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Sustainability Report 2009 Boliden is a leading metals company in the fields of exploration, mining, smelting and recycling. Boliden s main metals are zinc and copper. Other important metals produced include
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Sustainability Report 2009 Boliden is a leading metals company in the fields of exploration, mining, smelting and recycling. Boliden s main metals are zinc and copper. Other important metals produced include lead, gold and silver. THE SMELTErS production NUMbEr OF EMpLOYEES By the end of METALS EMISSIONS TO AIr TONNES 35 metall till luft 30 Zinc Copper 434,022 tonnes 302,355 tonnes ACCIDENT-FrEE MONTHS MEN WOMEN GArpENbErG KOKKOLA 11 process WATEr CONSUMpTION, m ODDA Freshwater 43% Recirculated water 57% 11 WOrLD population, 31 DEC Based on data from the German Foundation for World Population (DSW). Boliden s operations are organised into Mines and Smelters. Operations are conducted in Sweden, Finland, Norway and Ireland, and the company also has marketing offices in Germany and the UK. 1 TONNE OF MObILE phones YIELDS: COppEr (kg) boliden METALS IN A CAr Copper Zinc...10 Lead...10 Gold... 2 Silver... 1 kg kg kg g g SILvEr (g) GOLD (g) FrESH AIr IN THE MINES The number of m3 of fresh air blown into the underground mines. This equals the amount of air 4 million people breathe in a year. boliden IN brief Boliden is a leading European metals company whose core competence is in the fields of exploration, mining, smelting and recycling. Our business concept is to extract minerals and produce high-quality metals in a cost-effective and environmentally adapted way in order to meet the market s long-term demand for metals, and thereby to create value for Boliden s shareholders. Boliden s main metals are zinc and copper. The ability to also extract lead, gold, silver and other products is of considerable importance for our profitability. Boliden s operations are organised into two Business Areas: Mines and Smelters. We have four mining areas and five smelters in Sweden, Finland, Norway and Ireland, and the company also has marketing offices in Sweden, Germany and the UK. We are approximately 4,400 employees. Revenues in 2009 totalled Sek 27,635 million (Sek 30,987 m) and the operating profit was Sek 3,623 million (Sek 1,004 m). OFFICES Stockholm Head Office and Marketing office Leamington Spa Marketing offices Neuss Marketing offices MINES Tara zinc and lead, 682 employees Garpenberg zinc, silver and lead, 283 employees The Boliden Area zinc, copper, gold, silver and lead, 401 employees Aitik copper, gold and silver, 545 employees SMELTErS Tara Leamington Spa The Boliden Area Rönnskär Odda Bergsöe Neuss Aitik Kokkola Harjavalta Garpenberg Stockholm Kokkola zinc smelter, 541 employees Odda zinc smelter, 340 employees Rönnskär copper smelter, 831 employees Harjavalta copper smelter, 388 employees Bergsöe lead smelter, 81 employees boliden S METALS Zn Cu pb Au Ag Boliden is the world s fifth biggest producer of zinc metal from smelters and the eighth biggest producer of metal concentrate from mines. Zinc is an easily processed and shiny bluewhite base metal that is easily alloyable and highly resistant to corrosion. Approximately half of all zinc produced is used to rustproof steel. Boliden sells mainly to the European steel industry and the main end-users of zinc are the automotive and construction industries. Boliden is the third largest supplier of copper metal in Europe in both the mining and smelting sectors, but is a smaller player in global terms. Copper is tough, malleable and highly conductive, making it one of the world s most important metals. Boliden mainly sells copper to European manufacturers of copper components such as wire rod and copper tubing, which they, in turn, sell to end-users in the construction, electronics, electro technics and auto motive industries. Boliden produces approximately 70,000 tonnes of lead and lead alloys every year. Lead is the softest of the most common base metals. It is blue-grey in colour, has a shiny surface, and is air and acid resistant. One of the major advantages of lead is the ease with which it can be recycled. Batteries account for the majority of the world s lead consumption and over 75 per cent of Boliden s production is derived from recycled lead batteries. The majority of our lead production goes to the battery industry, with a smaller per centage going to the construction industry. Gold is an important subsidiary metal in terms of Boliden s production processes, in that it has a significant impact on profitability. Our gold production totals around 15,000 kilos per year, two third of production derived from the smelters recycling operations and the rest from the Group s own mines. The metal is soft and malleable, and its primary sphere of use is in jewellery. Gold has, throughout the ages, been used as a store of value and to this day, the world s central banks hold substantial gold reserves. Silver is, like gold, an important subsidiary metal in terms of Boliden s production processes and makes a positive contribution to profitability. Several of our mines have ores that contain significant amounts of silver and Boliden s silver production totals around 500,000 kilos per year. Silver is a white, relatively soft metal and is a better conductor of heat and electricity than any other metal. The electrical and electronics industries currently use just over half of global silver production. Metals that make modern life work The world s requirement for metals continues to grow as large and population-dense countries of Asia, South America and Eastern Europe modernise and their standards of living rise. Metals are present virtually everywhere in society in buildings, transport networks, vehicles, industrial machinery, tele and data communication infrastructures, electrical motors and electronic products of various kinds. The requirement for zinc and copper Boliden s main metals has almost doubled in the last 25 years and their usage continues to increase. Metals are vital to society s development, but at the same time, the production affects the environment in which we live. For Boliden, as a metals company, this means accepting responsibility for our operations and business environmental and social impact. Our strength lies mainly in our years of experience and expertise in the production of base and precious metals through high-quality exploration, mining and smelting operations, and recycling. This enables us to engage in our industry s sustainable awareness and in the continuous development of new technologies and methods. Today Boliden s mines and smelters are among the most productive and environmentally adapted in the world. To ensure that we continue to contribute to the modernisation of society and sustainability of our industry, the improvement work continues throughout Boliden s operating chain from exploration for new mineral deposits to production of ready metals. Sustainability management and governance The President s Statement Sustainability impact an overview Social responsibility Management Work Results Environmental responsibility Management Work Results economic responsibility Management Work Results five-year overview GRI index 1 the president s statement The global need for metals is huge. Communities in China and other population-dense countries are modernising and standards of living are rising for many people. One of the biggest challenges facing the mining and metals industry is to meet the increased demand for metals in a way that minimises the negative impact on people and the environment. T he mining and metals industry has undergone difficult times in 2008 and early 2009, when the demand for and prices of many metals fell to historically low levels. Throughout this period, Boliden focused on maintaining the balance between, on the one hand, measures designed to cope with the recession, and on the other, longterm investments in future growth. Sustainable balance In 2009, we implemented vital cost-cutting measures at the same time as we continued to proceed with the Aitik copper mine expansion project, to prepare for a return to normal production in the Boliden Area, and to carry on with the development of our organisational and operational philosophy, New Boliden Way (Nbw). As part of our efforts to develop our company s organisation and leadership skills, Boliden s 140 most senior managers completed a Nbw training course. The objective of the course is to develop a more resource-efficient and economical company which will, in turn, enhance Boliden s long-term competitiveness. Continuous improvement yields results Our focus on attitudes and behavioural issues within the framework of our work on safety issues is one important reason why our accident statistics have gradually improved in recent years. In 2009, these figures improved by 40 per cent, falling to 5.5 accidents per million hours worked. Our vision here is one of zero tolerance, and the goal is for every unit to report zero accidents every month. Sick leave rates fell during the year from 4.7 to 4.2 per cent, which is a good result both for the individuals concerned and for the company. All units must implement an activity programme that promotes employees health, and the goal is to reduce the sick leave rate to a maximum of 4.0 per cent by the end of Emissions and discharges of metals to air and water are among Boliden s most important environmental responsibilities. In the run up to 2009, environmental goals were set for the period from , and I am pleased to say that we took some positive steps during the past year. Discharges of metals to water fell by 50 per cent in comparison with the base year of 2007, as a result of new water treatment plants at the Odda and Harjavalta smelters in Norway and Finland, respectively, and of reduced precipitation levels and fewer production disturbances. High levels of operational stability, with fewer operational stoppages, and good performances at the filter installations have helped reduce metal and sulphur dioxide emissions to air, but the main reason for the reduction is the production cutbacks made by the smelters in response to the difficult market climate. If we are to continue achieving these goals once production is back at full capacity, we must also continue to focus on high levels of production stability and our continuous improvement efforts. Challenges for Boliden and the industry Our employees health and safety and the emissions and discharges to which our production gives rise are challenges over which Boliden has control and can exert a direct influence. Other challenges, such as carbon dioxide emissions in conjunction with energy usage and responsibility for environmental and social issues by business partners, are largely outside the scope of Boliden s direct control, but are still extremely important. Producing metals demands a great deal of energy. The majority of Boliden s carbon dioxide emissions are caused indirectly, primarily as a result of the smelters electricity consumption. This makes electricity supplies an important consideration for the future, both for Boliden and for the industry as a whole. Boliden and other electricity intensive companies are involved in nuclear power projects in Sweden and Finland, with a view to ensuring a long-term and reliable supply of climate neutral energy in the Nordic region. For the very same reason, Boliden is also involved in the VindIn wind power project, in cooperation with a number of industrial companies in Sweden. A secure electricity supply at predictable prices is of the utmost importance in ensuring that northern Europe s energyefficient and environmentally aware base industries do not lose their competitiveness in relation to less environmentally efficient companies. The metals value chain involves a great many players. The companies operating in the industry process a number of different metals and substances that can be both toxic and environmentally harmful but which, correctly processed, can be turned into valuable products. A waste product for one company can often constitute input goods for another. Correctly handed, the eco-cycle of and trade in products and waste products can be of benefit to society and reduce environmental impact. The more we can extract, the smaller the amount of hazardous waste for which long-term storage is required and the lesser the need for new extraction. But the metal chain s sustainability can never be stronger than its weakest link, and if it snaps, the consequences can be devastating. 2 the president s statement We experienced this in connection with the arsenic-bearing waste material delivered by Boliden to the Chilean company, Promel, in 1984 and 85. The exports were made in line with the then current legislation, and visits to the site and ongoing contacts with the receiving company en abled Boliden to ensure, as far as possible, that the material would be handled correctly. Unfortunately, this was not the case. 13 years after the material had changed hands, it emerged that it had not been processed, that the industrial area had fallen into disrepair and that housing had been built in the vicinity of the storage site and as a result, that people s health had been seriously harmed. In autumn 2009, the question of Boliden s accountability for the events was discussed in the media. The debate was essentially about how far one company s responsibility extends in dealings with other companies. That material originating from Boliden has ultimately had such a seriously harmful impact on people is, indisputably, appalling, but responsibility for the improper handling does not lie with Boliden. Boliden conducted the business transaction correctly and responsibly, even going beyond the requirements of the legislation in force at that time by conducting investigations in conjunction with the export. The question of the environmental and human risks associated with the metals industry is an important one. Here at Boliden, we are continuing and reinforcing our efforts to establish an industry-wide consensus on responsible and ethical handling of and trade in materials. At the same time, we are raising our own standards even higher. We formulate clear requirements in our commercial agreements in order to ensure, as far as is reasonably possible, that our partners in other parts of the value chain accept a responsibility that corresponds to that accepted by Boliden. We have also initiated an internal project to examine ways in which we can further enhance our efforts and influence others in the industry to do the same thing. To summarise, 2009 was in many respects a challenging year, but Boliden s sustainability work has not lost ground. Quite the reverse, in fact. The reason for this is our committed and skilled members of staff who endeavour to make new improvements every day. And we must continue along these lines if we are to meet tomorrow s challenges and be a leading and respected metals company. Stockholm, March 2010 Lennart Evrell President & CEO 3 sustainability management and governance Management for sustainable development Boliden s vision is to be a world-class metals partner. It is fundamental that all our activities are conducted in accordance with legislative provisions and environmental permits in the countries where we operate. We believe that acting in a way that supports sustainability also requires us to be proactive by setting internal goals and implementing various management systems. This helps us to minimise the risks inherent in our operations and adapts us to future legislations and market conditions. Prioritising sustainability challenges Choosing what sustainability challenges we spend resources on is an ongoing process. The most prioritised sustainability issues are those directly influencing our success, and those that have a material impact on our stakeholders. Also, we prioritise issues that we can control and that are fundamental for acquiring license to operate. Prioritising enables us to set relevant goals, to communicate them and to examine ways we can further improve our work. When it comes to environmental, health and safety issues, that represent the bulk of our challenges, we have mapped our impact and material issues in detail down to each single unit. We have identified five main sustainability challenges: Minimising emissions to air and discharges to water. Limiting impact on the physical environment. Handling our waste responsibly. Creating a safe work environment. Having a positive influence, economically and socially, on local communities. There are important issues apart from the main challenges that we have to handle. Some of these issues are more or less out of our direct control: for example how our partners and customers use metals, concentrates and bi-products or how the available electricity production mix is constituted. When it comes to these issues we work with internal processes that help us identify and influence prioritised areas and business partners. How we ensure sustainable development Our overall goal is to generate profit and growth based on the Group s mining and smelting assets. We can only achieve this goal by taking a joint responsibility for people, the environment and the economy. We measure our progress against goals within these three areas in order to progress our development. Achieving these goals requires tools for systematic improvement work. Boliden s policies and guidelines set the framework for the ways in which we act in different contexts and for questions relating to operational (Ehsq) issues. We conducted a policy review in 2009, which resulted in an updated Management Manual on our intranet with all of the policies and their associated tools. In a further effort to ensure sustainable work, all of our production units now have certified environment and health and safety management systems Iso and Ohsas 18001, respectively. All five smelters are certified in accordance with the Iso 9001 quality management system. management Manual New Boliden Way Policies Instructions and Guidelines Tools Local Management Systems new boliden way Boliden has a management system consisting of policies, instructions and guidelines, tools and local management systems that correspond to our challenges. Our mangement manual can be found on the Group s intranet. Networks for improvement Continuously improving and refining our ways of working is the basis for our ability to work more efficiently. The improvement work is largely conducted through the Group-wide Ehsq, HR and Communication networks by promoting participation and facilitating the spread of knowledge and experience between both Business Areas and production units. The heads of the networks report on their work on a rolling basis to the Group management. We are our own toughest critics Every second year, we conduct internal audits of all production units. The audits are conducted with reference to the New Boliden Way (Nbw) and other current standards and policies, and are part of our efforts to ensure continuous improvement. Any discrepancies noted must be actioned and reported back within six months of completion of the audit. In 2009 internal audits were carried out at the Odda and Bergsöe smelters and at the Tara, Garpenberg and Aitik mines. 4 sustainability management and governance New Boliden Way our map and our compass Since 2005, we have based our work on an organisational and operational philosophy the New Boliden Way (Nbw), in which we bring together all of the Group s general guidelines for What we do, Why we do it, and How we do it. The Nbw is based on Boliden s mission, vision and values, and makes clear what we expect from each other as leaders and employees. In 2009, we began the process of establishing even more clearly what the Nbw means in terms of the day-to-day work in our production units. The aim is to become even better at reducing our resource consumption and to enhance the efficiency of our ways of working. This will have positive effects on both our costs and on our environmental impact and work en
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