To be able to attract, retain and develop talented individuals to managerial positions is important for organizations. Recently, however, there are indications that young professionals are reluctant to accept a leadership role. There is a lack of research exploring the reasons for this reluctance and investigating the working conditions and health of young managers; especially within heavy industries such as mining. The aim of the study is to gain a deeper understanding of the factors affecting the health and sustainability of young managers in the mining industry. A qualitative case study is conducted based on in-depth interviews with 10 managers aged 35 years or younger at a large international mining company in Northern Europe. A content analysis indicated several straining and facilitating aspects of the work situation in terms of maintaining sustainability and good health. The resulting themes are analyzed and discussed through the lens of the Job-demand-control-support (JDCS) model. Perceived stimulation, growth, and development seems to have a facilitating role in promoting sustainability and health, and is one theme that stood out from complete adaptation to the model. The study contributes with insights into how this model can be applied to a specific professional group (young managers) and in a certain context (mining and similar heavy industry). The findings have practical implications for organizations regarding the ability to ensure good, healthy, attractive, and sustainable working conditions for young managers.