Could you introduce Saer Emploi and your role in the Malian mining industry?

SAER-EMPLOI is a Malian HR company established in 1993. We started off as a consultancy but in 1994 we specialised in HR management. Since then, we have built a solid reputation for high-level expertise and quality services. SAER-EMPLOI grew together with the mining industry in the country. We were the first employment entity to accompany mining development in Mali, starting with the first industrial operation, the Sadiola gold mine, initially held by Anglo Gold and IAMGOLD but currently managed by Allied Gold after acquiring the asset a few years ago. Mining companies represent the biggest share (about 80%) of our client base today. At SAER-EMPLO, we think that we have contributed to the growth of the industry at both exploration and construction phases, having worked with many companies from their very beginning in the country as small greenfield explorers to becoming the operators of world-class projects.

How has the company grown over the past year and what opportunities for expansion do you identify down the line?

Our client portfolio grew by 20% year-on-year on the back of new mines starting production and requesting our services. For instance, the development of the Goulamina lithium mine. At the moment, SAER-EMPLOI is present in 13 West African countries, including Ivory Coast, Senegal, Burkina Faso, Guinea, Togo, Benin, Sierra Leone, the Central African Republic (CAR), and Liberia. Mali remains our strongest market with the biggest growth opportunities moving forward. New mining companies who are just entering the country trust us to assist them in recruiting and managing their human resources. At the moment, recruitment in the mining sector is on the rise with more jobs coming onstream and a very active labor market.

How is SAER-EMPLOI differentiating itself from the competition?

Our biggest markup is the service that we offer our clients, which exceeds in quality and range that of our competitors. Moreover, our three decades’ experience and know-how of the market also make the difference when competing against newer, less experienced newcomers. SAER-EMPLOI is well-known among Australian, South African, Canadian and UK executives, who know they can rely on us. Our maturity enables us to support customers with social and security issues that may arise at a host community level. As a recruitment and HR company, we need to be there to provide more than HR services by making sure our clients have the right answers when they deal with sensitive issues and comply with regulators. We continue to bring innovation on a daily basis to make sure that our clients get the best value. For instance, we are currently digitalizing our systems.

Can you tell us more about your digitalization project, Humanéo?

Humanéo is a recruitment and HR management digital system that completely transforms our relationships with clients by bringing them into a fully digitalized, dematerialized world. Next in Humanéo’s development is to incorporate payroll into the platform. In 2023, coinciding with our 30^th anniversary, we want to fully launch Humanéo and become the first Malian HR company with a live digitalized HR management system.

Could you comment on the availability and level of skills in the country?

Until not long ago, expats held nearly all technical jobs in the country. It is unimaginable that a country whose economy depends on mining as much as Mali still does not have a dedicated mining school. Miners in the country continue to bring in expensive expat workers, which drives operating costs up considerably. The challenge for the country will be to see Malians getting the necessary training and qualification so that they can take over the work. Local content laws are useful to encourage the greater involvement of local companies and local people, but these requirements are incomplete if skills are not available in the country. Local companies must show they have the right expertise to compete against international players. The best approach is to support local enterprises to develop talent. Then, the country needs a school of mines specialized in the specific skills required in mining, including technical aspects like drilling and blasting. In my view, empowering local companies and creating skills within the country should precede local content policies.

Do you have a final message?

To my fellow African private sector companies and executives, but also fellow Malian nationals, my message is that we should have confidence in ourselves and believe we can do as much as others. We can exploit our resources ourselves and one day, operate our own mining companies.