Embedding ESG as Strategy, Not Compliance, in Mining Leadership

Karina Zevallos, an industrial engineer with over 20 years in the mining sector, she has held leadership roles including Managing Director at Weir Minerals Peru and President of Women in Mining Perú. She champions sustainable growth, inclusive talent, and cross-sector collaboration, serving on key industry boards and national initiatives.

In an insightful interaction with Global Woman Leader Magazine, Karina shares her insights on how mining leaders are redefining success through purpose-driven metrics, fostering resilient talent engagement, and translating strategic sustainability goals into impactful, trust-building actions in socially and ecologically sensitive regions.

With fluctuating commodity prices and increasing ESG scrutiny, how are mining leaders redefining market success beyond financials to include purpose-driven metrics and long-term societal impact?

In today’s mining landscape, market success is no longer defined solely by output or share value. Forward-looking leaders understand that long-term competitiveness demands integration of purpose into performance. Aligning corporate growth with environmental stewardship, social contribution, and responsible governance. Metrics now include workforce diversity, decarbonization progress, stakeholder trust, and community resilience. Leaders must interpret ESG not as compliance, but as strategy. In my experience, legitimacy and long-term value are not achieved through isolated initiatives, but through coherence—between what a company says and how it behaves across all levels. Efforts to reduce operational footprints, foster local talent, and engage in meaningful dialogue with communities can become catalysts of trust when they are sustained and connected to a clear purpose. The companies that truly thrive are those capable of integrating these dimensions into their core strategy, not as symbolic gestures, but as part of how they define success.

When aligning strategy with purpose in volatile markets, how do you ensure talent engagement remains resilient—not just compliant—to the deeper vision of sustainability and inclusivity?

Resilience in talent engagement doesn’t come from enforcing alignment—it emerges when people genuinely understand the “why” behind the strategy. In volatile markets, purpose offers not only direction, but also a sense of belonging and pride. People want to feel that they are building something meaningful, not just surviving the quarter or the year. When purpose is clear and consistent, it anchors the organization beyond financial cycles. Sustainability and inclusivity stop being abstract when individuals see how their roles—whether large or small—contribute to a broader vision that matters. That connection, when cultivated deliberately, becomes a powerful driver of engagement, loyalty, and shared ownership.

How do you translate a boardroom's strategic ambition into measurable field-level actions that inspire trust, especially in regions where mining intersects with fragile communities and ecosystems?

Bridging the distance between boardroom ambition and field-level action requires more than cascading objectives—it demands translation, not transmission. Strategic goals must be interpreted in context, with clarity on the “why” and how each individual contribution connects to that purpose. Especially in regions where mining intersects with fragile ecosystems or vulnerable communities, trust is earned through coherence. That coherence begins when executives embody the importance of the strategy—not just through speeches or internal notes, but through their own visible engagement and consistent behavior. It is through that alignment—between what is said, what is expected, and what is modeled—that strategy becomes credible and measurable at every level.

What emerging leadership competencies are non-negotiable today for aligning ethical mining practices with tech-driven innovation and shifting global expectations around climate responsibility?

Today’s mining leaders must be technically literate, ethically grounded, and systems-oriented. But just as essential is a form of flexibility that welcomes learning—without compromising values. The ability to absorb insights from younger generations, while honoring the experience of those who came before, is critical. Innovation cannot remain the responsibility of only those already in power; it must be co-led across generations. Curiosity, adaptability, and cross-disciplinary thinking must be coupled with intergenerational dialogue to design solutions that are both forward-looking and grounded. Ethical leadership is no longer just a personal trait—it must be institutionalized in governance and decision-making, ensuring that technology serves a purpose aligned with people and planet.

In your experience, where does misalignment between purpose and talent most often occur and how can leaders reframe performance cultures to genuinely empower individual agency at scale?

Misalignment between purpose and talent most often occurs when there is a disconnect between what the organization says it stands for and how it manages people’s growth, recognition, and voice. This happens not necessarily out of bad intent, but when purpose is communicated as a concept rather than integrated into systems. The good news is that cultures can evolve. I’ve seen remarkable alignment emerge when leaders ensure that purpose is reflected in how performance is defined—not just by results, but by behaviors and contributions that advance long-term impact. When people feel seen, trusted, and connected to a greater vision, they bring their full potential—not out of obligation, but out of conviction.

As a conscious leader, how do you embed credibility into decision-making systems—so that giving your word becomes a governance model, not just a leadership trait?

For me, giving your word is not a symbolic gesture—it is a foundational act of leadership. Credibility is built when your word is reflected in your actions, and when people know that commitments will be honored or addressed transparently if circumstances change. Embedding this into governance means creating systems where accountability is shared, where communication is honest, and where trust becomes operational, not just aspirational. A leader’s word should be stronger than a contract—reliable not only to direct reports, but across all levels and stakeholders. When organizations adopt this standard collectively, credibility becomes cultural, and leadership becomes a structure of trust, not just a role.

In a sector as complex and interdependent as mining, how can collaboration between companies, government, and civil society become a real driver of sustainability and competitiveness?

The mining industry doesn’t operate in isolation—its success depends on the trust and alignment between diverse stakeholders. I’ve seen how collaborative efforts, when grounded in mutual respect and shared vision, can unlock solutions that no single actor could achieve alone. Whether through education initiatives, supply chain transparency, or joint sustainability goals, cross-sector partnerships are not just helpful—they are necessary. The ability to work across boundaries, listen across sectors, and co-create responses to systemic challenges is, I believe, one of the most urgent leadership capabilities of our time.