USA.
The initiative is built upon five core principles:
Talent management as both a risk mitigator and a strategic enabler
Structured exchanges (three to six months or longer) to close technical, operational, and leadership gaps while systematizing learning
Business-driven global mobility, supported by an annual cycle of needs identification, applications, and selection
Integration into the 2026 sustainability governance framework, reinforcing diversity, knowledge transfer, and global development
Strengthening and disseminating ME Elecmetal’s culture and standards across regions
The result is a unified framework that connects people, regions, and business lines — translating corporate strategy into tangible, transferable capabilities that support long-term organizational resilience.
Establishment of he People Task Force, a key body within ME Elecmetal’s global sustainability governance. This group led the preparatory work required to design and implement the ME Elecmetal Knowledge Transfer Initiative, including:
Conducting a materiality assessment through workshops with leaders across people-related functions to identify and prioritize key talent-related topics for the organization.
Designing a Global Knowledge Transfer Protocol, establishing a comprehensive and standardized process that includes:
Periodic regional assessments of business needs, aligned with corporate plans and the pillars of global competitiveness, pursuit of excellence, integral solutions, and sustainability.
A formal declaration-of-interest process, with evaluation based on sustainability, technical, and business criteria.
Structured induction at both origin and destination, supported by mentoring and weekly follow-up.
Impact evaluation and systematization of learning to ensure knowledge capture and long-term organizational benefit.
High internal mobility to accelerate the implementation and cross-regional adoption of practices and knowledge
Early inclusion of diverse talent to enhance performance and broaden organizational perspectives
Multidirectional communication to reinforce ME Elecmetal’s culture and shared identity across regions
To begin implementing the program, Jeannette Mora –previously mentioned- will travel to the United States on an exchange program, where she will stay for a limited period combining work and English language improvement. This is key both professionally and personally, allowing her to learn about another ME Elecmetal operation, broaden her technical and cultural perspective, and strengthen connections with teams outside Chile.
“We don’t want this to be a one-off experience, something that is celebrated once and then ends there. The intention is for this program to be repeated, adapted, and scaled up to other people and regions.”
— Patrick Fraser, Organizational Development Director.
“At some point, I felt the need to get out, learn, and explore other ways of working. I talked to my team, and what started as a personal concern ended up becoming an opportunity for exchange with the United States.”
— Jeannette Mora, Senior Manufacturing Engineer, Rancagua Plant.
The Global Talent Program consolidates a structured, scalable approach to managing talent across regions — generating both immediate and long-term benefits at multiple levels of the organization.
Strengthened technical and operational capabilities in regions facing production or technological challenges.
Greater integration among plants and global teams through the exchange of practices, standards, and know-how.
Professionalization of talent management through shared criteria, governance, and performance metrics.
Direct alignment with corporate and sustainability strategy, reinforcing long-term competitiveness and resilience.
Access to global career paths and structured mobility opportunities.
Practical learning in intercultural environments that enhance both technical and leadership competencies.
Increased visibility of both emerging and senior talent within the organization.
Advancement of the principle “Think and Act Globally,” representing an evolution from the former “Think Globally, Act Locally” mindset.
Reinforcement of diversity as a strategic driver of innovation and performance.
Strengthening of ME Elecmetal’s positioning as an innovative, sustainable company offering global career opportunities.
The Global Talent Strategy is designed to deliver measurable and sustainable impact across the organization, with outcomes that extend well beyond individual assignments.
Key expected results include:
Sustained reduction in the risk of Talent & Knowledge Drain, identified as one of the Top 10 sustainability risks in the 2024 Sustainability Report.
Accelerated closure of technical and operational capability gaps in strategic plants and growth regions.
Expanded internal and cross-regional mobility, strengthening knowledge circulation and organizational agility.
Development of a robust, diverse STEM talent pipeline across all operating regions.
A more integrated, innovative organization, better prepared to address the technological, environmental, and competitiveness challenges facing the mining industry.
Together, these outcomes position ME Elecmetal to manage risk proactively while building the human capital required for long-term sustainability and global performance.
