Our Commitment to Employees
At Baja, we recognize that future growth will result from the combination of talent and technology; hence we believe that our employees are one of our most valuable resources. We are aware of the high levels of efficiency and technical capacity that our mining operations will require to become exemplary mines and we are conscious that such high levels of efficiency can only be attained through a qualified, trained and committed workforce.
We are working hard to build a culture where success stems from nurturing relationships, dealing with change, delivering on promises as a team and being innovative, without compromising the quality of our work.
To such ends, we at Baja make the following commitment:
- We will strive to promote a work environment where our employees feel motivated, challenged and passionate about their jobs and their contribution to the Company, the community and our stakeholders.
- At all times, we will uphold to the principles of mutual respect, trust, fair treatment, open dialogue and integrity within the workplace.
- We will promote a healthy work environment, free of discrimination and harassment of any type, where our employees’ future growth is based on their individual capacity, performance and experience.
- We will respect all local labour and related standards and the core labour international standards related to equal opportunities, child labour, freedom of association and collective bargaining, and forced labour.
- We are conscious of the critical role that employee training and development plays in attaining the company’s objectives, therefore now and in the future we are committed to developing our employees, not only to better perform their current jobs, but to assume higher roles within the organization.
- We will strive to provide a work environment where safety and health hazards are identified and eliminated or controlled.
- We will endeavour to provide market competitive and equitable reward packages that include both cash compensation and benefits.
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