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Establishing the Gold Mine tourist complex in Złoty Stok
Published on 07 August 2018
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Poland
Dolnośląskie
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About this good practice
Development of the closed arsenic ore and gold mine, situated in the border area, and transformation of it into a tourist complex that benefits the entire local community was possible thanks to the local authorities thinking in a non-standard and innovative way. The Gold Mine, mentioned for the first time in the 10-th century, was closed in 1960 and reopened by the city Złoty Stok authorities as a single tourist route without any commercial facilities in 1996. In 1997, one of the guides: Elżbieta Szumska pledged her home for a bank loan and bought the mine from the city. The authorities took risk to sell the mine and then has been cooperating with the owner during the process of the mine restoration. On the other hands, the owner took on the financial risk associated with the investment. Her plan was to improve the offer by adding one new tourist attraction every year and promote the mine to attract more and more visitors. Step by step, the mine became no 1 among Polish Tourist Attraction in 2015 and received many certificates for the company and for the owner as an outstanding leader and manager. Nowadays tourists can visit the fallowing attractions: Gertruda Adit and Upper Black Adit with the only underground waterfall in Poland, museum of safety signs from the People's Republic of Poland, mineral exhibition, restored narrow gauge railway, underground boat rafting, minting coins, bar & restaurant, 4 souvenirs shops, 2 hotels, escape rooms and many others.
Resources needed
The investment ca. 125,000 EUR covered the costs of the old mine adaptation and revitalization for tourism needs and 5 people were employed in 1996.
Ca. 55,000 EUR is invested for opening a new tourist attraction, every year.
Nowadays, up to 120 people are employed in high season (May-Oct.).
Ca. 55,000 EUR is invested for opening a new tourist attraction, every year.
Nowadays, up to 120 people are employed in high season (May-Oct.).
Evidence of success
Increasing in tourists number (20,000 in 1997; 300,000 in 2017)
No 1 among Polish Tourist Attraction in 2015
Winner of the best tourist attraction certificate from Polish Tourist Organization (3x)
Ca. 28,000 EUR property tax/year
Ca. 41,220 EUR income employee tax/year
Assistance to local community: sponsoring historical research & reconstruction
Preserving heritage esp. in newly discovered mine shafts
Publishing books related to local history and mining history
International cooperation
No 1 among Polish Tourist Attraction in 2015
Winner of the best tourist attraction certificate from Polish Tourist Organization (3x)
Ca. 28,000 EUR property tax/year
Ca. 41,220 EUR income employee tax/year
Assistance to local community: sponsoring historical research & reconstruction
Preserving heritage esp. in newly discovered mine shafts
Publishing books related to local history and mining history
International cooperation
Potential for learning or transfer
Public authorities should learn how to take a risk related to restoring closed mines, how to cooperate with private owners, how to establish links between administration, business and local residents.
That business practice model is interesting for others because of achievements of settled goals by permanent, systematic improvement of resources and looking for new ones to be adapted. Taking decisions about new investments and financial risk must be calculated very soberly.
Good employees’ training is a key factor for success. The company is the biggest local employer with 75% of woman population hired. The staff is not afraid to come with initiative when improvement is possible. Without the engaged staff none of the initiatives would have been possible.
To increase the number of visitors social media are considered as very valuable source of PR when used properly.
The company mission is to teach about the old mining tradition.
That business practice model is interesting for others because of achievements of settled goals by permanent, systematic improvement of resources and looking for new ones to be adapted. Taking decisions about new investments and financial risk must be calculated very soberly.
Good employees’ training is a key factor for success. The company is the biggest local employer with 75% of woman population hired. The staff is not afraid to come with initiative when improvement is possible. Without the engaged staff none of the initiatives would have been possible.
To increase the number of visitors social media are considered as very valuable source of PR when used properly.
The company mission is to teach about the old mining tradition.
Further information
Website
Good practice owner
You can contact the good practice owner below for more detailed information.
Organisation
AURUM – The Gold Mine “Złoty Stok”
![Country flag flag](/themes/custom/interreg/images/flags/pl.png)
Poland
Dolnośląskie
Contact
Chief specialist