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This course, taking into account developments in the field of quality management in the mineral industry during the last 10 years, provides an in-depth assessment of the various factors affecting quality, and then outlines a rational path to implementing and sustaining improvement programs. The course is especially pertinent as it addresses the all-important sustainability issue in collaboration with the Continuous Learning Group (CLG), which has been a world leader since 1993 in behaviour-based strategy execution and performance improvement consulting. Part 4 of the course, which was contributed by CLG, elaborates on tried-and-true methodologies to encourage behaviour changes that will establish an enduring culture that supports continuous improvement (CI) initiatives. In addition, the course highlights other factors that are critical to the successful implementation of CI programs. The course is specifically tailored for the requirements of the mineral industry. Unlike other industries, mining companies do not compete on the basis of product quality. Because the prices for commodity-grade products are determined by the market, a company's control over its profitability stems largely from its ability to minimize production costs. The course emphasizes the strategic need for a company to remain viable by continuously driving costs down, and positioning itself in the lower quartile of the cost curve. The course focuses on the following aspects needed to successfully implement a CI program: Part 1: Establishing a culture that enables mining companies to continuously emphasize cost reductions by minimizing waste and eliminating non-value-added activities. Part 2: Transforming organizations by forming partnerships between customers and suppliers (both external and internal), and improving costs through cross-functional problem-solving teams. Part 3: Encouraging cooperative behaviours to facilitate teamwork, and providing training in various group decision-making techniques to motivate employees to participate in continuous cost reduction efforts. Part 4: Stressing the role of leadership to remove internal barriers that act as hindrances, and embed a CI culture to sustain the process by actively managing individual behaviour through monitoring of key performance indicators. The course is designed for engineering, operating and administrative personnel, as well as senior executives—in fact, for all stakeholders whose participation and commitment are essential to the success of any CI initiative. It draws on leadership and cultural issues that are critical to motivate individuals to buy into the program. Practical suggestions are provided on how to structure and sustain implementation efforts. The course goes beyond the traditional approach and addresses how individuals, far from being mere spectators, can be empowered to take the critical actions that drive continuous improvement. This is a premium course which has been peer-reviewed by a committee appointed by the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) and the Society for Mining, Metallurgy and Exploration (SME). Authors Bish Chanda P.Eng. CLG   Duration: 15 Hours Access: 90 Days Category: Leadership Level: Specialize Version Date: February 6, 2016 ​Need to train a team? Whether you're looking for a customized training program or developing a team, we have enterprise solutions to fit your needs. Learn More   Read More

Sound decision-making is essential for success in business, and a sound grasp of ethics is vital to sound business decision-making. This course explores ethical concerns in the mineral exploration and mining industries, and the consequences of poor ethical decisions on business, industry and reputation. This course covers the following topics. Morals, Ethics and Ethical Viewpoints Human Rights and Ethics in the Developing World Environmental and Ecological Ethics Decision-Making Codes of Ethics, Laws, and Corruption Solving Ethical Problems Authors Michael Gannon   Duration: 15 Hours Access: 90 Days Category: Leadership Level: Specialize Version Date: November 21, 2013 ​Need to train a team? Whether you're looking for a customized training program or developing a team, we have enterprise solutions to fit your needs. Learn More Read More

Este curso tiene por objetivo ayudar a quienes desean leer e interpretar los estados financieros de una compañía financiera. Se asume que el lector no tiene una educación formal ni experiencia en contabilidad, pero posee un interés general en el negocio con una tendencia hacia la minería. Además, este curso está más dirigido a gerentes e inversionistas que a contadores. Analizamos los estados financieros en busca de su organización, contenido de información y limitaciones. En resumen, usted no aprenderá sobre prácticas contables, débitos ni créditos, sino que verá datos numéricos y descripciones narrativas preparadas por compañías mineras. Usted aprenderá a usar varias herramientas analíticas. En este curso se emplean ejemplos ficticios e informes publicados reales para ilustrar varios conceptos. Al final del curso (Apéndice) se incluye un breve glosario y una fuente de información adicional. Este curso cuenta con seis temas principales, separados en tres Partes. Parte 1 Introducción a la contabilidad y a los informes financieros El estado de posición financiera Parte 2 El estado de pérdidas y ganancias Parte 3 El Estado de flujo de efectivo El Estado de cambios en el patrimonio Notas y herramientas analíticas Authors Alain Duncan Duration 7 horas Access 90 Days Category Leadership Level Specialize Version Date 29 de mayo de 2014 ​Need to train a team? Whether you're looking for a customized training program or developing a team, we have enterprise solutions to fit your needs. Learn More Read More

Este curso está dirigido a cualquier persona interesada en las relaciones comunitarias sustentables en la minería: profesionales, gerentes, encargados de regulaciones, ONG, líderes de la comunidad y estudiantes graduados. En este curso se explica cómo una compañía minera puebe obtener y mantener una licencia social para operar.Se presenta un caso de negocio para recursos dedicados a la licencia social y se describe el retorno que espera una compañía de cada nivel de licencia. El curso también explora lo que se puede hacer para que el otorgande de una licencia sea políticamente más estable, con el fin de reducir el riesgo sociopolítico y mejorar la disposición de la comunidad para un desarrollo sustentable. El curso muestra de qué manera se superponen estas actividades y las áreas de responsabilidad social corporativa, ciudadanía corporativa e informes sustentables. En este curso se explica qué es una licencia social, por qué es importante para las compañías mineras y cómo la teoría de gerencia general conocida como la "visión de dependencia del recurso de la ventaja competitiva" explica de qué manera las relaciones con las partes interesadas afectan la factibilidad y el éxito de un proyecto. También se describen los cuatro niveles de licencia social y los tres criterios de límites que se deben cumplir para pasar de un nivel a otro; se examinan factores comunes que pueden provocar que el nivel de licencia social suba o baje. Además se indagan los conceptos de análisis de licencia social para explorar las diferentes formas en que una comunidad podría ser incapaz de emitir una licencia social que sea durable y legítima socialmente y ve más allá de las políticas de las partes interesadas en los patrones de capital social que pueden mejorar la capacidad de una comunidad para emitir una licencia social sólida, al tiempo que eleva el nivel de la licencia social que entrega al comunidad a la compañía. También se integra la obtención y la mantención de una licencia social con tareas relacionadas en los campos de responsabilidad social corporativa, informes sustentables y mejoras de reputación corporativa. Authors Robert Boutilier Ian Thomson   Duration: 9 Hours Access: 90 Days Category: Leadership Level: Specialize Version Date: Septiembre 15, 2014 Read More

The Case for Proactive Risk/Crisis Evaluation During the last 20 years, experts monitored the crisis readiness of the Fortune 500 companies and classified them in two groups: proactive companies that evaluated and prepared for crises; reactive companies that dealt with crises as they occurred. The results of that long term monitoring effort were simple. The proactive companies: live longer face less crises do better in financial terms have a better corporate reputation Crisis prepared companies: suffer fewer crises recover faster are more profitable The frightening reality highlighted by this research was that less than 25 percent of the Fortune 500 companies were proactive! There are no immune industries... mining is as susceptible to risk and crises as any other industry. This course will show you how to be proactive, and give you the background and tools to evaluate risk and to plan and prepare for crises. In short, it will show you how to engineer for success in mining. Authors Franco Oboni Cesar Oboni   Duration: 10 Hours Access: 90 Days Category: Leadership Level: Specialize Version Date: December 9, 2008   ​Need to train a team? Whether you're looking for a customized training program or developing a team, we have enterprise solutions to fit your needs. Learn More Read More

This is a course for anyone concerned with sustainable community relationships in mining: professionals, managers, regulators, NGOs, community leaders and graduate students. The course explains how a mining company can earn and maintain a social license to operate. It begins with the business case for dedicating resources to the social license and describes the returns a company could expect from each successive level of license. The course also explores what can be done to make the issuer of the license more politically stable so that the company's social political risk is reduced and the community's readiness for sustainable development is enhanced. Finally the course looks at the overlap between these activities and areas of corporate social responsibility, corporate citizenship, and sustainability reporting. Part 1 of the course explains what a social license to operate is, why it is important to mining companies, and how the general management theory known as the "resource dependence view of competitive advantage" explains how relationships with stakeholders affect project feasibility and success. Going deeper, Part 2 describes the four levels of social license and the three boundary criteria that must be met to go from one level to another, and examines common factors that can cause the level of social license to rise or fall. Turning to the issuer of the social license, Part 3 of the course draws on social network analysis concepts to explore the many ways a community could be unable to issue a social license that is durable and socially legitimate, and looks beneath the stakeholder politics at the social capital patterns that can improve a community's capacity to issue a solid social license, while simultaneously raising the level of social license the community grants to the company. Authors Robert G. Boutilier PhD. Ian Thomson PhD.   Duration: 9 Hours Access: 90 Days Category: Leadership Level: Cross train Version Date: October 3, 2014 ​Need to train a team? Whether you're looking for a customized training program or developing a team, we have enterprise solutions to fit your needs. Learn More Read More

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