SUSTAINABILITY IN BRAZIL

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Sustainability Approach

 

By living our values and building partnerships with various sectors of the community, we are doing our part to strengthen economic and social sustainability in Brazil.

 

Our sustainability initiatives are directed, monitored, and supported by the Environment, Health, Safety, and Sustainability (EHS&S) group within the company. This group facilitates internal discussions on goals, strategic planning, action plans, and other topics. It also holds a weekly governance meeting attended by representatives from the EHS&S areas of each location to share ideas and activities.

 

In 2012, we engaged with seven stakeholder groups: suppliers, customers, employees, opinion formers, organized civil society, academia, and government. The objective was to present the company’s strategy for dealing with critical sustainability issues and collect their perceptions of Alcoa’s latest sustainability report.

 

We used stakeholder input, combined with Alcoa’s global strategic sustainability targets, to refine our sustainability approach in Brazil to focus on the following seven priority issues and two themes that apply to these issues:

  • Priority issues
    • Access to, and efficient use of, energy;
    • Local and regional development;
    • Labor relations strategy;
    • People management and development;
    • Environmental management of residue, effluents, and emissions;
    • Conservation of natural resources and biodiversity; and
    • Value chain.
  • Themes 
    • Dialogue with stakeholders; and
    • Transparency and accountability.

 

As a result of our sustainability efforts, we again were named a Sustainable Company of the Year in Exame magazine’s 2012 Sustainability Guide, which is Brazil’s most prestigious annual survey on corporate social responsibility. The annual guide selects and recognizes the sustainable actions of 20 model companies. In addition to business practices, transparency, and corporate governance, the ranking evaluates the strategies, commitments, and practices of companies within the three dimensions of sustainability—environmental responsibility, economic/financial success, and social commitment.
 

Drilling machine at the Itapissuma location

An employee operates a drilling machine in the Wheels Department of the Itapissuma location.

Products

In Brazil, we are involved in all aspects of the aluminum industry—hydroelectric power generation, bauxite mining, refining, smelting, and fabrication. We serve the aerospace, automotive, oil and gas, packaging, building and construction, commercial transportation, consumer electronics, and industrial markets. Among the solutions we market in the country are flat-rolled products, soft and hard alloy extrusions, forgings, Alcoa® wheels, fastening systems, precision and investment castings, and building systems.

 

Sustainable Products

We actively work with our customers to develop solutions that increase the sustainability of their products and services. We focus our efforts on products that can take advantage of the sustainable properties of aluminum—strong, lightweight, and recyclable.

 

In October 2011, we signed a technology collaboration agreement with Brazil-based Embraer to offer advanced aluminum alloys, innovative structural solutions, and design innovations for Embraer commercial aircraft. These advanced solutions are now delivering improved fuel efficiency due to reduced weight, and Embraer meets or exceeds aircraft maintenance intervals. Aluminum also offers increased recyclability compared to other aircraft material options.

 

We continued selling Alcoa’s Reynobond® with EcoCleanTM, the first coil-coated architectural panel that helps clean itself and the air around it that we launched in Brazil in 2011. The economically viable product reduces maintenance costs and helps with the decomposition of smog and other pollutants, such as dirt and diesel fumes, that cling to building surfaces. Approximately 930 square meters (10,000 square feet) of Reynobond with EcoClean have the approximate air-cleansing power of 80 trees.

 

In October 2012, we introduced a new product to the extrusion market—LDL billets. These billets triple die life, decrease the frequency of nitriding (a heat-treating process), and reduce profile production costs. Environmental benefits include less steel consumption since fewer dies are manufactured due to their longer life. There is also decreased use of caustic soda for die cleaning.

 

Aluminum tubes and forgings for drilling risers

Aluminum tubes and forgings for drilling risers

We signed our first contract for aluminum drilling risers in Latin America with Noble, an American drilling contractor, in 2012. Drilling risers are the large tubes that link the drilling rigs to the wellheads on the sea floor, isolating the drilling operations to protect marine life and underground water reservoirs from the drilling fluids and other chemicals used in drilling operations. The reduced weight of aluminum drilling risers allows drilling rigs to reach greater depths without major capital investment.

 

In 2012, we worked with truck trailer manufacturers to replace welds with our BOBTAIL® fasteners to join chassis cross members. This reduces energy consumption and eliminates the risk of burns to employees involved with the welding.

 

Sustainability is a key infrastructure focus of the 2014 World Cup, which will be held in 12 host cities in Brazil. We worked with the architect of the rebuilt Arena Fonte Nova stadium in Salvador to develop a bracing system made of aluminum. The extrusion profiles we are providing are made, in part, from recycled aluminum, helping meet the stadium’s requirements for sustainable construction and environmental licenses. The aluminum structure is three times lighter yet equally strong as steel.

 

In addition to developing sustainable products and solutions, we have formed partnerships with industry and other organizations committed to sustainable product development. For example, we have been a member of the Green Building Council Brazil (GBC Brazil), an arm of the World Green Building Council, since the organization’s founding. The council’s mission is to develop a sustainable construction industry in the country, driving the adoption of green buildings by providing solutions.

 

GBC Brazil created the Leadership in Energy and Environmental Design (LEED) Brazil, which promotes and certifies the design, construction, and operation of high-performance green buildings. The group’s main goal is to transform Brazil into one of the global leaders in sustainable construction.
 

Developing a Special Products Market

In an effort to reduce our environmental footprint, improve our bottom line, and support customer growth, we have found commercial uses for many of our industrial byproducts. We sold or provided more than 58,000 metric tons of these special products in 2012, generating US$5 million in income.

 

The initiative to find new applications for what was historically considered waste is driven by Alcoa’s global strategic sustainability goal to recycle or reuse 75% of landfilled waste by 2020 and 100% by 2030 from a 2005 baseline.

 

In 2012, we focused our efforts on the following special products:

  • ESP dust, which is the alumina collected by a refinery’s dust-collection system;
  • Fly ash, which is a mineral residue left after burning coal at a refinery powerhouse;
  • Carbon-rich materials from the anode manufacturing area;
  • Spent pot lining, which is the carbon and refractory material removed from a smelting pot at the end of its useful life; and
  • Sweeping alumina, which is the alumina powder that is swept up from a smelter’s potroom floor.

 

Finding new uses for these special products helped customers become more competitive and eliminated landfilled waste and related disposal and operational costs. In addition, we reduced the environmental, health, and safety impacts from storing and transporting these materials.

 

Environment

We continued efforts to reduce our environmental footprint in Brazil during 2012. Our major environmental impacts in this region include greenhouse gas (GHG) emissions, energy use, mining rehabilitation, and bauxite residue management.

 

Greenhouse Gas

We were one of the first companies to participate in Brazil’s version of the Greenhouse Gas Protocol Program, which promotes voluntary GHG emissions management and is the most widely used accounting tool for government and business leaders to understand, quantify, and manage GHG emissions. Following an assessment of our 2011 reporting by an independent auditor, our Brazilian operations received the program’s Gold Certification in 2012 for transparency in reporting and quantifying emissions inventories.

 

In 2012, our GHG emissions decreased 10% and our indirect emissions increased 119% compared to 2011. The latter’s increase was due to the government activating thermoelectric power plants to supply energy in place of hydroelectric power plants during the dry season in 2012. This increased the emission factor for electricity and, consequently, the indirect emissions.

 

Potline at the Alumar Smelter

Potline at the Alumar Smelter

A key factor behind the decline in the direct emissions was progress on reducing anode effects—an unplanned interruption to the electrolytic smelting process that results in the emission of perfluorocarbons (PFCs)—at our Poços de Caldas and Alumar smelters. Poços de Caldas reduced its PFC emissions 41% between 2011 and 2012, while Alumar achieved a 30% reduction between 2010 and 2012.

 

Energy

A major challenge we face in Brazil is securing sources of energy while simultaneously reducing our impacts on the environment and society. For example, we primarily consume hydroelectric power, which is a clean and renewable energy source. While this form of power does not have the potential effects on global climate change like fossil fuels do, it does impact the environment and community in other ways, such as the potential loss of critical habitat.

 

We are a partner in the Estreito hydroelectric plant in Brazil, which became fully operational in the first quarter of 2013. We have established a social agreement with stakeholders and government authorities at three levels to promote the sustainable development of the 12 municipalities located near the facility. Along with our partners and the Brazilian Development Bank (BNDES), we have developed a fund to invest in social projects for these municipalities. Through the end of 2012, approximately US$55 million was invested in 73 social projects in five major areas: social development, education, health, sanitation, and economic development.

 


Barra Grande hydroelectric plant

We are also a partner in three existing hydroelectric plants in Brazil—Barra Grande HPP, Machadinho HPP, and Serra do Facão. In 2012, an external firm audited Barra Grande’s sustainability system for compliance with all requirements of the Sustainability Assessment Protocol from the International Hydropower Association. All sustainability areas received a score of 4 or 5 (maximum), establishing a benchmark for hydropower plants in Brazil.

 

Two additional plants in which we are a partner—Pai Querê and Santa Isabel—are in the licensing stage.

 

Since 2011, we have implemented the Energy Efficiency Program at all Alcoa locations in Brazil. This program aims to leverage energy-efficiency efforts by increasing synergy among the locations and integrating technical teams to focus on better energy use.

 

The first step in the program is to execute energy technical assessments using internal and external process specialists. We completed assessments at every location in 2012, identifying more than 40 action items to reduce energy use. Of these, 22% have been implemented or were underway at the end of 2012.

 

Two major energy-efficiency projects in Brazil are contributing significantly to efforts aimed at reducing our energy use and carbon dioxide (CO2) emissions.

 

In partnership with Gasmig, we invested US$8 million to change the energy matrix at our Poços de Caldas refinery in Brazil from fuel oil to natural gas—a more efficient and cleaner fuel that will help reduce the plant’s carbon emissions. In 2011, the plant achieved a 36% reduction (80,209 metric tons) in CO2 emissions compared to 2005 and practically eliminated the emissions of sulfur dioxide (SO2) in the bauxite refining process.

 

At the Alumar complex, we changed the fuel used in our anode baking furnace from diesel to flex gas (liquefied petroleum gas and compressed air), which is similar to natural gas. This switch was completed at the end of 2012.
 

Mining Rehabilitation

Our Juruti Mine is located in the Brazilian Amazon region, while our Poços de Caldas Mine is inside the Mata Atlântica biome. Both sites are located in areas recognized worldwide as sensitive ecosystems, and we are demonstrating through our rehabilitation initiatives that it is feasible to operate mine sites and restore the original vegetation and biological functions across the mined landscape. (See the Land Management section for additional information.)

 

In Juruti, we have restored 132 hectares (326 acres) using plant material from the top soil and bush branches that were cleared prior to mining to successfully facilitate re-growth of native vegetation. We also have planted 44,600 Brazilian nut (Bertholletia excelsa) seedlings, which provide an income source to surrounding communities and enable opportunity for forest preservation on their own lands.

 

In 2012, we conducted a review of the Juruti Mining Master Plan to better integrate the plans for mining, sedimentation lagoon construction, draining, and rehabilitation due to their interdependency.

 

At our Poços de Caldas mine, we introduced seeds from Aristida sp, a native grass, in the mined-out area. The identification and recognition that native grasslands are part of the Mata Atlântica biome was key to achieving a high degree of restoration in a very efficient manner. The use of native grassland is an innovative and efficient rehabilitation technique that is new to the Brazilian scientific community.

We are working to implement biodiversity action plans (BAPs) at key locations in Brazil. In 2012, we progressed in efforts to define criteria for operations that need to develop BAPs, and we developed a roadmap to fulfill all BAP requirements. The Juruti Mine was chosen as one of five Alcoa locations worldwide to develop the company’s first BAPs to serve as examples for other locations.
 

Bauxite Residue

A significant byproduct of our refining operations is bauxite residue, which is made up of sand, mud, and some residual caustic soda. It is disposed of in impoundments specifically designed to contain this material. Once an impoundment reaches its full capacity, it is capped and re-vegetated.

 

A rehabilitated bauxite residue area

A rehabilitated bauxite residue area at the Poços de Caldas Refinery supports native flora and fauna.

On a global level, Alcoa is exploring ways to reduce the overall footprint associated with the management of bauxite residue. (See the Emissions & Waste section.). Our refineries in Brazil
are setting the strategy for a 50-year bauxite residue master plan to target areas available for the construction of a bauxite residue area and plan for the future use of those areas.

 
Environmental Stakeholder Engagement

In 2012, we continued working with various associations and non-governmental organizations (NGOs) that are focused on the environmental issues most relevant to our Brazilian operations, like climate change and biodiversity. These include the Brazilian Forum on Climate Change, Brazilian Movement toward Sustainable Use of Biodiversity, Climate Forum, Aluminum Brazilian Association’s Environment Commission, and climate and biodiversity working groups from the Brazilian Business Council for Sustainable Development.

 

Environmental Performance
  Direct Greenhouse Gas Emissions
Million metric tons of CO2 equivalents
Indirect Greenhouse Gas Emissions
Million metric tons of CO2 equivalents
Freshwater Use
Millions of cubic meters
Landfilled Waste
Thousands of metric tons
2008 2.01 0.44 3.8 12.9
2009 1.88 0.22 3.3 19.0
2010 2.72 0.46 10.0 14.9
2011 2.53 0.27 8.8 8.4
2012 2.28 0.59 7.3 7.8

 

Workplace

Health & Safety

Our health and safety highlights in 2012 included zero fatalities within our Brazilian operations and zero recordable incidents at the Juruti Mine.

 

Our lost workday incident rate increased in 2012 due to two more incidents than in 2011. Because this rate has been very low, even a small increase in the number of incidents could result in a significant increase in the rate. Despite the increase, our rate remained below Alcoa’s overall rate of 0.13 in 2012.

 

Our total recordable incident rate (TRIR) declined 9%, and our days away, restricted, or transferred (DART) rate decreased 33% during the same period. Our 2012 TRIR of 0.53 was lower than Alcoa’s 2020 goal of 0.68, meaning we achieved that target eight years ahead of schedule.

 

We completed the deployment of the human performance program at all of our locations in 2012. Human performance teaches employees how to recognize error and error-likely situations to predict, reduce, manage, and prevent fatalities and injuries from occurring. We will focus on program improvements in 2013.

 

In October 2012, the 9 de Abril hospital in Juruti opened its doors. Alcoa invested approximately US$15 million to construct and equip the hospital, which is the first in the community. When operating at full capacity, it will have three operating theaters, a delivery room, and a laboratory. The facility is integrated with other health services in the region to provide a high level of medical assistance to the area’s citizens.

 

Other activities in 2012 included the implementation of a substance abuse policy at all of our Brazilian operations and a fatigue risk management program at the Juruti Mine.

 

Health & Safety Performance
  Fatalities
Employee/contractor
Lost Workday
Incident Rate
Days Away, Restricted, or Transferred (DART) Rate Total Recordable
Incident Rate
2008 0 0.05 0.45
2009 0/1 0.06 0.32
2010 1/1 0.09 0.77
2011 0 0.07 0.58
2012 0 0.11 0.27 0.53

 

People

We believe our work environment must meet the needs of all employees so they can reach their full potential. For this to occur, our attraction, retention/engagement, and development processes must be improved continuously.

 

These processes focus on using internal knowledge, sharing experiences, and strengthening Alcoa’s image and branding among current and potential employees. Specific activities in each major area include:

  • Attraction: An internship program; an internal recruitment and selection program; and relationships with universities.
  • Retention and Engagement:  The Valuing Diversity Program; a retention workshop; and the Road to Engagement, which is a workshop to share best practices on work climate management.
  • Development: Development Week; the Advancing Supervisory Excellence training program; Alcoa Teachers, where Alcoans train Alcoans; and the New Engineers Program, which is focused on developing technical talent.

 

All of our practices and processes are aligned with our employee value proposition, which clearly identifies what our employees, the market, and Alcoa perceive as the value of working at our company. In other words, it is what makes an employee choose to be at Alcoa.

 

All employees were again invited to participate in the annual Global Voices Survey, which measures engagement and nine other dimensions of the employee experience. In Brazil, 99.9% of our employees participated in the survey. Our engagement index of 72% was higher than the 70% result obtained in 2011.

 

The participation of women in production jobs in our Brazilian operations increased from 5.5% in 2005 to 26.7% in 2012. For managerial positions, the participation increased from 9% to 21.3% in the same period. Part of this progress is due to the activities of the Alcoa Women’s Network, which is a global network with the goal of improving the recruitment, retention, and promotion of women leaders in the company.

 

To publicize our diversity strategy and raise awareness and sensitivity about the issue among our employees, we conducted a Diversity Week in 2012 at six locations—Tubarão, Utinga, Poços de Caldas, Alumar, Itapissuma, and São Paulo. The week-long event included lectures by diversity experts, workshops, debates, roundtables, exhibitions, and artistic presentations. We expanded the topic beyond traditional gender diversity to include people with disabilities, young learners, race, sexual orientation and identity, and cultural diversity.

 

Our people priorities for 2013 are to:

  • Continue improving in employee engagement;
  • Improve the retention of existing employees;
  • Improve the attraction of new employees;
  • Increase diversity representation;
  • Focus on the differentiation of our workforce based on merit and contributions to improve performance of employees and the business overall; and
  • Develop leaders.

 

The human resources practices we have implemented in Brazil have earned recognition from renowned institutions that evaluate organizational climate. We were named, for the 11th year, one of the Best Companies to Work for and the Best Company for Women in 2012 by Great Place to Work® Institute. We were also named a Top 30 Company in Brazil to Start a Career by Você SA Magazine.
 

Supply Chain

By engaging in, and raising awareness of, sustainability within our supply chain, we can add value to our operations and products by encouraging the adoption of good sustainability practices by our commercial partners.

 

In addition to technical and economic factors, we have always taken social and environmental criteria into consideration in our relationships with suppliers. Following the 2010 completion of a Latin American pilot of Alcoa’s new Global Supplier Sustainability program, we began to systematically incorporate sustainability into our supplier evaluation process.

 

We evaluate sustainability in our supply chain through questionnaires. One questionnaire contains basic questions, while another has specific questions on significant social and environmental impacts for critical supply sectors. All new and existing suppliers that fall into one of 16 critical sustainability categories will be evaluated. We currently are evaluating additional categories to include.

 

In 2012, we met all targets established for our supplier sustainability program in Brazil. We assessed 74 suppliers through the evaluation process, and we completed onsite audits with 28 suppliers to assess site conditions. We also conducted a workshop with local suppliers at our Juruti Mine to reinforce our supplier sustainability program.

 

During the year, we registered 2,565 suppliers in the online system that evaluates supplier compliance with a range of social and environmental dimensions. Since the system’s inception in 2010, more than 4,800 suppliers have been registered.

 

Future steps include identifying the best sustainability practices of suppliers of critical materials and services through questionnaires, metrics, and visits.

 

Community

Our ability to grow and succeed is directly linked to our reputation as a good corporate citizen. Establishing valued relationships with major stakeholders, including people of influence in government, business, and the media, is crucial to communicating clearly what we need to be competitive globally. Conversely, these relationships help us better understand the issues stakeholders have with our operations.

 

Our community relations team in Brazil works with our local leaders to develop relationships with key stakeholders through direct dialogue, surveys, forum participation, plant tours, and more as part of our implementation of the Alcoa Community Framework.
 

Instituto Alcoa

Founded in 1990 in Brazil, Instituto Alcoa is a nonprofit organization that seeks to promote positive changes, strengthen communities, and contribute to a more just and responsible society in the locations where Alcoa operates.

 

Alcoa volunteers create a vegetable garden

Alcoa volunteers and students created a vegetable garden at a school in Poços de Caldas in 2012.

Instituto Alcoa operates through corporate volunteer programs and projects related to strategic issues, such as education, employment and income generation, health, environment, governance, and safety. The volunteer work performed by Alcoa employees directly supports the organization’s mission of sustainable local development.


Instituto Alcoa believes that social investment is effective when it:

  • Provides a positive and constructive relationship between the company and the community;
  • Promotes positive changes in the social situation of the communities;
  • Causes consistent and sustainable results that can be leveraged and developed into other initiatives; and
  • Gives the community responsibility for its own development.

 

In 2012, Instituto Alcoa invested US$4.8 million in 43 community projects, the Community Environmental Education Program, and corporate volunteer programs that involved more than 50,000 employee volunteer hours.
 

Community Environmental Education Program (ECOA)

After a community assessment of 52 municipalities in which Alcoa operates in Brazil, Instituto Alcoa created ECOA, its first signature program, in 2011.

 

The program’s objective is to boost community participation in the development of sustainable societies through environmental education processes directed at human values, knowledge, skills, and attitudes.

 

With the help of a local partner, the Integrated Center for Sustainable Development Studies and Programs (CIEDS), we implemented the program at all Alcoa locations in Brazil. Key elements of the community environmental education process include the training and certification of environmental agents, the creation of a green map, themed events, workshops, and other educational activities.

 

Each participating community developed an action plan to solve local environmental issues with practical activities. For example, the citizens of Itapissuma planted a community vegetable garden at a local daycare center and revitalized parks. Cafeteria workers from various local schools were trained on how to develop more creative menus using leftover food. More than 400 citizens were involved in the various activities.

 

In the program’s first year, which ended in September 2012, approximately 300 certified environmental agents carried out more than 180 educational activities, including 16 themed events and 22 workshops. More than 24,000 people, including some 160 organizations, were part of the ECOA Network, exceeding the targets established by Instituto Alcoa. Due to this success, the program will be continued in 2013.
 

Alcoa Community Panels

Our locations in Brazil use periodic community panels to ensure credible and transparent investment in the communities in which we operate.

 

Every three years, we audit and evaluate the efficiency of our social investment at each location, verifying the sustainability of its community projects and strengthening stakeholder relationships.

 

At these community panel events, we present the results of our community projects that were created in partnership with local stakeholders and funded by Instituto Alcoa and Alcoa Foundation. The results are gathered through audits, questionnaires, and, for major projects, site visits by Instituto Alcoa and our community relations representatives from across Brazil.

 

Partners, authorities, the press, NGOs, and the audited organizations are included in the panels. Alcoa representatives at the events can include leaders and employees of the Alcoa plant involved, our Corporate Community Relations Team, our Regional Community Relations Council, Alcoa executive officers, and members of Alcoa’s Board of Directors.

 

We audited more than 460 projects in which Instituto Alcoa and Alcoa Foundation invested more than US$7 million between 1999 and 2012.

 

Sustainable Juruti Project

At our Juruti Mine in the Amazon, we continue to work with several national and global NGOs that are overseeing the extensive sustainability initiatives that are part of our Sustainable Juruti project.

 

Sustainable Juruti consists of three components:

  • The 15-member Council for a Sustainable Juruti, which guides and monitors the overall Juruti sustainability agenda and provides a forum for discussion and collective action;
  • The Juruti Sustainability Indicators, which are used to monitor local development within Juruti; and
  • The FUNJUS-Sustainable Juruti Fund, which supports projects in priority development areas as defined by the Council for a Sustainable Juruti.

 

In 2012, we continued to help consolidate the project’s governance, permanently strengthen the Council for a Sustainable Juruti, and ensure that the three components are operating synergistically. We created an operational and administrative procedure manual for the council and developed its action plan, goals, and indicators. We also started to build a long-term agenda for territorial development.

 

Civic organizations, the Brazilian Biodiversity Fund (Funbio), and Alcoa signed an agreement in 2011 that officially embeds the FUNJUS-Sustainable Juruti Fund through endowment-fund investments in projects that will ensure sustainability in Juruti over the next 10 years. Between 2011 and 2013, Alcoa will contribute US$2.2 million to the fund. Funbio will administer the existing funds while raising additional ones and seeking new investors during the 10-year period. The focus of the fund will be to strengthen the social development and productive capacity of the municipality to generate income (economic capital), primarily by supporting local institutions as guided by a long-term development plan.

 

To ensure that the local government was capable of assuming responsibility for the Juruti Sustainability Indicators at the beginning of 2013, we facilitated training on the data-collection process and the system used to manage and monitor the indicators for a local support group and involved institutions. We also held regular meetings with the Juruti Planning Department and mayor to agree on roles and responsibilities to ensure continuity of data collection and the use of the tool.
 

Education and Nature Conservation Center

In 2012, we completed construction of the office and reception area of the Education and Nature Conservation Center, which is located two kilometers (1.2 miles) from our Tubarão facility and will be managed by the Wildlife Research and Environmental Education Society. A study focused on the center’s education strategy and the area’s current environmental conditions, particularly biodiversity, also was completed during the year.

 

The visitor center and trails will be completed in 2013.
 

Employee Volunteer Hours
2008 174,960
2009 148,174
2010 195,134
2011 247,362
2012 52,922
Key 2012 Stakeholder Issues
Location
Issue
Response
Juruti Mine 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.
Juruti Mine 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.
Poços de Caldas 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.
All locations 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.
 

Awards

Model Company in Sustainability in Brazil—Exame Magazine
Alcoa

 

One of the Most Sustainable Companies—Imprensa Magazine
Alcoa

 

Gold Certification—Brazil Greenhouse Gas Protocol Program
Alcoa

 

Business 360º Yearbook (first in the mining and steel sector in the social and environmental category)—Época Magazine
Alcoa

 

One of the Best Companies to Work for in Brazil and Best Company for Women—Great Place to Work® Institute
Alcoa

 

Top 30 Company in Brazil to Start a Career—Você S/A Magazine
Alcoa

 

Most Admired Human Resources Departments in Brazil—Gestão & RH Editora
Alcoa

 

1000 Best Companies in Brazil—IstoÉ Dinheiro Magazine
Alcoa

 

Best and Biggest Companies—Exame Magazine
Alcoa

 

Best Supplier of Aluminum—Proxyon and ZF América do Sul
Alcoa

 

Benchmark in Environmental Management—Chico Mendes International Institute for Research and Environmental Responsibility
Alumar—São Luís, Brazil


Case Studies

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Employees & Sustainability

“Sustainability is the never-ending pursuit of long-term business consistency. For this to occur, there needs to be investment in the company’s own generation of electrical power and the recycling of products generated during the production process that are not normally placed on the market. “

Emerson Sales de Oliveira
Refining Process Controller, Alcoa Alumínio—Poços de Caldas


“For me, sustainability is primarily about care and concern, not only with production and profit, but also with all that encompasses a company. It is consciously working to minimize the impact a production process has on the environment. It is focusing on the safety of employees and their families at work and at home. It is being concerned for society by doing volunteer work and exercising our citizenship. It is promoting and investing in research and development to eliminate or reduce industrial waste and find alternatives for energy generation, efficiency, and consumption. In summary, it is being concerned about generating, in a comprehensive and responsible way, business profit without giving up the responsibility to people, the environment, and society. This concept is applied every day in Alcoa, which makes me feel very proud.”

Milena Silva
Process Engineer, Alumar—São Luís


“Sustainability is the capacity to support the triple bottom line, reconciling the environmental, social, and economic demands of human living. A precondition for human well-being is to embrace sustainable thought and work hard to maintain this responsibility.”

Jacqueline Krebs Rempel
Analista de Marketing, Alcoa Alumínio—Utinga


“Sustainability is providing future generations with natural resources by using them in the best way possible without causing major damage and environmental impacts. We need to worry about social issues, the environment, and clean energy. We also need to do small things, such as separate the garbage (recycle), not waste water, turn off the lights every time they are not needed, and use the least amount of plastic bags when shopping in supermarkets and shops.”

Anne Dias
Community Relations Analyst—Juruti Mine


Related Link

Alcoa in Brazil