Who are we?

A sectoral workforce committee (comité sectoriel de main-d’œuvre) is a consensus-building organization through which representatives of companies and worker associations develop and implement strategies to solve workforce issues that affect industry companies.

Comité sectoriel de main-d’œuvre de l’industrie des mines (CSMO Mines) applies this definition to specifically deal with mining industry workforce skill development and recognition challenges, as well as human resource management issues. It is supported by Commission des partenaires du marché du travail (CPMT), the labour market partner commission, and is the thirtieth such committee to emerge in Québec.

Our mission

The mission of CSMO Mines, a non-profit organization founded in 2006, is:

to be a centre for discussion, consultation and action whose goal it is to balance the supply and demand of skilled labour and thereby contribute to the viability and development of the mining industry.

Our work

With the financial support of CPMT, CSMO Mines works to achieve the following:

  • Develop continuing education programs
  • Identify industry human resource requirements
  • Develop measures to stabilize employment and reduce unemployment in the industry
  • Pinpoint employment issues facing target clienteles and propose measures to address them
  • Ensure the flow of information within the industry

Our vision

In accordance with our mission to support the growth of the mining industry, the Committee, in its last strategic planning exercise covering the 2013–2016 period, set forth the following goal for itself:

to play an integral role in developing a workforce that meets the needs of the mining industry, and be viewed by the industry as a model for the development of workplace skills, worker qualifications, skills recognition, and the integration of new worker pools into the labour market.

Our priorities

In the course of the Committee’s triennial 2013–2016 activity planning session and following discussions with mining industry partners, companies, and, workers, as well as two brainstorming workshops, the directors identified three key strategic challenges and seven types of interventions.

Strategic challenges

  • Increase the visibility of CSMO Mines and promote industry occupations and careers.
  • Spur the involvement of partners and board members in CSMO Mines projects.
  • Develop an innovate service that responds to industry needs.


  • Develop a communications strategy for CSMO Mines with respect to the industry.
  • Develop a communications strategy for target clients: youths, Aboriginals, women, and immigrants.
  • Encourage partners to collaborate more closely on matters related to recruitment and workforce continuous training.
  • Promote the recognition of experienced worker skills, achievements, and diplomas pertinent to occupations and careers within the industry.
  • Continue to develop training programs and occupational standards in accordance with industry needs.
  • Pursue initiatives to integrate the Aboriginal workforce into the mining industry.
  • Develop models for integrating new worker pools into the labour market.

To view the entire 2013–2016 CSMO Mines strategic planning document, click here to download.

These interventions allow CSMO Mines to target annual action plan priorities. Each action plan is developed with the directors’ active participation. The different annual action plans are discussed in detail and then allocated the necessary human and financial resources to achieve the desired results. The committee is particularly concerned with the responsible use of public funds granted to it annually by CPMT.

Given its commitment to transparency, CSMO Mines makes its action plans for the current year and previous years available to the public.