Management Approach

For its primary sustainable development disciplines, Yazhou Huangjin offers substantial management methodologies, policies, plans, and guidelines.

Economic Performance

The Yazhou Huangjin strategy's three pillars are essential to achieving our economic performance:

  • Maximizing potential from existing resources through innovation and people
  • Expanding on our industry-leading dedication to ESG
  • Increase the worth and caliber of our asset portfolio

The Board of Directors, which adopts the strategic direction for the company's economic performance, bears the greatest level of responsibility for economic performance. The executive leadership team develops the strategy, and the regional offices and other operations carry it out. At quarterly results presentations, the company's operational and financial performance is revealed to shareholders and other stakeholders.

Stakeholder Value Creation

We work hard to build our reputation and social legitimacy to activate in order to provide lasting value where we operate. We do this through cultivating relationships with our stakeholders that are mutually beneficial. We understand how crucial good neighborhood ties are to maintaining our ability to conduct business.

We are dedicated to minimizing, mitigating, and/or resolving any adverse effects that our operations may have on the host communities and other stakeholders, while also promoting long-term social and economic well-being. We want to create lasting value beyond mining through meaningful engagement built on mutual respect and trust, continuous social performance improvement, and our commitment to creating and sharing value.

Direct and Indirect Economic Impacts

The company's potential to generate value depends on its ability to continue its economic performance. The profitability of the company is largely based on our financial and operational performance, which is crucial for its long-term viability and potential for future expansion. Sharing the benefits of mining with our major stakeholders, such as our employees, business partners, host communities, governments, and capital suppliers, is also essential.

Communities, where we operate, are significant partners and stakeholders. Without their support, managing a mining business becomes much more challenging. In fact, communities have the power to halt operations, and they frequently do so in developing nations where they feel they are not receiving a fair share of the wealth or that mining is harming their livelihoods or the environment.

As a result, a key element of our direct and indirect economic impact is the production of community value. Directly, through hiring community members for our employees, buying products and services from host local businesses, and funding local initiatives for the improvement of infrastructure, education, and health, and indirectly by generating economic value, skills, and additional jobs in the host areas through their employees, contractors, and businesses.