Committed to Ongoing, Transparent Engagement
Alcoa’s business activities have significant impact on people worldwide. Our stakeholders include shareholders and lenders who provide our financial capital; our customers, suppliers, and employees; the public agencies that regulate our businesses; the non-governmental organizations (NGOs) that are interested in what we are doing; and the people who live in the communities where we operate.
We understand the importance of having transparent and regular dialogue with all of our stakeholders to ensure that we both understand their issues and concerns and provide them with information. View a partial list of our stakeholders. go
Our relationships with stakeholders who are closer to the core of our business activities—customers, suppliers, government agencies, employees, and shareholders—have formalized, often contractual, and, in some cases, legally mandated channels for engagement. Engagement with other stakeholders—community members, NGOs, educational institutions, policy centers, etc.—is typically much less formalized and requires specific focus and attention to ensure that it is maintained on a regular basis.
We have developed and implemented two specific stakeholder engagement processes to ensure that we are managing our stakeholder responsibilities appropriately. The first process focuses on engagement with the people who live in the communities where we are located. The second is our corporate-level stakeholder engagement process, where we develop relationships with appropriate stakeholders at the regional or global level. This is to ensure that we understand issues and concerns that may transcend a specific location where we operate and that we are creating opportunities for dialogue on those issues and concerns.
We are committed to being transparent. We have benchmark processes in place at many of our locations and are providing open forums for our stakeholders to engage in fact-based dialogue with us on issues. In other locations, our stakeholder processes are maturing. We will continue to focus on these areas during 2013 to ensure that we have benchmark processes in place everywhere we operate.
Community Stakeholder Engagement
The principal way we manage engagement with stakeholders at the community level is through the Alcoa Community Framework.
The framework guides our employees around the world on how to engage in transparent discussions with local stakeholders in the communities where Alcoa operates. Our employees use the framework to align our business practices and NGO partnerships with the priorities of the community. The framework also provides direction on the process for defining stakeholder groups with which to engage and identifies best practices in terms of tools and approaches to ensure that the stakeholder processes are robust and effective.
The community stakeholder process begins with a community assessment and development of a public strategy plan for the location. Locations reach out to various community members using a web-based survey to learn what the major challenges and opportunities are from an environmental, educational, and community-enhancement perspective. This assessment is integral to the development of the public strategy plan, which is linked to Alcoa’s business strategy and updated annually.
The Alcoa Community Framework also provides guidance on effective engagement with public and governmental stakeholders, the media, and employees. Tools developed to assist locations in ensuring effective two-way relationships with all location-related stakeholders include location newsletters, town hall meetings, plant walk-throughs, suggestion systems, recognition systems, family days, community days, and more.
Many of our locations worldwide have formally established community advisory boards (CABs) comprising external community members, NGO leaders, and local officials who are well-versed in the needs of their local communities. CABs meet regularly to provide open, two-way communication channels, ensuring that all challenges and opportunities are discussed and responded to quickly. A location’s CAB is accountable for developing a list of priority issues to be discussed and addressed, with an objective of sharing accountability for outcomes and successes and ensuring that the varying interests are working together to achieve a common, sustainable goal. The locations ensure that the diverse interests and perspectives of their local stakeholders are well represented on a CAB.
Although the intent is for all issues and concerns to be resolved at the location level, occasionally they are taken to the regional or global level within the company for further discussion. Escalation can be to higher-level business unit, regional, resource unit, or corporate leadership depending upon the issue or nature of the risk or opportunity that is being discussed.
In 2012, the following key issues were raised and discussed within location CABs and directly with community members. Some were also escalated through the location process to the regional or global level.
|Western Australia Mining Operations
||Environmental and community impacts of proposed mining operations.
||In 2012, we continued to meet with the Keysbrook Hills Community Group (KHCG) on a regular basis to address community concerns about potential impacts related to noise, traffic, water, dust, and the black cockatoo’s habitat. We proposed a tailored mine plan aimed at reducing the potential impacts of mining on members of the KHCG. The plan includes restricted mining operations for the next four years (6 a.m. to 6 p.m. except in winter, and Monday to Friday, excluding weekends and public holidays) and a commitment to rehabilitate the mine area within 12 months of the mining’s completion.
|Western Australia Mining Operations
||A review of Alcoa of Australia’s Five-Year Mine Plan was conducted by the Mining and Management Program Liaison Group, which consists of representatives from the government departments responsible for state development, environment and conservation, water, and mines and petroleum.
Issues raised by the group as part of the review included Western Australia’s declining rainfall and the impact of rehabilitation prescriptions on the ground water levels and hydrology and stream zone ecology.
|We worked cooperatively with the group, which provided input into the plan, to address the issues raised. The group provides advice to the minister for state development.
|Anglesea Power Station, Victoria
||A local community group raised the issue of air emissions, particularly SO2, from our coal-fired power station at Anglesea. The group called for the release of the draft health risk assessment (HRA) that Alcoa of Australia voluntarily commissioned in 2008.
||We are currently updating the draft HRA using new data from both the power station and the mine. We have committed to publicly releasing the final version of the independently prepared report when completed in 2013.
We continue to work with the Anglesea Community Consultative Network, government departments, and any other interested parties, providing regular updates on these and other topics.
The results of ambient SO2 monitoring are reported on our Australian website.
|Point Henry Smelter, Victoria, Australia
||Point Henry Smelter viability review.
||Occurring across the first half of 2012, the review involved a comprehensive engagement process with employees, community partners, suppliers, and government. A range of cost-cutting measures and financial support from the federal and Victorian governments resulted in an announcement that the smelter will remain in operation until at least mid-2014.
|Portland Aluminium Smelter, Victoria, Australia
||Impacts of low-level fluoride emissions on kangaroos.
||Research with the University of Melbourne is continuing to better understand and manage the effects of low-level fluoride emissions on the local kangaroo population. We implemented components of a management plan, including fencing off exclusions zones, re-vegetating areas close to operations, and minimizing fluoride emissions from the smelter, which remains one of the lowest fluoride-emitting smelters in the world.
The local community is kept informed of these activities via the Portland Aluminium Community Advisory Network, and we issue progress updates to other key stakeholders on a regular basis.
|Wagerup Refinery, Western Australia
||Discussions on Wagerup’s long-term residue management strategy with the local stakeholder reference group.
||We held seven meetings in 2012 to discuss commitments for a sustainable future in bauxite residue management. Topics included the height and location of future residue areas and how environmental risks associated with residue storage will be managed. We have responded with a range of guiding principles identified by the working group. A revised strategy document is awaiting approval from the minister for state development and is due for publication in 2013.
|Wagerup Refinery, Western Australia
||The Wagerup Sustainability Fund, created in 2008 as part of the commitments linked to the Wagerup Unit Three expansion (currently on hold), was held in trust with the Western Australian Community Foundation, which went into receivership in 2010. The fund required a new trustee and revised deeds of agreement.
||We are working to finalize the deeds of agreement with the shires of Waroona and Harvey (local government) to ensure continued operation of the fund.
|Wagerup Refinery, Western Australia
||In 2012, successive years of incremental growth in alumina output at Wagerup had resulted in production approaching the annual limit of 2.6 million metric tons prescribed in the refinery’s environmental license. Without a production limit increase in the license, the refinery faced the prospect of winding back production and losing millions of dollars in revenue.
||Alcoa of Australia worked with the Department of Environment and Conservation and local community representatives to develop a proposal to gain an increase in licensed production based on the installation of a volatile organic compound emission offset project. Community representatives and environmental regulators agreed to an initial increase to 2.65 million metric tons to accommodate projected refinery output in 2012. This was reflected in a new environmental license issued in August 2012 and subject to an appeals process. A subsequent increase to 2.8 million metric tons per year will be granted upon completion and verification of the emissions reduction project.
||The high cost of energy has impacted the aluminum industry in Brazil.
||Since 2009, we have been holding talks with the federal government to increase awareness about the impacts of high energy prices. This work culminated in the formation of the Aluminum Working Group, known as GTA. In September 2012, Dilma Rousseff, president of Brazil, introduced Provisional Measure (MP) No. 579, which focused on the generation, transmission, and distribution of electricity concessions to reduce energy costs for consumers and industry. The MP, converted into Law 12.873, altered the trajectory of the rising cost of energy but didn’t bring it to a competitive level. We continue to seek alternatives to reduce the cost of energy with the Brazilian government.
|Juruti Mine, Brazil
||A media report that Alcoa was destroying the Amazon.
||We made contact with the journalist and sent clarifying information for each issue mentioned in the article.
|Juruti Mine, Brazil
||Health and safety of residents located near the mine’s port and railroad.
||We implemented two community programs—“Look at the Train” and “Passing through the River”—to increase safety awareness among residents. More than 17,500 people had participated in the programs through the end of 2012.
|Poços de Caldas, Brazil
||The town’s future if the facility was ever closed.
||We are transparent in our engagement with the Poços de Caldas community regarding the continuity of our operations. We have an active Community Relations Council and strong relationships with key stakeholders, such as the Association for a Sustainable Poços.
|Alcoa Fjarðaál, Iceland
||Increased fluoride detected in grass.
||In October 2012, Alcoa Fjarðaál measured increased fluoride levels in grass around the plant. Following root-cause analysis, the plant took several steps to fix related technical issues to reduce the fluoride emission levels. We engaged with the general public and farmers around the location.
||In January 2012, we initiated negotiations with various stakeholder groups to implement a full curtailment of the plant, which occurred at year’s end. We have agreed to keep the location in a restart condition for a year to potentially sell it to a viable third party.
|Mining Operations in South Manchester, Jamaica
||Complaints of dusting from residents close to our operations.
||We began resolving these complaints within 24 hours of being received. We assessed the dust nuisance through visits to the locations and the use of dust monitors that are independently verified.
We increased our spraying of water on haul roads and paid compensation to those who were affected.
An internal complaints review committee meets monthly to ensure that complaints are resolved in a timely manner.
|Clarendon Refinery, Jamaica
||Soot emissions impacted residents of several communities.
||We resolved this issue through consultation and dialog with community leaders and representatives who are part of the Refinery Community Council. We apologized to the council for the incident while outlining the cause and the steps that we were taking to prevent a reoccurrence. Our explanation and apologies were accepted by the leaders and the communities. This came against the background of ongoing communication with these stakeholders, which included information on the various factors that were negatively impacting our production and profitability.
|Avilés and La Coruña, Spain
||Temporary partial curtailments.
||We started negotiations with various stakeholder groups in January 2012 to agree on a temporary partial curtailment of the plants. The curtailments were fully implemented in June, and both smelters went from 50% to 30% curtailed in the first quarter of 2013.
|Avilés, La Coruña, and San Ciprián, Spain
||Through intensive stakeholder dialogue on local, regional, and national levels, we worked on an energy solution for our three Spanish smelters. All had long-term energy contracts that ended on Dec. 31, 2012, and each faced energy costs that are among the highest in Europe. At the end of 2012, the Spanish government put a regulatory framework in place that provides measures to help maintain the competitiveness of Spain’s energy-intensive industries, including aluminum. The Spanish government may submit the framework to the European Commission for legal certainty purposes.
|Moengo Mines, Suriname
||Fewer job opportunities.
||We engaged with contracting companies and local governments to discuss job opportunities for local communities.
|Paranam Refinery, Suriname
||Illegal occupation of Suralco land.
||We held discussions with the government to enforce small measures to mitigate the occupation. The vastness and sometimes remoteness of the areas are being considered for any planned management.
|Massena, New York, USA
||Community leaders questioned if the black smoke from a fire at the Massena West casthouse, which was quickly moving in the direction of the community of Massena, was of concern, specifically with respect to PCBs or asbestos.
A second issue was the local ironworkers from the St. Regis Mohawk Tribe objecting to the selection of non-union representatives to do some of the fire clean-up work. Representatives picketed outside of the plant’s gate.
|We worked with the local fire chief to determine that it was the roof that was burning. Our onsite environmental and industrial hygiene resources confirmed that there was nothing in the roof materials that would cause any undue concerns regarding the fire’s smoke. The dark black smoke was associated with the burning of roof tars, and there were no PCBs or asbestos materials in these tars. Several hours later, some chemical monitoring of the smoke confirmed that it contained no chemicals of concern. We communicated all of this information to the community leaders, who seemed satisfied.
Our plant manager met with representatives from the ironworkers to hear their concerns and explain that we used an open and transparent competitive bidding process to contract for all of the work required from third-party contractors as a result of the fire. He explained that we awarded the contract in question to the lowest-cost, qualified bidder.
Regional- and Corporate-Level Stakeholder Engagement
We have two distinct processes for stakeholder engagement at the regional and corporate levels. The first process is a strategic one, where we identify stakeholders with whom to engage on issues of common interest and concern. We forge partnerships with these stakeholders for shared accountability to achieve specific outcomes or objectives. These relationships generally involve issues that are central to our overall business strategy, such as energy efficiency, climate protection, and resource conservation.
The other stakeholder engagement process is how we respond to issues or concerns that are either escalated from the community stakeholder process or raised directly to the regional or corporate level. Our objective is to engage in open and transparent communication to ensure that we understand the issues, concerns, or opportunities that are being raised and that the dialogue is supported by appropriate and relevant facts and information.
The following stakeholders raised issues directly to the regional or corporate level during 2012.
|Residents, county officials, and NGOs
||Re-issuance of permits to allow Alcoa to operate a series of hydroelectric dams along the Yadkin River basin in North Carolina (USA).
||We continue to provide information regarding Alcoa’s management of environmental issues during its long operational history at the facilities and, where necessary, to ensure that the facts are accurately reported.
We also continue to work on attracting new economic development to the region. We have remodeled the casthouse at our former Badin, North Carolina, smelter site to accommodate Electronic Recyclers International and added a second tenant at the facility. We have also removed outdated structures to free up usable lands for additional tenants at the site, which has been named the Badin Business Park.
We also voluntarily capped a small sediment area in Badin Lake near the former Alcoa facility to allay any concerns regarding potential contamination of the sediment.
Finally, we established a community board that meets quarterly to review relicensing and redevelopment activities. Feedback has resulted in early implementation of post-license agreements and review of remediation plans.
||PCB contamination of the Grasse River downstream from Alcoa’s Massena, New York (USA), facility.
||We have developed a community advisory panel represented by diverse and influential community members, both supporters and detractors of Alcoa. We continue to openly share all environmental data collected in the river over the last 20 years.
In October 2012, the U.S. Environmental Protection Agency (EPA) Region II issued a proposed remedial action plan (PRAP) recommending a main channel capping and near-shore dredging and capping solution for the river.
We actively participated in two public meetings organized by the EPA to provide information to stakeholders regarding the EPA’s proposed remedy and to receive all stakeholder comments with respect to the PRAP.
In April 2013, the EPA issued a Record of Decision (ROD) on the remediation of the Grasse River that is consistent with the PRAP. Alcoa will now being work to implement the remedy.
|Columbia Riverkeeper, Landowners and Citizens for Safe Communities, City of Longview, Cowlitz Economic Development Commission, and community members(USA)
||Concerned stakeholders requesting more information—impacts, timeline, and entities involved—about Alcoa’s clean-up of the former Reynolds Longview, Washington, reduction site.
||We have engaged each community stakeholder group on multiple levels, meeting with them and disseminating information through the media. We also launched a comprehensive project-related website.
After working with the community through 2011, we formed a community advisory board that is a diverse cross section of the community. The board serves as a forum to share and receive information from participating community members and leaders. As the clean-up will likely extend into 2014, the advisory board will continue to meet quarterly until remediation is complete. The advisory board also will assist in expanding Alcoa’s community engagement activities in the region.
|Aluminium Bahrain (Alba), the U.S. government, and other stakeholders.
||Alba had filed suit against Alcoa and others alleging that certain Alcoa entities and their agents had engaged in a conspiracy over a period of 15 years to defraud Alba. The complaint further alleged that Alcoa and its employees or agents (1) illegally bribed officials of the government of Bahrain and/or officers of Alba in order to force Alba to purchase alumina at excessively high prices, (2) illegally bribed officials of the government of Bahrain and/or officers of Alba and issued threats in order to pressure Alba to enter into an agreement by which Alcoa would purchase an equity interest in Alba, and (3) assigned portions of existing supply contracts between Alcoa and Alba for the sole purpose of facilitating alleged bribes and unlawful commissions. The complaint alleged that Alcoa and the other defendants violated the Racketeer Influenced and Corrupt Organizations Act (RICO) and committed fraud.
The U.S. Department of Justice also began a formal investigation of the Alba matter.
|Without admitting any liability, Alcoa entered into a settlement agreement with Alba in October 2012 under which Alcoa agreed to make a cash payment to Alba of $85 million payable in two installments. The suit against Alcoa was dismissed with prejudice.
Alcoa and Alba have also resumed a commercial relationship and have entered into an Alumina Price Index-based, long-term alumina supply agreement.
The investigation by the U.S. Department of Justice (DOJ) and the U.S. Securities and Exchange Commission (SEC) is ongoing, and Alcoa is cooperating in the investigation and actively negotiating with the DOJ and SEC to reach a resolution.
We take the information needs and interests of our stakeholders very seriously, and we always strive to resolve issues appropriately. We also ensure that these issues are being considered in connection with our business strategy and our enterprise risk management processes.
Although not all issues can be addressed to the full satisfaction of every stakeholder, we remain committed to continuing an open dialogue and providing all relevant and appropriate information to our stakeholders so they have the opportunity to consider alternative courses of action where we cannot forge resolutions collectively.
Alcoa and Alcoa Foundation recognize the value that NGOs deliver to society and seek to partner with these institutions to advance work in the areas of environment, education, sustainable design, and public policy.
When working with NGOs on a local, national, and global level, we look to the benefits of our partners’ insights, networks, and resources to enhance communities and our own organization.
Here are a few of the key relationships that Alcoa Foundation has fostered with NGOs.
Engineers Without Borders (EWB)
For the Millennial generation, it is important to pursue careers in which they can do well by doing good. The three-year partnership between Alcoa Foundation and EWB provides engineers and engineering students with opportunities to apply their knowledge on social impact projects. At the end of 2012, more than 150 engineering students leveraged their skills in community-based projects located in Australia, Brazil, Canada, Costa Rica, El Salvador, Honduras, India, Kenya, and Nicaragua. The impact of the students’ time and expertise is expected to result in an improved quality of life for an estimated 7,000 people. Examples of their projects include rainwater catchment and dam repair, solar water heaters, applied technology and vocational-educational opportunities, and renewable energy.
International Union for the Conservation of Nature (IUCN)
In Europe, IUCN is working with local NGOs in countries where Alcoa operates to pursue community-based projects in forest conservation and management, energy efficiency, and recycling. Examples of projects funded by Alcoa Foundation include forest landscape and ecosystem improvements; sustainable use of natural resources; recycling campaigns; and renewable energy markets. The multi-year partnership also brings NGOs and the private sector together to increase mutual understanding and dialogue about the sustainable use of natural resources. The program serves as a platform for best practice sharing in 12 countries.
The global economic crisis has exposed the fragility of young people, particularly as they are faced with the increasing uncertainty about making a successful transition into the labor market and pursuing post-secondary education opportunities.
A global three-year partnership between Alcoa Foundation and Junior Achievement informs high school students and young adults about career options focused on science, technology, engineering, and mathematics (STEM) and their educational requirements in 14 countries. Educators and volunteers are given tools and materials to promote STEM careers, encourage young people to prepare for those careers (especially in manufacturing), and influence the next generation of skilled operators, engineers, and technicians. Young people completing the online sessions earn a digital badge to recognize their achievement and to confirm the knowledge gained.
The Nature Conservancy (TNC)
In Brazil, the TNC is restoring the endangered Atlantic Forest in Paraná state. This forest is one of the world’s most diverse ecosystems for plant and animal species. The native Paraná pine has been reduced to just 3% of its original area, and more than 100 million people depend on the Atlantic Forest for clean drinking water and flood protection.
Alcoa Foundation has partnered with TNC to plant more than 700,000 trees in the forest and help create conditions for natural forest regeneration where possible. Several of Alcoa's facilities are located in the Atlantic Forest, including those in Poços de Caldas, Sorocaba, São Paulo, and Tubarão. Alcoa Brazil employees are volunteering to plant some of the trees.
World Resources Institute (WRI)
Alcoa Foundation is partnering with WRI on three unique programs related to measuring and reducing greenhouse gases (GHGs).
Since 2009, the foundation has supported WRI’s work to build a comprehensive GHG measurement and reporting infrastructure into China’s power sector. The standard will lay a solid technical foundation for comprehensive measurement, reporting, and verification. It will be adopted by more than 60 power companies and integrated into existing emissions trading in China.
A previous collaboration between Alcoa Foundation and WRI developed a new Value Chain Standard, a comprehensive tool for measuring GHGs, including Scope 3 emissions, across value chains. This standard enables companies to understand their emissions not only in their own operations, but throughout their global value chains.
The Value Chain Standard provides a solid tool to reduce emissions, but companies need effective global training on the new standard to properly use this tool. With help from Alcoa Foundation, WRI is developing an e-learning course to train 200 global companies in 2013 on adoption and utilization of the Value Chain Standard. The training also will help meet the growing demand for product life cycle analyses.
The third collaboration between Alcoa Foundation and WRI is developing renewable energy pilots that highlight persistent market barriers and seek solutions that enable renewable energy to make a larger contribution to the energy grid. These activities will support a transition from today’s electricity systems, which are dominated by fossil energy, to tomorrow’s more responsive, resilient, and cleaner power grid that is dominated by renewable energy.
In-depth community consultation is an important component for any new project we undertake anywhere in the world, as well as for expansions and upgrades at existing facilities.
Project consultation requires open and transparent dialogue, often over extended periods of time. This sometimes is not easy, especially when there are strongly differing views within respective stakeholder groups or when circumstances require project schedule changes or adjustments in local planning.
In 2012, we continued consultations in Greenland on a proposed hydroelectric system and aluminum smelter with an approximately 340,000 metric-ton-per-year capacity. We are studying the feasibility of the combined project in conjunction with the Greenlandic government.
In the Boké prefecture in Guinea, we continued working with Rio Tinto Alcan to assess the feasibility of constructing a state-of-the-art alumina refinery. The project partners retained a community development manager and a resettlement manager to lead continuing consultations with communities that will be affected in the event the project proceeds on the selected Kabata site.
These communities include those that will require physical or economical displacement, as well as ones that may be directly or indirectly affected by the following:
- A potential influx of a large number of people from outside areas who are seeking future employment or improved living standards;
- Future skilled and unskilled employment opportunities; and
- Cultural and environmental impacts on local plant and animal species, such as medicinal plants and chimpanzees.
The principal objectives of this consultation program are to ensure the affected communities and project developers fully understand and agree on what is required to enable resettled communities and their hosts to restore and improve their livelihoods as they participate in the regional growth that the proposed refinery project will generate.
Consultative events in 2012 included three meetings of the Resettlement Advisory Group, which was formed in 2007 and comprises affected community, government, and project representatives. We also conducted several meetings with local stakeholder groups. Formal agreements are being mutually pursued with such groups to support improvements in local capacity and living conditions. Topics of the agreements include:
- Improving local literacy;
- Supporting rural electrification pilot programs to enable self-sustaining electricity supplies;
- Support of rural road repairs; and
- Miscellaneous community development initiatives as agreed upon by local community and project representatives, such as installing drinking water wells, improving sanitation, and enabling preventive health.
These communities also reached out to the project partners for help when a cholera epidemic struck the area and the government had insufficient resources to fully address the problem. Alcoa Foundation was able to extend treatment and prevention support.
As part of the resettlement process and environmental, social, and health impact assessment, we also conducted baseline community surveys to more fully understand livelihoods, social and health conditions, and attitudes about the project. We will use this information to help structure the project and respective resettlement activities in a manner that is sensitive to community conditions and views.
We are a partner with the Saudi Arabian Mining Company (also known as Ma’aden) in the development and construction of a fully integrated, world-class aluminum complex in the Kingdom of Saudi Arabia. The two companies are closely collaborating in the development of corporate social responsibility strategies for the joint venture, which began initial operations near the end of 2012. During 2012, work began on formulating key performance indicators to guide the establishment of baseline and performance metrics.
Since 2002, we have been engaged in discussions with the government of Brunei Darussalam to establish an aluminum production facility in that country. An outcome of our stakeholder consultation was an understanding that the development of small and medium enterprises is high on the national development agenda.
In support of this, Alcoa and Alcoa Foundation are collaborating with Brunei Darussalam's national Youth Development Centre, the Brunei Economic Development Board, Bank Islam BD, Citi Foundation, and Norway's Petroleum Geo-Services on the Youth Skills Development Program. This two-pronged program is successfully assisting in the development of numerous small businesses and supporting the development of vocational skills that increase the employability of course participants.
Environmental Improvement Plans
Many of our Australian operations work with the local communities to develop environmental improvement plans for each location.
An environmental improvement plan is a public commitment by an operation to continuously improve environmental performance, reduce environmental impacts, and develop more sustainable practices. The plan sets clear targets for improvement and details progress against those targets. It also outlines the methods, processes, and initiatives to achieve agreed upon targets, while providing an overview of operations and improvements accomplished in the past.
Typically, the draft plan is offered by the company for collaborative external review, adjusted in light of that review, and then finalized, signed by participating stakeholders, published, and deployed by the company. The stakeholders monitor our progress in achieving the targets and annually review the plan.
Examples of these plans can be found on our Australian operations website.
Community Health and Safety Programs