A new player is challenging conventional mining practices in Papua New Guinea (PNG).
Jamoro, founded by Anna Belevtsova and represented by managing director Inga Gadzhieva, represents a bold departure from traditional mining operations, one that prioritises worker welfare, environmental responsibility, and community partnership over pure profit maximisation.
While the goals are high, the team has its feet planted firmly on the ground. Armed with extensive geological expertise, business development experience in the PNG mining sector, and a lifelong passion for gold, Belevtsova has built Jamoro across a “long and purposeful” path.
The company’s approach is striking in its ambition: it promises resort-standard worker accommodations, compensation packages three times the industry average, and a franchise model designed to share value across all stakeholders. Jamoro operates on the principle that mining should create lasting value for local communities while maintaining rigorous environmental standards.
With Jamoro’s maiden project recently launched in Milne Bay, Belevtsova and Gadzhieva are now putting their philosophy to the test. The two leaders spoke with PNG Mining about the early stages of Jamoro’s self-described mining revolution.
What is the core philosophy driving your work in PNG?
AB: Our core philosophy is “people and planet first”. That means we’re looking to set new standards for PNG’s mining industry, where companies actively drive the country’s prosperity.
We believe this effort marks nothing less than a new era of ethical and sustainable gold mining. In this way, Jamoro isn’t just building temporary operations – we’re laying down lasting foundations for the business, its staff, and the community.
What stage are you at with your maiden project?
IG: Right now, we’re in the preparatory phase of the project. We’ve secured permits, hired staff (our goal is to provide jobs for the local population, so most employees are from PNG), and created a 3D model of the employee camp, which will include a medical facility.
We’ve also visited major manufacturers to find the best equipment in terms of efficiency, safety, and environmental impact.
What are the next steps to realising your goals?
AB: In such a serious endeavour, we don’t want to rush. So in three to six months, we’ll have the camp built and equipment delivered. From there, we will be setting up the equipment, which could take one or even two months longer.
How are you ensuring the best working conditions?
AB: We’re offering higher wages, healthcare, resort-style living conditions in our campuses, and much more. This is our way of honouring the hard work of our staff. We want them to want to come to work, not just show up out of necessity.
Is it economically challenging? Yes. But for any company in this industry, the resources exist to provide this standard of living – so it ultimately comes down to a choice. We choose to do it.
How do the franchising opportunities work?
IG: We currently offer three options for outside investors to leverage our model. The basic package is perfect for investors who want to run the business themselves; the management package is designed for remote business owners who need local operational support; and the full-service package gives investors exposure to PNG without operational involvement.
Most importantly, all the options remain true to our core philosophy and fundamental approach.
Why Papua New Guinea?
AB: My journey began in 2016 when I first visited PNG – a country I instantly fell in love with. It is a remarkable place, with breathtaking nature and kind-hearted people we’ve grown to love.
We have no intention of diversifying into other ventures, or other markets. Our focus remains solely on PNG as we want to witness both the tangible results of our efforts, and the genuine happiness in people’s eyes.
This feature appeared in the August–September 2025 issue of PNG Mining.
