Adhering to the Value Creation and Common Development corporate value and Be Value Creator oriented talent philosophy, Zijin Mining respects labour, workers and their contributions and strives to build a system of hiring that places value creation at the core and shares the fruits with value creators. The Company pushes forward the establishment of a human resources system that is compatible with global development and international standards and development of a centre for attracting various types of global professionals, so as to maximise the well-being of employees and meet employees’ aspirations for a better life, in turn attracting and retaining talents.

We follow the UNGPs, the “Universal Declaration of Human Rights” and the ILO “Declaration on Fundamental Principles and Rights at Work” while implementing relevant policies and measures to protect the rights of our employees. We provide training on the "Corporate Code of Conduct" for every new employee upon joining the Company, and require all of them to follow the employee code of Integrity, Diligence, Collaboration, and Fraternity to foster a culture of respect and integrity and promote the creation of a diverse and inclusive work environment.

With our operations globalising, we found a contradiction between the increasing globalisation of the Company and the restrictive single-country mindset and management style, which will become a significant risk in the implementation of our future strategies and international operations. Therefore, getting international and diverse talents, as well as talent cultivation and retention, are important tasks for our human resources system. We will focus on solving the international talents shortage problem and mitigating the risks faced in the Company’s international development through internationalised, localised, and diversified employment strategies, competitive compensation and benefits plans in the market, diversified employee development mechanism and other measures.

In order to meet the challenges of internationalisation and the scarcity of mining talents, we have integrated a diversified employment policy into our corporate strategy in an effort to build a diversified, internationally competitive and localised talent system and personnel structure.

We are actively deploying the localised employment policy, hiring and training local talents, formulating annual local hiring plans for senior, middle and junior level management positions in our overseas subsidiaries and proactively addressing employment issues for the countries and regions where our subsidiaries are located. We require all subsidiaries to increase the percentage of local employees in their management team and consider the diversification of nationalities as an important factor in their senior management training programmes.

Through implementing the Remuneration Policy, we have established a fair remuneration structure with basic salary as the main remuneration, equal pay for equal work as the principle and supplemented by performance bonuses, allowances, and benefits, which facilitates employees’ development and applies to all types of employees. We will ensure employees can receive salary income consistent with their job positions and the value they created, and participate in performance incentive plan. For example, we have set up a restricted share incentive scheme for all employees to build a longterm incentive and talent retention mechanism.

We perform regular remuneration benchmarking analysis to make sure all operating sites provide fair remuneration and benefits and competitive remuneration to the employees. We’ve set up the salary increase mechanism on the basis of the point system to ensures our employee salary level outperforms the minimum salary and mandated benefits (such as employee pension, medical service and unemployment security) in host countries. Also, we offer them additional benefits, such as welfare housing, rental subsidies, continuing education support and festival gifts, as well as libraries, medical clinics, gyms and recreational facilities, to enhance employees' sense of happiness and belonging.To ensure our female employees’ rights and benefits, we have formulated a policy to extend their paid maternity leave to 158 days. The policy also specifies the relevant treatment for male employees during their paternal leave.

We worked with a third party to conduct a full-coverage employee engagement and satisfaction survey to understand our employees’ views on the Company’s values, objectives, strategies and overall environment, so as to continuously improve management. It can also help us better support employees' long-term growth needs, so as to cultivate a stronger sense of .dedication and belonging to the Company. The results show that .Over 92% of employees indicated that they understand the Company’s vision and goals and are willing to make extra efforts for the Company’s development; the average score is 4.7/5. More than 87% of employees highly agree with the Company's strategy and development, with an average score of 4.5/5.

Guided by internationalisation, we have established a comprehensive, hierarchical, and extensive education and training system to meet employees' skill enhancement needs. In addition, we have developed a diversified personnel growth mechanism and built three career development paths for all employees, namely administration management, business management and specialised skills. Employees can choose their own path according to their personal intention.

We encourage and provide financial support for employees to pursue continuing education and obtain various qualifications and certifications. For employees studying for a degree while working, the Company reimburses their tuition and travel expenses; for employees taking time off to study, the Company retains their labour relations and pays their social insurance contributions and basic salary as normal. The Company has also developed a series of training and development plans for different types of employees to fully bring out their value.

The human resources department will organize all business departments to develop annual assessment plans in the first quarter of each year, and conduct performance pre-evaluation in July and formal annual performance evaluation in December.

Multidimensional performance assessment (360 degree feedback) includes superior evaluation of subordinates' executive ability, communication ability, learning understanding, etc., peer evaluation of team cooperation, global concept, responsibility, etc., subordinates evaluation of superior team leadership, training guidance, organization and coordination, etc., once a half year evaluation.

According to the annual targets, each business department shall decompose and form the annual business responsibility assessment indicators of the subsidiaries, which mainly include financial indicators such as output, cost and profit as well as important annual work items. The annual performance pre-evaluation shall be conducted in July and the annual performance formal evaluation shall be conducted in December.

The Company attaches great importance to communication throughout the entire performance appraisal process, from the formulation of performance plans at the beginning of the year to the correction of indicators in the performance management process, to the performance improvement guidance for employees and the year-end performance interview, not only paying attention to the appraisal results, but also paying more attention to the formal or informal communication and guidance during the appraisal process, so as to help the team and employees achieve the appraisal objectives.