Supporting the Next Generation: Investing in Our People
The work we do at Kyanite Mining Corporation depends on experience, skill, and people who know the operation inside and out.
Investing in our people is one of the ways we support the next generation—by building skills, strengthening safety, and preparing employees for long-term careers. This post opens a Q1 series exploring how KMC supports the next generation through our employees, through education, and through our upport of American industry.
Investing in Our People
At KMC, learning on the job and building experience over time has always been part of the work. As our operations have grown and changed, so has the way we train, cross-train, and support employees as they develop new skills.
This approach helps ensure safe, reliable operations while giving employees opportunities to broaden their knowledge and take on new responsibilities.
Cross-Training That Builds Experience
Cross-training has long been part of how KMC operates. Its value became especially clear during the COVID-19 pandemic, when having employees trained across roles helped teams remain flexible and maintain continuity.
Today, many employees are cross-trained in at least one additional role. This may include learning adjacent plant operations, working across different warehouse functions, or gaining exposure to related processes that support production. Cross-training strengthens teams while giving employees practical, hands-on experience beyond their primary role.
Safety and Certifications
Safety training is foundational at KMC. Employees working in the mine complete comprehensive safety training, and monthly safety classes are mandatory across operations. We also provide training beyond required standards to reinforce a strong safety culture.
Employees may also choose to earn certifications such as First Aid and CPR, with classes offered multiple times each year on company time.
Developing Talent from Within
KMC places a strong emphasis on developing people from within the organization. The majority of our leadership and specialized roles are filled by employees who began in other positions and built experience over time.
Foremanship training is one example. Every plant shift requires a foreman, and employees who pursue this role receive additional technical and leadership training. All foremen at KMC started in less specialized roles before stepping into leadership positions, gaining experience that supports both their teams and overall operations.
Continued Learning Inside and Outside KMC
Employees across departments have opportunities to continue learning through internal and external training. KMC regularly sends employees to industry-specific classes and technical courses that support skill development across a range of roles.
Some employees also participate in educational opportunities offered through organizations such as the American Ceramic Society, alongside customers and industry peers.
We provide specialized cross‑functional training for new employees whose roles require them to work across multiple departments and plant locations. This ensures they understand the processes, standards, and expectations in each area they will support. For example, employees in quality control often participate in this training because their responsibilities span several operational functions.
Looking Ahead
By investing in training, safety, and continued learning, KMC helps prepare the next generation from within.
In the months ahead, we’ll share more about how we support education and American industry—and how we contribute to the strength and longevity of the industries that rely on the work we do.
