MINERÍA la mejor puerta de acceso al sector minero MINERÍA / OCTUBRE 2023 / EDICIÓN 553 53 Abstract The Mine Management of Compañía Minera Antamina has been developing various training programs throughout the life of the mine, both for personnel already working in the operation and for external personnel joining the company, aligning them with the strategic objectives of safety and productivity. Having the right human resources to operate machinery is fundamental in the development of the mining industry's operational activities. In addition, the fact that inexperienced personnel, also known as "trainees", come from our communities of influence and that there is a high percentage of female participation, represents an even greater challenge when it comes to incorporating them into the human resources team. In order to increase the utilization of the haulage fleet, Compañía Minera Antamina implemented the project called "Relevo en Caliente" (Hot Relief) in 2022. As part of this project, 196 trainees were recruited from nearby communities, 41% of whom were women. The purpose of this initiative was to train them as mining truck operators (see Table 1). The information obtained from the situational analyses in the different phases of this project, i.e., initiation, planning, development, closure and control, was valuable. Because it allowed the implementation of management tools such as methods, procedures and administrative and engineering techniques in each of these phases. Any operator training process must be supported by multidisciplinary areas within the same company, such as Human Resources, Industrial Safety, Social Management, Medical Department, among others. It is also important to have strategic partners specialized in a particular service who have previously familiarized themselves with the needs and objectives of the project. In the case of Antamina, the area responsible for personnel management provided support in the inclusion, selection and development of this potential resource in the initiation phase (defined the basis of the project). At the end of the previous phase, the situational analysis provided two sources of information. One was based on the processing of results from various evaluations that the trainees underwent during the initiation stage, carried out by an external entity. The other source of information was obtained through the application of the Integrated Risk Management System (SIGRA) methodology, which made it possible to identify the tangible and intangible needs for the training of these personnel. All this was carried out in the planning phase (developed action plans using the roadmap and data collected). The development phase (executed the project based on the processing of the information from the first two phases) was based on the action plans generated, which made it possible to implement a progressive training program aimed at "closing gaps" within the timeframe established in each stage. This involved the use of state-of-the-art technological resources and administrative procedures created by experienced personnel. An important aspect implemented was the internal review within the Training area to ensure that the trainees in the final stage of the development phase met the established requirements and objectives of the program. This was called the closure phase (it measured the effectiveness of the project individually). Currently, fleet monitoring and management systems are available for the operation of mining trucks. This was done in accordance with the operating manual to ensure safety, prevent premature damage and improve productivity. In addition, the involvement of field supervision in the operator integration process is essential. Therefore, the control phase (followup under the context of continuous improvement) was developed in a monitoring environment using technological software reports, an attitudinal competency matrix and the application of visible leadership. Thus, this paper describes: The phases of a training program that trained mining truck operators, with a focus on Project Management, taking into account the scope and quality of this deliverable. Indicators of success of women's participation in the project (see Figure 1). Complementary tools that strengthened the program.
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