Training and Development //

We believe in the importance of providing ongoing training and, in particular, professional development opportunities to our employees. This is an area of mutual and strategic benefit to both our operations and our workforce (who are predominantly members of local communities) and hence why this is a funding priority for our newly developed community investment program and why we hired a regional training coordinator in 2016.

We know from personal experience that having skilled, highly-motivated people on staff is fundamental to our business success. We want people to feel part of the team, to be challenged to excel and take pride in their work, and have the opportunity to advance through their personal performance.

Every new employee and contractor participates in a three-day induction program where they learn about Endeavour’s vision, mission, and values, as well as key policies, including the our Code of Business Conduct and Ethics, which includes Anti-Bribery and Anti-Corruption and Whistleblower Policies. Induction training also includes specific modules on human resources protocols, union relationships and representation, and human rights, including zero tolerance for discrimination or harassment. In the first three days we aim to ensure that everyone understands the significance of safety, communication, and social and environmental responsibility in relation to our business activities. Induction training is also provided to consultants or visitors who enter our mine sites – the length of which depends on how long they will be working in the facilities and what they will be doing. In 2016, we delivered a total of 39,351 hours of induction training to a total of 2,071 participants.

For our employees and contractors, we provide regular safety training, which covers safety procedures, programs, and systems. For our employees only, we provide technical training that covers various operational aspects that our workers need to better perform on the job.

As of 2016, regular training is now closely tracked and monitored in the following classifications of training:

  • Occupational safety training
  • Mine rescue training
  • Safety monitor training
  • Technical training

In 2016, Endeavour delivered a total of 68,079 training hours (95,155 in 2015). Because we improved our tracking and now differentiate between employees and contractors (and also separated-out induction training) to better identify where more training efforts are needed, these numbers are not comparable to 2015, however they represent our new benchmark for training performance in 2016 and beyond.

In 2016, employees received an average of 36 hours of safety and technical training (males received 37 hours and females 24), and contractors received an average of 16 hours of safety training.

Training Hours

In 2016, a Regional Training Coordinator was hired to oversee training for all three sites with a long-term goal of increasing overall skill-sets, certification levels, and lifelong employability. The process started with a gap analysis to detect the training needs for each department. This exercise has been mostly focused on the management teams but alongside this effort, the technical training for mine employees continues.

As Guanaceví has the longest mine life at present, it was chosen to host a series of leadership workshops; the first of which took place in August 2016 with a second planned for early 2017. The workshops focused on management and supervisory role training to build teamwork, help people relate and understand how to communicate with others to improve results and identify areas of opportunity in their respective teams.

Our training is also focused on developing, improving, and certifying job skills. We have developed partnerships with local institutes to provide scholarships for employees to continue their education, focused on basic primary or secondary school level.

In 2016, four employees from Bolañitos earned certificates from the Comite de Certificacion y Normalizacion de Capacidades, which recognizes workers who have mastered a specific skill, even though they lack more formal education or academic certifications. This program is a partnership between the mining companies in the region (Endeavour Silver and Great Panther Silver), the Ministry of Economy, the mining department, the University of Guanajuato and IMSS.

We continue to partner with the Universidad Autonoma de Chihuahua to provide a small number of internships for students in mining studies. Depending on availability, some of these students may be offered employment upon completion. We also offer internships to students from other universities as opportunities arise. In 2016, there were 18 internship students in Guanaceví, one of whom stayed-on working full time as a procurement assistant.

Training the Future Miners of Terronera

In 2016, a group of 21 local residents (10 women and 11 men) near the Terronera project were sponsored by the company to travel to the Bolañitos mine where they were given three months of on-the-job training. In this professional development and capacity-building exercise, the participants received a total of 5,630 hours of training and were taught a range of mining operations basics predominantly relating to safety, including (but not limited to): the five-point safety system, personal protective equipment, occupational illnesses, incidents and accidents, the safe transport and storage of explosives and hazardous waste, and safe ventilation practices. The goal is to provide Terronera with a core group of trained local staff upon start-up.

Employee Profile

Pedro Luna: Maintenance Manager, Bolañitos


“I like working at Bolañitos because we have formed a very united team; we trust and support each other and communication is very open. I also appreciate the opportunity for professional development; we spend more time at work than at home, so we better enjoy it!”

Pedro has close to 30 years of experience in the mining industry and has worked with Endeavour Silver for 10 years. He is responsible for defining and planning the operation’s equipment maintenance in a pro-active and preventive way, while also prioritizing safety and implementing cost saving measures.

Pedro has received plenty of support from his immediate supervisors along the way. He started as a supervisor and has advanced through different positions over the years before becoming the Maintenance Manager today. Pedro actually started the maintenance department at Bolañitos when there was none – which is now a group of 38 people. He is currently finishing his bachelor´s degree in Industrial Engineering, hoping this may one day bring even more opportunities.

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Total Training Hours

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