Corporate Social Responsibility (CSR) refers to the voluntary actions undertaken by Myanmar Yang Tse Copper Limited to either improve the living conditions (economic, social, environmental) of local communities or to reduce the negative impacts of our mining projects. By definition, voluntary actions are those that go beyond legal obligations, contracts, and licence agreements.

MYTCL's CSR programs usually invest in infrastructure (potable water, electricity, schools, roads, hospitals, hospital equipment, drainage repairs, etc.), building social capital (providing information on HIV prevention, workshops on gender issues, information on family planning, improving hygiene, etc.), and building human capital (providing for high-school and university education, training local people to be employed by our mining enterprise or to provide outsourced services, promote and provide skills on micro-business, aquaculture, crop cultivation, animal rearing, textile production), and so on. We have voluntarily allocated a CSR budget in cooperation with MEHL and chosen to undertake CSR programs in order to build better relations with the local mining communities in which we operate and in response to the requests from our neighbouring villagers in times of need.
The plan for 2017-18 and onwards, is to move away from the short-term achievements and to look at more life-long and sustainable opportunities for the communities that are engaged with us. Our SUSTAINABLE COMMUNITY DEVELOPMENT PROGRAMS will be developed to contribute to the long-term strengthening of community capability. Globally, the most sustainable beneficial legacies that community development programs around a mining and metals operation may leave are in the skills and capacities that training, employment and education programs for local people provide. The collaborations for the 2017-18 CSR Programs of MYTCL will push for a focus generating off-site growth and potential, and following or adapting international success projects. The essential element of these sustainable community development programs will be that they can survive without input from MYTCL, especially after the mining project is finished. Thus, community sustainability can be supported by mining practices that help convert one local asset, namely non-renewable natural resource capital, into other local assets, namely sustainable social, economic and environmental capital.

Mirroring the United Nations Inclusive Development Programme (UNDP), MYTCL initiated an Integrated Development Action Plan to address the issues of sustainability and community development. The foundation of this action plan rests on the UNDP platform: "Development can be inclusive - and reduce poverty - only if all groups of people contribute to creating opportunities, share the benefits of development and participate in decision-making."
There had been legacy programs in place with the previous ownership, but they lacked the function of separation from the mine once completion had been established. There were immediate goals such as training programs and donations, but there was no long-term planning for development and infrastructure, or for the environment and community growth. There was little community input. The focus was on benefits directly in relation to mining. A shift away from the mine and onto the community itself was missing from the formulae. In 2017-18 the on-going application of community development initiatives will move forward to instigate close consultation with all relevant stakeholders, with the primary purpose to improve livelihoods and employment opportunities and to establish new alternatives to lessen the communities' reliance on the mine through micro-enterprise and SME development (Small and Medium Enterprise). It is intended that a partnership between the mine, the community, reputable local NGOs with suitable implementation capacity, and the government can take on the responsibility for development of essential human resources and social sector infrastructure, which is so sorely lacking in the area. Mine closure preparations at MYTCL are estimated to commence within a projected 15 years, and it obviously essential to continue to implement and improve upon IDAP development.
It is also intended that the MYTCL plan will establish a national prototype model for sustainable social and economic development of communities confronted with eventual mine closure and the loss of associated employment and infrastructure. Successful implementation of the plan in the country's largest mine would provide a valuable model which could be replicated in other projects in Myanmar and will contribute significantly to developing best practice in the country's mining industry on sustainable community development and mine closure.
Utilising participatory methodologies to ensure 'ownership' by all key stakeholders, the following activities will be included for consideration in the 2017-18 CSR Budgets:

• Facilitation of a consultative process with all key stakeholders to develop and build consensus concerning an overall strategy to establish a diversified sustainable local economy, and to identify a number of projects (agriculture, health, environment, SMEs) that will be implemented by MYTCL and become entrenched before mining moves away from the area.
• Evaluation and preparation of detailed cost estimates and/or economic models and implementation schedules for selected projects.
• Identification of improved agriculture and livestock production systems that could be promoted through various inputs (e.g. identification of markets; preparation of training materials for use by a foundation and/or government agencies concerning suitable land use, improved seed varieties, fertiliser and pest management techniques, development of water sources and irrigation systems for small scale gardens, poultry production systems, etc.).
• Identification of means to promote and establish SME's and HIV/AIDS and Hepatitis support projects.
• Preparation of an overall plan for MYTCL based on selected sustainable projects, and which clearly identifies sources of funding and revenue flows, potential partners, cost estimates, implementation schedule, roles and responsibilities, and monitoring and evaluation processes.
• Provision of training to assist in creating partnerships between various organisations, Government Agencies, NGOs, target villages, and international aid agencies, and to build the capacity of MYTCL and its local constituents to implement selected projects.
• Development of a linkage between the mine, the community and the government.


The above interim principles only serve to start the community development process by making sure that the community does not get weaker before it gets stronger.  They are not about helping the community move forward, but rather focus on making sure that the community does not go backwards.  A different and more comprehensive set of principles is required to drive change at the personal, family and community levels.

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A Practical Guide to Building Sustainable Communities outlines 16 such principles, summarized as follows:

    1.   Human beings can transform their world: The web of our relationships with others and the natural world, which has given rise to the problems we face as a human family, can be changed.

      2.   Development comes from within: The process of human and community development unfolds from within each person, relationship, family organization, community, and nation.

      3.   Healing is a necessary part of development: Healing the past, closing up old wounds and learning healthy habits of thought and action to replace dysfunctional thinking and disruptive patterns of human relations is a necessary part of the process of sustainable development.

      4.   Justice: Every person (regardless of gender, race, age, culture, religion) must be accorded equal opportunity to participate in the process of healing and development and to receive a fair share of the benefits.

      5.   No vision, no development: A vision of who we can become, and what a sustainable world would be like, works as a powerful magnet, drawing us to our potential.

      6.   Authentic development is culturally based. Healing and development must be rooted in the wisdom, knowledge and living processes of the culture of the people.

      7.   Interconnectedness:  Everything is connected to everything else.  Therefore, any aspect of our healing and development is related to all others (personal, social, cultural, political, economic, etc...). When we work on any one part, the whole circle is affected.

      8.   The hurt of one is the hurt of all; the honour of one is the honour of all. The basic fact of our oneness as a human family means that development for some at the expense of well-being for others is not acceptable or sustainable.

      9.   Unity. Unity means oneness.  Without unity, the common oneness that makes (seemingly) separate human beings into “community” is impossible.  Disunity is the primary disease of community.

      10.   No participation, no development. Participation is the active engagement of the minds, hearts and energy of the people in the process of their own healing and development.

      11.   Spirit. Human beings are both material and spiritual in nature.  It is therefore inconceivable that human community could become whole and sustainable without bringing our lives into balance with the requirements of our spiritual nature.

      12.   Morals and ethics. Sustainable human and community development requires a moral foundation.  When morals decline and ethical principles are violated, development stops.

      13.   Learning. Human beings are learning beings.  We begin learning while we are still in our mothers’ wombs, and unless something happens to close off our minds and paralyse our capacity, we keep on learning throughout our entire lives.

      14.   Sustainability. To sustain something means to enable it to continue for a long time.  Authentic development does not use up or undermine what it needs to keep on going.

      15.   Move to the positive. Solving the critical problems in our lives and communities is best approached by visualizing and moving into the positive alternative that we wish to create, and by building on the strengths we already have, rather than on giving away our energy fighting the negative.

      16.   Be the change you want to see. The most powerful strategies for change always involve positive role modeling and the creation of living examples of the solutions we are proposing.  By walking the path, we make the path visible.


      Sabetaung, Kyisintaung and Letpadaung Heritage


      Copper mineralization has been known within the Monywa project area for centuries. The Buddhist monarchy extracted copper from shallow oxidized ore and its methods are evidenced by slag remnants in some of the village surround Sabetaung. In the mid-1950s, the Burma Geological Department and a survey team from Yugoslavia visited the area and recommended further study. From 1972 until 1975, the Japanese Overseas Technical Cooperation Agency financed a program of exploration and pilot plant studies leading to a feasibility study. Remnants of that early partnership are visible on the north side of the Kyisintaung Hill and include foundations from several mill structures, small waste rock areas, and a tailings pond. In June of 1978, an agreement for development of the Sabetaung Kyisintaung deposits was signed between ME 1 and the Bor Copper Institute of Yugoslavia. The program was funded in part by the government of Yugoslavia. Most of the facilities at the present site were designed and constructed through the Yugoslavian program and include the existing mine pits, the crushing plant and ore conveyor system, the flotation complex, the lime kiln and tailings pond. A permanent town, Mine Town, was built to house the mine workers and their families. In 1989, ME1 constructed and began operating a nearby, albeit off-site copper smelter. The smelter has not proven effective and has only been in operation on an intermittent basis.

      snowy falls

      With the involvement of IMHL in the previous Joint Venture, site investigations related to geological exploration, topographic surveying, and environmental assessment were initiated. The data for this report were obtained largely during site visits conducted from November 1994 through November 1995. The site visits allowed for detailed site reconnaissance including environmental sampling, photo-documentation of existing site conditions, and collection of data from local and regional specialists and Government officials.

      Strategy Report 2019-2020


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