Indigenous employment is a key point of engagement between Indigenous people and mining companies. Over the past two decades, research shows that the Australian mining industry has increased the numbers of Indigenous employees within the mining workforce. However, less is known about how well the industry is retaining Indigenous employees and what factors support retention. This article begins to fill this gap by presenting outcomes of qualitative research undertaken with both former and current Indigenous employees of a major employer of Indigenous people in the Pilbara region of Western Australia. We elucidate the main reasons for turnover intention as articulated by Indigenous employees and examine the strategies available to mining companies to address voluntary turnover within this cohort. The findings suggest that a culturally competent non-Indigenous workforce, culturally appropriate support mechanisms and access to professional development opportunities are key retention factors. The paper concludes by arguing that the mining industry will need to focus both on ensuring a culturally safe workplace for its Indigenous employees, and on increasing the regional Indigenous labour pool, if it is to contribute to more sustainable outcomes.