ABSTRACT
In the fourth chapter, considerations focus on managers who, by their nature, prioritise the economic objectives of mining enterprises, thereby fulfilling the commercial vision of their development. Nevertheless, the first section also draws attention to the significant interdisciplinary nature of coal mining enterprise management, in which typical business objectives clash with the need to ensure the safety of mining crews. This significantly complicates management and makes it difficult to concentrate on other aspects of the business, including social and ecological ones. The above mentioned description of the interdisciplinary nature of coal mining enterprise management is carried out in the context of the production cycle (short-term perspective) and the life cycle of the coal mining enterprise (long-term perspective). However, managers, despite focusing on technical and economic problems, are responsible for creating SD policy and reporting on CSR in mining. That is why, in the second section, their achievements in this area are presented using a review of the case studies. The final section defines the current place of the management board in shaping SD policy by using expert surveys, indicating existing anomalies in this area and formulating recommendations aimed at better balancing management priorities.
