Future Institute of Australia case study with client
Centamin is an established gold producer, with premium listings on both the London and Toronto Stock Exchange.
Centamin’s principal asset, the Sukari Gold Mine, is a long-life, bulk tonnage open pit and underground operation. It began production in 2009 and is the first large scale modern gold mine in Egypt, as well as one of the world’s largest producing mines, forecast to produce in excess of 400,000 ounces per annum with a 12 year life of mine.
As a first mover within Egypt, Centamin recognises the business and societal importance in building a responsible culture that values and supports people, creating opportunity through jobs, infrastructure, education, as well as developing their assets and delivering strong shareholder returns.
Centamin was looking for a Registered Training Organisation to provide meaningful leadership training to the three different levels of leaders on their mine site in Egypt, being:
- Superintendents; and
- Leading hands / supervisors
Future Institute were recommended to them by Barminco, an existing client which provides mining services to the Sukari operation.
Chief executive Martin Horgan said the company aimed to develop and create opportunities for its local workforce.
“Future Institute of Australia’s extensive leadership training experience, combined with their deep understanding of the gold mining industry, made them the preferred partner and we look forward to working with them on this important and exciting initiative,” he said.
Program / Solution
In collaboration with Sukari, Future Institute designed and developed three customised leadership programs for the Sukari employees:
- a BSB50420 Diploma of Leadership and Management (for managers),
- a BSB40520 Certificate IV in Leadership and Management (for superintendents), and
- a non-accredited Leadership Program (for leading hands and supervisors).
To support the training program, additional one-on-one coaching sessions were added for the Managers and Superintendents between each of the training workshops to follow up after the session and make sure that the training was resonating and that they, as leaders, are applying it to their roles.
As this program was being delivered in Egypt, prior to each session, our customisation team met with the facilitator [FIOA trainer] and two Sukari representatives. They would work through the content and activities to customise the training and assessment materials to ensure they reflected Sukari’s specific processes and procedures as well as demonstrating a cultural understanding and appreciation.
The business originally planned to deliver the workshops in person but had to make alternative arrangements in light of travel restrictions when the project began during the first wave of COVID-19. All sessions have been delivered virtually via MS Teams.
To date, 11 Cohorts of leaders have undertaken the training.