June 2013
riotintominerals.com
Sustainable
Development
Rio Tinto Minerals
2012 Sustainable
Development Report
Rio Tinto’s Asia Technology Center in
Suzhou, China, was designed for LEED silver
certification for energy efficiency and low
environmental impact.
02 Message from the CEO
04 Business overview
06 Program overview
08 Social performance
10 Environmental performance
12 Economic performance
14 Case studies
17 Report assurances
Contents
2012 Sustainable Development Report
Table of contents
June 2013
2012 Sustainable Development Report
Message from the CEO
June 2013
Responding and adapting
Rio Tinto Minerals delivered record earnings, reduced overhead costs and met our
sustainability goals during a year of challenging global economic conditions.
Welcome to the Rio Tinto
Minerals (RTM) 2012
sustainability report. In
this report, you’ll discover
how RTM performed as
a business along with
sustainability highlights
covering a range of
indicators from the areas
of social, economic, and
environmental performance.
RTM delivered a new record for earnings in 2012 and
successfully faced many challenges. We also reduced
our overhead costs by $7 million from the previous
year. We should be proud of this achievement, despite
a challenging economic environment, lower growth
in China and continued weakness in Europe. To help
compensate for these issues, we made a conscious
decision to reduce borate production levels in order to
minimize costs. This proved RTM’s ability to respond and
adapt to difficult market conditions, while still providing
a high level of reliability and the service our customers
have come to expect.
Unfortunately, RTM had eleven reportable injuries in
2012, three more injuries than in 2011. Any reportable
injury is too many, and the fact that we are trending
upward from the prior year is of utmost concern. A
concerted effort must be made to determine what factors
might cause injury or illness to our people, with a goal of
Zero Harm. A renewed emphasis on our Take 5 program,
actively caring for our colleagues, and maintaining health
and wellness are all tools we each have available to us to
sustain a safe work environment.
Reduced borate production of 463,000 tonnes boric oxide
equivalent in 2012 was eight percent lower than in 2011.
This was reflective of global economic market conditions.
The sale of Borax Argentina in August 2012 also contrib
uted to the lower production figure. In spite of weakening
market demand, RTM attained a one percent increase in
refined borates revenues. We have also delivered $13.6
million in business improvements to lower costs.
The RTM Modified Direct Dissolving of Kernite (MDDK)
project at Boron is a new ore processing system that will
reduce mining costs and increase recoveries and saleable
reserves. This $150 million capital investment is currently
under construction and is scheduled for completion in 2014.
Rio Tinto Minerals began its Sustainable Development
program in 2001 to guide how it measures, improves
and reports on social, environmental and economic
performance. The company continuously works to
reduce water, energy and greenhouse gas emissions.
RTM also recognizes that the communities in which we
live and work form a strong foundation for developing
relationships and business partnerships. We have
been networking with local communities for nearly 90
years and contribute more than $150 million to local
economies annually.
Economic conditions will continue to be challenging in
the coming year, and RTM will need to closely monitor
costs to ensure the savings obtained in 2012 are
sustainable in future years. Our employees have proven
their resiliency and dedication to RTM’s ongoing success,
and I am proud of each person’s efforts in delivering
strong results during a challenging period. In the coming
year, RTM’s long-term strategy will be strengthened
by our strategic pillars, which include our continuing
commitment to promoting a sustainable culture focused
on health, safety and the environment.
Our ongoing sustainability efforts strongly contribute
to our vision “To be the sector leading global industrial
minerals supplier that creates better quality of life and
sustainable value through our product offerings.”
Stay safe,
Xiaoling Liu
President and Chief Executive Officer
Our employees have
proven their resiliency
and dedication to
RTM’s ongoing success,
and I am proud of
each person’s efforts in
delivering strong results
during a challenging
period.
We have a long
tradition of sustainable
development, creating
value for our employees,
communities, customers
and shareholders
2012 Sustainable Development Report
Business overview
June 2013
Minerals that make a difference
Rio Tinto Minerals is a world leader in industrial minerals supply and science.
We mine and process borates and serve more than 1,000 direct customers
worldwide. Our team of experts includes 1,200 people working at more than
12 facilities on four continents.
We supply over 30 percent of the global demand for
refined borates from our mine in California – one of the
richest deposits on the planet. The company’s founders
began mining borates in 1872. The mule teams that
hauled borates out of our original mines in Death
Valley are long gone, but the symbol endures in our
20 Mule Team Borax® product brand.
Borates are naturally-occurring minerals containing
boron and other elements. They are essential to life –
plants need borates to grow – and part of a healthy diet
for people. Borates are also key ingredients in a wide
variety of products such as fiberglass, wood preservatives
and ceramics used to make homes safer and more
energy efficient; heat-resistant glass used in flat-screen
televisions and laptop computers; textile fiberglass
used in sporting equipment and wind energy systems;
and fertilizers that help growers increase crop quality
and yield.
Rio Tinto Minerals is the acknowledged world leader in
product quality, supply reliability and technical support
– the services that create value for our customers and
differentiate us from competitors. We are also industry
leaders in continuously improving how our products and
practices contribute to sustainable development.
2012 Sustainable Development Report
Business overview
June 2013
13
10 12
11
14
Rio Tinto Minerals is a world leader in borates, with mines, processing
plants, commercial and research facilities.
Asia Technology Center, Suzhou – Laboratory facility
Boron Operations – Primary borate mine and refineries
Changshu Operations – Shipping facility
Coudekerque Operations – Special refineries and shipping facility
Denver HQ – Global headquarters; laboratory facilities
Frankfurt Offices – Regional center
Jadar Operations – Lithium-borate development project
Nules Operations – Shipping facility
Owens Lake Operations – Trona mine
Paddington Offices – Regional center
Port Klang Operations – Shipping facility
Rotterdam Operations – Shipping facility
Singapore Offices – Regional center
Wilmington Operations – Special refineries and shipping facility
2012 Sustainable Development Report
Program overview
June 2013
Contribution to sustainable development
Sustainable development is commonly defined as development that meets the needs of
the present without compromising the ability of future generations to meet their own needs.
While it cannot be achieved by one organization on its own, we believe that Rio Tinto
Minerals can make an important contribution to the ongoing, global transition to
sustainable development.
Contribution to sustainable development
Our commitment to social wellbeing, environmental
stewardship and economic prosperity is supported by
strong governance systems and provides the framework
in which our business operates. Sustainable development
considerations form an integral part of our business plans
and decision-making processes. In turn, our reputation for
acting responsibly plays a critical role in our success as a
business and our ability to generate shareholder value.
Rio Tinto Minerals’ most important contributions to
sustainable development are:
Social – Providing good jobs, good opportunities and a safe
working environment for employees; and, engaging with
neighbors to understand and address issues that affect our
communities
Environmental – Minimizing our environmental footprint
and maximizing the contribution our products make to the
environment
Economic – Creating value for customers, shareholders,
employees and economies
The organization’s sustainable development program
focuses on measuring our performance in these areas,
setting improvement targets and reporting our progress.
Mission
Rio Tinto Minerals’ sustainable development mission is to
create value by considering the social, environmental and
economic opportunities and risks associated with every
aspect of our business:
Safety – to eliminate all occupational injuries and illnesses
Profitability – to promote the effective use of borate products
and create competitive advantage for Rio Tinto Minerals
Improvement – to use resources efficiently and minimize
the impact of operations on the environment; and, to find
more efficient ways of working
Reputation – to generate positive perceptions and policies
through stakeholder consultation; and, to conduct and
communicate research that establishes the health, safety
and environmental benefits of borates
Growth – To define and consider the social, environmental
and economic aspects of every investment and procurement
decision; and, to balance these aspects in developing new
applications and technologies
People – To facilitate a culture of social responsibility and
accountability
Framework
Our governance systems are based on The way we work,
Rio Tinto’s global code of business conduct, requirements
of local law and these guiding policies and programs:
• Rio Tinto Minerals’ Sustainability Policy
• Rio Tinto Minerals’ Employment Policy
• Rio Tinto Minerals’ Quality Policy
• External verification of health, safety, environment and
quality management systems through ISO registration and
compliance with Rio Tinto’s HSEQ management system
• Rio Tinto’s Business Resilience and Recovery Program –
designed to designate and train employees to manage
disasters with minimum impact to the business or its
stakeholders
Visit www.riotinto.com to learn more about Rio Tinto’s global
policies, standards, charters and accords.
Alignment
Sustainable development targets are ultimately realized
by employees who stay informed about business priorities
and performance through organizational strategy maps,
monthly newsletters, quarterly business presentations and
an annual Sustainable Development report, among other
communications programs. Our performance management
system helps align individual and organizational priorities.
Each employee maintains a scorecard that links his or her
actions with the organization’s key business objectives,
including its sustainable development targets.
Rio Tinto Minerals’
sustainable development
mission is to create value
by considering the social,
environmental and
economic opportunities
and risks associated
with every aspect of our
business.
Sustainability principles
We balance the social, environ
mental and economic aspects of
our business practices to improve
how they contribute to sustainable
development. Rio Tinto Minerals’
sustainability principles are:
• Safety – we promote the health
and safety of employees,
contractors, neighbors and
consumers through active caring
• Partnership – we seek to
understand the issues that are
important to our neighbors, and to
make a lasting contribution to the
communities in which we operate
• Stewardship – we work to minimize
or mitigate our environmental
impacts by using natural resources
efficiently, preventing pollution,
complying with applicable laws
and regulations and continually
improving our performance;
similarly, we work to understand
the full life cycle and safe use of
our products
• Accountability – we conduct
business in an accountable and
transparent manner, relying on
external auditing and reporting
to understand and reflect our
stakeholders’ interests
2012 Sustainable Development Report
Program overview
June 2013
Principles
Employment principles
People are our most valuable
resource. Our commitment to the
highest standards of safety and
social responsibility are expressed in
The way we work. Rio Tinto Minerals’
employment principles are:
• Safety – we care about each other,
our customers and our neighbors;
creating a safe workplace and
safe products is everyone’s
responsibility
• Communication – we value candid
communication and a collaborative
approach to understanding and
solving problems
• Compensation – we attract,
motivate and retain capable
employees by offering competitive
compensation and development
opportunities
• Diversity – we believe our cultural
diversity make us stronger in our
workplace and the marketplace; we
are an equal opportunity employer
• Integrity – we are committed to ethi
cal behavior and business practices;
our work environment promotes
integrity and accountability
• Learning – we consider learning
and growth to be the mutual
responsibility of individuals and the
organization
• Performance – we link individual
and collective goals to improve
our business performance; we
encourage creativity and innovation
Quality principles
We supply quality products, services
and solutions that consistently meet
our customers’ needs. Continual
improvement in every aspect of our
business is our way of life. Rio Tinto
Minerals’ quality principles are:
• Measurement – we monitor
markets and customers’
requirements to improve the
service we deliver, and to protect
the long-term value of the
business
• Improvement – we provide the
necessary resources and systems
to improve our business processes,
and to ensure that the quality
of our products meets accepted
standards
• Development – we foster learning
to develop our ability to identify
and meet the needs of current and
prospective customers
• Value creation – we promote a
culture of technical excellence,
innovation and financial rigor to
create value for our internal and
external stakeholders
2012 Sustainable Development Report
Social performance
June 2013
People who make a difference
One of our key areas of focus is to offer a safe and healthy work environment for
our employees, where their rights are upheld and dignity respected.
People who make a difference
We strive to create lasting partnerships with our
neighboring communities by demonstrating mutual
respect and a commitment to long term, active
engagement. Building trust among our employees and
communities is vital to achieving mutually beneficial
relationships.
Safety and health
Our number one goal is for employees to return home
safely to their families each and every day. Through
collaboration and teamwork, we continue to move forward
on our safety journey toward a Sustainable Safety, Health,
Environment and Quality Culture. By doing so, employees
and contractors receive the tools necessary to work safely,
alongside managers who demonstrate leadership and a
commitment to safety.
Workplace practices
With a commitment to respect and honor diversity in
the workplace, we continue to foster safe and efficient
workplace practices throughout the organization. We
attract and retain a skilled workforce, the cornerstone of
our success, by being transparent, equitable, and offering
competitive compensation packages.
Communities
Strong community relations are critical to our operating
success. By cultivating positive relationships with our
neighboring communities, we strive to decrease negative
impacts and increase mutually beneficial opportunities
for the community as well as the organization. We
actively engage with community representatives and
local governments to address any issues, understand
obligations and focus on productive outcomes.
Product stewardship
Rio Tinto Minerals has a team of specialists who
continuously innovate and work to refine and improve the
application of our products in today’s world. By advancing
research on the safe use of borates, securing product
registrations, and protecting products from unnecessary
restrictions, we maximize our capacity for innovation and
set the standard for the production and distribution of this
important resource.
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2007 2008 2009 2010 2011 2012
RTM Safety Performance 2007 - 2012
(Includes information from divested assets when under RTM management)
Lost time injury frequency rate
(LTIFR) is the rate of lost time injuries
per 200,000 man hours worked
All injury frequency rate (AIFR) is
the rate of all injuries that require
medical treatment per 200,000 man
hours worked
#1
Our number one goal is for
employees to return home
safely to their families each
and every day.
2012 Sustainable Development Report
Social performance
June 2013
Social performance
Metric
2012 target
2012 performance
2013 target
Lost time injury frequency
rate (LTIFR) is the rate
of lost time injuries per
200,000 man hours worked
All injury frequency rate
(AIFR) is the rate of all
injuries that require
medical treatment per
200,000 man hours worked
Creating a
Sustainable Culture
Community
consultation
Environmental and health
research on products and
processes
0.21
0.42
Incorporate
environmental goals
into Sustainable
Culture training
Conduct social risk
analyses at major sites
Sponsor research projects
to advance understanding
of products’ HSE effects
and benefits
0.18
0.61
Met target
Met target
Met target
0.18
0.61
Incorporate
environmental goals
into Sustainable
Culture training
Conduct social risk
analyses at major sites
Sponsor research projects
to advance understanding
of products’ HSE effects
and benefits
2012 Sustainable Development Report
Environmental performance
June 2013
Practices that make a difference
At our operations, we reduce the water and energy we use, lower our emissions
and restore land to its natural state.
Practices that make a difference
Respect for the environment is central to our approach
to sustainable development. Wherever possible we
prevent – or otherwise minimize, mitigate and remediate
– harmful effects of Rio Tinto Minerals’ operations on air,
water, land and biodiversity. We rely on environmental
experts, regulators and our communities to inform our
management systems and conduct regular audits to
ensure they are fit for purpose and being implemented
consistently. Five year targets were established in early
2009, using 2008 as our baseline, to monitor progress.
These targets set a 2 percent reduction goal in the areas
of greenhouse gas emissions, energy use, and fresh water
usage. While meeting our targets has been a challenge,
management strategies are now in place to bring us closer
to reaching our goals by 2013.
Energy and emissions
Our operations require energy to move ore and waste
and to refine products. Lowering our energy use and
emissions are critical goals, and we invest in more efficient
equipment and practices to meet our reduction targets.
We also promote borates’ use in wind and solar energy
systems, biofuel production, and energy-efficient building
and industrial processes.
Land and biodiversity
Rio Tinto Minerals focuses on ensuring sustainable
stewardship of the land we own, lease or manage, and
protecting biodiversity, or the wide variety of animals,
plants, micro-organisms and ecosystems on our land
holdings. Our goal is to have a net zero impact on
biodiversity which requires us to understand and minimize
our operations’ impact, and to contribute to biodiversity
conservation to ensure the region ultimately benefits from
our presence.
Water use
Access to water is critical to our operations and we use water
at every stage of our business. Some of our operations are
located in water-scarce environments where they compete
with other users, while other operations need to manage
surplus water from storms or groundwater. As a result, each
of our operations implements a site-specific water strategy
to reduce fresh water use and safeguard the region’s and
community’s water supply.
Waste
We generate waste during our mining and processing opera
tions, and our waste management programs focus on limiting
the negative environmental impact of our activities and
reducing our operating costs and risks. We have established
procedures to reduce, reuse and recycle waste produced at
each of our global operations and offices. Effectively managing
our waste supports improved environmental performance as
well as our biodiversity and water programs.
0.0090
0.0080
0.0070
0.0060
0.0050
0.0040
0.0030
0.0020
0.0010
0.0000
Borates fresh water usage (ML/tonne)
2008 2009 2010 2011 2012 2013
Target
10
2012 Sustainable Development Report
Environmental performance
June 2013
Environmental performance
Metric
2012 target
2012 performance
2013 target
GHG emission
reductions
Energy use reductions
Water use reductions
Regulatory violations
ISO 14001 certification
of environmental
Management System
Make progress toward
2013 target (2% reduction
per tonne of product)
Make progress toward
2013 target (2% reduction
per tonne of product)
Make progress toward
2013 target (2% reduction
per tonne of product)
Zero violations
Achieve compliance
with HSEQ management
system
GHG emissions per tonne
of product were marginally
higher in 2012 as a result
of lower production. On
target to meet 2013 goal.
Energy intensity
decreased by 6% from
2010 levels. On target to
meet 2013 goal
Water use decreased by
22% from 2010 levels.
More strategy needed to
meet 2013 target
One violation
Met target
Make progress toward 2013
target (2% reduction per
tonne of product)
Make progress toward 2013
target (2% reduction per
tonne of product)
Make progress toward 2013
target (2% reduction per
tonne of product)
Zero violations
Continued certification/
conformance with HSEQ
management system
16.00
14.00
12.00
10.00
8.00
6.00
4.00
2.00
0.00
2008 2009 2010 2011 2012 2013
Target
Borates Energy Use Intensity
(GJ/t B2O3)
0.680
0.660
0.640
0.620
0.600
0.580
0.560
0.540
0.520
0.500
Borates GHG Emissions Intensity
(CO2 / t B2O3)
2008 2009 2010 2011 2012 2013
Target
11
2012 Sustainable Development Report
Economic performance
June 2013
Solutions that make a difference
Our business creates value through the products we make, the jobs we support
and our contribution to local economies.
Solutions that make a difference
Sustainable development is underpinned by sustainable
economies. Our ability to create value is based on our
ability to deliver products and services our customers
need, and to secure access to land, people and capital.
We use our social, environmental, economic and
commercial expertise to harness resources and create
prosperity for our employees, customers, communities,
governments and business partners.
Economic contribution
Borates production of 463,000 tones boric oxide
equivalent was eight percent lower than in 2011,
reflecting current global economic market conditions.
The sale of Borax Argentina, which historically
contributed around four percent of RTM’s borates
production, completed in August 2012. Despite a
weakening in demand during the year, RTM achieve a
one percent improvement in refined borates revenues.
Earnings of US$140 million were six percent higher than
2011, excluding the contribution from talc in the prior
period.
Differentiation
Rio Tinto Minerals shapes its product and service
offering to meet demand growth associated with
key socioeconomic trends. These include energy
efficiency in housing and transportation,
urbanization in emerging economies
and sustainable farming practices.
Segmentation and pricing
strategies are in place to
support shifts between
regions and end use
sectors through
different consumer
and economic
cycles. We also
strive to enhance
differentiation through
supply reliability and flex
ibility to capture growth in
promising regions.
Business improvement
We have a long tradition of continuous improvement,
and we track sustainable cost savings and revenue
enhancements through our Business Improvement
Program. In 2012, we progressed initiatives to increase
efficiency and capacity at our operations, in our supply
chain, and across functional departments, capturing
sustainable cost savings of $24.8 million.
Growth
Exploration drilling in Serbia resulted in expanded
deposit boundaries at Jadar, a promising new lithium and
borate development project with considerable economic
potential. The deposit is one of the largest undeveloped
lithium deposits in the world.
*With the divestment of Argentina in 2012, savings are through Q2 2012.
Business improvement value delivered
US$m
18
16
14
12
10
2010 2011 2012
Boron
Operations
In 2012, we progressed
initiatives to increase
efficiency and capacity
at our operations, in our
supply chain, and across
functional departments,
capturing sustainable cost
savings of $24.8 million.
12
Wilmington
Operations
*Argentina
Operations
Coudekerque
Operations
Supply Chain
& Logistics
Total BI
Sustaining
Savings
13
2012 Sustainable Development Report
Economic performance
June 2013
Refined borates are used in hundreds of products and processes. They
are a vital ingredient of many home and automotive applications and
are essential nutrients for crops. They are commonly used in glass and
ceramic applications, including fiberglass, television screens, floor and
wall tiles, and heat-resistant glass.
Economic performance
Metric
2012 target
2012 performance
2013 target
Earnings
Customer relationships
Business improvement
Capital investment
Research & Development
Achieve earnings target
Implement partnerships
with three key customers
Capture sustainability
savings
Describe SD impacts of
all capital investment
proposals; detailed
assessments for all
projects >$2M
Assess R & D projects
for positive and negative
impacts
Exceeded target
Met target
Met target
Met target
Met target
Achieve earnings target
Continue to identify
opportunities for joint
development with
customers
Capture sustainability
savings
Describe SD impacts
of all capital investment
proposal; detailed
assessments for all
projects>$2M
Assess R & D projects
for positive and negative
impacts
2012 Sustainable Development Report
Case Studies
June 2013
Case Studies
Asia Technology Center
As part of the Rio Tinto Group, Rio Tinto Minerals’ Asia
Technology Center (ATC) is pursuing innovation to address
the world’s demand for energy, food and urbanization. The
ATC is designed to support customers and develop new
products and technologies in the world’s premier growth
region. The ATC has technical capacities in Singapore,
China and India.
The ATC is a standalone laboratory, designed to grow,
and connected to our sister company on site and remotely
to our Research & Development commercial centers
throughout the world. The facility is designed for LEED
silver certification for energy efficiency and low environ
mental impact. Laboratory construction commenced in
March 2012, completed in November 2012, and had no
lost time injuries in 126,000 man hours of work.
ATC Laboratory Facts
• Has footprint of 950m2
• Designed for LEED silver certification for energy
efficiency and low environmental impact
• Constructed and delivered with no lost time injuries
in 126,000 man hours of work
• Equipped for developing new products and
applications involving borates and, in the future,
lithium carbonate and other minerals
• Most building products were sourced from
Chinese suppliers, many from our own customers
• Designed for safety and collaborative and creative
work environment
RTM Nules Supports Health, Culture and Education in Local Community
Rio Tinto Minerals in Nules, Spain, collaborated with the local community, including the town of Nules and Castellon
University, and supported activities that promoted health, culture and education. RTM also provided scientific
assistance for the ceramic market in the area.
RTM Nules sponsored sports clubs such as futsal (a variation of football that is primarily played indoors), handball
and football, as well as circuit races that were held at the beach, and in the city and mountains.
The company also supports local health, cultural and educational events with community stakeholders. This
includes celebrating “Fallas,” a traditional popular festival held in March, with senior citizens. RTM also participates
in events held by the Spanish Association Against Cancer, including melanoma testing and briefings to prevent
urological diseases. In addition, RTM Nules employees devote volunteer hours to help the Nules Delegation of the
Spanish Red Cross.
The company held a total of ten sustainability-focused activities during the year.
14
2012 Sustainable Development Report
Case Studies
June 2013
14
15
A Partnership to Protect Paulje’s Cultural Heritage
Rio Tinto and the Jadar Museum partner to conserve and
protect Bronze Age artifacts in western Serbia
At the dawn of Central Europe’s Bronze Age in 2000 BC, the Jadar River
Valley in Western Serbia is believed to have been among the few sources
of tin in the world. Tin is essential to the production of bronze, which at
the time was revolutionizing agriculture, warfare and power dynamics
between cultures. The advent of bronze led to the first urbanized
civilizations, and thus bronze smelted with tin from the Jadar River Valley
was a catalyst for social and economic change across the region.
Now, 4000 years later, the Jadar Valley is once again poised on the cusp
of notoriety because of the unique mineral that Rio Tinto has found there.
In 2004 Rio Tinto geologists extracted cores samples that were dotted
with small rounded nodules, unlike any known mineral. They named the
new find Jadarite. After extensive analysis, two elements were isolated:
lithium and borates, which are used to produce revolutionary new glass,
ceramics and energy technology.
Jadarite has the potential to supercharge Serbia’s economy, contributing
to a “green,” modern and knowledge-based future. But before this can
happen, before even exploration could commence, Rio Tinto knew that
the exploration sites were rich in history that had to be catalogued and
protected. To do this, archeologists from Belgrade University and the
Jadar Museum were embedded on the team, and in November 2010, Rio
Tinto provided a €50,000 research grant to the Jadar Museum to excavate
and conserve Bronze Age tombs called tumular necropolis at the Paulje
site near where the jadarite deposit is found.
By studying the construction and contents of the tumuli, Museum
archaeologists funded under the ambitious five-year effort are gleaning
insights into the civilization, social hierarchy, organization and culture of
the people who inhabited the Jadar Valley 4000 years ago. Most tumuli
served as burial sites for more than one person, possibly whole families.
The burial ritual generally consisted of cremation, after which the ashes
and remains of the pyre were deposited in the grave with ornaments,
jewelry, weapons, vessels and other personal belongings, and covered
with earth. In one tumulus, archaeologists found a 115 cm bronze pin
beside a skeleton, the only deceased who was not cremated.
In 2012, Jadar Museum archaeologists Rada Gligoric and Jagoda Canic-
Tesanovic completed excavation of three tumuli in Paulje, just as the
first artifacts were returned from Belgrade after being catalogued and
conserved by expert archeologists. Jewelry made of bronze and amber,
pottery vessels, bronze weapons and other artifacts are now displayed
at the Jadar Museum, telling a story about the society and community
that lived in the Jadar Valley. The Museum is already planning to exhibit
the Paulje treasures in cities across Serbia including Krusevac, Gornji
Milanovac, Sabac and Pancevo.
Rio Tinto and the Jadar Museum are together preserving and protecting
Serbia’s cultural heritage. Bronze Age artifacts from Paulje attest to the
large and vibrant community that lived in the Jadar Valley and which
shaped the region’s society. This region, now Serbia, was a catalyst for
change in the Bronze Age, and now 4000 years later, is poised to reclaim
a mining legacy associated with innovation that contributes to modern
living and influences society and culture creating wealth and opportunity.
Rio Tinto and Project C.U.R.E - Mongolia
Rio Tinto in Mongolia is working in partnership with the Denver-based
international nonprofit, Project C.U.R.E, to help bring much needed
medical supplies to Mongolia as part of its commitment to contributing
to social investment. PROJECT C.U.R.E. is a nonprofit, humanitarian
relief organization that delivers donated medical supplies, equipment
and services to medical professionals and the patients under their care
in developing countries.
In September 2011, Project C.U.R.E. held its annual fundraiser to
honor and welcome Her Excellency, Mrs. Bolormaa Khajidsuren, the
First Lady of Mongolia, to Denver. The major fundraising event was
attended by over 1,800 delegates and sponsored by Rio Tinto, which
manages the Oyu Tolgoi mine in the South Gobi. At the event, the First
Lady highlighted the health issues in Mongolia and raised awareness
of the difference the delegates’ efforts and donations could make to
international healthcare. Alison Kuttler, Rio Tinto Vice President of
External Affairs, spoke on Rio Tinto’s behalf.
US$2 million was raised at the event, which Project C.U.R.E. has
used to provide medical relief (in the form of medical supplies) for
delivery to Mongolia. These medical
supplies will arrived in late 2012, at
which time executives from Rio Tinto,
representatives of Project C.U.R.E, and
the First Lady of Mongolia unloaded the
container and delivered the supplies by
hand to select hospitals and medical
centers.
Rio Tinto in Mongolia requested Rio
Tinto Marine to provide logistical and
shipping expertise and support to
Project C.U.R.E. in order to make sure
the medical supplies – originating
in Denver and bound for Mongolia’s
capital, Ulaanbaatar – were delivered
safely and timely.
By partnering with local community organizations, Boron
Operations provides some financial support and also
helps to provide young minds with vital education on the
importance of taking care of the environment for future
generations.
16
2012 Sustainable Development Report
Case Studies
June 2013
Boron Operations’ Emergency Response Team was
established in 1999 and included approximately 40
members who trained once a month. The Emergency
Response Team now has 33 voluntary members who are
expert in high angle/confined space rescue, hazardous
materials response, incident management and advanced
emergency medical treatment. In 2012, the team also
made two capital purchases. Out-of-date equipment was
replaced with new, and a new firefighting response truck
with a foam system was added.
Ongoing development of a highly skilled team is critical.
In 2011, six members went to rescue competitions to
observe and share learning’s with the remainder of the
team. A competition team was then formed in 2012, with
ten members competing in the Safety Olympiad in Elko,
Nevada. The team successfully competed against several
other mine rescue teams from other states, earning first
place in the Retention Practical Station, third place in
the Written Test Practical Station and another third place
award for B Flight in the Field Portion. In 2013, two teams
will attend the Safety Olympiad in Elko, Nevada, where
the top performing team will then join the International
Surface Mine Rescue competition in Gillette, Wyoming.
The three current teams each have an assigned captain
and co-captain, and teams train for eight hours every
month. Classes are up to a week long, with members
required to attend. Annual retraining also is mandatory in
order to refresh skills and maintain qualifications.
The Emergency Response Team has developed
immensely since its inception. Competition gives team
members the opportunity experience real life simulations,
testing team members’ skills and preparing them for
situations that could occur at the mine-site. The goal is
for each member to increase their skillset and to be seen
as leaders in the organization, caring for others and being
ready to handle any rescue situation that may arise.
Case Studies (continued)
Recycling takes on new meaning when it benefits the
community. Boron Operations has been recycling soda
cans and plastic bottles in order to generate a small
revenue stream that is donated to the community’s
“Camp KEEP” (Kern Environmental Education Program).
This program helps students become more of aware of
the environment and how it is impacted by our actions.
Camp KEEP is a five-day residential environmental
education program designed specifically for Kern County’s
fifth and sixth grade students. It has two campuses that
serve over 7,000 students each year. KEEP staff also host
and serve the visually and orthopedically handicapped,
deaf and hard-of-hearing, as well as children and adults
with mental disabilities.
In addition, segregating and recycling used cardboard also
generates revenue that is provided to BARC (Bakersfield
ARC), another local nonprofit organization that provides
job training, employment and support services for the
developmentally disabled and their families.
Boron’s Emergency Rescue Team Takes Top Honors
Boron Supports Community with Recycling Program
Camp KEEP is a
five-day residential
environmental
education program
designed specifically for
Kern County’s fifth and
sixth grade students.
2012 Sustainable Development Report
Report Assurances
Report assurances
For this report, data are generated by
senior managers and approved by Rio Tinto
Minerals’ Executive Team. These data are
also subject to the following audit procedures:
Social
Health and safety programs and practices are audited
by local, regional and national regulatory agencies. In
addition, Rio Tinto Minerals and Rio Tinto conduct internal
audits of health and safety programs, judging them against
standards developed to meet or exceed local regulatory
requirements. Findings are monitored through a biannual
reporting program to assure timely completion of any
corrective actions.
Environmental
Rio Tinto Minerals maintains external certification of its
environmental management systems through ISO 14000
series registration at each of its operations. Rio Tinto
Minerals’ environmental programs and practices are also
audited by regional and national government agencies.
Finally, the organization conducts internal audits of its
environmental practices, measuring its performance
against environmental standards developed by Rio Tinto.
Economic
Rio Tinto Minerals’ financial records are subject to annual
external audit by PricewaterhouseCoopers. Ernst & Young
are engaged to conduct a program of internal audits on
an ongoing basis to ensure that the organization’s policies
and procedures meet high standards. Rio Tinto Minerals
is also compliant with Section 404 of the Sarbanes-Oxley
Act, passed by the United States Congress in 2002 to add
rigor to corporate reporting practices. The Act requires
management to assess internal control over financial
reporting, report on the assessment, and subject that
assessment to external audit.
Rio Tinto Minerals did not subject its 2012 Sustainable
Development Report to independent auditing. More
information on internal policies and external auditing
practices to guarantee the accuracy, completeness and
reliability of these data are presented throughout this
report.
17
©2013, Rio Tinto Minerals
Rio Tinto Minerals
8051 E. Maplewood Avenue
Building 4
Greenwood Village, CO 80111
USA
T +1 303 713 5000
riotintominerals.com
For more information or to share feedback, please contact:
Florence Yaeger
Communications Manager, Communications & External Affairs
florence.yaeger@riotinto.com