Building for the future Report Sustainability
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Building for the future Performance in brief Contents page 1 2020 has been a year of change for all of us. Among the At a glance 2 Performance dashboard 3 disruption and the challenges, we have worked to build Chair’s introduction 4 CEO review 6 a strong foundation for the future, launching our new Purpose and strategy 8 net-zero ambition to help us to further drive long-term Sustainability governance 9 ICMM Performance Expectations 12 value and make a positive contribution to society. Stakeholder engagement 13 About this report 16
Material topics Quick links Catastrophic Hazard Management 19 Workplace Health and Safety 24 Climate Change 30 Water 36 Land Stewardship 42 Human Rights 49 Responsible Citizenship 58 Responsible Sourcing and Supply 67 Our people 72
Additional information Commodity department overviews 78 ESG Data 84 Safety Net Zero Human Rights Responsible Citizenship Glossary 144 Our top priority is We have a role to play in We uphold the dignity, We aim to build Assurance Statement 149 to protect the health enabling the transition to fundamental freedoms partnerships to support Important notice 152 and wellbeing of all a low-carbon economy. and human rights of our sustainable development Contact us 153 of our people. people and communities. and growth.
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Where we Performance Chair’s Purpose and Sustainability Stakeholder About this Contents At a glance CEO review operate dashboard introduction sustainability governance engagement report
At a glance Where we operate We are one of the world’s largest natural resource companies, sourcing the commodities for today’s needs and the low-carbon future.
Our values Our Values reflect our purpose, our priorities and the beliefs by which we seek to conduct ourselves and carry out our business activities. They define what it means to work at Glencore, regardless of location or role. Key: Head office Industrial assets Marketing office/other
Safety Integrity Responsibility Performance review We never compromise on We have the courage to do We take responsibility for our safety. We look out for one what’s right, even when it’s actions. We talk and listen to Adjusted EBITDA 2020 Revenue1 by region Non-current assets another and stop work if it’s hard. We do what we say others to understand what and segment 2020 by region not safe. and treat each other fairly they expect from us. and with respect.
Openness Simplicity Entrepreneurialism We’re honest and We work efficiently and We encourage new ideas straightforward when we focus on what’s important. and quickly adapt to change. communicate. We push We avoid unnecessary We’re always looking for new Business segments The Americas 1 Marketing revenue stated after ourselves to improve by complexity and look for opportunities to create value inter-segment eliminations Marketing Europe sharing information and simple, pragmatic solutions. and find better and safer Industrial Asia encouraging dialogue ways of working. Africa and feedback. Oceania
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Performance Fatalities at New occupational Lost time injury Total recordable injury managed operations disease cases frequency rate (LTIFR) frequency rate (TRIFR) Dashboard (per million hours worked) (per million hours worked) We are saddened to report We recorded a slight increase the loss of eight lives at our in the number of new cases During the year, our lost time During the year, our total operations during 2020, of occupational disease, injury frequency rate was recordable injury frequency We take our responsibilities compared to seventeen 111 cases (2019: 106). slightly lower than the rate was down on the during 2019. All loss of life previous year at 0.94 previous year at 2.6 to our people, to society and is unacceptable and we are (2019: 0.99). (2019: 2.9). to the environment seriously, determined to eliminate fatalities across our business. and align our activities with the relevant international 20 120 1.5 4.5 15 90 1.2 3.6 standards. 0.9 2.7 10 60 0.6 1.8 5 30 0.3 0.9 0 0 0 0 Sustainable Development Goals 20162017 2018 2019 2020 20162017 2018 2019 2020 20162017 2018 2019 2020 20162017 2018 2019 2020 Our business is aligned with Read more on page 25 Read more on page 25 Read more on page 25 Read more on page 25 the United Nations Sustainable Development Goals (SDGs) agenda. Elements of our work 1 impact each of the SDGs, but Water withdrawn Total energy Carbon emissions Community 3 we also focus our efforts on (million m ) (petajoules) intensity investment spend those which we believe align (tGHG/tCu) (US$ million) In 2020, we withdrew 1,027 Our total energy use at our most closely with our strategic 3 million m of water (2019: 1,017 operated assets was 180Pj We have exceeded our 2020 In 2020, we spent $95 million priorities. Within this document, 3 million m ). The small increase (2019: 210Pj). Renewable target of reducing Scope 1 on community development we have also indicated where we in withdrawn water is primarily energy sources delivered and 2 emissions intensity by programmes, of which $19 believe specific SDGs align with due to improving the 13.3% of our total energy 5% compared to the 2016 million was spent on Covid-19 the data supplied, although this calculation methodology at a needs (2019: 12.5%). baseline, with a 13.2% related initiatives smelter that utilises seawater reduction achieved. (2019: $90 million). is not exhaustive. for cooling purposes.
1200 300 4.5 100 900 225 3.6 80 2.7 60 600 150 1.8 40 300 75 0.9 20 0 0 0 0 20162017 2018 2019 2020 20162017 2018 2019 2020 20162017 2018 2019 2020 20162017 2018 2019 2020 Read more on page 37 Read more on page 33 Read more on page 33 Read more on page 59
2016 data includes Viterra, formerly known as Glencore Agriculture; 2017–2020 data excludes Viterra. 1 Water withdrawn includes precipitation directly or indirectly captured in our water dams and ponds, as well as precipitation that requires treatment ahead of discharge to meet applicable discharge limits.
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I am pleased to introduce Glencore’s The Fund initially prioritised assistance to “The majority of our earnings Chairman’s 2020 Sustainability Report, which covers local health authorities and community our performance and activities for a year organisations to help with the immediate comes from the metals and introduction during which we saw significant changes impacts of the crisis, such as access minerals that enable the around the world due to the global to clean water, hygiene products and transition to a low-carbon pandemic. medical equipment. Going forward we will identify and support initiatives that economy” The rapid spread of the Covid-19 virus support the recovery from the short and and the changes it brought to our daily long-term impacts of the pandemic. lives significantly impacted governments, I am pleased to report that both corporates and individuals. The safety of Safety departments began to show our people and our host communities Despite improvements to our safety an improvement in their safety is always our top priority. I am proud of performance, I am saddened by the loss performance during 2020. the rapid response we have put in place of eight lives at our operations during the at Glencore, to adapt our business and year. It is unacceptable that any person Announcing our longer-term Paris- protect and support our people and loses their life in a Glencore workplace aligned target and ambition communities. Our comprehensive and and we continue our efforts to eliminate The majority of our earnings comes from flexible approach enabled our operations fatalities across our business. the metals and minerals that enable to respond appropriately to local needs the transition to a low-carbon economy. As we reported in our 2019 Sustainability “I am proud of the rapid and expectations. We are also identifying opportunities to Report, we have identified assets response we have put in contribute to the global effort to achieve In April, we announced a US$25 million within our zinc and copper commodity the goals of the Paris Agreement by place at Glencore, to adapt Glencore Community Support Fund. We departments that present the greatest decarbonising our own operational our business and protect designed the Fund to be flexible and safety challenges in the Group. During footprint. and support our people and responsive to short-term immediate the year, these two departments communities.” needs, while recognising that there may presented ‘safety cases’ to the Board In 2017, we set a target of reducing our be longer-term social impacts. The Fund HSEC Committee, on which I sit. The Scope 1 and 2 emissions intensity by complements existing efforts by our safety cases describe the actions they 5% by 2020 against a 2016 baseline. Tony Hayward local teams to provide the support their are implementing to achieve our goal of I am pleased to announce that we have communities most need at this time. zero fatalities. In September, we initiated surpassed this target and reduced a verification process to confirm the our emissions intensity by 13.2%. We effective implementation and closeout achieved this reduction through a range of the corrective actions identified during of measures including abatement and the assessments. process changes at our operations.
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Chairman’s introduction Our stakeholders are looking more We also initiated a review of our entire leading shareholders on this issue, they continued closely at the various ESG disclosure policy architecture and framework. expressed support for a second and final frameworks, and requesting companies During 2021, we will roll out a suite of extension to my term as a Chairman, to indicate how these frameworks apply revised and/or new policies, which the which the Board has recommended to their disclosures. SASB has been Board have reviewed and approved, to shareholders. I will step down at the Glencore’s cross-function and multi- of particular interest to our investors, supported by other documents such as latest by the 2022 AGM. A search for my commodity climate change working focused as it is on companies’ financial standards and procedures which reflect successor is underway. group, which I chair, has supported the condition, operating performance and our commitments to operate responsibly We have announced that Ivan delivery of our public commitments risk profile. and ethically. Further information is Glasenberg will retire on 30 June 2021. on climate change through reviewing, available on page 10. Our membership of the ICMM requires This will complete the succession plan developing and progressing the Group’s Glencore to report to the GRI Standard. During the last 15 months, Kalidas for the senior business leadership team. strategic approach to climate change. In response to the different information Madhavpeddi and Cynthia Carroll have Our CEO designate, Gary Nagle, has been The work undertaken by this group led needs of our stakeholders, we have joined the Board as non-executive with Glencore for more than 20 years. He to our announcement in December of initiated a project to map the SASB directors. We are extremely pleased understands the unique aspects of this a new medium-term target to reduce reporting requirements to those of the to have secured such strong industry business and culture and I have every our total emissions footprint (Scope 1, GRI. Our initial findings are included experts. Kalidas, with over 30-years’ confidence he will build upon the strong 2 and 3) by 40% by 2035 on 2019 levels in our 2020 Environmental, Social experience in the international mining foundation that he inherits. and our ambition of achieving a net zero Governance Data starting on page 84. industry, chairs the Audit Committee total emissions footprint by 2050, putting With the transition of leadership from and is a member of the Nomination our business strategy on a trajectory Governance Ivan to Gary, we will complete the final and Remuneration Committees. He consistent with the 1.5oC scenario set During the year, reflecting the growing part of our transition to a new executive also attends the HSEC Committee and out by the Intergovernmental Panel on importance of sustainability-related team. The Board believes that we have has made valuable contributions to its Climate Change and the goals of the topics to our business and stakeholders, exceptional new management in place discussions. Cynthia brings an extensive Paris Agreement. the management team expanded the to continue to drive our business forward. knowledge of the resources industry scope of the former Business Ethics Stakeholder engagement and is a member of the Board’s HSEC Tony Hayward Committee, to include key ESG matters Throughout the Group, we engage with a Committee. Chairman for the Group. This management broad range of stakeholders across wide- 14 April 2021 committee, now known as the The 2018 UK Corporate Governance reaching topics. In my role as Chairman, Environmental, Social and Governance Code provides that a company’s Chair I have spoken on many subjects, but Committee, supports the reporting should be subject to a nine-year term particularly over the past couple of framework to the Board and its limit from first appointment as a director. years on climate change, management Committees. However, the Board recommended succession and corporate disclosure. to shareholders that I remain as Chairman while it concludes the senior management succession and for the ongoing investigations. Following consultation with a number of our
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Business overview Safety CEO’s review Covid-19’s rapid spread throughout the While we saw a year-on-year world and its impacts on our lives was an improvement in our Group-wide safety with Ivan unexpected and extraordinary challenge. performance, we are saddened to We took rapid steps to adjust workplace report that eight people lost their lives Glasenberg practices in our offices and at our at our operations in 2020. Any loss of life industrial sites and to adopt appropriate is unacceptable. and CEO elect, responses that prioritised the safety and In 2013, we launched SafeWork as a wellbeing of our colleagues, their families Company-wide initiative to eliminate Gary Nagle and those living around our operations. fatalities and serious injuries. During Where our risk assessment determined 2020, we undertook a comprehensive it was appropriate to do so, or in line review of SafeWork, what was working with national and regional guidance, we and what required improvement. This “I am honoured to be suspended operations temporarily at involved deep dive reviews at targeted taking over from Ivan. He some of our industrial assets. However, assets and a number of interviews. has built a robust company the majority of our assets continued to We recognise that SafeWork is the right that is well prepared for operate relatively normally following programme if well led and fully and the implementation of appropriate tomorrow’s opportunities, as consistently implemented. In 2021, we precautionary measures. well as addressing the next will be relaunching SafeWork. We have For the extractive sector, the cumulative made it easier to use and simpler to set of challenges, arising impacts of mine supply disruption understand. We have reset expectations from the transition to a low- helped to offset the initial demand and clarified requirements. carbon economy. Glencore shock from rapid lockdowns and the Aligning our business strategy with is uniquely positioned corresponding slowdown in global I am proud of the great the goals of the Paris Agreement economic activity. to support the global company that we have We are one of the largest producers decarbonisation efforts, and built, creating one of the Overall, we are proud of our performance of copper, nickel and cobalt. These during this unprecedented challenge commodities are essential for the I look forward to leading the world’s largest diversified and ability to deliver strong results. infrastructure and batteries associated Company in this chapter of miners and marketers of with electric vehicles and energy storage. its evolution.” commodities. We continue to prioritise investment into these commodities. Gary Nagle Ivan Glasenberg
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CEO’s review with Ivan Glasenberg labour, supporting the professionalisation our progress at key dam upgrades and and CEO elect, Gary Nagle of ASM through the adoption of where we have further strengthened Looking forward continued responsible mining practices, and management systems. In December, after almost identifying and supporting alternative During the year, the Board approved 40 years in the business and livelihoods to help increase incomes a new Tailings Storage Facilities Policy, 20 years as CEO, I announced We also recognise our responsibility and reduce poverty. which will be implemented during 2021. my intention to retire during to contribute to the global effort to Participating in the development of a the first half of 2021. Gary Nagle, achieve the goals of the Paris Agreement In 2020, we entered into a global Global Industry Standard on Tailings the former head of Glencore’s through decarbonisation of our own agreement with a leading global Management industrial coal assets, will succeed operational emissions footprint. We have provider, Tre-Altamira, to extend satellite In 2020, the Global Tailings Review, co- me, becoming Glencore’s next, chosen to adopt a holistic approach, monitoring to over half of our facilities. convened by the International Council and fourth, chief executive. considering our total emissions footprint. This is the largest industry agreement to on Mining & Metals (ICMM), United In December, we announced a medium- date for specific satellite monitoring of I have always regarded it as a Nations Environmental Programme and term targeted 40% reduction of our tailings facilities. critical part of my job to develop Principles for Responsible Investment, total (Scope 1, 2 and 3) emissions by 2035 the next generation of leadership developed and published a new Going forward on 2019 levels. Post 2035, our ambition at Glencore and I am proud of the Global Industry Standard on Tailings This is the last Glencore Sustainability is to achieve, with a supportive policy strong leadership team that we Management (the GISTM). Glencore Report for which I will write a review. environment, net zero total emissions developed from which we were participated in the development of the With this in mind, I would like to by 2050. able to select Gary. GISTM as part of a dedicated ICMM thank you for your continued interest Strengthening our approach to working group and I have been one of in Glencore’s sustainability-related I am proud of the great Company human rights the CEOs closely involved in the dialogue approach and performance. Our that we have built, creating one During the year, we reviewed and with the co-convenors. engagement with external stakeholders of the world’s largest diversified updated the Group Human Rights provides a key input into shaping how miners and marketers of All ICMM members, including Glencore, Policy to reflect our commitments to we operate and respond to opportunities commodities. Our diversified have committed to implement the a range of international human rights and challenges. portfolio uniquely positions GISTM. All of our tailings facilities instruments. This Policy articulates us to play an essential role in with ‘Extreme’ or ‘Very high’ potential I would like to take this opportunity to the fundamental elements of our the global transition to a low- consequences will be in conformance thank all of those working at Glencore, approach and sets out how we fulfil our carbon economy. with the GISTM by 5 August 2023. Our whose continued efforts ensure the commitment to respect human rights. other relevant tailings facilities will be in ongoing success of our Company. I am confident that Gary’s The revised version strengthens our conformance with the GISTM by 5 August leadership, along with the approach to human rights. Ivan Glasenberg 2025. support of the management Chief Executive Officer In 2020, we became a member of the Fair team, will enable Glencore to take In early 2021, we updated our tailings- 14 April 2021 Cobalt Alliance (FCA). The FCA’s mission advantage of the opportunities related disclosures to meet the reporting is to transform ASM in the Democratic that lie ahead and be a strong requirements of the GISTM and to Republic of Congo in a positive manner custodian for my ongoing provide additional explanatory notes on through eliminating child and forced shareholding in the Company.
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Purpose and strategy
1 2 3
Responsible Responsible portfolio Responsible Our purpose: production and supply management product use
Responsibly Integrity, responsibility and safety are our We will prioritise investment in metals that A low-carbon future requires core values that are embedded in everything support the decarbonisation of energy responsibly produced low-carbon sourcing the we do. We are committed to operating usage as well as help meet demand for commodities. We will seek commodities ethically, responsibly, and to contributing metals needed in everyday life. We will opportunities to increase the proportion that advance to socio-economic development in the also reduce our coal production in line with of green metals we can supply countries where we operate. our various climate action commitments to customers from our own operations everyday life and the electrification and decarbonisation and through our extensive marketing We will continue to focus on reducing of energy systems. activities. the carbon footprint of our operations and will allocate financial returns towards Our capital allocation supports this strategy We will participate in global efforts Our strategy: fulfilment of our business strategy. through the optimal balance of debt to improve abatement technologies and equity, distributions to shareholders and availability, as well as resource Our commitment is delivered through our and business reinvestment in transition use efficiency by contributing to the operational excellence, health and safety commodities and value accretive Scope 1 circular economy. To be a leader and ethics and compliance programmes, and 2 abatement opportunities that help in enabling advancing our environmental performance, achieve medium-term Paris alignment and respecting human rights and by developing, decarbonisation of our 2050 net-zero ambition. energy usage and maintaining and strengthening our relationships with all of our stakeholders. help meet continued demand for the metals needed in everyday life while responsibly meeting the energy needs of today
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Our portfolio aligns with our purpose, Our Group policies support the delivery “Our portfolio aligns with Sustainability responsibly sourcing the commodities of our Values and Code of Conduct, that advance everyday life and enables which together detail the behaviour our purpose, responsibly governance the transition to a low-carbon economy, and performance expectations for sourcing the commodities while meeting society’s energy needs as all assets and offices where we have that advance everyday life As a global producer and it progresses through the transition. operational control. Our assets tailor their implementation of Group policies and enables the transition Our strategic priorities of responsible marketer of commodities, to reflect local cultures, regional production, portfolio management and to a low-carbon economy” challenges and to leverage opportunities our diverse geographic product use, commit us to operating while meeting the expectations ethically, responsibly and contributing presence, products established by the policies. Along with our JV partners, we are to socio-economic development in our and activities underpin working with the management teams operating countries. Sustainability at our independently at Antamina and Cerrejón to map their our uniqueness. The operated joint ventures (JVs) Our Board HSEC Committee sets the processes and standards against the We have a non-controlling interest in integration of our strategic direction for our sustainability requirements of the International Council four major mining assets, the Antamina activities and oversees the development on Mining & Metals (ICMM). marketing and industrial copper-zinc mine in Peru (33.75% and implementation of our strategic interest), the Cerrejón coal operation in At Antamina, the completion in 2019 businesses sets us apart health, safety, environment, community Colombia (33% interest), the Collahuasi of an analysis and a workshop with and human rights (HSEC-HR) from our competitors, copper mine in Chile (44% interest) shareholders’ representatives identified programmes. helps us generate value and the Hunter Valley coal operations no significant gaps in its alignment and provides greater Oversight and ultimate responsibility for in Australia (49% interest). In addition, of corporate practices with the ICMM our Group sustainability strategy and we own 49.9% of Viterra, formerly known expectations. However, the process oversight over our framework as well as its implementation as Glencore Agriculture. recommended formalising relevant across the Group rests with our senior documents and existing practices for value chain. Independent management teams management team. They take a human rights, closure, water stewardship, operate our non-controlled JVs. Along hands-on approach to monitoring and waste management and climate with our JV partners, we participate in managing sustainability activities around change to support improved internal board shareholder committees that the Group. communication and understanding. take key strategic decisions and we Antamina is working on the use this participation to influence the recommendations. independent management teams to adopt appropriate operational and governance standards that reflect those of Glencore and the other JV partners.
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Sustainability Governance continued Sustainability framework
Corporate strategy
In 2019, Cerrejón worked with an external Responsible production and supply Responsible portfolio management Responsible product use consultant to analyse the alignment of its policies and practices with those of ICMM. The findings generally showed a high degree of alignment and Cerrejón Values implemented an action plan to close existing gaps. During 2020, Covid-19 affected the delivery of the plan. Cerrejón Safety Integrity Responsibility Openness Simplicity Entrepreneurialism anticipates addressing the prioritised Code of Conduct actions during 2021. Strengthening our Group Policy architecture Group sustainability strategy In 2019, we initiated a cross-functional project to develop and implement a more streamlined and consistent approach to our Group policy Health Safety Environment Community and human rights Become a leader in protecting and Become a leader in safety and architecture and the underlying policies, Become a leader in Foster socio-economic resilient improving the wellness of our create a workplace free from environmental performance communities and respect human standards, procedures and guidelines. people and communities fatalities and injuries rights where we operate The project considered the commitments we are required to meet through our membership and support for external organisations such as the Material topics Group HSEC-HR governance Board HSEC Committee has oversight and ultimate responsibility. It receives regular updates UN Global Compact, International Int ernal and external materiality and has oversight of how our business is Labour Organization Declaration on assessment process to identify performing across all our internally defined, material topics sustainability related material risk areas. Fundamental Principles and Rights at Policies, Standards, Work, and the UN Guiding Principles on Mat erial topics are the focus of Procedures, Guidelines Business and Human Rights. It also took our sustainability strategy review and reporting into account the ICMM’s Performance Oper ational activities focus on addressing Expectations, see page 12. and progressing the material topics Metrics, reporting and assurance
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Sustainability Governance continued Group targets:
Risk Management Health Safety During 2021, we will conduct a Group- and Governance • Year-on-year reduction in the • No fatalities wide roll out of the new Group Policies, • Implement a proactive risk- number of new occupational as well as their supporting governance. based approach to prevent disease cases (excluding new We will track implementation progress HSEC-HR incidents cases from legacy exposures) through a gap analysis for each asset • Compliance with Global and are targeting full implementation Industry Standard for Tailings by 2024. Management for ‘Very High’ Developed new Group targets and ‘Extreme’ consequence In 2020, in response to the expiry of by 5 August 2023 (all others some of our five-year HSEC-HR strategic by 5 August 2025) targets, we worked with internal subject matter experts to develop new Group targets for safety, health, environment and community and human rights. Environment • By 2023, all managed Community and The roll-out and implementation operations located in water Human Rights of our new Policies and their • 40% absolute reduction in stressed regions1 to finalise the supporting standards will strengthen Scope 1, 2 and 3 emissions by assessment of their material • Do not cause or contribute our governance for overseeing the the end of 2035 against a 2019 water-related risks, setting local to incidents resulting in 2 implementation of these targets. baseline targets and implementing severe human rights impacts Both the HSEC-HR corporate team • Ambition of achieving net zero actions to reduce impacts and and commodity departments review for Scope 1, 2 and 3 emissions improve performance progress on a monthly and quarterly by the end of 2050 • No serious environmental basis, depending on the target. incidents
1 Water stressed regions are defined as having a medium to extremely high or arid and low water-use baseline, as per the Water Resources Institute definitions 2 Severe is the equivalent of Catastrophic and Major on Glencore’s incident classification scale (see Glossary page 146). For human rights, a Catastrophic incident is one with a gross human rights violation or grave systemic human rights impacts and a Major incident involves an isolated grave or serious systemic abuses on economic, social and cultural rights
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The Mining Principles comprise ten ICMM expects its company members In addition, as part of our corporate- ICMM sustainable development principles and to disclose their progress in level self-assessment process, we have eight position statements that include implementing the PEs, with reports on interviewed representatives from each Performance specific commitments on issues ranging validation activities at sites, commencing of the corporate functions. The corporate- from biodiversity to water management, on an annual basis from the 2022 level self-assessment will be validated by Expectations public reporting on performance and reporting period. Deloitte later this year. obtaining independent assurance that Our Group Policy Architecture project Every ICMM company members meet the ICMM commitments. PE validation comprises the following elements: incorporated the findings from our work member must In 2018, ICMM commenced the to implement the ICMM PE validation development of a more comprehensive process and our new Group HSEC-HR adhere to its Mining set of Performance Expectations (PEs) • Self-assessments of all assets against Policies and management approaches Principles, which for members to manage a broad range the PEs align with the PE requirements. of sustainability issues, at corporate • Prioritising assets for third-party include comprehensive We are now working on an integrated and operational levels, to enhance the validation assurance model to support robust ESG requirements, original ten principles. The development • Conducting third-party validation site assurance processes, as well as of the PEs supports ICMM’s aim to retain robust site-level of the prioritised assets comprehensive oversight by our its position as an industry association commodity departments to validate the validation of performance dedicated to best practice for sustainable • Disclosing results of third-party results efficiently. This will underpin our development and to align with emerging validation on an annual basis expectations and credible disclosure efforts and ensure we meet expectations of customer groups and (eg in the Sustainability Report) the ICMM’s PE deadline. assurance of corporate other industry platforms on assurance of compliance at site and corporate levels. sustainability reports In 2019, we conducted an initial exercise with annual disclosure. ICMM expects its members to to map the PE ‘intent’ with our existing implement the ICMM Assurance and policy requirements, finding that the Validation Procedure for the Mining majority of our existing requirements Principles for reporting periods starting include the PE requirements. In early on or after 1 January 2021. Robust, site- 2020, our assets and regions undertook level validation and corporate assurance the self-assessment process. Reflecting mechanisms support implementation. its findings, we are reviewing and Every three years, applicable assets improving our methodology and undergo self-assessment and prioritised approach. All our assets will undergo self- assets conduct third-party validation. assessment in late 2021.
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Covid-19 Our workforce and labour unions Governments Stakeholder During 2020, of key interest to our Through developing and building a cohesive We develop and maintain constructive stakeholders has been the impact of workplace culture that encourages all of relationships with national, regional and engagement the global pandemic on our business, our people to focus on the same goals, we local governments in the countries where can deliver our strategic priorities. We have we operate, and maintain regular dialogue the steps we took to protect our a Group-wide internal communications on all relevant issues. We do this by a We are actively supportive workforce, to respond to the virus in programme for our SafeWork initiative. We variety of means that best reflect the local our local communities and to support make our Raising Concerns platform available context. Engagement activities may be of transparent and government-led initiatives, and our ability to all of our employees and contractors as individually, collectively with other companies constructive stakeholder to meet our customers’ requirements. a means to raise concerns. We uphold our or organisations, or as part of an industry workers’ rights to freedom of association, to association. When dealing with governments, engagement and The effects of the pandemic continue unionise and to collective representation, we conduct ourselves in accordance with consultation. Stakeholder to be felt globally and we will continue regardless of their location or duties. At many Glencore’s Code of Conduct and our policies to respond to our stakeholders’ request of our assets, unions play an active role in do not permit the use of our funds or scrutiny supports the for information and engagement safety committees. We take an honest and resources as contributions to any political on the topic open approach to working with labour unions campaign, political party, political candidate maintenance of the high and undertake negotiations in good faith. or any such affiliated organisations. standards of business Our stakeholders We recognise that robust, respectful conduct that is vital to and two-way relationships with our our corporate culture stakeholders are essential for our Key concerns in 2020 Key concerns in 2020 and the long-term success assets to continue to operate. Through building constructive and transparent of the Group. relationships with our stakeholders, we • Measures to protect the workforce • Opportunities to contribute to can strengthen our approach locally from Covid-19, including testing, government-led responses to Covid-19 PPE and social distancing and globally and improve our operating • Tax and royalty payments processes and performance. • Fatalities • Climate change • Occupational health and safety • Operational environmental Our stakeholders include our • Company culture and reputation management workforce, shareholders, suppliers, • Compensation and career opportunities • Community socio-economic partners, customers, governments development projects and regulators, local communities, • Negotiations of workplace agreements • Occupational health and traditional authorities, non-governmental • Industrial relations and potential safety Security organisations, labour unions, civil society, site closures • Engagement with civil society media and industry peers.
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Stakeholder engagement continued
Communities NGOs and civil society Financial community and media Suppliers and customers Our asset-based community engagement We engage with NGOs, think tanks and We actively engage with our investors We maintain good relationships with our teams build relationships with local business associations that share our interests and financial institutions through regular suppliers and customers, engaging regularly communities and decision-making and concerns. Topics of discussion include communication, one-on-one meetings, with them to understand their views, authorities. They meet and engage with the broad policy issues with a global or national roadshows and Q&A sessions. We engage expectations and perspectives. We undertake communities living around our operations reach, as well as local matters that affect with the media at global, national and risk-based due diligence on our supply chain, to share information about our activities the communities close to our operations. local levels on topics of public interest. Our both for the goods and services we procure that may affect them, key risks and control We welcome constructive feedback on our approach is one of transparency and timely as well as the third-party commodities we measures, and to help us understand their activities, and seek to engage with all our communications to support fair disclosure. purchase. We are active in many industry views and address any concerns raised. We critics or, at the very least, respond to their initiatives, where we work to promote the safe adapt our approach to reflect the operational concerns to increase understanding. use and handling of our products. We share and cultural environment and it can include the specifications of our products and any open-house sessions, formal engagements, associated risks with our customers. face-to-face discussions and local grievance mechanisms.
Key concerns in 2020 Key concerns in 2020 Key concerns in 2020 Key concerns in 2020
• Health, economic and financial support • Role of business in responding • Impact of Covid-19 on business • Addressing Covid-19 through the supply in response to Covid-19 to Covid-19 performance chain • Local employment including • Expectations on businesses supporting • Financial performance • Procurement spend strengthening diversity, and the delivery of the UN SDGs • Operational performance • Contractor management and oversight procurement opportunities • Human rights • Integration of sustainability • Responsible sourcing and supply • Engagement with First Nations, • Tailings storage facilities • Transparency in payments to • Bribery and corruption Indigenous Peoples and Traditional • Social incidents government Authorities • Human rights • Public health • Bribery and corruption • Socio-economic development projects • Legal compliance with laws • Operational and environmental • Legal compliance with laws and regulations • Social transition for post-mining management and regulations environment • Socio-economic development projects • Climate change • Delivery of agreed commitments • Transparency • Tailings storage management • Environmental management • Industrial relations • Human rights • Potential site closure • Security • Industrial relations • Operational impacts • Engagement with civil society • Tailings storage facilities • Legal compliance with regulations • Security and permits • Engagement with civil society
Glencore Sustainability Report 2020 14 Performance in brief Material topics Additional Information Contact us
Where we Performance Chair’s Purpose and Sustainability Stakeholder About this Contents At a glance CEO review operate dashboard introduction sustainability governance engagement report
Stakeholder engagement continued
Peer companies Participation in external initiatives Fines can be imposed for non- At both global and national levels, we engage We participate in a wide range of external compliance. with other mining and extractive companies initiatives, including global, national and through various platforms. These ICMM and regional organisations. Our participation Switzerland In November 2020, the the Voluntary Principles on Security and supports our commitment to ongoing referendum (eidgenössische Human Rights. These initiatives provide an improvement in our approach and Volksabstimmung) narrowly opportunity to learn from best practice and performance. Our activities in these In 2020, the public campaign rejected the RBI, and the to find industry-wide solutions to common organisations varies, ranging from reporting on the Swiss ‘Responsible government will implement challenges. At an operational level, we often our progress to taking a role in driving Business Initiative’ (RBI), work with other multinational and domestic strategic change. A number of external its counter-proposal. Glencore or ‘Unternehmensverant- mining companies through nationally organisations assess and publicly report on welcomes the implementation wortungsinitiative’, was at the run chambers of commerce to deliver an our performance. We are also members of a of the indirect counter-proposal, centre of stakeholder attention industry-consistent voice during engagement number of other industry- and commodity- as it is internationally-aligned and engagement activities in on industry topics. specific organisations that encourage the and promotes the protection of extractive sector to adopt and implement Switzerland, the location of our human rights and environment a consistent approach. head office. through new transparency and The RBI was originally filed in due diligence measures. 2016 by a coalition of Swiss civil Key concerns in 2020 Key concerns in 2020 Recognising the need to inform society organisations, asking for a our stakeholders in Switzerland change to the Swiss Constitution about the way we operate, we • Sector response to Covid-19 • Sector response to Covid-19 to introduce mandatory human took a proactive engagement rights and environmental due • Occupational health and safety • Transparency in payments approach across different to government diligence for Swiss companies • Public health communications channels. In and their activities abroad, • Climate change • Product life cycles late 2020, we launched a long- coupled with parent company • Tailings storage management • Climate change term promotional campaign that liability in Switzerland. • Transparency in payments to • Impact of emerging regulation provides information about our government and policy development Following extensive consultations, business, addresses potential • Land management, site closure the Federal Parliament agreed concerns about the way we and water on a possible indirect counter- operate, and raises awareness of • Security and engagement with proposal to the RBI. The the importance of our products civil society counter-proposal focuses on to enable the transition to a low- mandatory ESG disclosure as carbon economy in a sustainable well as mandatory due diligence and responsible way. on conflict minerals and in areas where there is a risk of reasonable suspicion of child labour.
Glencore Sustainability Report 2020 15 Performance in brief Material topics Additional Information Contact us
Where we Performance Chair’s Purpose and Sustainability Stakeholder About this Contents At a glance CEO review operate dashboard introduction sustainability governance engagement report
This Sustainability Report has been We exclude environmental data from our In some instances, we have restated About prepared in accordance with the Global warehouses, silos, ports and other small figures from previous years to reflect Reporting Initiative (GRI) Sustainability non-producing sites, with the exception improvements in our data collection, this report Reporting Standards, core option, of any environmental spills if they occur, analysis and validation systems. All including the metals and mining sector as their contribution to these indicators is figures stated in this Report represent the Further information supplement. Our online ESG Data Book immaterial. Our corporate and marketing latest available data unless referenced and GRI Index 2020 provides further offices do not report on environmental, in the text. Some of the totals shown about our general details: glencore.com/sustainability/ health and safety data. may reflect the rounding up or down reports-and-presentations. of subtotals. approach and position Closed sites (or sites in the care and on various sustainability Deloitte LLP has independently assured maintenance phase of their life Glencore seeks to report on every issues is available this Report’s GRI compliance (see the cycles) report on a limited indicator incident in the period when it occurs. Assurance statement in the Additional set, reflecting their reduced activities Occasionally, our incident reporting at glencore.com/ information section). and workforce. may take place later due to an improved understanding of the incident or revisions sustainability Glencore is a signatory to the principles This Report contains data for the full year to its classification. Where this results in a of the United Nations Global Compact 2020. Acquisitions are only included if restatement of previously reported data, (UNGC) and this Report serves as our they were integrated before 1 July 2020. we will publicly disclose the restatement advanced level UNGC Communication Data from divestments is included until and its rationale. on Progress, outlining our support for its the month before disposal. broader development objectives and our Deloitte LLP has not undertaken We base workforce numbers on their work on implementing the principles. It additional work to review accuracy end of year status, making them the also fulfils our reporting requirements as and completeness for restated data for exception to this rule. As a result, this members of the International Council on previous reporting years and has not Report does not include workforce Mining & Metals (ICMM). provided assurance for restated data. data from assets that were disposed Boundaries and scope of in 2020. We may change our approach to how This Report includes information and we report our data in future sustainability Data and information data from our industrial and marketing reports without prior announcement; we Glencore’s internal reporting systems activities, including only assets where we may also change the reporting of specific capture and retain the data in this have operational control, and excluding data and its interpretation. Report. The metrics in this Report reflect investment and holding companies. those used in the commodity markets Read more and sectors in which we operate and here are primarily based on GRI indicators, including indicators from the GRI metals and mining sector supplement.
Glencore Sustainability Report 2020 16 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Material topics
Catastrophic Hazard Management 19 Human Rights 49 Workplace Health and Safety 24 Responsible Citizenship 58 Climate Change 30 Responsible Sourcing and Supply 67 Water 36 Our People 72 Land Stewardship 42
Glencore Sustainability Report 2020 17 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Material topics Our material topics for 2020 were:
Our reporting on our Catastrophic Hazard Management Workplace Health and Safety Climate Change Catastrophic events in the natural We prioritise the safety and health As one of the world’s largest diversified sustainability performance resource sector can have disastrous of our employees and contractors resource companies, we have a role to impacts on workers, communities, the and recognise that the success of our play in enabling the transition to a low- and progress focuses on environment and corporate reputation, business is dependent on a safe and carbon economy. We seek to lower the the topics we identify as as well as a substantial financial cost. healthy workforce; this is our top priority. carbon footprint of our own operations, We are actively identifying, monitoring We take a preventative approach towards and to support national programmes to material to Glencore’s and mitigating the catastrophic hazards health and safety to establish a proactive achieve the goals of the Paris Agreement. performance and progress, within our business. safety culture. as well as to our future Water Land Stewardship Human Rights prospects. Water is an essential resource for many Our assets around the world have direct We recognise we have the potential to of our industrial activities. Some of our and indirect impacts on the land. From impact human rights directly through assets are located in areas with high and project design to operational closure, we our operations, and indirectly through extremely high water baseline stress and focus on reducing our physical footprint our relationships with joint ventures, share access to water with other local on the land, identifying, managing and contractors and suppliers. We are We regularly undertake materiality water users. Our assets undertake detailed addressing our potential impacts by committed to respecting human rights assessments to establish these focus assessments of their local environmental applying the principles of the mitigation and actively support our workforce, areas. Their findings guide our health, conditions during the operational hierarchy (avoid, minimise, restore/ business partners and suppliers safety, environment and community and changes in their life cycle, to develop water mitigate and offset). We look for ways to understand and meet this management strategies that maximise to improve our land stewardship, reduce commitment. human rights (HSEC-HR) strategic review the efficient and sustainable use of this our impact on landscapes and enable This year, we have included our and our reporting disclosures. important natural resource. sustainable land use following the closure previous standalone Human Rights of our operations. Our materiality assessments consider Report in this Report. topics at global and local levels, as well as information relating to our business and the wider natural resources sector, regulatory requirements and the topics Responsible Citizenship Responsible Sourcing and Supply Our People Mining activities can make a significant We seek to incorporate social, ethical Attracting and retaining entrepreneurial, raised during engagement activities with contribution to the national, regional and and environmental considerations focused and dedicated people is local communities, investors, the media, local economies in which they operate, in our relationships with suppliers fundamental to our future success. governments and non-governmental through employment, tax and royalty and customers. In particular, we are We thrive by having a workforce from organisations. payments, local procurement and social committed to understanding and different backgrounds, cultures and development. Our aim is to minimise addressing the risk of human rights beliefs. This diversity brings the new At each of its meetings, the Board HSEC adverse impacts from our activities and to violations in our supply chains. ideas, innovation and different ways Committee receives an update on our build partnerships to support sustainable of working that are a core part of who progress on the management of the development and growth. we are at Glencore. identified material topics.
Glencore Sustainability Report 2020 18 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Major or catastrophic In 2019, we strengthened our Catastrophic Hazard incidents Tailings Storage Facility and Dam Standard and aligned Management Kroondal it with the Canadian Dam mine 0 Association Guidelines. 2019: 0 Catastrophic events in the natural The updated Standard resource sector can have disastrous classified the Kroondal TSF Meeting our updated impacts on workers, communities, SDGs as an ‘extreme’ consequence requirements the environment and corporate TSF, largely due to the proximity of the informal reputation, as well as a substantial In South Africa, our Kroondal settlement. Our updated financial cost. mine’s tailings storage facility Standard specifies both (TSF) began operations in higher Factors of Safety than 2002 to store tailings from those prescribed by South the processing of chrome ore. African regulations and Kroondal originally designed the requirement to apply and constructed the TSF loading criteria based on the to meet all of South Africa’s consequence classification. regulatory requirements. To meet the Standard’s requirements, we concluded Following its construction, that buttressing of the an informal settlement was dam walls was required established near to the facility to strengthen the TSF to and has expanded over time. withstand both potential As part of our Dam Safety increases in water levels Assurance programme, we within the TSF and a one identified that the prescribed in 10,000 years earthquake Factor of Safety under the event, as well as with the South African regulatory higher prescribed Factors requirements was less of Safety. We completed the than that recommended construction of an additional by international standards. buttress in 2020. Going Our assessment also forward the TSF is included in Read more indicated that for seismic Further information on our management of our global InSAR monitoring stability, Kroondal’s TSF could catastrophic hazards is available here agreement, which provides fail under a one in 1,000 years ongoing information on its earthquake event. performance.
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Catastrophic Hazard Management We completed buttressing works at continued Kroondal in South Africa and at Kazzinc’s Highlights Altyntau Kokshetau. Our ambition Although Covid-19 delayed To become a leader in the prevention of • Finalising and rolling out our engineering investigations at HSEC incidents through a proactive risk- Tailings Storage Facility Policy Chashinsky (Kazakhstan), Kazzinc based approach. plans its construction of buttressing • Establishing an online Tailings Our approach Performance to commence in 2021. Kazzinc has also Manager Academy Recognising the exceptional nature of We describe catastrophic events as those scheduled buttressing for completion catastrophic events, our approach is • Extending our satellite that have the potential to have severe at Talovsky in 2021 and at Zyranovsky to prevent them through catastrophic monitoring coverage consequences that could cause multiple in 2024. management plans and critical controls loss of life, unconfined and widespread management supported by rigorous In Zambia, an emergency spillway to pass environmental damages, significant monitoring and reporting. the ‘probable’ maximum flood for an social/community or major reputational extreme consequence was completed We have a suite of hazard protocols and/or financial damage for Glencore. and the decant pipe was grouted and that set out the requirements for the In 2020, we achieved our strategic decommissioned – aligning with the prevention of fatalities and catastrophic priority of zero major or catastrophic requirements of our Tailings Storage incidents at our assets. The protocols environmental incidents (see ‘incident Facility and Dam Standard. provide minimum requirements to classification’ in the glossary for manage hazards. Our commodity In 2020, our nickel team commenced classification details). departments implement assurance construction of the ‘Narrows Dam’ programmes, which include compliance During the year, we made good progress project at the Strathocona/Onaping TSF with the protocols. These usually take in the work programmes for our tailings with a targeted completion at the end place on a three-year cycle and include storage facilities (TSFs) identified with of 2021. first, second and third party assessments. potential stability issues during extreme We continue to enhance these protocols weather or seismic events. on a risk-based priority basis. Our approach reflects international leading practice and the International Council on Mining & Metals’ guidance.
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Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Catastrophic Hazard Management continued Mina Andaychagua
Risk Management Applying the We are committed to eliminating requirements of catastrophic incidents at our assets. the Global Industry Our approach supports a consistent Standard for Tailings application of standards across the Management business for the identification and management of catastrophic hazards. In the Andes Mountains of We require all departments to conduct Peru, our Volcan zinc asset’s regular verification of the implementation Andaychagua TSF began of critical controls, which the corporate operations in 1990 – over 25 team review through quarterly reporting. years prior to the acquisition Our commodity departments monitor of our interest in Volcan. The through to closure the outstanding TSF has two downstream actions relating to controlling walls with a maximum height catastrophic hazards identified by the of 67 metres and the original HSEC audit team during site visits. design and construction met The HSEC audit team also return to sites Peruvian regulations. around eight to 12 months later to verify In 2019, we classified the that the site has addressed and closed To address a potential We consider that the TSF as having a potentially Emergency spillway the identified corrective actions. overtopping of the dam completed works meet ‘extreme’ consequence constructed at during an extreme flood the requirements of the Andaychagua in Peru. Our Board HSEC Committee reviews in the event of failure and event, we decided to recently published Global the status and results of these reports. our dam safety assurance construct an emergency Industry Standard for Tailings programme identified that spillway. The design and Management. the TSF’s original design was construction of this spillway appropriate for a smaller flood commenced in 2019 and, event than the ‘Probable despite interruptions caused Maximum Flood’ required by Covid-19, Volcan largely by the CDA Guidelines for an completed the works in 2020. extreme consequence facility.
Glencore Sustainability Report 2020 21 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Catastrophic Hazard Management Group TSF management Satellite monitoring Tailings Manager Academy continued Our assets generate tailings (residues In 2020, we entered into a global In 2020, recognising that there are limited of mineral processing) that are stored in agreement to extend satellite monitoring courses externally available for engineers purpose-built TSFs. We are committed to over half of our facilities, prioritising to learn about TSFs, we launched our to aligning the design, operation and on a basis of their consequence online Tailings Manager Academy (TMA). closure of our TSFs with international classification. This is the largest industry The development of the TMA has been best practice, namely the Global Industry agreement to date for specific satellite supported by external subject matter Standard for Tailings Management monitoring of TSFs. experts in geotechnical, hydrogeology, (GISTM). We continually review and Satellite monitoring measures our environmental, and emergency response strengthen our TSF management TSFs’ surface movements every 11 planning fields. system through our catastrophic hazard days, currently the maximum available evaluation programme. The TMA builds on our employees’ frequency for this type of data existing knowledge and skills and We have developed a robust governance collection. The data is available via a increases their capacity for decision- process, Policy and management cloud-based platform, ensuring its making on the design, construction, approach for tailings management, continuous availability and the ability operation, monitoring and maintenance which aligns with the GISTM. for rapid decision making in the event of TSFs. of unexpected movements, as well as In 2020, we finalised our Tailings Storage supporting independent oversight by our The TMA has 12 learning modules Facility Policy (the Policy), which corporate and external auditors. including technical, governance, articulates the fundamental elements environment, closure, emergency- of our approach and commitment to While the focus of the satellite- response planning and stakeholder the safe, responsible and sustainable monitoring programme is our TSFs, engagement aspects. management of our TSFs. The Policy some of our assets use the data to commits us to preventing TSF failures supplement other terrestrial monitoring We have tailored the TMA to three through designing, constructing, techniques for their operational activities, different management levels ranging operating and closing our TSFs in such as open pits, waste piles and areas from operators and technicians to a responsible manner. prone to subsidence. responsible persons and engineers to dam owners, managers and accountable executives.
Glencore Sustainability Report 2020 22 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Catastrophic Hazard Management Managing oxygen-related risks External engagement continued We use oxygen in our industrial assets In 2020, the Global Tailings Review, Next steps and some of our assets produce it. Our made up of the ICMM, UN Environmental oxygen safety programme describes the Programme and Principles for hazards associated with oxygen-enriched Responsible Investment, published • Complete the work atmospheres and liquid oxygen spills a new GISTM. programme to upgrade and sets out minimum requirements to TSFs identified with potential We participated in the development manage them. stability issues during of the GISTM through our membership extreme weather or A key part of the programme is our of the ICMM. We are mapping its seismic events Oxygen Management Academy (OM requirements against our existing Academy), which helps employees and management approach and will • Roll-out the Tailings Storage contractors be aware of and understand implement any variations. On 5 August Facility Policy the fundamental principles and practices 2020, all ICMM members, including • Continued training via the relating to the use and production Glencore, committed to implement the Tailings Manager Academy of oxygen. GISTM. We expect that all of our TSFs with ‘Extreme’ or ‘Very high’ potential • Map and address any gaps Industry experts inputted into the consequences will be in conformance between the GISTM and our development of the OM Academy’s with the GISTM by 5 August 2023. existing Tailings Policy courses, which strengthen awareness We expect that all of our other TSFs on oxygen as a fire hazard and good • Work towards complying not in a state of safe closure will be practices for safe handling, maintenance with the GISTM within its in conformance with the Standard and emergency response, as well as the recommended timeframes by 5 August 2025. approach to minimise and manage risks. Participants in the OM Academy include We participate in ICMM’s TSF working operators, supervisors, managers and group that is investigating the removal engineers. of water from tailings and reducing their volume. Air Products VSA Plant at our Nikkelverk Refinery in Norway, which produces 60 tonnes per day of oxygen with 85% purity for use in the on-site copper roaster operation
Glencore Sustainability Report 2020 23 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
LTIFR HPRIs Workplace Health (per million hours worked) and Safety 0.94 399 In line with our Values, our first priority 2019: 0.99 2019: 574 in the workplace is to protect the health and wellbeing of all of our people. Our TRIFR New occupational (per million hours worked) diseases goal is continuous improvement in the prevention of occupational disease and injuries. Compliance with our 2.6 111 Group Safety and Health Policy is non- 2019: 2.9 2019: 106 negotiable. However, we recognise that each region, commodity, asset SDGs and workplace is unique and our assets implement our management approach to reflect local health and safety practices and systems. We tailor behavioural safety activities to be appropriate and relevant to the local context, without compromising any of the minimum performance expectations.
Read more Further information on our approach to workplace health is available here
Read more Further information on our approach to workplace safety is available here Glencore Sustainability Report 2020 24 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Workplace Health and Safety Performance fatalities and, as such, we do not target continued We are saddened to report that during a reduction in this metric. Highlights 2020, eight people lost their lives at our They allow for the identification of operations, compared to seventeen activities that we need to prioritise in during 2019. We believe all loss of life is • Refreshed SafeWork order to advance further our learning unacceptable and we are determined to and reinforced safety and safety performance. The majority eliminate fatalities across our business. performance expectations of HPRIs related to mobile equipment Our approach and behaviours During the year, both our lost time and working at height and nearly 80% The health and safety of our people is our injury frequency rate (LTIFR)1,2 and total resulted in no injuries. • Eight deep dive SafeWork top priority and we believe all fatalities, recordable injury frequency rate (TRIFR)3 assessments completed injuries and occupational diseases are As reported in our 2019 Sustainability were slightly lower than the previous in Kazakhstan, Zambia, preventable. Through strong safety Report, our ten assets with the poorest year at 0.94 (2019: 0.99) and 2.6 (2019: 2.9) the DRC, Peru and the leadership, we can create and maintain safety performance are part of the copper respectively. Philippines safe workplaces for all our people. and zinc commodity departments (which While our year-on-year LTIFR and are also the departments with the largest • Major fatality reduction Risk management is at the heart of TRIFR decreased, we did not meet number of assets). In February 2020, interventions at Mopani5 our approach. We let our people know our ambitious five-year targets of 50% both the copper and zinc commodity and Kazzinc that we expect every individual, both reduction of Group LTIFR by the end departments presented safety cases employees and contractors, to take • The copper and zinc of 2020 against a 2015 baseline4 of 1.34 presentations to the Board’s HSEC responsibility for their own safety as well commodity departments and 50% reduction of Group TRIFR by Committee and gave a progress update as for the safety of their colleagues and presented safety cases to the the end of 2020 against a 2014 baseline4 later in the year. the communities in which they work. Board HSEC Committee that of 5.02. We have fed the learnings from We recorded a small increased number set out the actions they are improving our performance into the work of new cases of occupational disease, implementing to achieve we have undertaken on reviewing and 111 cases (2019: 106). zero fatalities revising our SafeWork programme. During 2020, our health working group • Fatal Hazard Protocols Our ambition In 2020, our high potential risk implemented management plans as part reviewed and updated To become a leader in safety and create a incidents (HPRIs) fell to 399 (2019: 574). of the Group’s response to Covid-19 in the workplace free from fatalities and injuries, The reporting of HPRIs represents a • Online training sessions workplace (see case study on page 28). while protecting and improving the supportive part of our strategy to reduce to improve incident wellness of our people and communities. It also undertook work to strengthen our investigation process, health management practices through capabilities and reporting 1 Lost time injuries (LTIs) are recorded when an employee or contractor is unable to work following an incident. We reviewing and revising where needed the record lost days as beginning on the first rostered day that the worker is absent after the day of the injury. The day of fundamental elements of our approach. the injury is not included. LTIs do not include restricted work injuries (RWIs) and fatalities. 2 The lost time injury frequency rate (LTIFR) is the total number of LTIs recorded per million hours worked. 3 The total recordable injury frequency rate (TRIFR) is the sum of fatalities, lost time injuries (LTIs), restricted work injuries (RWIs) and medical treatment injuries (MTIs) per million hours worked. The metric represents all injuries that require medical treatment beyond first aid. 4 Baseline figures include Viterra, formerly known as Glencore Agriculture. 5 Glencore completed the sale of its interest in Mopani Copper Mines plc in March 2021.
Glencore Sustainability Report 2020 25 Performance in brief Material topics Additional Information Contact us
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Workplace Health and Safety continued Nikkelverk
This work will be complemented by Nikkelverk’s SafeWork identifying and prioritising hazardous Centre opens doors to contaminants to define Group-wide safety training exposure action limits (EALs). In 2021, we will roll out and implement our revised approach. After two years of planning, design and construction, Risk management Nikkelverk’s state-of- In 2013, we launched SafeWork as a the-art SafeWork Centre Company-wide initiative to eliminate officially opened in 2020. fatalities and serious injuries. It identifies Every Nikkelverk employee and manages workplace hazards and contractor is required through establishing minimum to complete a four-hour expectations, mandatory fatal hazard foundation session. The protocols, life-saving behaviours and requirements of the workers’ safety tools. SafeWork was predominantly role then determines their “The training at the SafeWork By the end of 2020, 400 an asset-based programme and its Nikkelverk’s state-of-the- additional courses, which may Centre has taught me what employees and contractors implementation had an immediate art SafeWork Centre include practical approaches life-saving rules and Fatal had completed training impact on safety performance, reducing to tasks, working in small Hazard Protocols actually on Glencore’s Fatal Hazard fatalities and serious injuries. interactive groups and lessons mean. We focused on ‘the Protocols (FHPs). for all functions and levels. essentials’. There are many The content of each training important things when it “We learned in training module centres on the comes to safety, but we principle of ‘learning-by- learned in the training that by that by having the Listen to Peter doing’. Theoretical training is having the most important most important Freyberg, emphasised through hands- things under control, we will things under control, Head of Industrial on experiences to support the stay safe.” Jarle Johannessen, Assets, explain effective application of the Supervisor we will stay safe.” why safety is lessons learned. important to him. Jarle Johannessen, Supervisor
Glencore Sustainability Report 2020 26 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Workplace Health and Safety Improving our safety performance The key finding was that these sites continued Between August 2019 and April 2020, had not fully implemented SafeWork. we undertook eight deep dive SafeWork In particular, there was a lack of definition leadership assessments at our Kazzinc of and understanding on the roles, assets in Kazakhstan, Mopani in responsibilities and accountabilities Implementing Zambia, KCC in the DRC, Antapaccay regarding its implementation. Our SafeWork at and Volcan sites in Peru and Pasar in findings support our belief that SafeWork Glencore the Philippines. We also completed is the right approach. However, we major fatality reduction interventions at recognised that it needed refreshing Mopani and Kazzinc to identify and fix to clarify and reinforce our safety unsafe conditions and behaviours and performance expectations. establish a new baseline for performance During 2020, we looked at how to improvement. implement SafeWork in all of our Our zinc and copper commodity assets consistently and reset safety departments presented safety cases expectations at both asset and to the Board HSEC Committee. These commodity department levels. This work define and describe the actions they included clarifying how we assess and are implementing to achieve our goal of verify SafeWork, establishing a leadership zero fatalities. In September, we initiated approach and strengthening roles and a verification process to confirm the responsibility. effective implementation and close-out We are rolling out a strengthened of the corrective actions identified during approach to SafeWork during 2021. the assessments. Our focus during 2021 is to close-out the outstanding corrective actions.
Glencore Sustainability Report 2020 27 Performance in brief Material topics Additional Information Contact us
Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Workplace Health and Safety continued Responding to Covid-19 We encouraged and We enforce the wearing in our workplaces supported working from of masks and social home where possible distancing for planes, buses, and when required by light vehicles and shaft In response to the Preventing fatalities government guidance. conveyances, while on site global pandemic, we In 2013, we developed and rolled out our When working in an and travelling to and from introduced measures in our Fatal Hazard Protocols. During 2020, we office environment, social site. At the point of accessing workplaces to minimise reviewed the Protocols against industry distancing rules are in place the site, local teams maintain the risk of infection within best practice and our learnings from our for all meeting rooms. Our social distancing. In crib our workforce and host own fatal incidents and HPRIs. As a result, offices, control rooms, rooms and mess halls, communities. Our corporate and as part of our Policy Architecture mobile equipment and high we have closed buffets with Incident Management Team, Project (see page 10), we have reduced touch areas undergo regular only pre-packed meals established to coordinate the number of Protocols to those that sanitisation cleaning. available with staggered meal our response to Covid-19, are common to the majority of our sites times to reduce congestion. provided practical guidance Our assets work with our and the remainder have become safety for our sites to implement. external health adviser and At operations with on-site standards. government officials to accommodation, we have During the year, we held two online implement, where possible, taken measures to ensure training sessions to improve our incident temperature checks, testing social distancing and investigation process. The training and health screening of provided isolation rooms for considered data organisation, analysing employees. suspected Covid-19 cases. learnings and identifying root causes. We provide appropriate PPE We have provided Group- Our fatalities and HPRIs investigations to our workforce and, in many wide helplines and free- found that for some of our operating places, to local communities to-access health advisory regions the application of our Electrical and frontline workers. We services, which includes Safety Protocol was inadequate, have installed hand hygiene mental health support. particularly where domestic electrical stations and implemented 1.5 legislation is weak. We identified that to 2 metre social distancing at particular electrical systems for detecting our operations. faults and disconnecting power, as well as standards of installation, required improvement. We strengthened our Protocol and provided further guidance on electrical safety. In addition, we carried out projects to identify and address shortcomings.
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Workplace Health and Safety continued Next steps Mining Technology Steering Team It supported existing Our vehicle interaction working group training programmes on has continued to work with the commodity No Plan. No Work. the fundamental skills • Roll-out of improved departments to define technology pathways campaign on planning, which are SafeWork approach for fatigue monitoring and collision mandatory for coordinators • Improve the management avoidance by 2020 with implementation and superintendents, as well In early 2020, our coal of learnings from HPRIs on priority equipment by 2025. The working as job safety analysis training business in Australia launched group has developed an action plan given to all operational • Roll-out and implement a ‘No Plan. No Work.’ structure to show what those pathways employees, supervisors, line our revised approach to communication campaign. should include and guidance on the managers and contractors (as health and EALS The campaign targeted investment plans required. required). key stakeholders including • Complete health risk The ICMM’s tailings working group has operators, supervisors, A campaign reinforcement assessments for silica, identified continuous mining – mechanical superintendents and programme provided lead and diesel particulate rock cutting as a priority technology to managers. refresher training, toolbox matters eliminate or reduce tailings generation. talks and in-field coaching. The purpose of the campaign • Continue to participate We are participating in a global consortium was to create awareness of The approach increased in ICMM working groups on future changes in underground mining the need for planning as awareness and drove to understand better the value from an essential element of any behavioural change through continuous mining. We are also evaluating activity. Its principal message utilising strong visual the downstream impacts of rock cutting in is that if you do not have a elements. terms of ore sorting and grade engineering plan, you do not start the as well as the likely reduction in tailings work, supported by the generation. messaging of ‘Plan Right, Finish Right’, to emphasise External engagement the individual benefit to In 2020, we contributed to the development planning properly. of ICMM’s guidance to support the implementation of its new health and safety performance expectation. We have a role in Eurometaux’s human health taskforce. Eurometaux represents non-ferrous metals producers and recyclers in Europe.
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CO2e Scope 1 emissions CO2 Scope 2 Climate Change (million tonnes) location-based emissions (million tonnes) As one of the world’s largest diversified 15.0 9.3 resource companies, we have a role to 2019: 18.3 2019: 11.0 play in enabling the transition to a low- carbon economy. We do this through CO2e Scope 3 emissions Carbon Scope 1 and Scope 2 our well-positioned portfolio that (million tonnes) location-based intensity includes the commodities that underpin (GHG/tCu) energy and mobility transformation, as 271 well as through supporting emission- 2019: 343 3.78 reducing technology such as CCUS. 2019: 3.93
We seek to decarbonise our own Total energy use operational footprint and support (petajoules) national programmes that strive to achieve the goals of the Paris 180 Agreement. In 2020, we announced a 2019: 210 1.5ºC-aligned target of an absolute 40% reduction of total emissions by 2035 on SDGs 2019 levels and ambition of achieving a net zero total emissions footprint by 2050.
Read more Further information on our approach to climate change is available here
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Climate Change Performance continued In line with the Greenhouse Gas Protocol, Highlights we divide our operational emissions into Our ambition Scope 1 and Scope 2 (location-based) To provide commodities that are emissions, measuring both the direct • Announced a 1.5ºC-aligned essential to the transition to a low- and indirect emissions generated by the target of an absolute 40% carbon economy in a manner industrial activities, entities and facilities reduction of total emissions Our approach consistent with the Paris Goals. To where we have operational control. by 2035 on 2019 levels and We recognise climate change science deliver a strong investment case to ambition of achieving a net Scope 1 (measured in CO2e) includes as set out by the United Nations our shareholders through investing in zero total emissions footprint emissions from combustion in owned or Intergovernmental Panel on Climate assets that are resilient to regulatory, by 2050 controlled boilers, furnaces and vehicles/ Change. We believe that the global physical and operational risks related vessels and coal seam emissions (direct • Published a review of our response to climate change should to climate change. To fully integrate the emissions). Scope 2 location-based industry organisations’ pursue twin objectives: both limiting management of climate change-related emissions (measured in CO2) applies the positions on climate change temperatures in line with the goals of risks and opportunities into all systems grid emission factors to all our purchased the Paris Agreement (the Paris Goals) across our business. • Exceeded our five-year target electricity, regardless of specific Articles 2.1(a)1 and 4.12; and supporting the to reduce our Scope 1 and renewable electricity contracts (indirect United Nations Sustainable Development 2 greenhouse gas emission emissions). Goals, which include universal access to Further information intensity by 5% compared We publish further information on our affordable and clean energy. During 2020, we emitted 15.0 million to the 2016 baseline progress in climate change matters tonnes CO2e of Scope 1 (direct emissions) We are prioritising our capital investment in our Annual Report (a standalone, climate change chapter, as well as from our consumed fuel (2019: 18.3 to grow the production of commodities content integrated into the business million tonnes). This figure includes essential to the energy and mobility strategy). Our 2020 Climate Change: emissions from reductants used in our transition and which support the Pathway to Net Zero sets out how we metallurgical smelters. It also includes growing needs of a low-carbon economy. will meet our target and ambition, as CO2e of methane emissions from our We are also taking steps to decarbonise well as detailing our portfolio’s resilience against three climate change scenarios coal and oil operations, which is around our own operational footprint. (Current Pathway, Rapid Transformation 24% of our Scope 1 emissions. The and Radical Transition). We also publish reduction in Scope 1 emissions was each year a Review of our Industry mainly due to lower production volumes Organisations’ Positions on Climate Change. All of these publications are owing to the Covid-19 pandemic, as well available on our website. as some operational abatement and production changes.
1 Article 2.1(a) of The Paris Agreement states the goal of “Holding the increase in the global average temperature to well below 2°C above pre-industrial levels and pursuing efforts to limit the temperature increase to 1.5°C above pre-industrial levels, recognizing that this would significantly reduce the risks and impacts of climate change.” 2 Article 4.1 of The Paris Agreement reads: “In order to achieve the long-term temperature goal set out in Article 2, Parties aim to reach global peaking of greenhouse gas emissions as soon as possible, recognizing that peaking will take longer for developing country Parties, and to undertake rapid reductions thereafter in accordance with best available science, so as to achieve a balance between anthropogenic emissions by sources and removals by sinks of greenhouse gases in the second half of this century, on the basis of equity, and in the context of sustainable development and efforts to eradicate poverty.”
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Climate Change continued It is Australia’s most advanced We expect the CTSCo project onshore CCUS project and to lay the foundation for focuses on: commercial-scale onshore In 2020, we emitted 9.3 million tonnes CCUS from industrial Developing Carbon, • Capturing CO2 from a coal- CO2 of Scope 2 location-based (indirect processes and power Capture, Utilisation fired power station emissions) (2019: 11.0 million tonnes). and Storage (CCUS) generation in Queensland’s The reduction of our Scope 2 emissions • Permanently storing the Surat Basin. It can also provide mainly reflects reduced consumption technology CO2 deep underground a technology pathway for of power due to the Covid-19 pandemic in Queensland’s southern establishing a hydrogen hub, and some assets being on care and Meeting the energy Surat Basin materially reducing Australia’s maintenance. requirements of a rising overall carbon footprint, CTSCo has the potential to global population while help federal and state In addition to Scope 1 and 2 GHG store significant volumes of simultaneously reducing governments achieve their emissions, our activities include Scope 3 CO2 and deliver the critical emissions is a key global stated emissions reductions emissions. These relate to the indirect infrastructure to reduce challenge. We support a targets, and provide a GHG emissions across our value chain. and remove existing and technology-neutral approach technology pathway for many These include upstream emissions future sources of industrial to help address this challenge. of our international end-use associated with the products and emissions. This storage The Intergovernmental Panel customers to reduce CO2 services we purchase from suppliers component provides a on Climate Change and the emissions. potential pathway to an and downstream emissions that include International Energy Agency industrial scale storage hub emissions resulting from our customers’ analysis identifies CCUS as During the past year, the in Queensland capable of use of the fossil fuels that we produce, an essential technology to CTSCo project has progressed servicing multiple industrial their processing of our metals and support the delivery of the to execution-ready stage users including coal, natural concentrates, and the emissions resulting goals of the Paris Agreement. following a successful sub- from time-chartered vessels. gas and hydrogen. surface appraisal of the We have been a long-term proposed storage location Our total Scope 3 emissions were 271 Since the project’s inception, supporter of CCUS technology at a depth of 2km and million tonnes CO2e, a decrease on the CTSCo has brought together to reduce emissions from completing the engineering 343 million tonnes CO2e in 2019. The a range of scientific and fossil fuels and to service design work for the proposed decrease was primarily due to reduced technical experts from the the hydrogen economy. Our CO2 capture plant. Universities of Queensland, energy demand due to lower economic wholly owned subsidiary, the Melbourne and Texas activity because of the global pandemic. Carbon Transport and Storage to review independent Company Pty Ltd (CTSCo), modelling, testing and is aiming to demonstrate analysis in order to determine CCUS on an industrial scale the suitability of storing CO2 in Queensland. deep underground. Glencore Sustainability Report 2020 32 Performance in brief Material topics Additional Information Contact us
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Climate change The most significant contributor to our We have exceeded our target to reduce Risk management continued Scope 3 emissions was our customers’ our Scope 1 and Scope 2 greenhouse We understand the role the commodities usage of the fossil fuels we produce; this gas emission intensity by 5% in 2020 we produce and market have in meeting totalled 253 million tonnes CO2e (2019: compared to the 2016 baseline with a the needs of daily lives. The diversity of 326 million tonnes CO2e). We exclude 13.2% reduction achieved. We achieved our portfolio underpins our strategic emissions resulting from customers’ use this reduction by a range of measures ambition to support the decarbonisation of the oil products refined at the Astron including abatement and production of global energy demand through refinery from our Scope 3 emissions total changes at our operations, as well as providing metals such as copper, cobalt, as we neither originate nor consume lower coal seam emissions due to the zinc and nickel that are essential to the the products. closure of a coal underground operation transition to a low-carbon economy. in Australia. Our 2020 Environmental, Social We recognise our responsibility to Governance Data starting on page 84 Energy is a key input and cost to our contribute to the global effort to achieve provides a full disclosure on the Scope 3 business as well as being a material the goals of the Paris Agreement by categories that are relevant and material source of our carbon emissions and we decarbonising our own operational to our activities. recognise the importance of continued emissions footprint. We believe that reductions of greenhouse gas emissions our contribution should take a holistic Our 2020 carbon Scope 1 and Scope 2 from our operations. approach and have considered our location-based intensity, measured in commitments through the lens of our terms of tonnes of greenhouse gases During 2020, our total energy use of total emissions footprint. emitted per tonne of copper equivalent 180PJ was a decrease on the 210PJ industrial production (tGHG/tCu), is reported in 2019, primarily due to the We recognise the need for action. We 3.78tGHG/tCu (2019: 3.93tGHG/tCu; 2018: impacts of the Covid-19 pandemic as have set ourselves a 1.5oC pathway 4.13tGHG/tCu; 2017: 4.40tGHG/tCu; 2016: well as some operational abatement aligned target of an absolute 40% 4.35tGHG/tCu). and production changes. Renewable reduction of our total emissions (Scope 1, energy sources deliver 13.3% of our total 2 and 3) by 2035 on 2019 levels, consistent energy needs (2019: 12.5%). The primary with the midpoint of IPCC’s 1.5oC contributors are the Bukhtarma hydro scenarios and the 1.5oC pathways set out power plant in Kazakhstan, which we by the International Energy Agency (IEA). operate, and the low-carbon, hydropower Post 2035, we set ourselves the ambition electricity suppliers to our operations in to achieve, with a supportive policy eastern Canada and the DRC. environment, net zero total emissions by 2050.
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Climate change In South Africa, our Ferroalloys business continued is investigating the feasibility of working We plan to deliver our ambition of net zero total with a third party independent power emissions by 2050 through seven core actions: purchaser for the installation and supply of approximately 400 MW of renewable Supporting lower-carbon solutions power, with the potential to reduce Scope Managing our footprint We work with global specialists and 2 emission by approximately 1.17 million draw on the local expertise within our tonnes per annum. Its Rhovan operation operational teams to identify ways is working on a potential community to reduce further our Scope 1 and 2 involvement project to install a solar farm Footprint Reduction Capital emissions. This approach has led to the on-site that will deliver 11 MW for nearly implementation of initiatives that reduce nine hours a day at 80% efficiency. The Managing our Reducing Scope 3 emissions Allocating capital these emissions, while continuing to ferroalloys business is also investigating a operational footprint Our diverse portfolio uniquely to prioritise Reducing our Scope 1 allows us to address this transition metals meet our obligations to our customers. number of projects to convert waste gas and 2 emissions portion of our footprint through Growing the metals into power at its smelters. Our Group-wide marginal abatement investing in our metals portfolio, that the world needs cost curve (MACC) identifies and In Canada, we have designed our reducing our coal production and supporting deployment of quantifies opportunities to reduce our Onaping Depth Project, a deep nickel low emission technologies carbon footprint. This includes utilising mine currently under development, to more power from low-carbon sources utilise state of the art battery electric and delivering operational improvements mobile mining equipment, maximised and technologies that enhance real-time remote operation, monitoring Contributing to global decarbonisation efficiencies, resulting in emissions and management utilising advanced reductions. Our assets undertake a range Wi-Fi systems. The benefits include the of measures to reduce and mitigate their elimination of diesel emissions and the emissions profiles. reduction of noise pollution. The design Technology Transparency includes the use of innovative ventilation Partnership Abatement technology, with cooling systems Collaborating with Supporting Utilising Transparent designed to be energy efficient, while our value chains uptake and technology to approach coping with ambient rock temperatures Working in integration improve resource Reporting on use efficiency that can reach 40oC at depth. partnership with of abatement our progress and our customers An essential Contributing to the performance and supply chain contributor to circular economy to enable greater achieving low or use of low-carbon net zero carbon metals and support objectives progress towards technological solutions
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Climate change In 2020, we completed a US$400 External engagement continued million refurbishment of hydropower During the year, we have engaged with Next steps infrastructure in the DRC, in partnership a range of stakeholders, such as Climate with the government. We expect this Action 100+ and the Transition Pathway initiative to deliver economic growth and Initiative, on our approach to climate • Support the delivery of employment opportunities. change. We have formulated our climate our 2035 target and 2050 change strategy in partnership with key ambition In northern Canada, our Raglan Mine’s stakeholders. location means it cannot connect to the provincial power grid and needs to We were an early supporter of the use diesel to produce electricity. In 2014, voluntary guidance on consistent together with TUGLIQ Energy, Raglan climate-related financial disclosures Mine built its first wind turbine, the first produced by the Taskforce on Climate- use of renewable energy in Québec’s related Financial Disclosures (TCFD). Arctic territory. It built its second in 2018. Our reporting on climate change in our Annual Report includes a section The two wind turbines produce about addressing the TCFD guideline. We 10% of the mine’s total energy, saving expect to further our alignment over approximately 4.4 million litres of diesel the coming years. annually and reducing GHG emissions by about 12,000 tonnes each year. Our ongoing engagement activities are core to our commitment to inform Over the last decade, Raglan Mine stakeholders on our progress towards implemented several initiatives in order meeting our 2035 emissions target to reduce its GHG emissions, including and our ambition to achieve net zero the wind power project. These initiatives total emissions by 2050, as well as have helped it to reduce its Scope 1 and demonstrating our portfolio resilience Scope 2 location based GHG emission under a range of scenarios. intensity by about 30%.
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Water withdrawn Water (million m3)
Water is an essential resource for many Horne Smelter of our industrial activities. Some of 1,027 our assets are located in areas with 2019: 1,017 high to extremely high water baseline Piloting ICMM’s SDGs stress and share access to water with catchment-based other local water users. Other assets approach at Horne manage surplus water that may involve dewatering activities and flood During the year, we protection measures. Regardless of continued to pilot the ICMM’s catchment-based water their location, our assets undertake management approach at detailed assessments of their local our Horne Smelter in Canada. environmental conditions during the Through this initiative, Rouyn- operational changes in their life cycle, Noranda council and Horne Smelter are collaborating on to develop water management an analysis of the local Dufault We expect the risk analysis strategies that maximise the efficient Lake’s watershed, to identify to complete in 2022. In the and sustainable use of this important potential risks that could interim, the Horne Smelter natural resource. cause deterioration in water has already expanded its data quality or available volumes. collection programmes to identify and assess additional The pilot study is progressing potential risks arising from and we expect to complete inactive sites, as well as to the project in 2022. support the development of appropriate corrective measures.
Read more Further information on our approach to water is available on our water microsite and here
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Water Performance and implemented recommendations continued In 2020, we withdrew 1,027 million m3 of arising from the investigation. Highlights 1 various types of water (2019: 1,017 million • The second incident occurred at our 3 m ). The small year-on-year increase in ferroalloys asset, Wonderkop Chrome • Established a global water withdrawn water is primarily due to the Smelter, in South Africa in October. working group comprised calculation methodology improvements A routine inspection of an on-site of internal subject matter implemented at a smelter operation that tailings storage facility identified a experts representing all Our approach utilises seawater for cooling purposes. small puddle of wastewater resulting regions and commodity We recognise access to safe and clean We also restated 2019 data to amend the from an on-site sump overflow. In departments water and sanitation as a salient human double-counting of water supplied to a response, Wonderkop treated the right. We seek to fully understand and local community by our KCC asset in the water with a reducing agent. Following • Enhanced water- minimise our operational water footprint DRC, as well as to reflect water reporting its treatment, analysis confirmed that related governance and and manage our activities in a way that improvements by Cerro de Pasco in Peru. the water was within drinking water management approach to protects our shared water resources. In 2020, we recorded two ‘moderate’ limits. There were no off-site impacts. complement our 2018 Water We are committed to ensuring good water-related environmental incidents An investigation of the incident Management Guideline water management is in place at all (2019: one moderate incident – see confirmed that the overflow resulted of our assets and undertake detailed • Developed internal and ‘incident classification’ in the glossary from an obstruction in a pipeline and, assessments, target setting, monitoring external water targets for classification details). in response, Wonderkop implemented and implementation of corrective recommendations and corrective • Developed a standalone • The first incident occurred at the Badila actions. Our assets consult their host actions to prevent a potential Water Report and created a oilfield in the Republic of Chad in communities and other relevant local reoccurrence. dedicated water microsite to water users to understand local priorities July, which experienced heavy rainfall improve stakeholder access We investigate all complaints and, where and to collaborate on sustainable solutions. that contributed to the unplanned to our water stewardship appropriate, work with local authorities discharge of wastewater. The majority performance and reporting of the discharge was retained on-site, to address any operational impacts on however, a slight sheen was reported water sources. on a nearby drainage channel. The In 2020, we received four water-related Our ambition Badila team promptly commenced fines totalling approximately US$10,000 To minimise our operational water response measures, which included (2019: 18 fines totalling US$841,000). footprint and encourage fair and clean up, water and soil sampling The majority of the fines relate to minor equitable access for all water users. and monitoring of the affected area. non-compliant water discharges and Analysis of the samples confirmed the affected assets have implemented that there were no environmental measures to avoid reoccurrences. impacts outside of the facility because of the wastewater release. 1 Water withdrawn includes precipitation directly or indirectly captured in our water dams and ponds, as Following the incident, the asset well as precipitation that requires treatment ahead of undertook a detailed investigation discharge to meet applicable discharge limits
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Water continued Glencore’s overall water balance 2020 (GL)1
Share water used in task/process vs water input 55%
Water input (by source) 1,041 Water used, reused/recycled 1,098 Water output (by source) 1,045 Risk management on-site During 2020, we established a Surface water – withdrawn 193 Water discharged to surface water 435 Water used in a task or process 574 water working group, comprised of Sea water – withdrawn 170 Water discharged to sea water/ocean 172 Water recycled 137 internal subject matter experts, made Groundwater – withdrawn 349 Water discharged to groundwater 5 up of representatives from all our Water reused 387 Rainwater – withdrawn 200 Water discharge to off-site operating regions and commodity Recycling and reuse efficiency rate* 48% treatment or disposal locations 11 departments. The purpose of the Potable (drinking) water imported or withdrawn 18 Change in water in storage -4 Water exported to a third party 47 working group is to strengthen our approach to water management, Other (non potable) water Water lost to evaporation imported from a third party 96 and other losses 330 governance, and development of both internal and external water targets. Total water withdrawn 1,027 Water entrained in waste material and final product 46 The following summarises the new Water entrained in ore external water target: that is processed 14
“All managed operations located in water-stressed regions to Diversions and water transferred to others 81 finalise the assessment of their Surface water diversions 22 material water-related risks, set Aquifer interception diverted 35 local targets, and implement Water supplied to others 23 actions to reduce impacts and improve performance by the end of 2023” Total water input by quality** 1,041 Total water output by quality** 1,045 Category 1 – Water withdrawn 228
Category 2 – Water withdrawn 459 Category 1 – Water discharged 474
Category 3 – Water withdrawn 354 Category 2 – Water discharged 436
Category 3 – Water discharged 135
Our approach to water Water input Water use Water output Water diversion / transferred to others management * Recycling and reuse efficiency rate = Total water recycled/reused divided by sum of Total water used in a task or process + Total water recycled/reused. ** Water quality categories reflect the effort required to treat water to achieve drinking water quality. Category 1 is minor through to Category 3 for significant efforts.
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Water The purpose of our management We also recognise that some of our continued approach is to provide enhanced assets are located in remote locations and updated water management that either rely on drinking water from requirements, focused on our our operations’ on-site treatment facilities commitment to identify, manage and or upon delivery by trucks. At these In 2018, Glencore rolled-out its Water address the potential water-related assets, we strive to support access to Management Guideline (the Guideline), impacts affecting our business by water and sanitation, wherever possible. which aligns with ICMM’s position applying the principles of the mitigation statement on water1 and its water hierarchy (avoid, minimise, restore/ management framework2. mitigate and offset).
The majority of our assets have reported Further, our approach recognises that San Juan full implementation, and ongoing successful risk management needs de Nieva implementation efforts are primarily a sound understanding of both the underway at recently acquired sites asset-level water context and the wider or those with substantial operational water stresses and opportunities in the changes. The Guideline applies a catchments within which we operate. Commitment risk-based approach and covers the to reducing As a result, our approach requires minimum requirements for water freshwater use proactive water stewardship actions governance, the identification and to support the long-term sustainability evaluation of water-related risks and of our business and the environment In 2004, our San Juan de opportunities, the mitigation of identified in which we operate, by identifying Nieva zinc smelter in northern risks and impacts, the management of and addressing water challenges, and Spain began to identify ways water in terms of quality and quantity to reduce the fresh water seeking opportunities to reduce our fresh water. San Juan saw and engagement with relevant it used in its processes. In water operational footprint wherever annual improvements stakeholders. 2004, its water consumption possible. through the reuse of water was 4.7 million m3; by 2020 The Guideline forms a supportive base for cooling and mechanical Our approach aligns with the consumption had reduced by for our enhanced approach to water processes and cathode requirements of our Group nearly 20% to 3.7 million m3, management. We initiated the revision cleaning. Environmental Policy, our 2018 Water of our approach in late 2020 to support despite an 8% increase in the Management Guideline and our internal Reducing fresh water the implementation of effective, efficient volume of zinc produced. and external commitments (ICMM consumption also had a and consistent water management It achieved this reduction Performance Expectations, United direct impact on wastewater at all operations and to drive our by identifying and analysing Nations Global Compact Principles discharges, leading to an assets to integrate water-related risks all of the processes that use and Sustainable Development Goals). almost 12% reduction from and opportunities into their business and discharge water, as well 2 million m3 in 2004 to decision-making. as investigating alternative 1.7 million m3 in 2020. 1 https://www.icmm.com/water-ps processes that do not need 2 https://www.icmm.com/water-stewardship-framework Glencore Sustainability Report 2020 39 Performance in brief Material topics Additional Information Contact us
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Water continued Utilising biological The plant is supported by treatment processes to remote monitoring and uses remove contaminants preventative engineering In 2019, we reviewed our assets’ and artificial intelligence to provision of WASH services. While all from water adapt to various scenarios. our sites provide these services, we The approach removes identified opportunities to improve Activities such as mining, contaminants and delivers consistency of performance across other industrial operations, water for recycling and the Group. To address this, throughout the release of partially treated re-using. 2020, we installed additional sanitation sewage and agricultural The system can integrate with and hygiene facilities, where required, practices can potentially other technologies, such as reviewed and improved signage to result in contaminants such different chemical reductants, differentiate between drinking and as nitrate, metals, hexavalent absorbents, exchange or non-drinking water and increased chromium and sulphate into membrane technologies, communications on good hygiene South African water resources. including effective filtering. practices. Glencore’s Wonderkop Smelter and iWater (Pty) A pilot phase successfully External engagement Ltd have developed, treated groundwater, groundwater treatment. At Group level, we continue to participate Containerized implemented and optimised removing 10-ppm Hexavalent Through managing and in the ICMM’s water working group, piloting unit a sustainable, cost-effective chromium, 100-ppm nitrate adapting the approach, it can supporting the evolution of water technology to remediate site and 200-ppm sulphate from remove contaminants, which stewardship initiatives in the mining contaminants from water groundwater resources in turn lower environmental industry. that uses biological treatment within 10 hours. Wonderkop risks and produce release- Recognising the importance of this processes. then up scaled the plant to quality water. topic to our external stakeholders The biological system uses treat larger volumes and and to increase transparency on our site-adapted microorganisms adapted the system to treat performance, during 2020 we published to perform chromium, nitrate higher hexavalent chromium a standalone Water Report and launched and sulphate detoxifications. concentrations (>200-ppm), if a dedicated water microsite. The system could also required. By adding modular units, Wonderkop can On a regional basis, our assets participate detoxify other contaminants, increase treatment volumes in environmental initiatives sponsored by if they were present at the with low capital input costs. various national associations, for example, treatment site. the Mining Association of Canada’s The systems are adaptable for Towards Sustainable Mining Framework. high and low contamination levels in surface and
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Water continued Antapaccay The increasing local In collaboration with the Next steps population and expanding Ministry of Agriculture, farming activities are creating Antapaccay funded pre- stress on water availability. feasibility studies for the • Roll-out and implementation Strengthening water In addition, the limited Jatarana-San Martin Dam of internal and external water infrastructure in Espinar infrastructure in the region construction project, located targets is affecting the availability of in the upper part of the • Roll-out and implementation water. Cañipia river basin. The Antapaccay is located in of enhanced water project will improve the Peru’s Espinar province, Antapaccay has put in place management approach infrastructure for distributing an area of natural measures, such as monitoring water to local communities. • Update the dedicated water mineralisation. In Espinar, and water treatment, to microsite the water is mineralised and ensure its activities do not The project includes the naturally unfit for human affect water quality installation of an irrigation • Continued participation in consumption. or availability. system for agricultural international water-related production and hydraulic initiatives and working Antapaccay has also infrastructure to collect dam groups, such as ICMM’s Water implemented a number rainwater in the upper part of Working Group of participatory monitoring the basin for transferring to programmes with local the middle and lower basins. communities. All participatory It is anticipated that ten and company monitoring communities’ agriculture and activities demonstrate that livestock activities will benefit Antapaccay operates in line from the dam. with Peruvian law. Antapaccay is also promoting During 2020, the participatory water projects in Espinar monitoring programme city, as well as in the Tintaya- was cancelled due to Marquiri and Alto Huarca the restrictions imposed communities. by Covid-19. However, Antapaccay continued to comply with the environmental quality standards for animals drinking water and vegetables irrigation imposed by the national authorities.
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Land rehabilitated Land Stewardship (hectares)
From project design to operational 1,986 closure, we focus on reducing 2019: 2,313 our physical footprint on the land, Land disturbed identifying, managing and addressing (hectares) our potential impacts by applying the principles of the mitigation hierarchy (avoid, minimise, restore/mitigate and 2,046 offset). We seek opportunities to restore 2019: 6,842 and rehabilitate areas that have ceased industrial activities and, at a minimum, SDGs comply with all applicable relevant regulations. Where possible, we identify opportunities to align to international best practice. We look for ways to improve our land stewardship activities to enable sustainable conditions within the ecosystems in which we work, and for the communities and species that depend on them.
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Land Stewardship We are committed to identifying and Performance continued addressing the potential impacts We are a large landowner and currently Highlights of our business on ecosystems own, lease or manage about 2.3 million services and achieving no net loss of hectares. Our activities have disturbed biodiversity through the application around 6% of this land (128,000 hectares). • Established global of mitigation hierarchy. We support During 2020, we disturbed 2,046 biodiversity and land species’ preservation and biodiversity hectares and rehabilitated nearly 2,000 stewardship and closure Our approach conservation through integrated land use hectares (2019: 6,842 hectares disturbed planning working groups We are committed to managing our planning and management practices, and 2,313 hectares rehabilitated). • Initiated development land in a productive and sustainable partnerships and research. This supports Of the total land disturbed, we have of enhanced group-level manner ensuring proactive stewardship the long-term sustainability of our rehabilitated 26 % (33,000 hectares), with governance, including of our landholdings, including those that business and the environment in which 95,000 hectares requiring rehabilitation. updating the Environmental have not undergone industrial activity. we operate, by seeking opportunities We tailor our rehabilitation efforts Policy and strengthening our We are also committed to identifying, to reduce our operational footprint, to reflect the local landscape and land stewardship, biodiversity recording and protecting, in alignment wherever possible, and addressing community needs. Where possible, and closure planning with local regulatory requirements and biodiversity impacts. We require all rehabilitation takes place as mining management approaches best practice, cultural heritage and operations to develop risk-based activities cease in an area. archaeologically sensitive locations on biodiversity action plans and site-level • Established asset, our landholdings. We respect legally biodiversity targets, to drive progress in During the year, we reviewed and commodity department and designated areas and commit to neither this critical area. enhanced the Group Environmental Group internal biodiversity mine nor explore in World Heritage Sites. Policy (the Policy), including extensive and progressive land consultation with both internal and rehabilitation targets We require our industrial assets external international environmental to implement land stewardship • Conducted pilot studies, at experts. management systems, including Our ambition selected assets, of ICMM’s progressive land rehabilitation target To effectively integrate land stewardship new Closure Maturity setting tied to life of asset planning, that and biodiversity risks and opportunities Framework includes standard elements such as an into all business decision-making, and environmental policy, data collection and implement effective and consistent monitoring, adaptive management, and management of land stewardship and continuous improvement. biodiversity issues by promoting no net loss, natural capital and use of nature- based solutions.
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Land Stewardship continued The vision of CFWRS is to South Africa secure a viable black and white rhino breeding population in protected areas through the Risk management Supporting the integration of community Our assets have robust and effective conservation of one involvement and the inclusion land stewardship and biodiversity of nature’s most of sustainable solutions. programmes. In 2020, to improve our performance Group-wide, we initiated endangered species “CFWRS is very dependent work to strengthen our land stewardship on sponsors, donors and and biodiversity management approach. Rhino poaching incidents kill volunteers,” says Nico three rhinos every day and Dooge, Group Manager for Assets are required to implement results in a large number of Environment at Glencore systems to manage biodiversity orphaned rhinos. This led to South Africa. “After visiting the conservation and compliance, and the establishment of the Care project in March, we decided to “We’re very proud that, establish biodiversity baselines for use in for Wild Rhino Sanctuary donate ZAR100,000 to help the the completion of risk-based materiality (CFWRS). The CFWRS rescues, CFWRS team protect one of with this funding, assessments. These form the basis for rehabilitates, releases and the world’s most endangered Glencore will help not the identification and management protects orphaned, injured, or animals while creating only just the rhinos, of biodiversity-related risks and sick rhino in need of refuge. job opportunities for local opportunities, including natural capital community members.” but also the residents (ecosystem services) and nature-based of the communities solutions2, as well as consideration of any The sanctuary is in an area with emerging requirements. many communities located close to the sanctuary,” nearby. CFWRS provides education, training and work Nico Dooge for these communities. This Group Manager for Environment at helps community members Glencore South Africa to develop long-term livelihoods and a commitment to the conservation of their surrounding environment. It also grows vegetables, 2 In addition to the human wellbeing and biodiversity benefits, nature-based solutions are also increasingly using the rhino dung as being used as a carbon offsetting opportunity. fertilizer, which are sold to the Protection and enhancement of biodiversity within operational and value chain landholdings can deliver surrounding communities. carbon removal.
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Land Stewardship continued Mina risks. The mine then sells the recyclable caps for Andaychagua appointed working groups, donations to those in need. led by team members. Andaychagua’s efforts have contributed to the provision of These employees act as Protected areas and biodiversity wheelchairs and crutches; and Transforming the ‘guardians’ of their risk area, We own, lease or manage 105,000 landscape through and are chosen specifically • An annual recycled art hectares adjacent to protected areas environmental for their expertise and their competition, where and 188,000 hectares adjacent to high role’s relationship to the operational teams compete biodiversity areas. Assets are required leadership and issue. This helps to embed to take typical waste materials, to develop risk-based land stewardship innovation environmental respect, such as used tyres, boots and and biodiversity action/management responsibility, action and containers, creating works of plans to manage material biodiversity In the central mountains of management throughout the art, which are then installed aspects and to integrate these plans into the Peruvian Andes, lies the business. around the site at various core business planning processes. Where Andaychagua mine, part of points of interest. we have non-operational buffer lands, Volcan’s Yauli Mining Unit, Next, the mine launched our plans support the continuation of one of the world’s largest a comprehensive In addition to these initiatives, existing land practices, including grazing producers of zinc, lead communication campaign Andaychagua has invested in and other agricultural activities. and silver. to raise widespread transforming the mine entrance environmental awareness. area with over 7,000m2 of new During 2020, we established a global For a long time, It displayed posters providing vegetation, serving as a visual working group of subject matter Andaychagua’s greenery information, colourful notices reminder to all workers of their experts, representing all departments was minimal. While and performance indicators in collective responsibility for and regions, to strengthen our land rehabilitation was the site’s most visited areas. environmental performance and approach towards biodiversity and land being practiced, general sustainability. Andaychagua also stewardship and targets. Our approach environmental awareness Finally, Andaychagua constructed a site greenhouse applies to all our landholdings, including was a concern, with reports launched a variety of contests using recycled materials. While those that have not undergone industrial of discarded plastic bottles, to raise environmental initially built to grow plants as activity, such as peripheral lands used for used tyres and other waste awareness and support local environmental controls (such agriculture. materials littered across charities, including: as, eco-friendly plant-based oils the site. Now, all this has • An annual bottle cap for use in dust suppression), changed due to an innovative collection contest, it has now become a relaxing environmental initiative that rewarding the team who sanctuary where employees can has led to some creative collects the most plastic find a peaceful moment to de- employee engagement. Our expectations bottle caps, for donation stress and reconnect with nature. on land Andaychagua first worked to to Tierra y Ser, a local management identify its top environmental environmental NGO, that
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Land Stewardship Consistent with our membership of continued the ICMM, our approach reinforces our commitment to ‘no net loss of biodiversity’. Rehabilitation at We require that all our assets undertake Glendell coal mine biodiversity surveys and use their data in Australia to identify risks and opportunities and to develop mitigation plans. We monitor progress against these plans through biodiversity report cards. Rehabilitation We recognise that we are custodians of the land on which we operate and are committed to responsible land ownership and meeting community expectations. Where feasible, we conduct progressive rehabilitation on previously disturbed areas once active operations have completed. During 2020, the relevant state government regulators assessed four of our Australian coal rehabilitation areas at Oaky Creek and Collinsville in Queensland and Ulan and Westside in New South Wales as “achieving rehabilitation completion”. This, in addition to previous successful rehabilitation assessments, demonstrates our commitment to meeting the requirements of agreed final rehabilitation outcome for our sites.
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Land Stewardship continued Mangoola was the first site in The oldest rehabilitated Mangoola Australia to adopt the natural area is now 10 years old. landform approach in 2011, Here, many of the trees and and it shares its learnings shrubs are showing regular Mangoola coal within Glencore and with a cycles of flowering and operation rehabilitation range of other stakeholders seed production. Second including other mining generation seedlings are companies, the government, evident across rehabilitation As at many of our assets, our the community and other areas seeded between 2011 Mangoola coal operation industries to support the and 2014. undertakes progressive mine evolution of rehabilitation rehabilitation. Its rehabilitation This is evidence of trending practices. differs slightly as it is following towards ecological restoration a full natural-landform, By early 2021, Mangoola with a self-sustaining ecosystem-restoration has rehabilitated over vegetation community. approach, a revolutionary 750 hectares of mined Since 2012, Mangoola has process that other Australian land restoring a range of undertaken a long-term mines are now adopting. vegetation communities translocation and research Rehabilitation on the shaped post mine project on two species work at Mangoola landform during the last ten of endangered terrestrial coal mine years. Fauna monitoring in orchids, Prasophyllum the rehabilitated area has petilum and Diuris tricolor. identified wombats, red- This is the largest research necked and swamp wallabies, project for translocation of eastern grey kangaroos, terrestrial orchids in Australia wallaroos, short-beaked and the only one attempting echidnas, brushtail possums re-establishment into and microbats. In addition, mine rehabilitation. It has there is a range of reptiles significantly contributed to including lace monitors, advancing knowledge for the bearded dragons, brown conservation of these species. snakes and eastern longneck turtles and over 70 woodland bird species. Read more here
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Land Stewardship Closure human rights. A global closure planning continued Mining is, by definition, a temporary land ‘vision-setting’ workshop was held in Next steps use and, at the end of its operational late 2020 to undertake a detailed review life cycle, the land transitions to a of risks, opportunities and mechanisms, post-mining land use. We develop culminating in strengthening our • Global roll-out and closure plans and financial estimates to management approach for closure. implementation of enhanced complete this post-mining restoration environmental governance, Our approach to closure planning well before the end of operations, with including the Environmental recognises that limiting our financial assurance typically provided Policy, strengthened environmental footprint from the outset to government agencies prior to management approaches of operations reduces closure-related development or expansion. In addition, for land use, which includes impacts and liabilities in the long term, our assets are required to develop closure archaeological and cultural and aligns with our commitment to plans that include social frameworks resources, biodiversity and source responsibly the commodities and to identify progressive rehabilitation closure planning needed for our daily lives. As such, targets to encourage reclamation of our closure planning begins in an • Advance implementation of areas where operations have ceased prior asset’s design phase and continually internal biodiversity and land to the overall closure of the asset. updated throughout its operational life, rehabilitation targets In addition to managing environmental incorporating the principles of adaptive • Expand the implementation risks, our approach to closure includes management. of the ICMM Closure progressing robust social transition External engagement Framework Tool planning that minimises impacts on We actively participated in the our workforce, local suppliers and • Identify and assess development and refinement of the communities. We undertake closure constructive partnerships ICMM Closure Maturity Framework, a tool activities in areas where industrial to advance integrated land for building a common understanding activities have occurred and where, stewardship and biodiversity of closure concepts across an asset’s either entirely or partly, operations projects life cycle and across mining disciplines. have completed. The Framework aligns with ICMM’s During the year, we established a Integrated Mine Closure Good Practice global closure planning working group Guide. During 2020, we conducted pilot to develop enhanced closure-related testing of the tool at six representative governance. The working group assets. We will expand the testing comprised of subject matter experts during 2021. from all commodity departments and operating regions, as well as key corporate functions such as corporate communications and communities and
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Zero serious or major Human Rights human rights incidents We recognise we have the potential to 0 impact human rights directly through 2019: 0 our operations, and indirectly through our relationships with joint ventures, SDGs contractors and suppliers. We are committed to respecting human rights and actively support our workforce, business partners and suppliers to understand and meet this commitment.
Read more Further information on our approach towards human rights is available here
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Human Rights Supporting a successful School readiness continued return from lockdown In September 2020, as schools began to return, the GCSA-WESSA partnership Our coal business in South provided each school with Africa (GCSA) is partnering Our commitments hygiene units and soap, as with the Wildlife and We uphold the dignity, fundamental well as presenting a Covid-19 Environment Society of South freedoms and human rights of our awareness programme. Africa (WESSA) to support people, communities and others 17 Glencore-WESSA Food security potentially affected by our activities. Eco-Schools. All 17 Eco-Schools have sustainable food gardens. We seek to apply relevant international The schools are close to At five schools, the standards to understand, control and GCSA’s operations, and we partnership has also installed mitigate our impacts. We are committed identified a need for small- food-producing tunnels, to implementing the United Nations scale investments to improve water tanks for irrigation (UN) Guiding Principles on Business the quality of learning. and Human Rights and uphold the UN and vegetable seedlings Declaration of Human Rights and the During 2020, GCSA and to support the schools’ As food production becomes International Labour Organization (ILO) WESSA identified three nutrition programmes. established, the money priority areas to support the generated from the sale Declaration on Fundamental Principles The tunnels enable the successful return of schools of the vegetables creates and Rights at Work. schools to maximise their following the end of the opportunities for the schools yield through protecting the We operate in accordance with the national Covid-19 lockdown: to generate funding that it crops during harsh weather Voluntary Principles on Security and curriculum support, schools can use to pay for school trips conditions, extending Human Rights, International Finance readiness and food security. and assisting learners from Corporation’s Standard 5 and ICMM’s the gardening season. Curriculum support disadvantaged families with position statement on Indigenous Composters manage the In response to schools food and school uniform. Peoples and Mining. schools’ food waste and closing, the Department improve the soil. As the entire school We support the UN Global Compact and of Basic Education revised benefits from the resources The schools are now follow the principles set out in the OECD the curriculum to focus on provided by the Glencore- providing fresh food to Guidelines for Multinational Enterprises core subjects and to support WESSA partnership, there vulnerable learners and their and OECD Due Diligence Guidance for students in passing their are considerable indirect families during the Covid-19 Responsible Supply Chains of Minerals from grade exams. The Eco-School benefits. In 2020, the initiative pandemic. They are also using Conflict-Affected and High-Risk Areas. team assisted teachers directly benefited 150 the food tunnels as outdoor by providing educational learners and 70 educators We articulate these commitments in classrooms for subjects such materials and lesson plans and indirectly 14,538 learners our Code of Conduct and Group Human as mathematics, natural specifically designed for the and 1,893 educators. Rights Policy. science and technology. revised curriculum.
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Human Rights The Board’s Health, Safety, Environment Our assets tailor the implementation of continued and Communities (HSEC) Committee the Group Human Rights Policy to reflect provides oversight on the management local cultures, regional challenges and Our approach of community and human rights issues. to leverage opportunities while meeting We demonstrate respect for human the expectations established by the Our Group Human Rights Policy rights and seek to manage human rights policies. They conduct human rights due articulates the fundamental elements risks at each stage of our business and, diligence to identify, prevent and mitigate of our approach and how we fulfil our Our ambition for industrial assets, at every stage of human rights risks and impacts across commitment to respect human rights. To uphold and promote respect for the project life cycle from exploration our business. Its main areas include: human rights within the Group and through to closure. If assets have caused or contributed to throughout our value chain to enable • Labour rights, including fair We expect every leader across our an adverse human rights impact, they people’s basic rights and freedoms. recruitment and employment business to be a strong role model for are required to investigate and report We aim to: practices, occupational health and acting with integrity and promoting an the incident internally and to provide safety, freedom of association, child • avoid causing, or contributing to ethical culture that respects the dignity or participate in effective remediation, labour, forced, compulsory or bonded adverse human rights impacts; and equality of all people. giving particular attention to vulnerable labour, human trafficking and any and disadvantaged groups. • prevent or mitigate adverse human Our Code of Conduct sets out our other form of slavery rights impacts linked to our operations, commitment to respect human rights in • Inclusion and diversity We operate grievance processes products or services through our a manner consistent with the Universal designed to be legitimate, accessible, business relationships; and Declaration of Human Rights. Together, • Discrimination and harassment predictable, equitable, transparent, • make a positive contribution to our Glencore Values and Code of • Indigenous Peoples rights compatible, a source of continuous Conduct underpin our Group policies, learning, and based on engagement and the advancement of human rights • Resettlement of all people, including vulnerable which together detail the behaviour and dialogue. Where people have complaints • Security groups. In the event that we cause performance expectations for all assets or grievances, we aim to investigate and or contribute to an adverse impact and offices where we have operational • Human Rights Defenders resolve them at the local level (see Social control. We expect our business partners Performance). on human rights, we provide for, or • Conflict to share our commitment and leverage cooperate in, processes to enable Through our HSEC-HR assurance our business relationship to advance • Transparency of payments appropriate remedy. model, every asset undertakes an human rights. to governments. annual self-assessment against Group Everyone working for Glencore, regardless policy implementation. The commodity of location or role, must comply with our departments use the self-assessments Code of Conduct. We expect each of results to inform their annual HSEC-HR our commodity departments to embed risk assessment and planning processes. respect for human rights throughout What human their activities. Our senior managers are rights means to Glencore accountable for identifying and managing human rights risks and potential impacts.
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Human Rights How our salient risks present across our business activities: continued
Industrial activities Marketing activities Exploration Salient risks Extraction Processing Blending and Logistics Labour Rights acquisition and Our salient risks assessment considers and production and refining optimisation and delivery development risks to people. Our material topic assessment considers both impact to Sub-standard working conditions, slavery, forced labour, child labour, industrial relations, discrimination business and impact to rightsholders. As a result, our salient risks and our material topics do not align perfectly. Injuries and fatalities We identified six salient human rights Safety risks across the Group: labour rights, safety, health, security, inequality and water. Occupational diseases Health
Dust SO₂/NOx emissions, hazardous chemicals
Violence or abuse by private or public security forces Security
Access to grievance mechanisms Inequality
Bribery & corruption
Artisanal & Small-Scale Mining
Lack of transparency
Water Access to water & sanitation
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Human Rights Delivering our human rights programme continued
Process Objectives Key Group activities in 2020
Risk management • Identify, assess, manage and mitigate human • Reviewed and updated our management approach Performance rights risks for human rights During the year, we reviewed and • Started a comprehensive review of cultural heritage risk exposure and management controls updated the Group Human Rights Policy • Developed human rights risk rating tool (the Policy) to reflect our commitments to a range of international human rights Community and stakeholder • Identify relevant, potentially impacted stakeholders • Updated our management approach for social instruments. As part of the review, we performance (includes stakeholder engagement engagement • Inform human rights risks assessments and/or impact requirements) consulted with external stakeholders assessments and the communities where we operate. • Determine if risk management activities are appropriate and effective The Policy articulates the fundamental • Consult on design and effectiveness of elements of our approach and sets grievance mechanisms out how we fulfil our commitment • Participate in multi-stakeholder forums to understand to respect human rights. The revised and discuss best practice/lessons learned version strengthens our approach to Due diligence • Identify and manage human rights risks related to our • Continued implementation of enhanced due diligence human rights. business partners against the Supplier Standards and Know Your customer process The Policy aligns with the ICMM’s Mining Principles and the UN Sustainable Grievance and complaints • Provide at least one channel for stakeholders to raise • Conducted review of local grievance mechanisms Development Goals. We developed and seek redress for impacts to their human rights (can against the UNGP effectiveness criteria (see also mechanisms* include dedicated phone lines, registers in public places, Training) it with input from people across our SMS hotlines or community offices) Company, leading human rights experts, and members of societies where we Monitoring and evaluation • Review the effectiveness of human rights activities • Enhanced guidance on human rights incident operate including local residents, business (including audits) to continually improve human rights performance evaluation and reporting partners, government and civil society. • Completed third line audits on implementation of the Voluntary Principles on Security and Human Rights at four assets We continue to support the Extractive Industries Transparency Initiative (EITI) Training • Build a consistent understanding amongst • Webinars on best practice for complaints and grievance and transparency in the industry. We the workforce on the importance of respecting mechanisms participate in the EITI’s commodity human rights trading working group. During the year, • Provide guidance to the workforce, including management personnel, on our expectations for the working group finalised reporting demonstrating respect for human rights including how to implement and monitor human rights management controls * Neith er Glencore’s Raising Concerns platform nor local grievance mechanisms impede access to judicial or administrative remedies. Glencore cooperates with state-based non-judicial grievance mechanisms.
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Human Rights Community and stakeholder • Continuing work with an ASM continued engagement consultant to help develop and The restrictions imposed by Covid-19, implement an ASM Implementation meant adapting our stakeholder Plan to address ASM activities on engagement strategies from face-to-face Fighting the KCC’s properties and in the immediate guidelines for companies purchasing meetings to virtual sessions. root causes community; oil, gas and minerals from resource-rich of child labour Artisanal and small-scale mining • Training for former ASM workers countries. Artisanal and small-scale mining (ASM) wanting to pursue alternative Glencore’s EITI disclosure in its annual represents an important livelihood and livelihoods and the development of an As detailed in our previous report, in June Payments to Government Report income source for many poverty-affected Enterprise Development Programme 2019, a tragic incident at our Kamoto reflects these guidelines. In line with populations around the world. The sector to promote local businesses. Copper Company (KCC) operation in the our commitments, we will consider is largely unmechanised and informal DRC resulted in multiple fatalities and how to promote increased transparency in nature so it often presents significant injuries of trespassing ASM miners who As a major producer and marketer of in the industry. safety and human rights risks. A key were operating illegally at KCC. cobalt, we support efforts to establish issue is the participation of children in Risk management greater transparency in the value chain, the sector. A further issue occurs when Following this incident, we implemented We developed an innovative human and actively participate in third-party artisanal miners illegally trespass on the and strengthened various mitigating rights rating tool to enable consistent assurance of our responsible sourcing property of large-scale mines, which measures: assessment of the human rights risk approach under the Responsible introduces security and safety challenges. level of each asset across the Group. • Completion of a 32km boundary wall Minerals Initiative. We apply our due We developed the tool in consultation In the DRC, ASM is a source of to prevent intrusions into open pits diligence processes to ensure ASM with internal and external human rights employment for around 2 million and surface operations; material does not enter our supply chain. experts who helped identify country people. It is particularly prevalent near • Ongoing risk assessments, training During the year, we reviewed our overall and local risk indicators for each of the our operations, where artisanal miners and internal controls that align with the approach to ASM in recognition of the Group’s salient risks. The tool comprises mine cobalt. Due to the link between Voluntary Principles on Security and important and sustainable role that 20 indicators from credible, international child labour and artisanal mining, we Human Rights for security personnel responsible and transparent ASM could sources and 29 internal indicators from conduct assurance to demonstrate to and are applied during engagement have in the supply chain. We became across our assets. our stakeholders in our value chain that activities with public security forces; a member of the Fair Cobalt Alliance our product does not contain ore sourced An asset’s risk rating will determine the (FCA), collaborating with other supply from artisanal mining. Our engagement • Hosting summer camps during school minimum actions required to manage chain companies and non-industry with those involved in ASM focuses holidays to discourage children’s human rights risks. The tool aligns stakeholders. The FCA’s mission is to on how ASM and large-scale mining involvement in ASM. The measures with the Corporate Risk Management transform ASM in the DRC in a positive can sustainably co-exist as distinct yet implemented to address Covid-19 Framework and we will roll it out manner through eliminating child complementary sectors of a successful meant the 2020 summer camp was during 2021. and forced labour, supporting the mining industry in the DRC. replaced with kiosks that children utilised for book reading and professionalisation of ASM through sports activities; the adoption of responsible mining
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Human Rights In 2014, the resettlement of Plan Bonito At Zonnebloem, all of the families have Closure and Care and Maintenance continued was completed. The resettlements of relocated as part of the first phase. See the Our People section El Hatillo and Boqueron are not yet Planning for the life of mine indicates that completed. one additional family will need relocating Read more by 2027. This family has requested a rural here In response to the COVID-19 pandemic, practices, and identifying and supporting relocation and Zonnebloem is currently Prodeco suspended its mining alternative livelihoods to help increase investigating possible site options. operations in March 2020. In February incomes and reduce poverty. Due Diligence 2021, Prodeco announced that it is Engagements are ongoing with the See the Responsible Sourcing Further information on how we commencing the process of handing two affected families at iMpunzi. The and Supply section responsibly source and supply our its mining titles back to the Republic of two families have asked for an urban products is available in our Responsible Colombia through the National Mining relocation and iMpunzi is identifying Read more Sourcing and Supply chapter. Agency (ANM). Prodeco’s commitment suitable alternate accommodation. The here to the resettlement project is unaffected families have viewed several options and Resettlement by this announcement. we anticipate a decision shortly. We seek to avoid resettlement wherever possible. When unavoidable, we proceed CNR recently entered in bankruptcy In the DRC, our KCC asset is resettling Grievance mechanisms in accordance with IFC Performance protection proceedings and suspended the community of Kapata as part of its See the Responsible Citizenship section Standard 5: Land Acquisition and its involvement in the resettlement extension of the East Mashamba dump. Involuntary Resettlement. Throughout, process. While the government assesses The process for identifying, investigating Read more our priority is to ensure that all affected the impact of CNR’s non-participation, and engaging with the community here stakeholders have full participation. the resettlement process is suspended. began late in 2019. The assessment Following any resettlement, through Drummond and Prodeco are working identified households likely to be ongoing monitoring, we seek to ensure outside of the resettlement project to impacted by the mine’s future activity. the communities involved can maintain support the most vulnerable members Due to restrictions imposed by Covid-19, productive livelihoods. of those communities with a contingency KCC has suspended the resettlement plan. project. In 2010, the Colombian Environmental Ministry issued an order for Prodeco, In South Africa, our Goedgevonden Drummond and Colombian National complex completed the construction Resources (CNR), to pre-emptively resettle of houses for the remaining six families the communities of Plan Bonito, El Hatillo in late 2020, in line with the settlement and Boqueron due to the prospective and relocation agreement agreed in impacts of mining on air quality in these 2018. Five of the six families relocated in communities. The resettlement order was December 2020, and engagements are not due to actual levels of contamination ongoing with the remaining family. but future expected air quality in these areas caused by the mining operations of the three companies.
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Human Rights Monitoring and evaluation Guidance materials include definitions continued During the year, we initiated a project to and numerous scenarios to support Next steps improve our classification of events with teams across the Group apply the human rights impacts. We consulted framework and build a more consistent with an international human rights understanding of events with human • Roll-out our strengthened expert, and his contributions were fed rights impacts. approach to human rights into our internal discussions. Training • Implement human rights risk The resulting framework considers two In line with the Voluntary Principles for rating tool elements: the Company’s relationship to Security and Human Rights (Voluntary • Improve complaint and an event and the severity of the event. Principles) and our own Security Protocol, grievance mechanism design we provide human rights training for our We base our relationship to an event on private security teams. • Roll-out and monitor our the UN Guiding Principles on Business improved human rights’ and Human Rights (UNGPs). The three Due to Covid-19, our training-related incidents classification relationship levels specified in the UNGPs activities were limited during the year. are: Our assets implementing the Voluntary • Internal audits on our Principles continued their training implementation of the 1. T he company causes the event (it has programmes for their security teams. Voluntary Principles control over the activity); Our South African coal and ferroalloys 2. The company contributes to the event businesses also established and (it has partial control over the activity); rolled out awareness campaigns on or gender-based violence as part of their 3. The company is linked to the event (it stakeholder engagement activities. has very limited control, however, it is linked to the event through its business activities). After it has been determined if Glencore has caused, contributed or is linked to an event we use a dedicated human rights consequence matrix to assess the severity of the event. The combination of the relationship level to and severity of the event determines the necessary management actions and reporting requirements.
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Tax and royalty Responsible payments (US$ billion)
Citizenship South Africa Mining activities can make a significant 5.8 2019: 7.7 contribution to the national, regional Supporting and local economies in which they communities’ wellbeing Community Investments operate through the provision of (US$ million) employment and training, tax and In 2019, Glencore Coal South royalty payments to governments for Africa (GCSA) undertook a socio-economic baseline essential services, local procurement, 95 2019: 90 study, which built on an social development and environmental external human rights impact assessment it completed in 2017. GCSA equipped a mobile centre stewardship. Our aim is to minimise Community complaints The study included metrics to to test for diseases, including adverse impacts from our activities (number received) understand the prevalence of HIV, diabetes, hypertension, and to build partnerships to support mental health illnesses in the respiratory diseases such as sustainable development and growth. 1,272 communities. It found that a tuberculosis, as well as Covid-19. significant percentage of the Individuals identified during the 2019: 1,149 sample population, showed screening process as high risk some negative mental health receive further testing, diagnosis SDGs symptoms with the potential to and treatment. affect a person’s wellbeing and a GCSA’s partnership with the high correlation between income Department of Health will poverty, food security and poor continue post Covid-19, working mental health. on other wellness programmes In response to the findings, within the community. The GCSA established a Community programme will also collaborate Resilience Programme, which with the SHE Conquers includes resources to assist with Programme for young women and girls to address issues such Read more psychosocial issues. Further information on our approach to as teenage pregnancy and GCSA launched the Programme responsible citizenship is available here HIV, as well as support to other in collaboration with the key population groups such as Department of Health to support LGBTQI+ and sex workers. its response to Covid-19. Glencore Sustainability Report 2020 58 Performance in brief Material topics Additional Information Contact us
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Responsible Citizenship During the year, our payments to continued governments totalled US$5.8 billion Highlights (2019: US$7.7 billion), reflecting the Our ambition value we contribute through the taxes To be an active and valued participant and royalties we pay in our operating • US$95 million spent on in all the communities that host us, to countries for our marketing and industrial community development understand and manage our negative activities. The decrease was mostly due programmes, including Our approach impacts and identify where we can make to lower corporate income tax payments, US$19 million specifically Through meaningful stakeholder the most effective positive contribution. directly attributable to the decline in pre- on Covid-19 relief initiatives engagement and integration of our social tax profits in many of our key operating Performance performance into our core business, we jurisdictions and royalty payments that In 2020, we revised our Social support the advancement of the mutual decreased in line with lower prices and Performance Policy, which the Board interests of our host communities and production curtailments. approved in early 2021. As part of our assets. With activities ranging from the review process, we consulted During 2020, we spent US$95 million on exploration and development projects, with external stakeholders and the community development programmes to mines and mineral processing facilities, communities where we operate. The (2019: US$90 million). In response to the warehousing, and assets in closure, we Social Performance Policy aligns with global pandemic, we launched a US$25 are present in a hugely diverse range of the ICMM’s Mining Principles and the million Glencore Community Support geographies and cultures around the United Nations Sustainable Development Fund to provide additional support world. Some of our businesses operate Goals and people across our company, to new and existing local community in challenging contexts and we remain social science experts, and members of efforts by our teams. See page 62 for committed to working, with others, to societies where we operate inputted into further details. help find and implement solutions to its development. The Social Performance social issues and to build resilient and At the end of 2020, we had spent US$19 Policy articulates the fundamental peaceful communities. million on Covid-19 related initiatives. elements of our approach to our In addition to local employment and engagement and participation in society. business development, voluntary social In 2020, we received 1,272 community investment forms part of our contribution complaints (2019: 1,149 complaints). The to the communities in the regions where majority, 34%, related to damage caused we operate. We support programmes in by flood water runoff from the Badila and community development, enterprise and Mangara operations in Chad. Our expectations job creation, health, education and the on land environment. Other complaints from around the Group management related to odour/fumes and noise, which accounted for 17% and 14% of our total complaints, respectively.
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Responsible Citizenship Socio-economic contribution scorecard continued
Stakeholder group Value flows 2020 results
Employees • Wages and benefits • 96% of our workforce is local to the country where Socio-economic contribution we operate One way of measuring our social impact is through our socio-economic Suppliers, contractors • Procuring goods and services • 80% of our global procurement spend is with suppliers contribution scorecard. The scorecard and small businesses and contractors local to the countries where we operate demonstrates our efforts to meet both • Skills and enterprise development • Nearly 80,000 people benefited from our enterprise societal and business objectives. development and economic diversification investments The scorecard examines the key value flows that our assets create for four Local communities • Community development • US$95 million spent on programmes supporting local principal stakeholder groups. community development, including about US$9.6 • Use of shared public-use infrastructure million on enterprise development and economic • Education and skills development diversification of local entrepreneurs • Around 2.6 million people living near to our assets have benefited from our community investment activities, including environmental initiatives, healthcare facilities, education programmes and enterprise development
• US$1.3 million spent on infrastructure for water processing and distribution, including more than 15 kilometres of pipework and infrastructure
• US$2.1 million spent building or maintaining over 72 kilometres of roads
• US$0.55 million invested in power distribution infrastructure generating 232 Megawatts per year
Local and national • Taxes and royalties • US$5.8 billion paid to host governments in taxes governments and royalties
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Responsible Citizenship Social Issues The Group peacefully left the land and continued In addition to Covid-19 presenting Mopani continued to work with local unprecedented health and medical communities on poverty alleviation challenges globally, it has exacerbated initiatives. In March 2021, Glencore inequalities in many of the regions where completed the sale of its 90% interest Economic value added in 20201 we operate. The financial impacts of in Mopani to ZCCM Investments loss of revenue due to business closures Holding plc, the existing owner of the North South Rest of US$ million Group Africa Australia America America World and increasing costs of public health remaining 10% interest. demands have placed significant • In Peru, the impact of Covid-19 2 Revenues 179,717 9,579 8,851 23,611 9,112 128,564 pressure on governments. led to social unrest in the Espinar Payments to suppliers In 2020, we had a series of incidents region, affecting a number of mining 3 (operating costs) 166,739 8,869 6,991 22,231 6,926 121,723 involving interaction between local operations in the region, including our Economic communities and police forces. Antapaccay asset. The unrest escalated value added 12,978 711 1,860 1,381 2,186 6,840 and the protestors burnt pastureland • During June and July, several thousand Royalties, duties and blocked all of the roads around 4,5 individuals invaded land owned by and taxes 5,794 1,914 1,862 307 778 932 Antapaccay, affecting all movements our asset Mopani in Zambia and Employee wages in and out of the site. Approximately 6 began clearing over 300 hectares of and benefits 4,649 935 1,245 694 436 1,339 1,800 workers were confined at the land for housing. While sympathetic Sum of payments to site between 21 July and 8 August. 7 to the needs of people involved, this providers of capital 2,338 160 270 453 177 1,279 In addition, protestors broke into the land is part of an industrial site and Community site and damaged the water plant therefore not safe or appropriate for investments 95 24 8 3 18 43 that supplies the mine and two the establishment of housing. Despite Sum of capital surrounding communities of Tintaya- ongoing requests by both Mopani and expenditure 3,274 873 823 580 407 590 Marquiri and Cocareta. Economic value local authorities to vacate the land, and retained/contributed -3,172 -3,194 -2,348 -656 370 2,656 notices published in the local media In response to the situation, the informing the illegal group on the government dispatched around need for them to leave the land, they 340 police officers to secure the site. remained in place. The issue was resolved following engagement with the community In mid-July, Zambia’s High Court 1. For presentation purposes, figures are rounded to the nearest unit. and the agreement by Antapaccay authorised local police to remove 2. Revenues include sales, intercompany sales and other income. to provide additional support to the 3. Operating costs include all cost of goods sold excluding salaries, employee benefits, taxes, community investments, people occupying the land. Mopani community of Espinar to mitigate the depreciation, impairment and M2M. engaged with the police to outline its 4. Does not include total net refunds from governments on VAT, GST and sales tax amounting to US$1,382 million. impacts of the pandemic. 5. Does not include income taxes paid in Colombia, Peru and Chile, relating to Glencore’s proportionate ownership expectations in terms of observing interest in joint ventures (Cerrejón, Antamina and Collahuasi) amounting to a total of US$383 million. human rights and use of minimum 6. Excludes all costs relating to contractors; these are shown in operating costs. 7. Consists of dividend payments and interest expenses to third parties and inter-Group entities. Payments to providers force necessary to remove the people. do not include any repayments of loan principal.
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Responsible Citizenship It initially prioritised assistance to local continued health authorities and community organisations to help them respond to the immediate impacts of the crisis. Imperatives such as access to Moving resources However, the travel Risk management clean water, hygiene products and online to continue restrictions, school closures Supporting local communities medical equipment were important learning through and limits on gatherings The Covid-19 pandemic is an in some regions. caused by the global unprecedented challenge for all of the pandemic pandemic meant LSF was In others, our efforts focused on enabling us, including our colleagues, families, unable to deliver its planned students to continue learning, despite local communities and society. The Learning for a Sustainable programmes. Rather than schools closing, through providing free scale and diversity of our operations Future (LSF) offers innovative postpone these activities, Wi-Fi hotspots. means that the impact of the virus educational programmes LSF saw a great opportunity varies by location. In addition, many of In addition to the Fund, our offices and that provide young people to adapt and transform our operations are located in remote assets mobilised their skills and resources with the knowledge, skills, resources on their online areas with limited public health care to provide local in-kind support. We values, perspectives and database to provide easy to systems. Our teams are working closely adapted and tailored some of our practices that are essential use on-line activities that with governments, health agencies and existing social investment programmes to a sustainable future. parents and teachers can do other key responders to identify their to address the changing social needs Over the last ten years, with their children at home. needs to provide the most effective during the crisis. Glencore’s nickel business With Glencore’s support and response possible. We also participated in collaborative partnered with LSF in its reallocation of funding, LSF To support their efforts, we established responses with our peers. For example, delivery of K-12 sustainability created a series of weekly a US$25 million Glencore Community in South Africa, the Minerals Council education initiatives through activities, available in both Support Fund (Fund). We designed the of South Africa established regional its operations in Canada, New English and French. Parents Fund to be flexible and responsive and government collaborative platforms Caledonia and Norway. and teachers around the to complement existing efforts by our to coordinate the efforts and resources Glencore’s funding for LSF world can view and download local teams to provide the support their of the mining companies’ response to in 2020 was to go towards the programmes as they communities need most at this time. the pandemic. LSF’s face-to-face professional work hard to continue their development workshops, children’s daily learning and youth engagement development. programmes and stakeholder engagement.
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Responsible Citizenship continued Raglan • Constant collaboration One such initiative is the Akkivik between Raglan Mine programme. Akkivik means ‘to and Inuit stakeholders; give a leg up’ in Inuktitut and supports projects that provide • Financial provisions Grievance mechanisms direct and long-term social to ensure that Inuit All our operations are required to have and economic development, Celebrating 25 years of beneficiaries derive direct in place local complaints and grievance at a local level, in Kangiqsujuaq the Raglan Agreement economic benefits; processes that are legitimate, accessible, and Salluit. predictable, equitable, transparent and • Promotion of employment In 1995, Glencore became The focus of the Akkivik rights-compatible and in line with the for Inuit beneficiaries; the first mining company in programme is to provide United Nations’ Guiding Principles (UNGP) Canada to sign an Impact and • Safety of all land users and seed money and in-kind help effectiveness criteria. These processes Benefit Agreement (IBA) with employees; and it provides support in a encourage people to raise concerns an Indigenous population. We number of sectors that include, with us without fear of recrimination. We • The Inuits’ direct enjoyment have become the benchmark culture, community health commit to investigating all concerns in of social and economic and model for other similar and wellbeing, education, a manner that respects the rights of the advantages throughout the agreements, which numerous training and leadership complainant. active life of Raglan Mine; mining companies and development, entrepreneurial and During 2020, we undertook a Group-wide industrial operations have capacity development and project to assess our local complaints and since created with various • Facilitation of the job creation, food security grievance processes against the UNGP Indigenous populations across development and and energy security. effectiveness criteria. the country. operation of the Raglan Since its inception in 2018, the Mine project in an efficient We identified areas for improvement, In 1995, Raglan Mine’s programme has assisted 27 and environmentally including the need for more robust operations had not begun projects. One such project was sound manner. mechanisms to measure the and would not begin until a trail marking initiative, which effectiveness of the process, including 1997. The IBA summarised Over the last 25 years, through flagged snowmobiling trails feedback from potentially affected the mutual agreement the Agreement, the Raglan as a way to reduce the risk of stakeholders. Over the next year, assets between Makivik Corporation, Mine has established social riders getting lost in inclement will strengthen the design of their the northern villages of and community engagement weather. Another was the complaints and grievance processes. Salluit and Kangiqsujuaq initiatives, developed and launch of The Sewing Centre, and Société Minière Raglan implemented preventative a project that preserves sewing, We followed this assessment with du Québec Itée (Raglan Mine). and proactive health and one of the important traditional learning webinars focused on challenges It is a comprehensive social safety approaches, supported skills of the Inuit, in order to and good practices in complaints and and economic agreement Inuit employment and training keep the culture thriving. grievance process implementation in that addresses critical and made environmental early 2021. issues including: improvements.
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Responsible Citizenship Guidelines for Multinational Enterprises Throughout 2020, we continued the Indigenous People and continued by Cerrejón and its shareholders, Anglo actions we initiated in 2019, to support cultural heritage American, BHP and Glencore. Cerrejón the victims and their families through Our business interacts with many diverse is an independently managed and covering medical support in the DRC and communities around the world. We operated joint venture, and the Anglo care and accommodation in South Africa, appreciate and respect the importance Over 150 operational managers American, BHP and Glencore groups are as well as providing income support for of their cultural heritage and seek to and social, environment and legal equal shareholders in the joint venture the affected families. avoid, or where avoidance is not possible, professionals attended the sessions that company. Cerrejón has responded minimise impacts from our operations In 2019, following a security-related spanned seven geographical regions and publicly to the news of the complaint. and activities on places, items or incident, we engaged external human four languages. other aspects of historical and cultural We support Cerrejón management in rights experts to undertake an significance. In 2020, three human rights organisations abiding by Colombian law and applying independent human rights review to lodged a complaint with the UK’s recognised international industry build an understanding of stakeholder Some of our assets are located on or National Contact Point (NCP) for the standards for environmental and social perceptions and concerns about near the traditional lands of Indigenous Organization for Economic Co-operation management. The complaint refers to Antapaccay. Peoples. We engage in open and and Development (OECD), in relation to several ongoing legal and institutional continuous dialogue with local and During 2020, Antapaccay further alleged breaches of the OECD Guidelines processes within Colombia. The NCP Indigenous communities affected by strengthened its human rights for Multinational Enterprises by Glencore process is ongoing. our activities to better understand their management by implementing UK Ltd. (GUK) in connection with certain culture, views, and aspirations, and work Responding to social incidents an operational plan with specific events at the Badila oilfield in the with them to minimise adverse impacts See the human rights section for details objectives to strengthen management Republic of Chad. GUK participated in and create enduring benefits. on the work we have undertaken to mechanisms and support compliance the UK NCP’s initial assessment of the improve our classification of events with with human rights guidelines. A number of our assets have formal complaint and, on 8 February 2021, GUK human rights impacts. agreements in place with Indigenous notified the UK NCP of its decision to Antapaccay also focused on risk groups including Indigenous Land Use accept its offer to facilitate a mediation As reported in last year’s report, we management, establishing control Agreements in Australia and Impact process with the three organisations. were deeply saddened by a fatal truck mechanisms, training, strengthening Benefit Agreements (IBA) in Canada. accident indirectly associated with our complaints and grievances processes, In early 2021, a group of NGOs filed a Our Raglan Mine in Nunavik, Quebec, Mutanda Mining Sarl (Mumi) operations communications and meeting the complaint before the NCPs of Australia, negotiated the first IBA in Canada in in February 2019. requirements of the Voluntary Principles. the UK, and Switzerland alleging 1995. In South Africa, our alloys business As part of this approach, Antapaccay breaches of certain of the OECD engages with First Nations, Indigenous established a risk matrix with supporting Peoples and Traditional Authorities living actions, which included an intensive close to its operations. training programme for its private security contractors with information on its policies and performance expectations. It also strengthened its complaints and grievance platforms through launching a web-based channel.
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Responsible Citizenship We have monitored the Australian During 2021, our Board HSEC Committee We welcome fiscal transparency, as it continued Parliamentary inquiry into the Juukan will discuss the findings of these reviews encourages the responsible management Gorge incident and reviewed key and expert recommendations. We will of revenues from extractive activities. outcomes from its interim report with also use the findings to strengthen our We are a supporter of the Extractive our Board HSEC Committee, as well as cultural heritage management. Industries Transparency Initiative (EITI) At all assets, our activities focus on commissioned an expert third party to and its principles of transparency and We have incorporated a new cultural practical and meaningful measures present the learnings from the incident accountability. We participate in in- heritage commitment in our recently that can enhance the socio-economic to our relevant teams. country forums supporting the EITI, as revised Social Performance Policy. capacity and well-being of our local and well as participate in the EITI Commodity Building on the Australian review, We will operationalise this with new Indigenous communities. Our approach Trading Transparency working group on a in early 2021 we commenced a risk- requirements in our Social Performance aligns with the ICMM Position Statement corporate level. based review of our assets globally to and Land Stewardship and Biodiversity on Indigenous Peoples and Mining1, better understand the extent to which Standards. Our annual Payments to Governments demonstrating respect for Indigenous our operations may affect cultural Report includes information required People’s rights, interests, special Payments to government heritage on or near their sites, along by the EU Accounting Directive, connections to lands and waters, and We pay all relevant taxes, royalties and with the management systems and detailing payments by country, project perspectives. levies required by local and national organisational structures they have in and recipient. We also include our EITI regulation in our host countries. The We have been closely following the place. We are currently analysing the disclosures on our payments to state- payments we make to the governments Australian inquiry process following information. owned enterprises in EITI-member of the countries in which we operate events in Western Australia in 2020 where countries for the purchase of oil, minerals This is supported by a report that we include local, national, sales and mining activities affected internationally and metals. commissioned into the cultural heritage employment taxes, government royalties significant cultural heritage. protection laws in the international and licence and permitting fees. External engagement In the light of this incident, we jurisdictions where we operate to We continue to actively participate In addition, we contribute to local established an Indigenous Relations and assess those laws against international in the ICMM, which during the first economies through our use of local Cultural Heritage Working Group with standards. The report identified countries half of 2020, focused on supporting suppliers, wages and employee benefits, representatives from all our Australian with strong legal protection of cultural the industry’s Covid-19 response by voluntary support of socio-economic assets to review our approach to heritage and others where the rule of accelerating member learning and initiatives such as health and education Indigenous engagement and assess law was quite weak and where we will improving the flow of communications projects and infrastructure development. our current heritage management need to meet or exceed internationally between members and countries. As governance, standards and practices. accepted good practice. ICMM members transitioned from Independent experts from Australian response to recovery, attention shifted Cultural Heritage Management to enhancing companies’ actions and supported the design and analysis engaging stakeholders in the industry’s of the review. contribution to economic recovery and long-term resilience. 1 The statement requires members to adopt and apply engagement and consultation processes that ensure the meaningful participation of Indigenous communities in decision making, through a process consistent with their traditional decision-making processes, based on good faith negotiation. It expects members to work to obtain the consent of Indigenous People prior to undertaking development of new projects and changes to existing projects where significant adverse impacts on Indigenous Peoples are likely to occur.
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Responsible Citizenship Oaky Creek continued Complex The 26-week programme, Next steps which includes training and site-based work, works with An outcome of the work was the unemployed Indigenous • Finalise and roll-out our ‘Building Forward Better Framework’, Supporting Indigenous Australians who are actively strengthened management developed in partnership with Business employment seeking employment in the approach to social Fights Poverty and The Partnering resources sector. performance Initiative, in consultation with the In 2019, our Oaky Creek Mine In 2020, 14 of the 20 participants Harvard Kennedy School’s Corporate supported a pilot programme completed the programme Responsibility Initiative. The Framework that was developed and in Queensland. Of these is a practical tool for mining and other operated with DBS QLD Pty Ltd, 14 graduates, nine were companies, to assess their own activities an Indigenous-owned company initially successful in gaining through examples, case studies and and existing service provider to employment with contractors resources. the mine. The pilot programme associated with Glencore Through the ICMM, we are participating had excellent results with operations. A number of in an educational series intended to most graduates successful in other graduates secured increase employee understanding of finding employment. It led to work in areas outside the foundational principles and leading our Australian coal business resources sector. Unfortunately, practices in cultural heritage. We are establishing an Indigenous restrictions related to Covid-19 also actively working with the Minerals Employment Pathways caused the suspension of the Council of Australia (MCA) in ongoing Program in 2020. NSW programme. dialogue relating to legislative changes In 2020, the coal team rolled Based on its success during to cultural heritage laws and enhancing out the Employment Pathways the year and the continued member policies and practices. Glencore Program at two hubs in support of the Traditional is the chair of the MCA Indigenous Queensland, Tieri near Oaky Owners associated with our Working Group. Creek Mine and Glenden near operations, we will implement Newlands Mine, as well as in the Employment Pathways New South Wales (NSW) near to Program during in 2021, our Upper Hunter’s operations. with the NSW programme commencing in March, and the The aim of Employment two Queensland programmes Pathways Program is to provide starting in late April. real employment opportunities for Indigenous Australians who live in or with a connection to the areas directly affected by our coal operations. Glencore Sustainability Report 2020 66 Performance in brief Material topics Additional Information Contact us
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Screening on Responsible Sourcing environmental criteria (number of suppliers) and Supply Murrin Murrin
In addition to operating responsibly, 4, 260 we seek to incorporate social, ethical 2019: 5,579 Piloting the RMI’s and environmental considerations Screening on social criteria audit programme in our relationships with suppliers (number of suppliers) and customers. In particular, we are In February 2021, our KCC committed to understanding and asset in the DRC undertook addressing the risk of human rights 3,993 an assessment, as part of 2019: 5,680 violations in our supply chains. the Responsible Minerals Initiative’s (RMI) pilot audit New suppliers programme for crude cobalt (number of suppliers) refiners. Murrin, which found that its due diligence management In 2019 and 2020, we worked system conforms, in all material with the RMI to pilot its 7,599 aspects, to the requirements of Responsible Minerals the standard. 2019: 10,431 Assurance Process (RMAP) for cobalt at our Murrin We have published Murrin SDGs Murrin asset in Australia. Murrin’s Responsible Minerals The RMAP uses independent Assurance Process (RMAP) due third-party assessments diligence report on our website of smelter and refinery and will publish the KCC report management systems once the RMI makes it available. and sourcing practices to The successful RMI assessment validate conformance with of Murrin Murrin complements its cobalt standard. The RMAP our refiners, who are on the cobalt standard meets the LBMA Good Delivery List. In requirements of the OECD 2020, as in previous years, Read more Due Diligence Guidance. Further information on our approach our refiners maintained their to responsible sourcing and supply is In 2020, RMI announced successful LBMA responsible available here the conclusions of the gold and silver accreditations. pilot assessment at Murrin
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Responsible Sourcing and Supply We are a major producer of cobalt in continued the DRC and we are committed to the Highlights responsible production of cobalt. We Our ambition do not source any ASM material in the To understand and address social, ethical, DRC, but we support the development of • Strengthened our supply environmental and human rights risks in responsible ASM, working in partnership chain due diligence process our supply chains in line with our values. with others. During the year, we became and rolled it out to two Our approach a member of the Fair Cobalt Alliance commodity departments’ Performance As a vertically integrated commodity (FCA). The FCA’s mission is to transform marketing teams During 2020, our industrial assets supplier with a diverse commodity mix, ASM in the DRC in a positive manner screened 7,599 new suppliers following • Became a member of the we have a unique perspective on supply through eliminating child and forced a risk-based approach (2019: 10,432). Fair Cobalt Alliance chains and make a valuable contribution labour, supporting the professionalisation The industrial assets assessed 4,260 across a range of responsible sourcing of ASM through the adoption of • Participated in the suppliers against environmental criteria initiatives. responsible mining practices, and development of the Copper (2019: 5,579) and 3,993 suppliers on social identifying and supporting alternative Mark’s Joint Due Diligence Our responsible sourcing strategy criteria (2019: 5,680). livelihoods to help increase incomes Standard for copper, lead, considers production, sourcing of metals In 2020, as in previous years, Glencore and reduce poverty. nickel and zinc and minerals and procuring goods did not produce, process or market and services. Our policy and standards Due diligence and regulation any conflict minerals originating from framework captures our commitments In January 2021, the European Union’s the conflict areas defined by the US and expectations. We work collaboratively conflict minerals legislation came into Dodd-Frank Act (tin, tungsten, tantalum with experts, industry consortia, our force. Our approach incorporates this and gold from the DRC and adjoining peers and customers to understand fully legislation for the tin and gold in our countries). Through our supply chain the properties and potential impacts of supply chain. In addition, the London due diligence processes, we continue our products throughout their supply Bullion Market Association (LBMA) Good to deliver on our commitment to chains and life cycles. Delivery programme certifies our gold responsible source and supply. and silver refiners. The Good Delivery As responsible participant in the List is only for refiners accredited by commodity supply chain, we share the LBMA as having implemented its relevant information with our customers. Responsible Gold and/or Silver Guidance We also continued to work with industry and producing bars that satisfy its high associations and due diligence agencies standards in terms of purity, quality and to streamline information sharing physical appearance. platforms.
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Responsible Sourcing and Supply Some of our Australian assets require all Supply chain due diligence by our continued new and renewing suppliers, as well as marketing teams Brexit suppliers bidding in large procurement Our supply chain due diligence (SCDD) A key area of focus in 2020 was working initiatives, to undertake a supplier self- process reflects the values embedded on a smooth transition following Brexit, assessment (SSA) against our Supplier in our Code of Conduct and identifies the United Kingdom’s (UK) withdrawal During the year, we participated in Standards and ‘know your customer’ ethical, environmental and human rights from the European Union (EU). We the EU’s public consultation on the (KYC) process. The SSA aligns with risks in our supply chain. Our risk-based tracked and responded to the regulatory Initiative on Corporate Due Diligence the new Australian Modern Slavery approach supports the identification, developments for both jurisdictions and and Sustainable Corporate Governance. legislation. prevention and mitigation of potentially put in place appropriate processes to We recognise the significance of this adverse impacts that could negatively ensure we could continue to deliver an The SSA questionnaire evaluates each proposal as a vehicle to further advance affect people, environment or company undisrupted supply to both our UK and supplier against criteria defined by responsible and ethical business conduct reputation. EU-based customers. the Supplier Standards. The Vendor in our industry. The proposed directive is Management Team review the We use international tools for ethical and an opportunity to underpin the progress On 1 January 2021, the Brexit transition submitted questionnaire, sending any responsible business, as set out in our already made in the extractive sector period ended and the UK formally left potential red flags to the appropriate Supplier Standards, to help us evaluate on responsible sourcing and supply. We the EU. As a result, the UK is no longer department for investigation. The team the business practices of our suppliers. support a clear, transparent, consistent part of the EU’s customs union nor its then approve, reject, or approve with and practical approach for due diligence Registration, Evaluation, Authorisation We procure and purchase metals and required remediating actions. A database on companies that focus on addressing and Restriction of Chemicals (REACH) minerals for processing at our own hosts the questionnaire and any the material risks in metal and mineral territory. We are working towards operations or for our trading activities supporting documents, which supports supply chains. ensuring we comply with UK REACH that meet stakeholder expectations for the avoidance of multiple screenings of requirements. responsible production. Cognisant of Our supply chain and due diligence a supplier. the challenges in the supply chain of experts collaborated with a broad range Procurement of goods and services To date, this database contains minerals and metals, we perform risk- of stakeholders in the Copper Mark’s by our assets approximately 3,100 unique supplier based due diligence aligned with the working group established to create the We published our Supplier Standards entries. There have only been three recommendations of the OECD DDG for Joint Due Diligence Standard for copper, (the Standards) in March 2019 and outright rejections and around 30 have Responsible Supply Chains of Minerals lead, nickel and zinc. This is the first due started to work with commodity required some form of remediation from Conflict Affected and High-Risk diligence standard covering base metals department teams to embed the actions. Areas and its five-step framework, as we that seeks formal alignment with the Standards into contracts and update recognise it is the most authoritative due OECD Due Diligence Guideline (OECD tools and processes to reflect the diligence guidance in our industry. DDG). The Standard is recognised by enhanced due diligence expectations. the London Metal Exchange (LME) and We took a phased approach for Group- will support our listed refiners and the wide implementation as our business broader industry to meet the LME new is diverse and different commodity responsible sourcing requirements that departments and geographic regions come into force in 2022. experience varied risks within complex supply chains.
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Responsible Sourcing and Supply During the year, we launched an online While most of the cobalt we supply to External engagement continued platform to manage the collection of the market is from our own operations, During the year, we continued to due diligence information and supplier we also source some from a select group engage with our internal and external assessment. The platform processes, of third-party suppliers. Recognising stakeholders to drive the development tracks and archives relevant supplier the specific supply chain risks for cobalt, of and alignment with practical, communication and documentation, we prioritised rolling-out our enhanced performance-driven responsible sourcing and is aligned with existing compliance due diligence process to our cobalt and initiatives, standards and frameworks. processes to ensure efficiency of nickel purchasing activities during 2020 Working with the Cobalt Institute suppliers assessment. and found no significant adverse human We work closely with the Cobalt rights impacts. As part of the risk identification process, Institute, chairing the Sustainability and we identify conflict-affected and high- Responsible Sourcing Working Group. risk areas (CAHRA), which we consider We are continuing to work with the to constitute a red-flag. We determine Cobalt Institute on its Cobalt Industry CAHRA through using well-established Responsible Assessment Framework indices that rank countries’ performance (CIRAF). This framework strengthens Our zero-tolerance in corruption, governance and human approach to the ability of cobalt producers and rights. child labour buyers to assess, mitigate and report on responsible production and sourcing In 2020, we rolled out our SCDD process risks in their operations and supply to two commodity departments’ We are supporting our assets that chain. The CIRAF also enables a more marketing teams and provided produce LME listed brands to comply coherent and consistent approach responsible sourcing training sessions with the LME’s new responsible sourcing to cobalt due diligence and reporting to relevant employees involved in requirements. The LME’s approach aligns by the cobalt industry. sourcing and trading of minerals and with the OECD DDG. We are on track metals. We strengthened our internal to meet the LME’s due diligence first organisational structures and formalised reporting requirements for refineries our internal responsible sourcing by mid-2022. network in recognition of the need for close collaboration between our internal supply chain due diligence experts and commodity departments to implement our due diligence process throughout the Group.
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Responsible Sourcing and Supply Engaging with our peers Regulatory compliance continued We have strong relationships with We track regulatory developments with Next steps a number of industry organisations, the potential to affect our products and including the International Copper their sourcing, production, transport/ Association, RMI, LME, Eurometaux, and storage and marketing. Europe continues • Continue to roll-out various industry associations of which to have a strong regulatory focus on the our supply chain due we are members. Our participation in production and use of metals. Many of diligence to other these organisations allow us to engage the proposed solutions to deliver the commodity departments’ with our peers and downstream users energy transition and EU’s Green Deal marketing teams of our products, as well as providing rely on utilising the metals we supply. • Ongoing engagement an opportunity to contribute to the Through our industry organisations, we with suppliers development of industry standards. are engaging in regulatory developments • Support assets and During the year, we engaged on our with a focus on strengthening health and environmental standards for commodity departments approach for responsible production to meet the LME’s 2022 and sourcing, as well as its challenges our products and promoting their responsible use. responsible sourcing and opportunities, at several multi- requirements stakeholder forums. These included Recognising that regulatory proposals participating in the RMI’s annual such as the EU’s Battery Directive cut • Successfully complete the conference as a panellist to discuss across multiple topics (responsible RMI assessment at KCC progressive improvements of refiners product management, recycling, in the cobalt supply chain. climate change, etc), we established an Throughout the year, we continued to internal responsible sourcing network. participate in the ICMM’s Responsible The network brings together subject Sourcing Working Group. This is an matter experts from across Glencore and opportunity to engage with peers and to improves our management of potential identify opportunities for a coordinated and actual regulatory developments and approach in demonstrating responsible evolving customer expectations. supply chains.
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Catastrophic Hazard Workplace Health Responsible Responsible Sourcing Climate Change Water Land Stewardship Human Rights Our People Management and Safety Citizenship and Supply
Workforce Monitoring our culture We facilitate engagement Our People (employees and contractors) and listening to our between our management employees team, Board and front-line 144,122 workers. Our employees and contractors 2019: 159,345 We globally distributed our The restrictions on travel are fundamental to our success. At 2020 Employee Survey to our during the year meant that a Glencore, our people are at the heart networked employees for number of our non-executive Employee diversity directors engaged with our of everything we do. We foster an (% female) the first time, inviting 30,000 workforce via virtual town environment where we support and employees from 35 countries to participate. hall meetings. During these encourage different backgrounds, sessions, they took questions, 16% The survey measured the day- cultures and beliefs. listened and responded to the 2019: 16% to-day employee experiences, viewpoints and issues raised. their satisfaction with their Ivan Glasenberg held a live- 1 roles and career development, Senior manager diversity stream in December during (% female) as well as vitally important concepts such as safety which he also answered and ethical behaviour – key questions from employees, 13% elements that underpin our and talked about the Group’s strategy and our reputation culture, articulating how 2019: 18% as a responsible and ethical it plays a central role in operator. We measured the Company’s continued SDGs employee engagement success. through an engagement score and benchmark this score across our businesses, against an external high- 1 A senior manager as defined in section 414C of the UK Companies performance benchmark and Act 2006 to include members of the management team and Glencore appointed directors on the boards of subsidiaries. This definition is only against large-scale industrial relevant to this data and does not apply to other references of ‘senior management’ that are included in this Sustainability Report. businesses. Our scores were very positive with employee engagement Read more scoring 85% against our Further information on our people is available external benchmarks of 81%. in our 2020 Annual Report and here
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Our People Performance In 2020, we reviewed and amended continued During the year, we have placed our Group Human Resources policies Highlights considerable emphasis on reinforcing to ensure alignment to strategy and to both our Purpose and our Values strengthen consistency of application throughout the organisation. To engage across the world. We are finalising two • Responding to the Covid-19 with approximately 145,000 employees new Group policies, the Equality of pandemic and contractors across the business Opportunity Policy, and the Diversity • Establishing a collaboration Our approach around these principles, we launched a and Inclusion Policy. with the Institute for We believe that diversity is essential to Group-wide internal communications The Equality of Opportunity Policy will Management Development our business and prohibit discrimination and employee engagement campaign in set out our belief in, and commitment to, on any basis. We do not tolerate any form November 2020 – the biggest of its kind fairness and equality. The policy will make of racial, sexual or workplace harassment. undertaken by the Company to date. our expectations of high performance We protect and uphold fundamental The campaign aims to foster discussion and individual contribution explicit, human rights around the Group, with about the Group’s culture, further embed but will also provide details on how we fairness, dignity and respect. We uphold expectations and develop behaviours on ensure our processes are fair, transparent the International Labour Organization how we do business in alignment with and free from unlawful discrimination. Declaration on Fundamental our Values. The policy will also provide a global Principles and Rights at Work. We The first phase focused on the ways our commitment to mechanisms such as recognise and uphold our people’s Purpose and Values shape our culture grievance processes to assist in resolving rights to a safe workplace, freedom of and explored what they mean to our complex employee relations issues. association, collective representation, people. The next phases will unpack just compensation, job security and The Diversity and Inclusion Policy will the commitments and expectations of development opportunities. set out our commitment to diversity how we do business as laid out in our of thought, our belief in constructive refreshed Code of Conduct. challenge and our desire to create To ensure that our people understand an inclusive culture. It will provide our expectations of them regardless of a commitment to monitoring our Our ambition their location or function, the Purpose demographic make-up, educating To be recognised as a top employer and Values phase of the campaign ourselves on issues of bias and equal pay in all of our operating regions and to has been consistent in its high-level for equal work in each of our companies. foster an environment that supports messaging but adapted where necessary and encourages different backgrounds, to serve local needs and objectives, cultures and beliefs. allowing for regional and cultural differences across our diverse operations.
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Our People Risk management At our assets and offices around the • Care and maintenance measures continued Protecting the welfare of our people world, we made comprehensive – if required then guidance for During the Covid-19 global pandemic, changes to how we work to reduce the managing tailings facilities, pit looking after the health of our people has number of people working on-site and slopes, underground operations and been our top priority. In late January 2020, introduced other measures to facilitate metallurgical facilities we established an Incident Management social distancing and the monitoring and • Communications – preparing Team (IMT) that reports to our CEO and recording of employees’ health , in line consistent and informative updates provides regular updates to the Board. with our Global Data Protection Policy. to internal and external stakeholders The cross-functional IMT supported the These included: development of a Group-wide Global • People – providing guidance for assets Infectious Disease Response Plan, which Further steps included asking vulnerable and offices on travel restrictions, provided the business guidance on key groups to self-declare to their local social distancing, hygiene matters, controls to implement and monitor. human resources function and continued screening, quarantine protocols, We implemented measures to limit the working from home as required. camp management, remote working spread of the virus within our workforce including employee assistance For many of the communities located and local communities. programmes and health advisory where we operate, Covid-19 caused We set up a global health advisory platforms extraordinary socio-economic hardships. service, with input and expertise from • Tools – resources to inform local In April 2020, we launched a US$25 medical experts at International SOS. The response plans including Trigger million Glencore Community Support service provided up-to-date guidance on Action Response Plans (TARP), a Global Fund as part of our commitment to health protection measures and acted Infectious Disease Response Plan and protect the safety and health of the as a co-ordination point for collating advice notes on health controls, testing people in our host communities. statistics on infections at our operations and restarting after periods on care Further details on our responses to the worldwide. We held video webinars and maintenance pandemic is available in this Report, as with medical experts and recordings well as at: glencore.com/media-and- distributed through the Group intranet in • Monitoring – daily review and insights/Updates-regarding-COVID-19 an effort to provide support and counter assessment of Covid-19 trends, misinformation regarding the pandemic government responses, the health Our Corporate Affairs teams and health protection measures. of our people and the impact on our coordinated regular and accurate business multi-lingual communications, offering • Business continuity – measures to timely, consistent and transparent enable assets to continue to operate communications that inform, dispel where possible myths and reassure our workforce.
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Our People The Queensland Minerals and Energy Closure and Care and Maintenance participants receive advice and support continued Academy is a partnership between In March 2020, our Colombian coal asset, from the centre to support decisions the Queensland Government and the Grupo Prodeco, placed its two mines on compensation packages, this Queensland Resources Council that on care and maintenance (C&M) due to includes investments in entrepreneurial provides a pipeline of employees into the the Covid-19 pandemic. In June 2020, initiatives or finding other employment Developing our talent pipeline resources sector. Prodeco applied for an extension of the opportunities. Attracting and developing entry-level C&M in order to allow for market recovery In Switzerland, we employ around One of the main objectives of Prodeco’s graduate engineering talent is part and to secure approvals to develop 15 apprentices as part of a partnership social performance policy has been to of our wider set of talent initiatives, the mine further. In January 2021, the with BildX Zug. work with its local communities and which also includes bursaries, summer National Mining Agency (ANM) declined governments to avoid dependence vacation placements, internships and During 2020, we entered into a Prodeco’s request. on its operations. Since 2015, Prodeco apprenticeship programmes. relationship with the Institute for Following the ANM’s decision to decline has worked with the United Nations Management Development (IMD) in The numbers of students choosing Prodeco’s request, Prodeco conducted Development Programme (UNDP) to Switzerland to develop a comprehensive engineering and geological careers another operational review to identify identify economic and labour alternatives leadership development offering for has declined in recent years in some further cost efficiencies, given that the for a post-mining period. our zinc business’s general managers. geographies and our talent sourcing ANM expected prices to remain low in The modular programme supports Through this work, Prodeco has strategy focuses on school leaver and Prodeco’s target markets. The conclusion the communication of the zinc supported several high impact social apprentice programmes alongside of the review was no different to previous business’s Industrial strategy, provides projects that generate employment traditional graduate recruitment in ones conducted by the business: it an opportunity to share best practice for the region and develop economic many jurisdictions. It also includes continues to remain uneconomic to across the group and enable us to alternatives beyond mining for the local direct engagement with educational recommence operations. Prodeco has leverage IMD’s expertise in technical communities. These include: institutions and active participation in commenced the process of handing and financial matters, while also collective industry efforts. its mining titles back to the Republic of • Forest offset programmes, such equipping our leadership with the Colombia through the ANM. The mines as agro-forestry (cacao and coffee) In Australia we are active in initiatives skills and competencies to manage the will remain on C&M until the formal projects, tourism and agricultural facilitated by the NSW Minerals Council. operational complexity and increasing process of relinquishment is completed. investments; These include the Pathways to Resource ESG requirements applicable to their Industry and Mining Employment businesses. Prodeco offered a voluntary redundancy • Commercial fish-farming; (Prime), a two‐year partnership between plan (VPR) that allowed eligible • Establishing an Entrepreneurial and the Council and Regional Development employees to leave the business with Employment Centre (C-Emprende), Australia to implement industry‐skilling a significantly more attractive package which provides support to ex- and workforce development initiatives than that legally mandated. In addition employees and community members to enhance awareness of the mining to the VPR, Prodeco, in partnership with during the transition period to find industry and its career opportunities. the Employment and Entrepreneurship new jobs and set up enterprises; and How we support Centre, offers an outplacement our graduate programme to former employees. recruits Following their departure from Prodeco,
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Our People • Strengthening community and Industrial relations continued government infrastructure and We uphold the International Labour Next steps institutions to prepare for the Organization (ILO) Declaration on economic and social transition from Fundamental Principles and Rights a mining dependent economy to of Work. We recognise and uphold • Finalise and roll-out our a more diverse one. the rights of our colleagues to a safe Equality of Opportunity and Diversity and Inclusion Further information is available here workplace, freedom of association, collective representation, collective Policies In 2019, we announced that due to bargaining, just compensation, job • Ongoing engagement market conditions we were placing our security and development opportunities. with educational institutions Mutanda Mining asset on C&M. We believe in managing union and active participation in Mutanda put in place a comprehensive relationships locally, where issues are collective industry efforts C&M plan to manage the operation, considered part of the responsibility to promote participation in which included making none of the of our local management teams. engineering and geological Congolese workers redundant. For During 2020, we experienced one careers those employees not required as part instance of industrial action lasting of the C&M plan, Mutanda has arranged longer than one week. The strike lasted training on a broad range of topics, such for 15 days and took place at our Pasar as safety, operational activities, languages operation in the Philippines during and computer skills. negotiations for the site’s collective Mutanda’s emergency response team bargaining agreement, which was and hospital have remained operational successfully signed. There were seven and functioning as normal. Similarly, strikes lasting less than seven days. its security teams are at close to full complement and continue to protect the asset and its equipment.
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Additional Information
Commodity Department Overviews 78 Assurance statement 149 2020 ESG Data 84 Important notice 152 Glossary 144 Contact us 153
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Commodity Assurance Important ESG Data Glossary Department overview Statement notice
Coal We are a leading producer and KPIs 2020 2019 2018 Fatalities at managed operations 0 1 1 exporter of bituminous thermal coal Lost time injury frequency rate (LTIFR) 0.90 0.99 1.39 and an important producer of both (per million hours worked) premium hard and premium semi- Total recordable injury frequency rate (TRIFR) 2.16 2.09 2.65 soft coking coal. We supply customers (per million hours worked) from a wide range of industries and New cases of occupational diseases 50 27 15 CO2e Scope 1 (million tonnes) 5.9 6.7 6.9 locations, including major utilities CO2 Scope 2 – location based (million tonnes) 1.2 1.2 1.2 across three continents. We have Total energy use (petajoules) 36 45 40 interests in various operating coal Water withdrawn (million m3) 114 114 102 mines in Australia, South Africa Community investment spend (US$ million) 6.7 7.9 6.2 and Colombia. Number of employees and contractors 19,146 24,835 23,826 Proportion of female employees (%) 16% 16% 16%
Own sourced coal Key Operating highlights 1. Prodeco Coal production of 106.2 million tonnes production 2. Cerrejón1 was 33.3 million tonnes (24%) lower (mt) 3. Goedgevonden 4. Tweefontein than in 2019, reflecting the impacts of 5. iMpunzi the pandemic via stopped or reduced 7 6. Izimbiwa work periods in Colombia and South 106 8 7. Collinsville 9 8. Newlands Africa, extended care and maintenance 2019: 140 2 10 9. Hail Creek at Prodeco, plus market-related supply 1 11 10. Oaky Creek reductions in Australia in H2 2020. 11. Rolleston Marketing volumes sold 13 12. Clermont2 14 13. Ulan Thermal and metallurgical coal 4 12 3 15 14. Mangoola (mt) 5 16 15. Hunter Valley Operations1,3 6 17 16. Liddell 18 17. Mount Owen 1 Independent JV. 19 18. Ravensworth 68.4 2 Glen core equity accounts its 25.05% interest, manages the 19. Integra 20 operation and markets 100% of the v olumes sold. 20. Bulga 2019: 93.2 3 Glen core holds a 49% stake and manages the operation jointly with Y ancoal, with marketing rights divided between both c ompanies by geogr aphy.
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Copper We mine and process copper ore and KPIs 2020 2019 2018 Fatalities at managed operations 1 9 4 have a sizeable smelting and refining Lost time injury frequency rate (LTIFR) 0.48 0.43 0.39 capacity. We have assets in the major (per million hours worked) copper-producing regions. We are one Total recordable injury frequency rate (TRIFR) 2.58 2.90 2.89 of the world’s largest copper suppliers (per million hours worked) and third largest producer of mined New cases of occupational diseases 45 63 7 CO2e Scope 1 (million tonnes) 1.3 1.6 1.7 copper. We are one of the largest CO2 Scope 2 – location based (million tonnes) 1.6 1.5 1.7 producers of cobalt, a by-product from Total energy use (petajoules) 38 40 44 our DRC copper assets. Water withdrawn (million m3) 350 344 369 Community investment spend (US$ million) 30.8 37.0 38.9 Number of employees and contractors 41,346 48,420 50,843 Proportion of female employees (%) 9% 9% 8%
Own sourced copper Key Operating highlights 1. Horne smelter Own sourced copper production production 2. San José Recycling of 1,258,100 tonnes was 113,100 (mt) 3. CCR refinery 4. Rhode Island Recycling tonnes (8%) lower than 2019, mainly 1 3 5. Blue Oak Recycling reflecting Mutanda being on care and 2 4 6. Antamina1 maintenance in 2020 (partly offset by 1,258 7. Antapaccay 5 8. Collahuasi1 Katanga’s successful ramp-up), with 9. Lomas Bayas 2019: 1,371 14 Covid-19 related suspensions being 6 10. Altonorte 11. Katanga a much smaller factor. 11 Copper metal and 13 15 12. Mopani 7 8 17 concentrates marketing 9 12 16 13. Mutanda 10 18 14. Pasar volumes sold 15. Ernest Henry Mining (mt) 16. Mount Isa Mines 17. CSA mine 18. Townsville Copper refinery 3.4 1 Independent JV 2019: 4.1
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Ferroalloys We deal in bulk and noble ferroalloys. KPIs 2020 2019 2018 Fatalities at managed operations 1 1 1 We are one of the world’s largest Lost time injury frequency rate (LTIFR) 1.76 1.50 1.18 integrated producers of ferrochrome (per million hours worked) and primary vanadium. Total recordable injury frequency rate (TRIFR) 3.90 2.91 3.09 (per million hours worked) New cases of occupational diseases 1 2 1 CO2e Scope 1 (million tonnes) 3.0 4.1 4.4 CO2 Scope 2 – location based (million tonnes) 4.1 5.7 6.3 Total energy use (petajoules) 22 29 31 Water withdrawn (million m3) 10 12 12 Community investment spend (US$ million) 4.4 6.1 10.2 Number of employees and contractors 14,205 16,708 16,876 Proportion of female employees (%) 18% 18% 17%
Own sourced ferrochrome Key Operating highlights 1. Rhovan Vanadium Attributable ferrochrome production of (kt) 2. Boshoek smelter 1,029,000 tonnes was 409,000 tonnes 3. Boshoek mine 4. Rietvly mine (28%) lower than 2019, reflecting the 5. Rustenburg smelter South African lockdown and resulting 1,029 6. Waterval mine suspension of smelting operations in 7. Kroondal mine 2019: 1,438 8. Wonderkop smelter Q2, with a phased restart thereafter. 9. Chartech Lydenburg smelter has been placed 10. Lion smelter Ferroalloys marketing on extended care and maintenance. 1 11. Thorncliffe mine volumes sold 2 12. Lydenburg smelter The remaining four smelters were 10 13. Helena mine (mt) 3 fully operational from Q4, resulting in 11 14. Magareng mine 4 12 materially higher quarter on quarter 5 13 production. 6 9 14 8.5 7 2019: 9.5 8
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Nickel We are a leading global nickel KPIs 2020 2019 2018 Fatalities at managed operations 0 0 0 producer and trader. We deal in Lost time injury frequency rate (LTIFR) 1.15 1.32 0.94 metal, concentrates, intermediates (per million hours worked) and ferronickel, as well as producing Total recordable injury frequency rate (TRIFR) 3.52 4.27 4.98 associated by-products such as (per million hours worked) copper, cobalt, precious metals and New cases of occupational diseases 0 0 0 CO2e Scope 1 (million tonnes) 2.6 2.9 2.8 platinum metals. CO2 Scope 2 – location based (million tonnes) 0.04 0.05 0.06 Total energy use (petajoules) 31 33 32 Water withdrawn (million m3) 126 116 123 Community investment spend (US$ million) 1.9 2.3 2.0 Number of employees and contractors 7,882 7,668 6,957 Proportion of female employees (%) 17% 17% 16%
Own sourced nickel production Key Operating highlights 1. Raglan Mine Own sourced nickel production of (kt) 2. Sudbury Integrated 110,200 tonnes was 10,400 tonnes (9%) Nickel Operations 1 3 3. Nikkelverk lower than 2019, reflecting Koniambo 4. Murrin Murrin operating as a single-line operation 110 2 5. Koniambo Nickel for the majority of 2020, with Covid- 2019: 120.6 related mobility restrictions affecting its maintenance schedule. The expected Nickel marketing decline in grades at the existing Sudbury volumes sold mines (INO) also contributed. 5 (mt) 4 149 2019: 181
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Oil We source and trade crude oil and KPIs 2020 2019 2018 Fatalities at managed operations 2 0 0 oil products and have additional Lost time injury frequency rate (LTIFR) 0.65 0.20 1.35 interests in oil and gas production (per million hours worked) sharing contracts. We also operate Total recordable injury frequency rate (TRIFR) 1.24 1.33 2.16 and have joint venture interests in (per million hours worked) storage, transportation and fuels New cases of occupational diseases 0 0 0 CO2e Scope 1 (million tonnes) 0.228 0.983 1.049 distribution infrastructure as well as CO2 Scope 2 – location based (million tonnes) 0.0317 0.1089 0.0004 operate an oil refinery and lubricants Total energy use (petajoules) 2 11 10 manufacturing plant. Water withdrawn (million m3) 1.0 1.6 0.2 Community investment spend (US$ million) 1.2 0.1 0.2 Number of employees and contractors 5,056 4,479 1,331 Proportion of female employees (%) 29% 26% 9%
Own sourced oil Key Operating highlights 1. Chemoil Terminals, Carson Entitlement interest oil production (mbbl) 2. Chemoil Terminals, of 3.9 million barrels was 1.6 million Long Beach 3. Chemoil Energy barrels (29%) lower than 2019. Operated 4. Asfaltos Mesoamericanos fields in Chad were placed on care and 3.9 5. Ale Combustiveis maintenance in March/April 2020 and 1 3 6. XStorage, Ramallo 2019: 5.5 2 7. Chad oil assets (Mangara are yet to be restarted, given continued 4 and Badila) 7 pandemic-related challenges in 8. XStorage, Beira Crude oil and oil products international mobility (2.3 million barrels 9. Astron Energy South Africa marketing volumes sold and Botswana decrease). The balance reflects year-over- (mbbl) 5 8 year production increases in Equatorial 6 9 Guinea and Cameroon since new wells were drilled. 1,529 2019: 1,752 * Non-operated JV and equity share assets are not shown
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Zinc We are one of the world’s largest KPI’s 2020 2019 2019 Fatalities at managed operations 4 5 7 zinc miners and producers. Our Lost time injury frequency rate (LTIFR) 1.21 1.46 1.44 assets include underground and (per million hours worked) surface mines, smelters, refineries, Total recordable injury frequency rate (TRIFR) 2.79 3.31 3.58 concentrators, hydroelectric facilities (per million hours worked) and warehousing. We trade in zinc New cases of occupational diseases 15 14 9 CO2e Scope 1 (million tonnes) 2.0 2.0 2.0 and lead concentrates and valuable CO2 Scope 2 – location based (million tonnes) 2.4 2.5 2.5 by-products such as sulphuric acid. Total energy use (petajoules) 50 52 51 We also deal in gold and silver as by- Water withdrawn (million m3) 425 428 415 products of zinc mining and copper. Community investment spend (US$ million) 49.9 36.9 37.9 Number of employees and contractors 52,119 52,718 54,298 Proportion of female employees (%) 16% 16% 17%
Own sourced zinc production Key Operating highlights 1. Matagami Own sourced zinc production of 1,170,400 (kt) 2. Kidd operations 3. General Smelting tonnes was 92,900 tonnes (9%) higher 5 1 4. CEZinc refinery than 2019, mainly reflecting: higher zinc 5. Nordenham 2 6 9 content from Antamina (40,000 tonnes); 1,170 3 7 6. Britannia Refined Metals improved output from the Mount Isa 4 7. Asturiana de Zinc 2019: 1,078 8 8. Portovesme operations (27,800 tonnes); and the net 9. Kazzinc positive effect of 18,700 tonnes from 10. Volcan Zinc metal and concentrates 11. Los Quenuales other South American assets, owing to marketing volumes sold 10 12. Perubar 13 16 15 restarting the short-life Iscaycruz mine in (mt) 11 13. Sinchi Wayra/Illapa Peru, offset by Covid-related suspensions 12 14 17 14. Aguilar 15. Lady Loretta mine and shutdowns. 16. McArthur River mine 2.8 17. Mount Isa Mines 2019: 3.1
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Environmental, Social and Governance data
Standard Disclosures 85 Additional Greenhouse Specific Standard Disclosures 95 Gas Emissions Information 140 – Economic 95 – Environmental 99 – Social 122 – Society 135 – Product Responsibility 138
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Environmental, Social and Governance data 2020
GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments STANDARD DISCLOSURES Organisational profile
GRI 102 102-1 Name of the organisation Glencore plc GRI 102 102-2 a. A description of the Glencore SR: organisation’s activities. At a glance (p. 2) b. Primary brands, products, and Glencore AR: services, including an Our business – At a glance (p. 3) explanation of any products or Business model (pp. 8-9), services that are banned in Glencore website: certain markets. Who we are GRI 102 102-3 Location of organisation’s Baarermattstrasse 3 headquarters CH-6340 Baar Switzerland GRI 102 102-4 Number of countries where the Glencore SR: organisation operates, and At a glance (p. 2) names of countries with either Glencore AR: major operations or that are Our business – At a glance (p. 3) specifically relevant to the Business model (pp. 8-9), sustainability issues covered in Glencore website: the report Who we are GRI 102 102-5 Nature of ownership and legal Glencore AR: form Shareholder information (p. 243) GRI 102 102-6 Markets served (including Glencore SR: geographic breakdown, sectors At a glance (p. 2) served, and types of customers/ Glencore AR: beneficiaries) Our business – At a glance (p. 3) Business model (pp. 8-9), Glencore website: Who we are GRI 102 102-7 Scale of the reporting Glencore SR: EM-MM-000.B organisation, including: number At a glance (p. 2) Total number of of employees, net sales, total Glencore AR: employees, capitalisation, and quantity of Financial statement (pp. 117–217), percentage products provided Production by quarter (pp. 228-234) contractors / EM-MM-000.A Production of (1) metal ores and (2) finished metal products
Key *Independently assured by Deloitte LLP for 2020 For all references to the SR, go to www.glencore.com/sustainability/reports-and-presentations n/a = not applicable
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 102 102-8 Information on the organisation’s Glencore SR: EM-MM-000.B All numbers represent data as at workforce Our people (p. 72) Total number of 31/12/2020 employees, Total Workforce Total workforce 158,508 159,345 144,122 percentage Total employees 86,621 89,092 87,822 contractors Total contractors 71,887 70,253 56,300 Employee breakdown by role Executive/senior/middle 4% 4% 4% type management (%) Supervisors/administrators/ 27% 26% 25% technical (%) Operational/production/ 69% 70% 71% maintenance/security (%) Employee breakdown by Full-time Employees 85,000 87,704 86,109 employment type Part-time Employees 995 1,083 1,202 Employees – casual 626 305 511 Employee breakdown by Permanent (%) 94% 94% 94% employment contract Temporary (%) 6% 6% 6% GRI 102 102-9 Describe the organisation’s Glencore SR: 5,8 supply chain including its main At a glance (p. 2), elements as they relate to the Glencore AR: organisation’s activities, Our business model (pp. 8-9), primary brands, products, and Our marketing business (pp. 52-53) services Market review and outlook (pp. 54-59) Glencore website: Who we are GRI 102 102-10 Significant changes during the Glencore SR: reporting periods regarding Chief Executive Officer’s review (p. size, structure, ownership or its 6-7), supply chain, including the Glencore AR: location of or changes in Chief Executive Officer’s review (pp. operations, including facility 2-4), openings, closings and Financial review (pp. 44-49) expansions; changes in the share capital structure and other capital formation, maintenance and alteration operations; and changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination
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GRI 102 102-11 Explanation of whether and Glencore SR: 7 1,2 how the precautionary Sustainability governance (pp. 9-11) approach or principle is ESG A-Z: addressed by the organisation Governance GRI 102 102-12 Externally developed Glencore SR: 1,3,4, 1, 2 In 2014 we signed up to the United economic, environmental, and ICMM performance expectations (p. 5,6,10 Nations Global Compact and social charters, principles, or 12), became a member of the other initiatives to which the Stakeholder engagement (pp. 13-15), International Council on Mining & organisation subscribes or About this report (p. 16), Metals (ICMM). In 2015, Glencore endorses Human rights (pp. 49-57), joined the Plenary Group of the Responsible citizenship (pp. 58-66), Voluntary Principles on Security and Responsible sourcing and supply Human Rights Initiative. (pp. 67-71), For further initiatives refer to the ESG A-Z: provided references. Governance
GRI 102 102-13 Main memberships of industry Glencore website: 1 or other associations, and Appendix Two – national or international Industry organisations of ‘Review of advocacy organisations our industry organisations’ positions on climate change 2020’
Strategy
GRI 102 102-14 Statement from the most Glencore SR: 2 senior decision maker in the Chief Executive Officer’s review (p. organisation about the 6-7) relevance of sustainability to the organisation and the organisation’s strategy for addressing sustainability.
GRI 102 102-15 Description of key impacts, Glencore SR: 2, 4 risks and opportunities Material topics (pp. 17-18) Glencore AR: Our strategy for a sustainable future (pp. 10-13), Risk management (pp. 70-84)
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Ethics and Integrity
GRI 102 102-16 Organisation’s values, ESG A-Z: 1,2,3, 1, 2,3 EM-MM-510a.1 principles, standards, norms of Ethics 4,5,6, Description of the behaviours such as codes of Glencore SR: 7,10 management conduct and codes of ethics Sustainability governance (pp. 9-11) system for Glencore AR: prevention of Our strategy for a sustainable future corruption and (pp. 10-13) bribery Ethics and compliance (pp. 38-43) throughout the Glencore website: value chain Code of Conduct Our Values
GRI 102 102-17 Internal and external Glencore AR: 1,2,3, 1, 2, 3 mechanisms for (i) seeking Ethics and Compliance (pp. 38-43) 4,5,6, advice about ethical and Glencore website: 7,10 lawful behaviour, and Code of Conduct organisational integrity; (ii) reporting concerns about unethical or unlawful behaviour, and organisational integrity
Governance
GRI 102 102-18 Governance structure of the ESG A-Z: 1 organisation, including Governance committees of the highest Glencore SR: governance body; committees Sustainability governance (p. 9-11) responsible for decision- Glencore AR: making on economic, Corporate governance (pp. 85-116) environmental, and social topics
GRI 102 102-19 Process for delegating Glencore SR: 1 authority for economic, Sustainability governance (pp. 9-11) environmental and social Glencore AR: topics from the highest Corporate governance (pp. 85-116) governance body to senior executives and other employees
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GRI 102 102-20 Whether the organisation has Glencore SR: 1,2,3,4,5, 1 appointed an executive-level Sustainability governance (pp. 9-11) 6,7,10 position or positions with Glencore AR: responsibility for economic, Corporate governance (pp. 85-116) environmental and social topics, and whether post holders report directly to the highest governance body
GRI 102 102-21 Processes for consultation Glencore AR: 1,2,3, 1 between stakeholders and the Corporate governance (pp. 85-116) 4,5,6, highest governance body on Glencore website: 7,10 economic, environmental and Board committees: glencore.com/ social topics. If consultation is who-we-are/governance delegated, describe to whom and any feedback processes to the highest governance body
GRI 102 102-22 Composition of the highest Glencore AR: 1 governance body and its Corporate governance (pp. 85-116) committees Glencore website: Board committees: glencore.com/ who-we-are/governance
GRI 102 102-23 Whether the Chair of the Glencore AR: 1 highest governance body is Corporate governance (pp. 85-116) also an executive officer Glencore website: Board committees: glencore.com/ who-we-are/governance
GRI 102 102-24 Nomination and selection Glencore AR: 1 processes for the highest Corporate governance (pp. 85-116) governance body and its committees, and the criteria used for nominating and selecting highest governance body members
GRI 102 102-25 Processes for the highest Glencore AR: 1 governance body to ensure Corporate governance (pp. 85-116) conflicts of interest are avoided and managed
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GRI 102 102-26 Highest governance body’s Glencore AR: 1,2,3,4,5, 1 and senior executives’ roles in Corporate governance (pp. 85-116) 6,7,10 the development, approval, and updating of the organisation’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts
GRI 102 102-27 Measures taken to develop and Glencore AR: 1,2,3,4,5, 1 enhance the highest Corporate governance (pp. 85-116) 6,7,10 governance body’s collective knowledge of economic, environmental and social topics
GRI 102 102-28 Processes for evaluation of the Glencore AR: 1,2,3,4,5, 1 highest governance body’s Corporate governance (pp. 85-116) 6,7,10 performance with respect to governance of economic, environmental and social topics
GRI 102 102-29 Highest governance body’s role Glencore SR: 1,2,3,4,5, 1 in the identification and Material topics (pp. 17-18) 6,7,10 management of economic, Glencore AR: environmental and social Corporate governance (pp. 85-116) impacts, risks, and opportunities
GRI 102 102-30 Highest governance body’s role Glencore AR: 1,2,3,4,5, 1 in reviewing the effectiveness Corporate governance (pp. 85-116) 6,7,10 of the organisation’s risk management processes for economic, environmental and social topics
GRI 102 102-31 Frequency of the highest Glencore AR: 1,2,3,4,5, 1 governance body’s review of Risk management (pp. 70-84), 6,7,10 economic, environmental and Corporate governance (pp. 85-116) social impacts, risks, and opportunities.
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GRI 102 102-32 Highest committee or position Glencore AR: 1 that formally reviews and Corporate governance (pp. 85-116) approves the organisation’s sustainability report and ensures that all material aspects are covered
GRI 102 102-33 Process for communicating Glencore AR: 1,2,3,4,5, 1 critical concerns to the highest Corporate governance (pp. 85-116) 6,7,10 governance body
GRI 102 102-34 Nature and total number of Glencore AR: 1,2,3,4,5, 1 critical concerns that were Corporate governance (pp. 85-116) 6,7,10 communicated to the highest governance body and the mechanism(s) used to address and resolve them
GRI 102 102-35 Remuneration policies for the Glencore AR: 1,2,3,4,5, 1 highest governance body and Directors’ remuneration report (pp. 6,7,10 senior executives; and how 100-111) performance criteria in the remuneration policy relate to the highest governance body’s and senior executives’ economic, environmental and social objectives
GRI 102 102-36 Report the process for Glencore AR: 1 determining remuneration Directors’ remuneration report (pp. 100-111)
GRI 102 102-37 Indicate how stakeholders’ Glencore AR: 1 views are sought and taken Directors’ remuneration report (pp. into account regarding 100-111) remuneration, including the results of votes on remuneration policies and proposals, if applicable
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Stakeholder Engagement
GRI 102 102-40 List of stakeholder groups ESG A-Z: 3 10 engaged by the organisation Stakeholder engagement Glencore SR: Stakeholder engagement (pp. 13-15) Glencore AR: Section 172 statement and stakeholder engagement (pp. 24-26)
GRI 102 102-41 Report the percentage of total Percentage of employees covered 74% 71% 73% 3 3 employees covered by by collective bargaining agreement collective bargaining agreements
GRI 102 102-42 Basis for identification and ESG A-Z: 3 10 Gathered internally but not reported selection of stakeholders with Stakeholder engagement externally. whom to engage Glencore SR: Sustainability governance (pp. 9-11), Stakeholder engagement (pp. 13-15) Glencore AR: Section 172 statement and stakeholder engagement (pp. 24-26)
GRI 102 102-43 Approaches to stakeholder ESG A-Z: We engage with all stakeholder engagement, including Stakeholder engagement groups, at corporate, regional and frequency of engagement by Glencore SR: local levels, to build meaningful type and by stakeholder group, Sustainability governance (pp. 9-11), relationships and understand their and an indication of whether Stakeholder engagement (pp. 13-15) expectations and aspirations. We any of the engagement was Glencore AR: have fed our understanding of the undertaken specifically as part Section 172 statement and topics of interest taken from this of the report preparation stakeholder engagement (pp. engagement into our materiality process 24-26) processes, to establish the areas of focus for our sustainability strategic review and the information we disclose in our sustainability reporting.
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GRI 102 102-44 Key topics and concerns that Glencore SR: 1,2,3,4,5, 10 have been raised through Stakeholder engagement (pp. 13-15), 6,7,10 stakeholder engagement, and Material topics (pp. 17-18) how the organisation has Other: responded to those key topics Climate Report 2020: Pathway to and concerns, including Net Zero through its reporting, and report on the stakeholder groups that raised each of the key topics and concerns
Reporting Practice
GRI 102 102-45 Entities included in the Glencore AR: organisation’s consolidated Financial review (pp. 44-48), financial statements Principal operating, finance and industrial subsidiaries and investments (pp. 215-217)
GRI 102 102-46 Process for defining report Glencore SR: 10 content and the Aspect Sustainability governance (pp. 9-11), Boundaries and how the Stakeholder engagement (pp. 13-15), organisation has implemented About this report (p. 16), the Reporting Principles for Material topics (pp. 17-18) Defining Report Content
GRI 102 102-47 Material topics identified in the Glencore SR: 2, 10 process for defining report Material topics (pp. 17-18) content
GRI 102 102-48 Explanation of the effect of any Glencore SR: The effects of restatements are not restatements of information About this report (p. 16) reported externally unless the data provided in earlier reports, and was previously subject to assurance the reasons for such by third parties. restatement
GRI 102 102-49 Significant changes from Glencore SR: 2, 10 The ‘About this report’ and the previous reporting periods in About this report (p. 16) ‘glossary’ sections of the the Scope and Aspect Sustainability Report provide Boundaries information on indicator definitions and reporting boundaries and, if applicable, material changes compared to last year.
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Report Profile
GRI 102 102-50 Reporting period for 1 January to 31 December 2020 10 information provided
GRI 102 102-51 Date of most recent previous 2019 report
GRI 102 102-52 Reporting cycle Annual 10
GRI 102 102-53 Contact point for questions [email protected] 10 regarding the report or its contents
GRI 102 102-54 The claim made, if the report Glencore SR: 10 has been prepared in About this report (p. 16) accordance with the GRI Standards
GRI 102 102-55 GRI content index, which Glencore SR: specifies each of the GRI About this report (p. 16), Standards used and lists all Environmental, Social and disclosures included in the Governance data 2020 report (this appendix of the Glencore SR)
GRI 102 102-56 a. A description of the Glencore SR: organisation’s policy and Assurance statement (p. 149-151) current practice with regard to Glencore AR: seeking external assurance for Audit Committee report (pp. 97-98) the report
Management Approach
GRI 103 103-1-a Explanation of the material Glencore SR: 2, 10 topic and its Boundary About this report (p. 16), Material topics (pp. 17-18)
GRI 103 103-1-b/c b. The Boundary for the Glencore SR: 2, 10 material topic including a About this report (p. 16) description of where the Material topics (p. 17-18) impacts occur; the organisation’s involvement with the impacts c. Any specific limitation regarding the topic Boundary
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GRI 103 103-2 The management approach Glencore SR: and its components Introduction to each material topic chapter (pp. 17-76)
GRI 103 103-3 Evaluation of the management Glencore SR: approach Introduction to each material topic chapter (pp. 17-76) SPECIFIC STANDARD DISCLOSURES ECONOMIC
Economic Performance
GRI 201 201- Disclosure on Management ESG A-Z: 9 DMA Approach Communities Glencore SR: Responsible citizenship (pp. 58-66)
GRI 201 201-1 Direct economic value ESG A-Z: 10 9 We do not currently collect data on generated and distributed, Communities payments to local communities as including revenues, operating Glencore SR: part of land use. costs, employee compensation, Responsible citizenship (pp. 58-66) donations and other Other: community investments, 2020 Payments to Governments retained earnings and Report payments to capital providers and to governments Total amount of payments to 5,739 7,674 5,794* 9 Data excludes VAT. governments (US$ million) Responsible citizenship (pp. 55-63)
Total amount of community 95 90 95 9 Responsible citizenship (pp. 55-63) investments (US$ million)
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GRI 201 201-2 Financial implications, other Glencore SR: 9 4, 9 EM-MM-110a.1 Climate change-related financial risks and opportunities for the Climate change and energy (pp. Gross global Scope 1 implications and other risks and organisation’s activities due to 30-35) emissions, opportunities that may affect our climate change Glencore AR: percentage covered business are disclosed in our Climate change (pp. 16-21), under standalone report Climate Report Risk management (pp. 82-83) emissions-limiting 2020: Pathway to Net Zero. Other: regulation/ A cross-reference table to the Task Climate Report 2020: Pathway to EM-MM-110a.2 Force on Climate-related Financial Net Zero Discussion of Disclosures (TCFD) is presented on long-term and page 21 of the Glencore AR. short-term strategy or plan to manage Scope 1 emissions, emissions reduction targets, and an analysis of performance against those targets
GRI 201 201-3 Coverage of the organisation’s Glencore AR: 9 4, 9 defined benefit plan Note 23 to the financial statements obligations (pp. 188-193)
Market Presence
GRI 202 202- Disclosure on Management ESG A-Z: 9 DMA Approach Communities, Our people Glencore SR: Material topics (pp. 17-18), Our people (pp. 72-76)
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GRI 202 202-2 Proportion of senior Glencore SR: 9 In 2020, 96% of our workforce were management and workforce Responsible citizenship (pp. 58-66) local to the countries in which we hired from the local Other: operate, as were 83% of our community at significant Social Performance Policy managers. No additional senior locations of operation manager information is available.
Indirect Economic Impacts
GRI 203 203- Disclosure on Management ESG A-Z: 9 DMA Approach Communities Glencore SR: Material topics (pp. 17-18), Responsible citizenship (pp. 58-66)
GRI 203 203-1 Development and impact of Glencore SR: 9 Our socio-economic contribution infrastructure investments and Responsible citizenship (pp. 58-66) scorecard focuses on understanding services provided primarily for the tangible results of our public benefit through investments. Over time, the data commercial, in-kind or collected will show how our pro-bono engagement development activities affect local economies.
GRI 203 203-2 Significant indirect economic Glencore SR: 9 impacts, including the extent Responsible citizenship (pp. 58-66) of the impacts
Procurement Practices
GRI 204 204- Disclosure on Management ESG A-Z: 2 DMA Approach Communities Glencore SR: Responsible citizenship (pp. 58-66), Responsible Sourcing and Supply (pp. 67-71)
GRI 204 204-1 Proportion of spending on local Percentage of total spend with local 74% 75% 80% 2 This indicator only covers suppliers at significant suppliers (%) procurement at industrial assets. locations of operation The definition of local means suppliers and contractors local to the country in which the procuring asset operates.
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Anti-corruption
GRI 205 205- Disclosure on Management ESG A-Z: 10 EM-MM-510a.1 DMA Approach Ethics Description of the Glencore AR: management system Our strategy for a sustainable future for prevention of (pp. 10-15) corruption and Our people (pp. 27-31) bribery throughout Ethics and compliance (pp. 38-43) the value chain Other: Global Anti-Corruption Policy
GRI 205 205-1 Total number and percentage ESG A-Z: 10 1 Detailed data is tracked and of operations assessed for risks Ethics monitored for internal use only (due related to corruption and the Glencore AR: to confidentiality constraints). significant risks identified Our strategy for a sustainable future (pp. 10-15) Our people (pp. 27-31) Ethics and compliance (pp. 38-43) Other: Global Anti-Corruption Policy
GRI 205 205-2 Communication and training Glencore AR: 10 1 on anti-corruption policies and Our people (pp. 27-31) procedures
GRI 205 205-3 Confirmed incidents of ESG A-Z: 10 1 Any cases of misconduct, including corruption and actions taken Ethics the giving or receiving of gifts, Glencore AR: entertainment, incentives or any Our strategy for a sustainable future other financial advantage in return (pp. 10-15) for improper performance of the Our people (pp. 27-31) recipient’s function (corruption), are Ethics and compliance (pp. 38-43) taken very seriously and disciplinary Other: action is taken in accordance with Global Anti-Corruption Policy internal policies. Due to possible confidentiality restraints and/or the possibility that an incident may be connected to an ongoing or related internal review or investigation, we do not report this data publicly
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Tax
GRI 207 207-1 Approach to tax Glencore’s Group Tax Policy: glencore.com/group-tax-policy (p. 3); and Glencore’s Payments to Governments report: glencore.com/ payments-to-governments-report (p. 38)
207-2 Tax governance, control, and Glencore’s Group Tax Policy: risk management glencore.com/group-tax-policy (p. 4)
207-3 Stakeholder engagement and Glencore’s Group Tax Policy: management of concerns glencore.com/group-tax-policy (p. 3) related to tax
207-4 Country-by-country reporting Glencore’s Payments to We comply with all legal Governments report: glencore.com/ requirements in accordance with payments-to-governments-report OECD BEPS Action 13 ENVIRONMENTAL Materials
GRI 301 301- Disclosure on Management ESG A-Z: 7,8 6 DMA Approach Environment
GRI 301 301-1 Materials used by weight or Materials used by weight (million 303 322 295 8 6, 8 Data reflects the total quantity of volume tonnes) input, raw and process materials. Other data are tracked internally but are not reported externally.
GRI 301 301-2 Percentage of materials used Secondary materials and recyclable 0.8% 0.3% 0.3% 8,9 6,8 that are recycled input wastes, ie scrap (%) materials
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Energy
GRI 302 302- Disclosure on Management ESG A-Z: 7,8 6 DMA Approach Climate Change Glencore SR: Material topics (pp. 17-18), Climate change and energy (pp. 30-35), Glencore AR: Our strategy for a sustainable future (pp. 10-15), Climate Change (pp. 16-21) Other: Climate Report 2020: Pathway to Net Zero
GRI 302 302-1 Energy consumption within Direct Energy (PJ) 120 125 103* EM-MM-130a.1 the organisation (1) Total energy – Coal (%) 16% 19% 19% 6 consumed, (2) percentage grid – Natural gas & Coal seam gas (%) 10% 10% 12% 6 electricity, (3) percentage renewable – Mineral oil (%) 65% 60% 58% 6
– Renewable (hydropower etc) (%) 9% 9% 11% 6
– Other sources (%) 1% 1% 1% 6
Direct energy by commodity (PJ) 120 125 103 6
– Aluminium 0 0 0 6
– Coal 35 40 31 6
– Copper 19 18 16 6
– Ferroalloys 6 6 5 6
– Iron ore – – – 6
– Nickel 27 28 26 6
– Oil 10 10 2 6
– Zinc 23 24 22 6
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Direct energy by region (PJ) 120 125 103 6 EM-MM-130a.1 (1) Total energy – Africa 17 25 16 6 consumed, (2) percentage grid – Asia 16 15 15 6 electricity, (3) percentage renewable – Australia 48 54 52 6
– Europe 1 1 1 6
– North America 8 8 7 6
– South / Latin America 30 22 12 6
Purchased electricity (PJ) 88 85 77 6
– Non-renewable (%) 85% 81% 83% 6
– Renewable energy (%) 15% 19% 17% 6 This includes electricity purchased in low carbon grids (with a country-wide grid emission factor of 25 gr CO2 per kWh or less).
Purchased energy by commodity 88 85 77 6 (PJ)
– Aluminium –– – 6
– Coal 5 5 5 6
– Copper 25 23 23 6
– Ferroalloys 25 23 17 6
– Iron ore –– – 6
– Nickel 5 5 5 6
– Oil 0.002 0.4 0.1 6
– Zinc 28 28 28 6
Purchased energy by region (PJ) 88 85 77 6
– Africa 36 33 26 6
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– Asia 7 6 7 6 EM-MM-130a.1 (1) Total energy – Australia 11 11 11 6 consumed, (2) percentage grid – Europe 14 14 14 6 electricity, (3) percentage renewable – North America 10 11 10 6
– South / Latin America 11 9 9 6
Renewable energy share of total 12% 13% 13% 6 This is based upon Glencore’s own energy usage (%) renewable energy generation and from electricity purchased in low-carbon grids (those with a countrywide grid emission factor of 25 gr CO2 per kWh or less). Prior reported percentages have been restated following an update of country grid emission factors by the IEA for 2018 and onwards.
Renewable electricity share of total 23% 27% 25% 6 This is based upon Glencore’s own electricity usage (%) renewable electricity generation and from electricity purchased in low-carbon grids (those with a countrywide grid emission factor of 25 gr CO2 per kWh or less), minus renewable electricity sold, divided by total electricity consumed.
302-3 Energy intensity Percentage of operational spend on 10 - 10 - < 10% 6 This range reflects the total spend energy 15% 15% on energy as a ratio to total operational spend at industrial assets.
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Water and effluents
GRI 303 303- Disclosure on Management ESG A-Z: Water 7,8 6 EM-MM-140a.1 DMA Approach Glencore SR: (1) Total fresh water Material topics (pp. 17-18), withdrawn, (2) total GRI 303 303-1 Interactions with water as a 7,8 6 fresh water shared resource Water (pp. 36-41) consumed, Glencore AR: percentage of each Water stress and water risk Key performance indicators (p. 23) n/a 32% 32% 7,8 6 in regions with High Water stressed areas are regions of exposure – Proportion of sites or Extremely High high or extremely high water stress situated in water stressed areas Sustainability (pp. 32-37) Baseline Water Stress or that are classified as arid & low Other water use according to the WRI’s Glencore Water Report 2019 Aqueduct Water Risk Atlas. A breakdown of our water Water microsite on our homepage withdrawals, discharges and consumption on a country level and river basin level can be found on our water microsite.
GRI 303 303-2 Management of water 7,8 6 We treat water prior to discharge in discharge-related impacts compliance with regulatory approvals, permits and licenses.
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GRI 303 303-3 Total water withdrawal Total water withdrawal (million m3) 1,020 1,017 1,027* 6 EM-MM-140a.1 The small year-on-year increase in (1) Total fresh water withdrawn water is primarily due to Surface Water (million m3) 198 208 193 6 withdrawn, (2) total the calculation methodology fresh water improvements implemented at a smelter operation that utilises Freshwater (million m3) n/a 88 76 6 consumed, percentage of each seawater for cooling purposes. in regions with High We also restated 2019 data to Other water (million m3) n/a 120 116 6 or Extremely High amend the double-counting of Baseline Water Stress water supplied to a local community Sea water (million m3) 148 147 170 6 by our KCC asset in the DRC, as well as to reflect water reporting Freshwater (million m3) n/a 50 49 6 improvements by Cerro de Pasco in Peru. Other water (million m3) n/a 97 121 6 Further breakdowns of our water withdrawal are presented in the Groundwater (million m3) 396 368 349 6 Glencore Water Report 2019 and on the Water microsite on our homepage. Freshwater (million m3) n/a 68 64 6 Water quality categories are reported using ICMM water quality 3 Other water (million m ) n/a 300 285 6 categories (high and low water quality) which do not align with GRI Rainwater (million m3) 173 176 200 6 water quality categories. ICMM categories are defined for the Freshwater (million m3) n/a 24 21 6 mining and minerals sector; and are based on a range of
3 physical-chemical-biological water Other water (million m ) n/a 152 179 6 characteristics appropriate to the local context (see ICMM Guidance Potable Water (million m3) 19 22 18 6 Section 2.4.3). Water entrained in ore is currently Other water from third parties 86 95 96 6 not included in our total water (million m3) withdrawal.
Water entrained in ore (million m3) 15 17 14 6
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Total water withdrawal from Total water withdrawal (million m3) 118 125 120 6 EM-MM-140a.1 Water stressed areas are regions of areas with water stress (1) Total fresh water high or extremely high water stress Surface Water (million m3) 25 26 24 6 withdrawn, (2) total or that are classified as arid & low fresh water water use according to the WRI’s Aqueduct Water Risk Atlas. Sea water (million m3) 0 0 0 6 consumed, percentage of each in regions with High Groundwater (million m3) 42 46 41 6 or Extremely High Baseline Water Stress Rainwater (million m3) 8 10 8 6
Potable Water (million m3) 10 11 9 6
Other water from third parties 33 32 39 6 (million m3)
Water entrained in ore (million m3) 5 5 5 6
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 303 303-4 Water discharge Total discharged water (million m3) 709 696 669* 6 Water quality categories are reported using ICMM water quality Freshwater (million m3) n/a 153 144 6 categories (high and low water quality) which do not align with GRI
3 water quality categories. ICMM Other water (million m ) n/a 542 525 6 categories are defined for the mining and minerals sector; and are Water discharges to surface water 488 469 435 6 based on a range of (million m3) physical-chemical-biological water characteristics appropriate to the Freshwater (million m3) n/a 101 94 6 local context (see ICMM Guidance Section 2.4.3). Other water (million m3) n/a 368 341 6 Priority substance of potential concern for which discharges are Water discharges to sea/ocean 154 153 172 6 treated primarily involve heavy (million m3) metals, mineral oils and chemicals that are used for metal processing (e.g. sulfuric acid) regarding our 3 Freshwater (million m ) n/a 51 49 6 metals and minerals operations and mineral oils regarding our oil Other water (million m3) n/a 102 122 6 operations. We treat water prior to discharge in Water discharges to groundwater 3 7 5 6 compliance with regulatory (million m3) approvals, permits and licenses. Water stressed areas are regions of Freshwater (million m3) n/a 0 0 6 high or extremely high water stress or that are classified as arid & low Other water (million m3) n/a 7 5 6 water use according to the WRI’s Aqueduct Water Risk Atlas. Water discharges to offsite 12 12 11 6 treatment (million m3)
Freshwater (million m3) n/a 0 0 6
Other water (million m3) n/a 11 11 6
Water exported to a third party 53 54 47 6 (million m3)
Freshwater (million m3) n/a 1 1 6
Other water (million m3) n/a 53 46 6
Total water discharge from Freshwater (million m3) 4 11 9 6 areas with water stress Other water (million m3) 61 42 39 6
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GRI 303 303-5 Water consumption Total volume of water recycled and 546 528 524 8,9 6,8 EM-MM-140a.1 3 reused (million m ) (1) Total fresh water withdrawn, (2) Percentage of water recycled/ 35% 34% 34% 8 6,8 total fresh water The percentage reflects the quantity reused (%) consumed, of water reused and recycled percentage of each compared to the quantity of total in regions with High water input, water reused/recycled, or Extremely High and water taken from storage Baseline Water Stress facilities (i.e. change in storage).
Evaporation and other losses 274 289 326 6 (million m3)
Entrainment (million m3) 52 49 46 6
Water consumption (million m3) 326 338 372 6
Change in water in storage -14 111 -4 6
Water consumption in areas Volume of water recycled and 75 76 72 6,8 with water stress reused (million m3)
Water consumption in areas with 80 93 88 6 water stress (million m3)
Biodiversity
GRI 304 304- Disclosure on Management ESG A-Z: 7,8 7 EM-MM-160a.1 DMA Approach Biodiversity Description of Glencore SR: environmental Land stewardship (pp. 42-48) management policies and practices for active sites
GRI 304 304-1 Operational sites owned, Areas owned, leased, managed, 282 275 294 8 7 EM-MM-160a.3 SASB EM-MM-160a.3: leased, managed in, or located in, adjacent to, or that Percentage of (1) We do not currently disclose the adjacent to, protected areas contain protected areas and areas proved and (2) percentage of (1) proved and (2) and areas of high biodiversity of high biodiversity value outside probable reserves probable reserves in or near sites value outside protected areas protected areas (1,000 ha) in or near sites with protected conservation status with protected or endangered species habitat. conservation status or endangered However, we provide information species habitat about those sites that are located in or adjacent to protected areas or areas with high biodiversity value in our ESG A-Z on our homepage.
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 304 304-2 Description of significant ESG A-Z: 7,8 7 We do not disclose impacts on impacts of activities, products Biodiversity biodiversity due to resettlements as and services on biodiversity in Glencore SR: they are not considered material. protected areas and areas of Land stewardship (pp. 42-48) high biodiversity value outside protected areas
MM1 MM1 Total land owned, leased or 1,000 ha 2,116 2,108 2,330 8 7 managed for mining operations
Total land disturbed and not 1,000 ha 87 91 95 8 7 yet rehabilitated (A: opening balance)
Total amount of land newly 1,000 ha 6 7 2 8 7 disturbed within the reporting period (B)
Total amount of land newly 1,000 ha 3 2 2 8 7 In 2019, we redisturbed 171ha of land rehabilitated within the that we had previously rehabilitated reporting period to the agreed and in 2020, we redisturbed 280ha end use (C) of land we had previously rehabilitated. The redisturbed rehabiliated land is reflected in our 2018 and 2019 numbers. The land was redisturbed as areas were re-mined at deeper levels.
Due to improved surveying methods, we removed 45ha of disturbed land from our Lady Loretta mine dating back to 2016 and 61ha from Oaky Creek in 2019. We acquired Hail Creek in 2019 and we have now added additional disturbed (3,698ha) and rehabilitated (480ha) land that we will be responsible for managing and rehabilitating to a higher standard which is shown in our 2019 numbers. In 2014, we incorrectly reported 2,521ha of disturbed land at our Kazzinc operations (a new exploration lease was granted and this land was accidentally all reported as disturbed) which has been corrected for all years.
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Total land disturbed and not 1,000 ha 91 95 95 8 7 yet rehabilitated (D= A+B-C; closing balance)
MM2 MM2 Number and percentage of ESG A-Z: 91% 91% 94% 8 7 EM-MM-160a.1 total sites identified as Biodiversity Description of requiring biodiversity Glencore SR: environmental management plans according Land stewardship (pp. 42-48) management to stated criteria, and the policies and practices number (percentage) of those for active sites sites with plans in place.
Emissions
GRI 305 305- Disclosure on Management ESG A-Z: 7,8 6 EM-MM-110a.1 SASB: EM-MM-110a.1 DMA Approach Air emissions, Gross global Scope 1 Our Scope 1 emissions exclude HFCs, Climate change emissions, PFCs, SF6 and NF3 as these Glencore SR: percentage covered greenhouse gases are not material Climate change and energy (pp. under emissions- to our business. 30-35), limiting regulation Other: Our GHG emissions are calculated Climate Report 2020: Pathway to on the basis of an operational Net Zero controls approach. 5% of our Scope 1 emissions reported in 2020 are covered under an emissions-limiting regulation (ie cap-and-trade or emissions trading scheme).
GRI 305 305-1 Direct greenhouse gas (GHG) Direct emissions (thousand tonnes 18,788 18,266 15,029* 6 The reduction in Scope 1 emissions emissions (Scope 1) CO2e) was mainly due to a lower production volume because of the Covid-19 pandemic, as well as some operational abatement and production changes.
Direct emissions by commodity 18,788 18,266 15,029 6 (thousand tonnes CO2e)
– Aluminium 0.02 0.03 0.01 6
– Coal 6,879 6,702 5,856 6
– Copper 1,725 1,578 1,328 6
– Ferroalloys 4,380 4,112 3,047 6
– Iron ore –– – 6
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– Nickel 2,768 2,865 2,577 6 EM-MM-110a.1 Gross global Scope 1 – Oil 1,049 983 228 6 emissions, percentage covered – Zinc 1,987 2,028 1,992 6 under emissions- limiting regulation Direct emissions by region 18,788 18,266 15,029 6 (thousand tonnes CO2e)
– Africa 5,576 5,780 3,969 6
– Asia 1,221 1,176 1,198 6
– Australia 8,643 8,567 8,126 6
– Europe 352 367 346 6
– North America 802 772 590 6
– South / Latin America 2,193 1,603 800 6
Direct emissions by source 18,788 18,266 15,029 6 (thousand tonnes CO2e)
Fossil fuels 8,251 8,627 6,942 6
– Solid fossil fuels 1,861 2,285 1,896 6 GHG emissions from consumption of coal and coke at our operations.
– Liquid fossil fuels 5,723 5,274 4,304 6 GHG emissions from consumption of diesel and other oil products at our operations.
– Gaseous fossil fuels 668 1,068 742 6 GHG emissions from consumption of natural gas, refinery gas and other gas-based fossil fuels at our operations.
Reductants 5,576 5,200 4,082 6 Using carbon-based materials for the chemical reduction of metal oxides.
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Emissions from fossil fuel extraction 4,572 4,044 3,617 6 EM-MM-110a.1 Coal seam emissions from the Gross global Scope 1 production of coal and GHG emissions, emissions from the extraction of oil. percentage covered In both cases, this regards a mix of under emissions- methane, CO2 and other GHG gases. limiting regulation – Underground 3,036 2,146 1,734 6 Coal seam emissions from underground coal operations as well as GHG emissions caused by the extraction of oil. In both cases, this primarily involves methane gases.
– Open pit and stockpiling 1,223 1,481 1,264 6 GHG emissions from open pit mining as well as from stockpiling coal prior to its sale.
– Decommissioned mines 313 417 618 6 GHG emissions from coal mines which have been closed.
Other direct GHG emissions 389 395 389 6 Other GHG emissions, not covered in the above, directly caused by process activities.
Biogenic CO2 emissions Biogenic CO2 emissions (thousand 5 6 5 6 tonnes CO2e)
GRI 305 305-2 Scope 2 Location based Indirect emissions (thousand 11,670 10,972 9,315* 6 This applies the grid emission factor tonnes CO2) to all our purchased electricity, regardless of specific renewable electricity contracts, as per the updated guidelines from the GHG protocol for Scope 2 emissions. The reduction of our Scope 2 emissions mainly reflects reduced consumption of power due to the Covid-19 pandemic and some assets being on care and maintenance.
Indirect emissions by commodity 11,670 10,972 9,315 6 (thousand tonnes CO2)
– Aluminium – – – 6
– Coal 1,168 1,159 1,155 6
– Copper 1,696 1,505 1,576 6
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– Ferroalloys 6,252 5,690 4,091 6
– Iron ore – – – 6
– Nickel 62 54 37 6
– Oil 0.4 109 32 6
– Zinc 2,492 2,455 2,424 6
Indirect emissions by region 11,670 10,972 9,315 6 (thousand tonnes CO2)
– Africa 6,761 6,272 4,594 6
– Asia 1,231 1,131 1,192 6
– Australia 1,800 1,816 1,842 6
– Europe 1,003 1,012 992 6
– North America 68 65 43 6
– South / Latin America 808 675 652 6
305-2 Scope 2 Market based Indirect emissions (thousand 12,591 11,492 9,076 6 Where applicable and available, this tonnes CO2) applies the supplier-specific emission factor regarding the purchased electricity contract, especially at operations with large volumes of purchased electricity in Australia, Chile and Europe. Otherwise, it applies the country’s residual emission factor (for EU countries) or the grid emission factor. This calculation rule has been implemented in line with the updated guidelines from the GHG protocol for Scope 2 emissions.
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
305-1, Total greenhouse gas Total emissions (thousand tonnes 30,459 29,238 24,345 6 The reduction in Scope 1 emissions 305-2 emissions (Scope 1 + Scope 2 CO2e (Scope 1); thousand tonnes was mainly due to a lower Location based) CO2 (Scope 2) production volumes because of the Covid-19 pandemic, as well as some operational abatement and production changes. The reduction of our Scope 2 emissions mainly reflects reduced consumption of power due to the Covid-19 pandemic and some assets being on care and maintenance.
305-3 Other relevant indirect Total emissions (thousand tonnes 313,043 343,486 271,006 6 This Scope 3 total includes all (Scope 3) greenhouse gas CO2e) categories of our Scope 3 emissions emissions – total which are relevant and material to our operations. The most material category is the use of sold products, relating to the use of produced coal and oil. Scope 3 emissions refer to data from industrial operations, as defined in further detail on p. 215 of the annual report.
Scope 3 – Purchased goods & Total emissions (thousand tonnes 753 787 824 6 This covers the estimated Scope 3 services CO2e) emissions from third party copper, lead, nickel and zinc feeds into our combined mine and smelting/ processing facilities.
Scope 3 – Fuel- and Total emissions (thousand tonnes 930 851 712* 6 A major source of fuel- and energy-related activities CO2e) energy-related Scope 3 emissions results from transmission and distribution losses of purchased electricity.
The related CO2 emissions are calculated by applying the country specific transmission and distribution losses as presented by the World Bank and multiplying these losses by the country specific emissions from Scope 2 electricity purchased.
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Scope 3 – Upstream Total emissions (thousand tonnes 661 1,280 1,466 6 Marine fuel consumed for transportation & distribution CO2e) time-chartered shipping, both upstream and downstream Scope 3 – Downstream Total emissions (thousand tonnes 661 1,280 1,466 6 transportation, applying GHG transportation & distribution CO2e) protocol emission factors for the specific fuel types. This total was 50% allocated to upstream and 50% for downstream transportation. The increase from 2018 to 2019 is a result of a reclassification of non-controlled vessels’ emissions from Scope 1 to this Scope 3 metric.
Scope 3 – Processing of sold Total emissions (thousand tonnes 11,180 11,256 11,017 6 Applying GHG Protocol’s ‘average products CO2e) data’ method to further processing by our clients of copper, nickel, zinc, ferrochrome and lead concentrates and metal that we produce. To estimate the Scope 3 emissions, our produced volumes are multiplied by the relevant embodied carbon coefficient. For concentrates, embodied carbon coefficients of primary (virgin) product are applied, representing the emissions of cradle-to-gate processing. For metals, embodied carbon coefficients of secondary (recycled) product are applied as a proxy for processing the metals into the product’s dominant use, like copper wire in case of copper metal. The ICE database (2011) from University of Bath provides these coefficients for copper, zinc, lead and stainless steel. As ferrochrome and nickel are predominantly used in production of stainless steel, the embodied carbon coefficient of stainless steel is allocated to these two products by applying the average content percentages of these two products in stainless steel. The reported values incur some level of overlap with Glencore’s Scope 1 and 2 emissions.
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Scope 3 – Use of sold products Total emissions (thousand tonnes 296,246 325,705 253,134* 6 Scope 3 emissions from the use of – operational control CO2e) sold products relate to the use of saleable fossil fuels (coal and oil), produced by industrial operations under Glencore operational control, on a 100% basis except for joint ventures, where the Group’s attributable share of production is included. The volumes of saleable products are taken from Glencore’s publicly available Production Report. Regarding coal, the emissions value includes emissions from use of both thermal and metallurgical coal produced. Regarding oil, the emissions value relates to the gross production basis of our Glencore operated oil production entity, excluding emissions related to oil refinery activities. The decrease in 2020 is based lower production numbers as a result of the COVID-19 pandemic.
Scope 3 – Investments Total emissions (thousand tonnes 2,546 2,238 2,294 6 This represents Glencore’s share of CO2e) Scope 1 and 2 emissions from the following investments: Antamina (Copper), Century (Alumina), Cerrejón (Coal), Collahuasi (Copper) and Viterra (formerly known as Glencore Agriculture). Where available, the Scope 1 and 2 total values as reported most recently by these companies were taken as input. In case no such data was available, the Scope 1 and 2 emissions from a comparable Glencore asset (eg within same country and same business) were extrapolated based upon production totals.
Scope 3 – Other downstream: Total emissions (thousand tonnes 64 89 93 6 This value concerns GHG emissions Coal seam emissions send to CO2e) from sending coal seam emissions third party operated power (e.g. methane) from our coal plant operations to third party operated power plants.
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Other Scope 3 categories 6 Other categories of Scope 3, as structured by the Greenhouse Gas Protocol, are not relevant or are immaterial to Glencore. This applies to: • Capital goods • Business travel • Employee commuting • Upstream leased assets • End of life treatment of sold products • Downstream leased assets • Franchises • Other upstream emissions
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
Scope 3 – Use of sold products Total emissions (thousand tonnes 296,246 347,206 264,247 6 Scope 3 emissions from the use of – attributable basis CO2e) sold products on an attributable basis relate to the use of saleable fossil fuels (coal and oil), produced by industrial operations according to Glencore’s attributable share of production. Differing from Scope 3 emissions from the use of sold products – operational control, this alternative metric includes attributable production from non-operated joint ventures, most notably Cerrejón. The volumes of saleable products are taken from Glencore’s publicly available Production Report. Regarding coal, the emissions value includes emissions from use of both thermal and metallurgical coal produced. Regarding oil, the emissions value relates to the net production basis of Glencore’s operated and non-operated oil production entities, excluding emissions related to oil refinery activities. This metric is a key component of Glencore’s projection of reductions in Scope 3 emissions by 2035. As such, this metric should be regarded as an alternative metric to Scope 3 emissions from the use of sold products – operational control and should not be aggregated into our reported total Scope 3 emissions.
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 305 305-4 Carbon Scope 1 and Scope 2 tGHG/tCu 4.13 3.93 3.78 6 Further synonyms of this metrics location based intensity used in our reporting include carbon emissions intensity and greenhouse gas emissions intensity. The GHG emission intensity is calculated as a ratio of Scope 1 and 2 location-based emissions of Glencore operated industrial assets which were owned by the end of the reporting year, divided by their copper equivalent production. Copper equivalent production is weighting the commodity’s production volume by the baseline year ratio of the average price of that commodity, divided by the fixed 2016 baseline average price of copper. The baseline GHG intensity in 2016 was 4.35tGHG/tCu.
GRI 305 305-6 Emissions of ozone-depleting Ozone depleting substances are not substances (ODS) material to our operations.
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 305 305-7 NOx, SOx, and other significant Total particulates: emissions – total 12,039 10,605 8,123 6 EM-MM-120a.1 Includes air emissions from our air emissions mass (tonnes) Air emissions of the industrial operations and mobile following pollutants: equipment. Excludes emissions (1) CO, (2) NOx from time-chartered vessels but (excluding N2O), (3) includes those from vessels that we SOx, (4) particulate own. matter (PM10), (5) SASB EM-MM-120a.1: mercury (Hg), (6) lead We do not currently disclose the (Pb), and (7) volatile emissions of carbon monoxide (CO), organic compounds mercury (Hg), lead (Pb) and volatile (VOCs) organic compounds (VOCs). Our reported particulate matter (PM) includes particle sizes that are larger than 10 micrometers (PM10) as it includes total suspended matter (TSP) with a maximum particle sizes of about 30 micrometers. All of our operations have abatement systems in place in order to meet the locally applicable threshold values.
NOx (oxides of nitrogen): emissions 74,050 60,865 50,293 6 – total mass (tonnes)
SOx (oxides of sulphur): emissions 382,129 455,421 360,572 6 – total mass (tonnes)
Waste
GRI 306 306- Disclosure on Management ESG A-Z: 7, 8 6 EM-MM-150a.3 DMA Approach Waste Number of tailings impoundments, Glencore SR: broken down by Catastrophic hazard management MSHA hazard (pp. 19-23), potential Glencore AR: Performance overview (pp. 34-35) Stories from the year – Recycling: A case study (pp. 50-51) Risk management (pp. 81, 83) Other: https://www.glencore.com/ sustainability/esg-a-z/Tailings
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
306-1 Waste generation and 7, 8 6 significant waste-related impacts
306-2 Management of significant 7, 8 6 waste-related impacts
GRI 306 306-3 Total weight of waste by type Total mineral waste (million tonnes) 2,264 2,461 2,026 6, 8 EM-MM-150a.2 Data refers to mineral waste and disposal method Total weight of generated. mineral processing Hazardous mineral waste (million 223 177 164 6, 8 waste, percentage tonnes) recycled
Non-hazardous mineral waste 2,041 2,284 1,861 6, 8 (million tonnes)
% mineral waste recycled 1% 1% 1% 6, 8
Total non-mineral waste (thousand 325 882 385 6,8 Data refers to non-mineral waste tonnes) disposed of. Non-mineral waste includes waste oils, spent cell lining, % non-mineral waste recycled 41% 30% 31% 6,8 office, canteen and camp waste, scrap steel, tyres and construction waste.
MM3 MM3 Total amounts of overburden, Total amounts of overburden, rock, 2,264 2,461 2,026 6 EM-MM-150a.1 Data refers to total mineral waste rock, tailings and sludges and tailings and sludges (million tonnes) Total weight of generated. their associated risks tailings waste, SASB EM-MM-150a.1: percentage In 2020, this included 144 million recycled tons of tailings of which 9.4 million tons were recycled.
GRI 306 306-3 Total number and volume of Number of significant spills and 5 1 2 6 EM-MM-140a.2 Significant spills are those reported significant spills and environmental incidents Number of incidents under categories 3 (moderate), 4 environmental incidents of non-compliance (major) and 5 (catastrophic) associated with water according to Glencore’s quality permits, classification scheme (refer to the standards, and water section of the Glencore regulations Sustainability Report 2020 for further information regarding the reported spills).
No category 4 (major) or category 5 (catastrophic) incidents occurred in 2020.
Volume of significant spills (m3) 294 20 54 6
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Environmental Compliance
GRI 307 307- Disclosure on Management ESG A-Z: 7,8,9 1 DMA Approach Environment, Environmental incidents Glencore SR: Sustainability governance (pp. 9-11) Water (pp. 36-41)
GRI 307 307-1 Monetary value of significant Monetary value of environmental 2,203 1,663 284 7 6 EM-MM-140a.2 The fines related to various incidents fines and total number of fines (US$ thousand) Number of incidents of non-compliances, such as non-monetary sanctions for of non-compliance breaches of general environmental non-compliance with associated with water conditions, exceedances of air environmental laws and quality permits, emission limits, discharges into regulations standards, and water sources etc. Many related to regulations historic incidents.
Number of non-monetary sanctions 291 293 192 7 6 This indicator presents the number (environmental prosecutions, of formally notified breaches of regulatory actions/orders, regulatory environmental regulations which non-compliance, and other includes regulatory actions/orders, sustainability-related penalties) environmental prosecutions and environmental fines. SASB EM-MM-140a.2: This includes four fines regarding water related incidents totalling approximately US$10,000.
Several Several Total environmental protection Water-related CAPEX (US$ million) 110 113 111 8, 9 6, 10 Data only covers water-related expenditures and investments expenses. by type
Water-related OPEX (US$ million) 139 165 162 8, 9 6, 10 Data only covers water-related expenses.
Supplier Environmental Assessment
GRI 308 308- Disclosure on Management ESG A-Z: 7,8 6, 8 DMA Approach Supply chain due diligence Glencore SR: Stakeholder engagement (pp. 13-15), Responsible sourcing and supply (pp. 67-71)
GRI 308 308-1 Percentage of new suppliers Percentage of new suppliers 51% 53% 56% 8 6 that were screened using screened using environmental environmental criteria criteria (%)
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments SOCIAL Employment
GRI 401 401- Disclosure on Management ESG A-Z: 3, 4, 5, 6 DMA Approach Our people Glencore SR: Human rights (pp. 49-57), Our people (pp. 72-76) Glencore AR: Our people (pp. 27-31)
GRI 401 401-1 Total number and rates of new Redundancies employee hires and employee turnover by age group, gender, Total redundancies 9,446 9,120 7,179 and region Redundancies (%) 11% 11% 8%
Total turnover by region (%)
– Africa 5% 7% 6%
– Asia 13% 13% 8%
- Australia 12% 7% 11%
– Europe 8% 8% 5%
– North America 23% 23% 15%
– South / Latin America 18% 11% 8%
New employees:
Total number new employees 12,388 11,591 5,909
New employees (%) 15% 13% 7%
Labor/Management Relations
GRI 402 402- Disclosure on Management ESG A-Z: 3, 4, 5, 6 DMA Approach Our people Glencore SR: Our people (pp. 72-76) Glencore AR: Our people (pp. 27-31)
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 402 402-1 Minimum notice period(s) 3 Minimum notice periods vary across regarding operational changes, the Group, ranging from 1 week to 6 including whether it is months (see also Our approach to specified in collective sustainability: Our people) agreements
MM4 MM4 Number of strikes and Number of strikes exceeding one 2 4 1 3 EM-MM-310a.2 lock-outs exceeding one week’s week’s duration Number and duration duration of strikes and lockouts Number of lock-outs exceeding one 0 2 0 3 week’s duration
Occupational Health & Safety
GRI 403 403- Disclosure on Management ESG A-Z: 5 Health and safety data covers all DMA Approach Safety, employees and contractors of those Health, assets where we have operational HIV/AIDS control. Glencore SR: Workplace health and safety (pp. 24-29)
GRI 403 403-1 Occupational health and safety ESG A-Z: 5 We require the industrial operations management system Safety, under our operational control to Health meet our expectations on health Glencore SR: and safety processes for employees Workplace health and safety (pp. and contractors, which have been 24-29) mapped to leading industry practices and international standards, such as ISO 45001. However, certification to such standards is not mandatory and is at the discretion of the relevant department and asset. https://www.glencore.com/ sustainability/esg-a-z/safety https://www.glencore.com/ sustainability/esg-a-z/health
GRI 403 403-2 Hazard identification, risk ESG A-Z: 5 assessment, and incident Safety, investigation Health Glencore SR: Workplace health and safety (pp. 24-29)
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
GRI 403 403-3 Occupational health services ESG A-Z: 5 Our industrial operations have Safety, dedicated occupational health Health functions, with appropriate skills to Glencore SR: respond to local and site needs. Our Workplace health and safety employees and contractors have (pp. 24-29) access to these services. We assess, monitor and control health risks to prevent occupational diseases among our workforce. We require our assets to have formal plans, processes and records to allow routine monitoring of occupational health, including spot checks.
Our focus is on early intervention. If one of our people is injured at work or suffers an occupational disease, requiring rehabilitation, we support the individual to return to work as soon as possible. At some operations, we operate clinics that are also accessible for the local community.
GRI 403 403-4 Worker participation, Percentage of sites with formal joint n/a n/a 78% 5 The majority of our operations have consultation, and management-worker health and formal health and safety communication on safety committees committees in place with both occupational health and safety representatives of the workforce and the management. These committees meet and visit the sites regularly and any findings are actioned to prevent any health and safety incidents and ensure continuous improvement.
GRI 403 403-5 Worker training on 5 EM-MM-320a.1 Our employees and contractors occupational health and safety (1) MSHA receive pre-shift training and safety all-incidence rate, (2) inductions, as well as regular fatality rate, (3) near workplace-specific training and in miss frequency rate the event of operational changes. A (NMFR) and (4) crucial element of these trainings average hours of are our fatal hazard protocols and health, safety, and our life-saving behaviours. emergency response training for (a) full-time employees and (b) contract employees
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GRI 403 403-6 Promotion of worker health 5 Our occupational health management strategy addresses the health risks facing our workforce, their families and the communities inside and outside our gates. The strategy has three pillars, which build on what has proved successful at individual assets: Healthy workplaces, Fit for work, and Fit for life. The Fit for life pillar identifies key health issues, needs and interests of our people and develop approaches to inform and educate our people regarding personal health risks, public health risks, prevention and harm reduction. It actively engages local public health officials where significant public health risks exist. It actively participates in health education, promotional opportunities and contingency planning activities that are applicable to the communities in which we operate. The Fit for life pillar adapts to the local context, for example, at some sites, its focus may be on supporting an aging workforce, at others it is public health initiatives such as preventing the spread of malaria and/or HIV and AIDS
GRI 403 403-7 Prevention and mitigation of 5 https://www.glencore.com/ occupational health and safety sustainability/esg-a-z/safety impacts directly linked by business relationships
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GRI 403 403-8 Workers covered by an – an occupational health and safety n/a n/a 67% 5 These metrics cover all industrial occupational health and safety management system sites. All employees and contractors management system: of a site that has implemented an Percentage of employees and occupational health and safety contractors covered by: management system are covered by this system. Refer also to section 403-1.
– by an occupational health and n/a n/a 50% 5 safety management system that has been internally audited
– by an occupational health and n/a n/a 31% 5 safety management system that has been audited and certified by an external party
GRI 403 403-9 Total number of fatalities Number of workforce fatalities 13 17 8* 5 EM-MM-320a.1 The total number of occupational (employees + contractors) (1) MSHA fatalities includes all work-related all-incidence rate, (2) fatalities affecting employees and Number of fatalities of Number of employee fatalities 7 11 6 5 fatality rate, (3) near contractors working at Glencore’s employees miss frequency rate managed sites. Incidents of violence (NMFR) and (4) resulting in murder, other criminal acts resulting in fatality, acts of God, Number of fatalities of Number of contractors fatalities 6 6 2 5 average hours of and death of natural causes are not contractors health, safety, and emergency response considered occupational fatalities. training for (a) Detailed data is tracked and Total number of fatalities – by Africa 4 11 3 5 full-time employees monitored for internal use only, due region (employees + and (b) contract to confidentiality constraints. contractors) Australia 0 0 0 5 employees The 2019 fatalities include one fatality that relates to an North America 0 0 0 5 occupational disease.
South / Latin America 5 2 2 5
Rest of the world 4 4 3 5
Number of fatalities – by region Africa 1 7 3 5 (employees) Australia 0 0 0 5
North America 0 0 0 5
South / Latin America 3 1 1 5
Rest of the world 3 3 2 5
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Number of fatalities – by region Africa 3 4 0 5 (contractors) Australia 0 0 0 5
North America 0 0 0 5
South / Latin America 2 1 1 5
Rest of the world 1 1 1 5
Fatality frequency rate (FIFR) Employees + contractors 0.036 0.046 0.027 5 Fatality frequency rate is the number of fatalities per million Employees 0.041 0.062 0.039 5 hours worked.
Contractors 0.032 0.031 0.014 5
Total recordable injury Employees + contractors 3.18 2.86 2.65* 5 The total recordable injury frequency rate (TRIFR) frequency rate (TRIFR) is the sum of Employees 3.35 3.01 2.82* 5 fatalities, LTIs, restricted work injuries (RWIs) and medical treatment injuries (MTIs) per million hours Contractors 3.02 2.73 2.47* 5 worked. The metric represents all injuries that require medical treatment beyond first aid.
Lost time injury frequency rate Employees + contractors 1.06 0.99 0.94* 5 Lost time injury frequency rate (LTIFR) (LTIFR) is the total number of LTIs Employees 1.25 1.17 1.14* 5 recorded per million hours worked. Lost time injuries (LTIs) are recorded when an employee or contractor is Contractors 0.89 0.83 0.72* 5 unable to work following an incident. We record lost days as beginning on the first rostered day that the worker is absent after the day of the injury. The day of the injury is not included. LTIs do not include restricted work injuries (RWIs) and fatalities.
Near Miss Frequency Rate Employees + contractors 36 35 64 5 Near Miss Frequency Rate (NMFR) is (NMFR) the total number of near miss incidents recorded per million hours worked.
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High-consequence injury rate Employees + contractors n/a n/a n/a 5 Information currently not available but will be reported starting from Employees n/a n/a n/a 5 next year.
Contractors n/a n/a n/a 5
Hours worked Employees + contractors 357 369 300 5 Hours worked are reported in million hours. Employees 172 177 156 5
Contractors 186 191 145 5
Lost day rate % 0.1% 0.1% 0.1% 5 Lost day rate is expressed by comparing the total lost days to the total number of hours scheduled to be worked by the workforce.
Absentee rate % 3% 4% 8% 5 The absentee rate is expressed by comparing the total absent time to the total time scheduled to be worked by the workforce.
GRI 403 403-10 Work-related ill health ESG A-Z: 5 Health Glencore SR: Workplace health and safety (pp. 24-29)
Fatalities due to occupational Employees + contractors 0 1 0 5 The fatality in 2019 is also included in diseases the fatalities reported in section Employees 0 0 0 5 403-9.
Contractors 0 1 0 5
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Occupational diseases Employees + contractors 0.09 0.29 0.37 5 Occupational disease frequency rate frequency rate (ODR) is the number of occupational Employees 0.18 0.39 0.48 5 diseases per million hours worked. The majority of occupational diseases are associated with the Contractors 0.01 0.19 0.25 5 musculoskeletal system and connective tissue, ear and mastoid process and cases of malaria that affected seconded employees and contractors originating from regions where such diseases are not prevailing. Further information can be found on pages 23-27, section ‘Workplace health and safety’ of this report.
Training and Education
GRI 404 404- Disclosure on Management ESG A-Z: 6 DMA Approach Our people Glencore SR: Our people (pp. 72-76)
GRI 404 404-1 Average hours of training per Average training hours per worker 42 48 43 2 We do not collect this information year per employee (employees + contractors) by gender as we treat male and female employees equally.
Percentage of training hours Contractors (%) 39% 37% 39% 2 per employee category Management (%) 1% 1% 1% 2
Operational, production, 49% 51% 50% 2 maintenance (%)
Supervisors, administration, 10% 11% 10% 2 technical (%)
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Diversity and Equal Opportunity
GRI 405 405- Disclosure on Management ESG A-Z: 6 DMA Approach Our people Glencore SR: Our people (pp. 72-76)
GRI 405 405-1 Composition of governance Minority group membership 6 3 Glencore has operations in areas bodies and breakdown of where minority group membership employees per category data cannot be collected for privacy according to gender, age, reasons. We therefore cannot minority group membership provide an accurate number. and other indicators of diversity Number of female employees 12,961 13,848 13,875 6 3
Percentage of female employees 15% 16% 16% 6 3 (%)
Percentage of female managers (%) 16% 18% 18% 6 3
Number of female Board directors 2 2 2 6 3 Appointment of a third female non-executive director in February 2021.
GRI 405 405-2 Ratio of basic salary of men to ESG A-Z: 6 3 Our basic salaries are not women by employee category Our people differentiated by gender (1:1) Glencore SR: Our people (pp. 72-76)
Non-discrimination
GRI 406 406- Disclosure on Management ESG A-Z: 6 DMA Approach Our people Glencore SR: Our people (pp. 72-76) Glencore AR: Ethics and compliance (pp. 38-43) Other: Code of Conduct
GRI 406 406-1 Total number of incidents of ESG A-Z: 5 1 0 6 3 Each reported case of discrimination discrimination and actions Our people is carefully analysed and where taken Glencore SR: confirmed, appropriate disciplinary Our people (pp. 72-76) action is taken. Glencore AR: Ethics and compliance (pp. 38-43) Other: Code of Conduct
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Freedom of Association and Collective Bargaining
GRI 407 407- Disclosure on Management ESG A-Z: 3 EM-MM-310a.1 DMA Approach Our people Percentage of active Glencore SR: workforce covered Our people (pp. 72-76) under collective Glencore AR: bargaining Ethics and compliance (pp. 38-43) agreements, broken Other: down by U.S. and Code of Conduct foreign employees
GRI 407 407-1 Operations and suppliers Number of assets 0 0 0 3 3 identified in which workers’ rights to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights
Child Labour
GRI 408 408- Disclosure on Management ESG A-Z: 5 DMA Approach Our people, Human rights Glencore SR: Human rights (pp. 49-57), Responsible sourcing and supply (pp. 67-71), Our people (pp. 72-76) Glencore AR: Ethics and compliance (pp. 38-43) Other: Code of Conduct
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GRI 408 408-1 Operations and suppliers ESG A-Z: 0 0 0 5 3 Employees younger than 18 do not identified as having significant Our people, carry out any type of hazardous risk for incidents of child labour, Human rights work. and measures taken to Glencore SR: contribute to the effective Human rights (pp. 49-57), abolition of child labour Responsible sourcing and supply (pp. 67-71), Our people (pp. 72-76) Glencore AR: Ethics and compliance (pp. 38-43) Other: Code of Conduct
Forced or Compulsory Labour
GRI 409 409- Disclosure on Management ESG A-Z: 4 DMA Approach Our people, Human rights Glencore SR: Human rights (pp. 49-57), Responsible sourcing and supply (pp. 67-71), Our people (pp. 72-76) Glencore AR: Ethics and compliance (pp. 38-43) Other: Code of Conduct
GRI 409 409-1 Operations and suppliers Number of assets 0 0 0 4 3 identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour
Security Practices
GRI 410 410- Disclosure on Management ESG A-Z: 1,2 DMA Approach Human rights Glencore SR: Human rights (pp. 49-57), Glencore AR: Ethics and compliance (pp. 42-44) Other: Code of Conduct
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GRI 410 410-1 Percentage of security ESG A-Z: 86% 91% 89% 1,2 1, 3 Employed security personnel only. personnel trained in the Human rights organisation’s policies or Glencore SR: procedures that are relevant to Human rights (pp. 49-57), operations Glencore AR: Ethics and compliance (pp. 42-44) Other: Code of Conduct
Rights of Indigenous Peoples
GRI 411 411-DMA Disclosure on Management ESG A-Z: 1, 2 Approach Human rights Glencore SR: Human rights (pp. 49-57), Responsible citizenship (pp. 67-71) Glencore AR: Performance overview (pp. 34-37), Risk management (pp. 83-84), Other: Code of Conduct
GRI 411 411-1 Total number of incidents of 0 0 0 1, 2 3 EM-MM-210a.2 No cases reported (refer also to violations involving rights of Percentage of (1) MM6). indigenous peoples and proved and (2) actions taken probable reserves in or near indigenous MM5 MM5 Number of sites located on or 42 42 41 1, 2 3 land / SASB EM-MM-210a.2: near indigenous people’s land EM-MM-210a.3 We do not currently disclose the Discussion of percentage of (1) proved and (2) engagement Number of sites with n/a 23 25 1, 2 3 probable reserves in or near processes and due operations in or adjacent to an Indigenous lands. diligence practices indigenous community that with respect to have an agreement with that human rights, community indigenous rights, and operation in areas of conflict
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Human Rights Assessment
GRI 103 103- Disclosure on Management ESG A-Z: 1,2 EM-MM-210a.1 SASB EM-MM-210a.1: DMA Approach Our people, Percentage of (1) This information is not disclosed. Human rights proved and (2) Glencore SR: probable / Human rights (pp. 46-54), EM-MM-210a.3 Responsible sourcing and supply (pp. 64-68), Discussion of Our people (pp. 69-73) engagement Glencore AR: processes and due Ethics and compliance (pp. 38-43) diligence practices Other: with respect to Code of Conduct human rights, indigenous rights, and operation in GRI 412 412- Disclosure on Management ESG A-Z: 1, 2 areas of conflict DMA Approach Our people, reserves in or near Human rights areas of conflict / Glencore SR: EM-MM-210b.1 Human rights (pp. 46-54), Responsible sourcing and supply Discussion of process (pp. 64-68), to manage risks and Our people (pp. 69-73) opportunities Glencore AR: associated with Ethics and compliance (pp. 38-43) community rights Other: and interests Code of Conduct
GRI 412 412-1 Total number and percentage ESG A-Z: 1, 2 1, 3 EM-MM-210a.3 Our Group Human Rights policy of operations that have been Our people, Discussion of requires our assets to conduct risk subject to human rights Human rights engagement assessments for conflict and security reviews or impact assessments Glencore SR: processes and due concerns. If these risks are identified, Human rights (pp. 49-57), diligence practices our assets must align their practices Responsible sourcing and supply with respect to with the Voluntary Principles. (pp. 67-71), human rights, Our people (pp. 72-76) indigenous rights, Glencore AR: and operation in Ethics and compliance (pp. 38-43) areas of conflict Other: Code of Conduct
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GRI 412 412-2 Total hours of employee Total hours of employee training 50,728 63,667 22,549 1,2 1,3 Employed security personnel only. training on human rights policies or procedures Percentage of employees trained 86% 91% 89% 1,2 1,3 Employed security personnel only. concerning aspects of human (%) rights that are relevant to operations, including the percentage of employees trained
GRI 412 412-3 Total number and percentage ESG A-Z: 1,2 1,3 We undertake due diligence of our of significant investment Our people, major investments; human rights agreements that include Human rights risks are considered as part of this human rights clauses or that Glencore SR: process. We seek to ensure that all underwent human rights Human rights (pp. 49-57), significant investment agreements screening Responsible sourcing and supply include a requirement to comply, or (pp. 67-71), demonstrate comparable practices, Our people (pp. 72-76) with the Glencore Code of Conduct, Glencore AR: including its provisions on respect of Ethics and compliance (pp. 38-43) human rights. Figures are tracked Other: for internal purposes but not Code of Conduct externally reported. SOCIETY Local Communities
GRI 413 413- Disclosure on Management ESG A-Z: 1,2 EM-MM-210b.1 To help us consistently measure and DMA Approach Stakeholder engagement, Discussion of process report on our contributions, we have Communities to manage risks developed a socio-economic Glencore SR: and opportunities contribution scorecard. Going Human rights (pp. 49-57), associated with forward, we plan to integrate the Responsible citizenship (pp. 58-66) community rights scorecard into our existing and interests community and stakeholder engagement systems.
GRI 413 413-1 Percentage of operations with ESG A-Z: 1,2 3 We do not report the total implemented local community Stakeholder engagement, percentage. Our assets/operations/ engagement, impact Communities projects are required to identify and assessments, and/or Glencore SR: assess issues, opportunities and risks development programmes Human rights (pp. 49-57), throughout the lifecycle of their Responsible citizenship (pp. 58-66) activities, and to have community engagement and social investment strategies in place, as applicable.
GRI 413 413-2 Operations with significant ESG A-Z: 1,2 3 actual or potential negative Stakeholder engagement, impacts on local communities Communities Glencore SR: Human rights (pp. 49-57), Responsible citizenship (pp. 58-66)
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MM6 MM6 Number and description of ESG A-Z: 6 11 7 1,2 3 EM-MM-210a.3 There were 7 disputes relating to significant disputes relating to Stakeholder engagement, Discussion of land use/ownership in 2020. These land use, customary rights of Communities engagement related to Coal assets in South Africa local communities and Glencore SR: processes and due (Middelkraal, Tweefontein), a Copper indigenous peoples Human rights (pp. 49-57), diligence practices asset in Zambia (Nkana), two Responsible citizenship (pp. 58-66) with respect to Ferroalloys assets in South Africa human rights, (Lion Chrome Smelter and Rhovan) indigenous rights, and an Oil asset in Chad. The and operation in disputes primarily related to our areas of conflict activities impacting private or community properties, including a sump overflow at our Chad operation. In another case a community is in dispute about the amount of land given to them as a compensation.
MM7 MM7 The extent to which grievance ESG A-Z: 1,2 3 We require each asset where we mechanisms were used to Stakeholder engagement, have operational control to have a resolve disputes relating to Communities complaint registration process. This land use and customary rights Glencore SR: should include a formal grievance of local communities and Human rights (pp. 49-57), and conflict resolution process for indigenous peoples, and the Responsible citizenship (pp. 58-66) community members and others to outcomes make complaints and raise Total number of community 1,057 1,149 1,272 1,2 3 concerns. The process should complaints include transparent procedures for registering, evaluating and responding appropriately to the concerns raised. Complaints regarding access to land are mainly related to resettlement planning activities, and have been addressed through ongoing consultations around these processes.
MM8 MM8 Number (and percentage) of Number of sites 7 7 7 1,2 Our approach to sustainability: company operating sites where Community development artisanal and small scale mining takes place on, or Glencore SR: adjacent to, the site; the Human rights (pp. 46-54), associated risks and the actions Responsible citizenship (pp. 55-63) taken to manage and mitigate these risks Sites (%) 6% 6% 6% 1,2 Our approach to sustainability: Community development Glencore SR: Human rights (pp. 46-54), Responsible citizenship (pp. 55-63)
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MM9 MM9 Sites where resettlements took Number of sites with resettlements 2 3 2 1,2 Resettlements occurred at place, the number of activities Calenturitas and Goedgevonden. households resettled in each, and how their livelihoods where affected in the process
Number of resettled households 11 8 18 1,2
MM10 MM10 Number and percentage of ESG A-Z: 1,2 As required by our Group operations with closure plans Closure Environmental Policy all our Glencore SR: production and mining sites must Land stewardship (pp. 42-48) have closure plans in place.
Supplier Social Assessment
GRI 414 414- Disclosure on Management ESG A-Z: 1,2,6,10 3,5,8 EM-MM-210a.3 DMA Approach Supply chain due diligence Discussion of Glencore SR: engagement Stakeholder engagement (pp. 13-15), processes and due Human rights (pp. 49-57), diligence practices Responsible sourcing and supply with respect to (pp. 67-71) human rights, indigenous rights, GRI 414 414-1 Percentage of new suppliers Percentage of new suppliers 51% 54% 53% 1,2,6,10 3 and operation in that were screened using social screened (%) areas of conflict criteria reserves in or near areas of conflict
Public Policy
GRI 415 415-1 Disclosure on Management ESG A-Z: 10 As part of our business principles Approach Ethics Glencore does not permit any of its Glencore AR: funds or resources to be used to Ethics and compliance (pp. 38-43) contribute to any political campaign, Other: political party, political candidate or Global Anti-Corruption Policy any of their affiliated organisations.
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GRI standard/ Response/Cross reference/ UNGC ICMM Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments PRODUCT RESPONSIBILITY Customer Health & Safety
GRI 416 416- Disclosure on Management Glencore SR: 7,8,9 8 DMA Approach Responsible sourcing and supply (pp. 67-71)
MM11 MM11 Programmes and progress Glencore SR: 7,8,9 8 Progress is tracked internally, relating to materials Responsible sourcing and supply but not reported externally. Case stewardship (pp. 67-71) studies have been provided in the SR giving examples of programmes.
GRI 416 416-1 Percentage of significant Glencore SR: 7,8,9 8 All our products are thoroughly product and service categories Responsible sourcing and supply assessed as part of the REACH for which health and safety (pp. 67-71) registration and notification impacts are assessed for process as well schemes in improvement other applicable jurisdictions.
Marketing and Labelling
GRI 417 417-1 Requirements for product and Glencore SR: 7 8 Our sustainability framework service information and Responsible sourcing and supply requires our commodity products to labeling (pp. 67-71) conform with the regulations and good practice guidelines pertaining to the regions where we operate. This also applies to the information requirements of our products. In Europe we have prepared and submitted extensive dossiers for all substances within our products in line with REACH registration requirements, containing information on properties, environmental impacts and guidance for safe use. This information is actively sent to all our customers by means of safety data sheets. For products not subject to REACH requirements we have documented information on properties, environmental impacts and guidance for safe use and make this available to our customers as safety data sheets.
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Socioeconomic Compliance
GRI 419 419- Disclosure on Management ESG A-Z: DMA Approach Ethics Glencore AR: Ethics and compliance (pp. 38-43) Other: Global Anti-Corruption Policy
GRI 419 419-1 Monetary value of significant ESG A-Z: Glencore AR: Financial Review. fines and total number of Ethics Significant items (p. 46-47). non-monetary sanctions for Glencore AR: non-compliance with laws and/ Ethics and compliance (pp. 38-43) or regulations in the social and Other: economic area Global Anti-Corruption Policy
* Independently assured by Deloitte LPP for 2020
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Additional greenhouse gas emission information
This section contains additional information on Glencore’s greenhouse gas emission reporting and performance. The information is complementary to Glencore’s climate change disclosures as part of the 2020 Annual Report, 2020 Sustainability Report, Climate Report 2020: Pathway to Net Zero and the GRI section of the Glencore Environmental, Social and Governance data 2020.
EMISSIONS IN DEPTH
1. Additional greenhouse gas emission information: basis of reporting
Glencore’s greenhouse gas emission reporting is based upon the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised edition), applying the operational control boundary.
2. Greenhouse gas emission factors – Scope 1
Region Type Greenhouse Gas Value Unit Effective Date Description
Global Natural Gas Carbon Dioxide 56,100 kg GHG/TJ 01/01/2014 GHG Protocol Cross-Sector Tools – Stationary Combustion – (April 2014) Global Natural Gas Methane 5.00000 kg GHG/TJ 01/01/2014
Global Natural Gas Nitrous Oxide 0.10000 kg GHG/TJ 01/01/2014
Global Residual fuel oil Carbon Dioxide 3,127 kg GHG/t (metric) 01/01/2014
Global Residual fuel oil Methane 0.40400 kg GHG/t (metric) 01/01/2014
Global Residual fuel oil Nitrous Oxide 0.02424 kg GHG/t (metric) 01/01/2014
Global Anthracite Carbon Dioxide 2,625 kg GHG/t (metric) 01/01/2014
Global Anthracite Methane 0.26700 kg GHG/t (metric) 01/01/2014
Global Anthracite Nitrous Oxide 0.04005 kg GHG/t (metric) 01/01/2014
Global Coke oven coke Carbon Dioxide 3,017 kg GHG/t (metric) 01/01/2014
Global Coke oven coke Methane 0.28200 kg GHG/t (metric) 01/01/2014
Global Coke oven coke Nitrous Oxide 0.04230 kg GHG/t (metric) 01/01/2014
Global Other kerosene Carbon Dioxide 2.51938 kg GHG/L 01/01/2014
Global Other kerosene Methane 0.00035 kg GHG/L 01/01/2014
Global Other kerosene Nitrous Oxide 0.00002 kg GHG/L 01/01/2014
Global Gas/Diesel oil Carbon Dioxide 2.67649 kg GHG/L 01/01/2014
Global Gas/Diesel oil Methane 0.00036 kg GHG/L 01/01/2014
Global Gas/Diesel oil Nitrous Oxide 0.00002 kg GHG/L 01/01/2014
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Global Naphtha Carbon Dioxide 2.51162 kg GHG/L 01/01/2014
Global Naphtha Methane 0.00034 kg GHG/L 01/01/2014
Global Naphtha Nitrous Oxide 0.00002 kg GHG/L 01/01/2014
Global Liquified Petroleum Gases Carbon Dioxide 1.61170 kg GHG/L 01/01/2014
Global Liquified Petroleum Gases Methane 0.00013 kg GHG/L 01/01/2014
Global Liquified Petroleum Gases Nitrous Oxide 0.00000 kg GHG/L 01/01/2014
Global Gasoline/Petrol Carbon Dioxide 8.59873 kg GHG/gal (US) 01/01/2014 GHG Protocol Cross-Sector Tools – Transport Fuel Use – (April 2014)
Global On-Road Diesel Fuel Carbon Dioxide 10.13100 kg GHG/gal (US) 01/01/2014
Global Heavy fuel oil Carbon Dioxide 11.12500 kg GHG/gal (US) 01/01/2014
Global Methane combusted Carbon Dioxide 2.81016 t GHG (metric)/t 01/01/2006 Australian National Greenhouse Accounts (NGA) (metric) factors 2006 – Table 2.3: (Coal mine waste gas that is captured for combustion)
Global Limestone flux reductant CO2e 0.44000 kg GHG/kg 01/01/2006 GHG Protocol sector specific – Iron and steel 2008
3. Greenhouse gas emission factors – Scope 2, purchased electricity grid emission factors
Region Type Greenhouse Gas Value Unit Effective Date Description
Canada – Nova Scotia Purchased electricity Carbon Dioxide 0.72 kg GHG/kWh 01/01/2018 National Intensity Report 1990 – 2018, Canada’s 2020 UNFCCC Submission, Part 3, Table A13-4, Canada – British Columbia Purchased electricity Carbon Dioxide 0.0123 kg GHG/kWh 01/01/2018 page 62, CO2 intensity (g CO2/kWh) for 2018. Link: https://unfccc.int/sites/default/files/resource/ Canada – Quebec Purchased electricity Carbon Dioxide 0.0013 kg GHG/kWh 01/01/2018 can-2020-nir-14apr20_0.zip
Canada – Ontario Purchased electricity Carbon Dioxide 0.029 kg GHG/kWh 01/01/2018
Canada – New Brunswick Purchased electricity Carbon Dioxide 0.29 kg GHG/kWh 01/01/2018
US Egrid – ERCT Purchased electricity Carbon Dioxide 936 lb GHG/MWh 01/01/2018 USA e-Grid value for 2018. Source: tab SRL18, column SRCO2RTA of 2020 file US Egrid – CAMX Purchased electricity Carbon Dioxide 498.686 lb GHG/MWh 01/01/2018 https://www.epa.gov/energy/emissions- generation-resource-integrated-database-egrid US Egrid – NEWE Purchased electricity Carbon Dioxide 527.564 lb GHG/MWh 01/01/2018
US Egrid – NWPP Purchased electricity Carbon Dioxide 643.363 lb GHG/MWh 01/01/2018
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Australia – New South Wales Purchased electricity Carbon Dioxide 0.81 kg GHG/kWh 01/01/2020 Australia National Greenhouse Account Factors (NGER) update October 2020 Table 5 Indirect Australia – Queensland Purchased electricity Carbon Dioxide 0.81 kg GHG/kWh 01/01/2020 (scope 2) emission factors for consumption of purchased electricity from the grid, page 19, https:// Australia – Western Australia Purchased electricity Carbon Dioxide 0.68 kg GHG/kWh 01/01/2020 www.industry.gov.au/sites/default/files/2020-10/ national-greenhouse-accounts-factors-2020.pdf Australia – Northern Territory Purchased electricity Carbon Dioxide 0.62 kg GHG/kWh 01/01/2020
Argentina Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 IEA CO2 Emission Factors (2020 edition): CO2 emissions per kWh from electricity generation. Bolivia Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 Please note: this 2020 document contains the grid emission factors valid as per 2018. Chile Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 External dissemination of any IEA data requires specific permission which is why the relevant Colombia Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 emission factors are not disclosed in this document. Democratic Republic of the Congo Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Germany Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Italy Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Kazakhstan Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Norway Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Peru Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
South Africa Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Spain Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
United Kingdom Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Zambia Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
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4. Global warming potential (GWP) values relative to CO2
Global warming Region Chemical formula Greenhouse Gas potential Unit Effective Date Description
Global CO2 Carbon dioxide 1 g CO2e/g CO2 All years IPCC Fifth Assessment Report, 2014 (AR5), GWP values for 100-year time horizon
Global CH4 Methane 28 g CO2e/g CH4 All years IPCC Fifth Assessment Report, 2014 (AR5), GWP values for 100-year time horizon
Global N2O Nitrous oxide 265 g CO2e/g N2O All years IPCC Fifth Assessment Report, 2014 (AR5), GWP values for 100-year time horizon
5. Additional greenhouse gas emission information: participation in emission trading schemes in 2020
Emission trading scheme name Carbon allowances allocated Carbon allowances purchased Verified emissions (t CO2e) Description
European Union ETS 647,071 99,856 290,450 Zinc operations in Germany, Italy and Spain
Quebec cap and trade system 289,835 15,930 323,009 Copper , Zinc and Nickel operations in Quebec, Canada
6. Additional greenhouse gas emission information: break down of coal production by mine type
Mine type 2018 2019 2020 Description
Underground 13% 13% 15% Percentage of coal production from underground operations
Surface 87% 87% 85% Percentage of coal production from surface operations
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CDP Concentrate Glossary A CDP is an international, not-for- A natural commodity consisting of profit organisation that provides a extracted and processed mineral ores; ASM global system for companies and the first step towards producing refined Artisanal and small-scale mining. cities to measure, share and disclose minerals and metals. environmental information. Copper equivalent See cdp.net for further information We calculate a product-specific C Closure plan production value by dividing the average A formal document detailing a costed price of a specific product in a baseline Carbon Scope 1 and Scope 2 location- conceptual outline of how Glencore year with the average price of copper in based intensity will close an operation, taking into the same baseline year. The carbon Scope 1 and 2 location- account the options available to deal Critical control based intensity is calculated as a ratio of with prevailing social and environmental A control that is crucial to preventing Scope 1 and 2 location-based emissions issues. We set aside funds specifically for or mitigating the consequences of an of Glencore operated industrial assets site closure, including land rehabilitation. event. The absence or failure of a critical owned at the end of the reporting year, CO2e control would significantly increase the divided by their copper equivalent Carbon dioxide equivalent (CO2e) is risk connected to the relevant hazard, production. Further synonyms of these the universal unit of measurement for regardless of the existence of other metrics used in this report include the global warming potential (GWP) of controls. Controls include mitigation ‘carbon emissions intensity’ and greenhouse gases (GHG), where one unit and management actions, devices and ‘greenhouse gas emissions intensity’. of CO2e is the GWP for one unit of carbon technical systems. Care and maintenance dioxide. This unit allows us to discuss the CSIRO A phase in the life cycle of an asset where equivalence of different GHGs in terms of The Commonwealth Scientific and mining, processing and/or operations their GWP. The GWPs used in this report Industrial Research Organisation (CSIRO) temporarily ceased and are placed into are one for CO2, 28 for methane and is an Australian federal government care and maintenance, ready to be 265 for nitrous oxide, as per IPCC’s 5th agency responsible for scientific research. restarted again, as circumstances allow. Assessment. Its chief role is to improve the economic CCUS Commodity department and social performance of industry for Carbon capture, utilisation and storage. Glencore’s business is divided into a the benefit of the Commonwealth. number of commodity departments, CTSCo including copper, nickel, ferroalloys and Glencore’s wholly-owned subsidiary, zinc. See glencore.com/who-we-are/at-a- the Carbon Transport and Storage glance/ for a full list Company Pty Ltd (CTSCo), is developing a CCUS project.
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Glossary continued E G H
EITI GHG Hazardous The Extractive Industries Transparency Greenhouse gas. Dangerous, as defined by national Initiative (EITI) aims to strengthen legislation. Greenhouse Gas Protocol D governance by improving transparency Standards and guidance for corporate HELE and accountability in the extractives accounting and reporting on GHG High-efficiency, low-emission. Direct energy sector (oil, gas and mining). EITI promotes emissions, which help governments and Energy used and generated by our revenue transparency by monitoring and Hours worked business leaders to understand, quantify, operations, including energy generated reconciling payments from the extractive Total hours worked by employees and manage GHG emissions (eg CO2). by combustion in boilers, furnaces businesses and government revenues and contractors at our industrial sites, The Greenhouse Gas Protocol separates and vehicles owned or controlled by at country level, as well transparency in including overtime but excluding any GHG emissions into different scopes us. Sources include coal, coke, diesel, commodity trading. scheduled or unscheduled absence depending on source. gasoline, biomass, biodiesel, fuel oil, jet (eg holidays or sickness) during the ESG fuel, kerosene, LPG, naphtha, natural gas, GRI reporting year. Environment, social and governance. propane and electricity generated from The Global Reporting Initiative (GRI) is HPRIs renewable source or recovered on-site an international independent standards High-potential risk incidents (HPRIs) See ‘indirect energy’. organisation that develops and could potentially result in a catastrophic F disseminates voluntary sustainability DPM or major outcome. See ‘incident reporting frameworks; there is a specific Diesel particulate matter. classification’ Ferroalloys supplement for the mining and metals Various iron alloys that have a high industry. HSEC-HR proportion of one or more other Health, safety, environment and Grievance process elements, eg manganese, chrome communities and Human Rights. or silicon. A formal grievance process/mechanism for local community members or other stakeholders to use to register I any concerns about real or perceived actions by nearby operations, with the objective of resolving problems before ICMM they escalate. The International Council on Mining & Metals (ICMM) is an industry trade body dedicated to establishing and promoting leading sustainability practices.
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Glossary Indirect energy LTIs Mining Technology Steering Team continued Energy used by our sites, but supplied Lost time injuries (LTIs) are recorded (MTST) by third parties, often as electricity. This when an employee or contractor is The MTST is an internal, cross- includes electricity, steam and heating/ unable to work following an incident. departmental, technology working group cooling. See ‘direct energy’. We record lost days as beginning on that investigates how technology can ISCV the first rostered day that the worker is reduce the health and safety risks faced Industrial activities The ICMM’s Initiative for Safer Cleaner absent after the day of the injury. The day in our operations Glencore term covering assets and Vehicles is building an evolving industry of the injury is not included. LTIs do not activities focused on exploring, pathway towards the safest approach for include restricted work injuries (RWIs) extracting, processing, refining and controlling potential vehicle interactions. and fatalities. delivering commodities, which provide N Incident classification a source of physical commodities for the LTIFR We classify the severity of all Group’s marketing activities. The lost time injury frequency rate (LTIFR) NDCs sustainability-related incidents against See ‘marketing activities’. is the total number of LTIs recorded per Nationally Determined Contributions a five-point scale, 1: negligible, 2: minor, million hours worked. (NDCs) are the efforts by each country to IPCC 3: moderate, 4: major and 5: catastrophic. reduce national emissions and adapt to The United Nations Intergovernmental the impacts of climate change. IFC Panel on Climate Change (IPCC) assesses The International Finance Corporation scientific, technical and socio-economic M (IFC) is part of the World Bank Group; information on the risk of human- O it finances private sector ventures induced climate change. The United MACC and projects in developing countries Nations Environment Programme and A marginal abatement cost curve (MACC) and provides these with advice the World Meteorological Organization is an estimate of the volume and costs OECD and guidelines. established the IPCC. of opportunities to reduce emissions in a The Organisation for Economic Co- given year. operation and Development (OECD) ILO is an international organisation that The International Labour Organization L Marketing activities provides a forum in which governments (ILO) is a United Nations agency for Glencore term relating to the marketing can work together to share experiences the promotion of social justice and and trading of commodities, which and seek solutions to tackle economic, internationally recognised human and LBMA focus on sourcing a diversified range of social, environmental and governance labour rights. The London Bullion Market Association physical commodities from third‐party challenges. (LBMA) is an international trade suppliers and from industrial assets in ILO Declaration association, representing the London which Glencore has full or part ownership In 1988, the ILO adopted the Declaration market for gold and silver bullion, which interests. These commodities are sold, on Fundamental Principles and Rights promotes refining standards, trading often with value‐added services such at Work, with the core categories of documentation and the development as freight, insurance, financing and/or collective bargaining, discrimination, of good trading practices. storage, to a broad range of customers forced labour and child labour. and industrial commodity. See ‘industrial activities’.
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Glossary Scope 2 – market-based emissions continued S This approach applies GHG emissions U from contractual arrangements; we apply SafeWork supplier-specific emission factors when United Nations Global Compact (UNGC) A Glencore initiative to change attitudes relevant and available, but where they The UNGC is a voluntary initiative based Occupational disease towards safety and bring about long- are not, the country’s residual or grid on CEO commitments to implement Any chronic ailment or illness that occurs term sustainable change to eliminate emission factor is applied. We measure universal sustainability principles and to as a result of work or occupational fatalities and serious injuries. our Scope 2 – market-based emissions take steps to support the UN Sustainable activity; these are typically identified as in CO2. Development Goals. Safeguard Mechanism being more prevalent in a given body of The Safeguard Mechanism provides a Scope 3 emissions United Nations Guiding Principles workers than in the general population, framework for Australia’s largest emitters Indirect greenhouse gas emissions (not The United Nations Guiding Principles or in other worker populations. An to measure, report and manage their included in Scope 2) that occur in our on Business and Human Rights are a set occupational disease is different from emissions. value chain, including both upstream of guidelines for states and companies an occupational injury. and downstream emissions. to prevent, address and remedy human Scope 1 emissions rights abuses committed in business Greenhouse gas emissions from owned operations. P or controlled sources (ie direct emissions), T including emissions from combustion Universal Declaration of Human Rights The Paris Agreement in owned or controlled boilers, furnaces The Universal Declaration of Human Tailings An agreement within the United Nations and vehicles/vessels and coal seam Rights is a common standard for all The residue of an industrial process, Framework Convention on Climate emissions. We measure our Scope 1 peoples and all nations that sets out especially residue that contains Change, dealing with GHG emissions emissions in CO2e. fundamental human rights to be mineral ore. universally protected. mitigation, adaptation, and finance, Scope 2 – location-based emissions signed in 2016. This approach applies grid emission TSF Tailings are stored in purpose-built Petajoule (Pj) factors to all purchased electricity, tailings storage facilities (TSFs). V A measure of energy equivalent regardless of contractual purchase to a thousand trillion joules, or 1015 arrangements. We measure our Scope 2 TRIFR Voluntary Principles joules, usually used to express energy – location-based emissions in CO2. The total recordable injury frequency The Voluntary Principles on Security and consumption by cities or major rate (TRIFR) is the sum of fatalities, Human Rights (Voluntary Principles) industries. LTIs, restricted work injuries (RWIs) Initiative is a multi-stakeholder initiative and medical treatment injuries (MTIs) involving governments, companies and per million hours worked. The metric NGOs, which promotes a set of principles represents all injuries that require for oil, gas and mining companies to medical treatment beyond first aid. guide them in providing security for their operations in a manner that respects human rights.
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Glossary Water quality Water withdrawal continued The Water Accounting Framework for the Total amount of water drawn into the Minerals Industry of the Minerals Council boundaries of the reporting organisation of Australia assesses the quality of water from all sources for any use over the into three categories: course of the reporting period. Includes surface water, groundwater, rainwater, • Category 1: water that is of a high W potable water and non-potable water quality and requires minimal and imported from third parties. inexpensive treatment (for example Water discharge See ‘water input’. disinfection and pond settlement Total of water effluents discharged of solids) to raise the quality to Workforce over the course of the reporting period appropriate drinking water standards. References to our workforce include both to subsurface waters, surface waters, employees and contractors. sewers, treatment facilities, etc. • Category 2: water that is of a medium See ‘water output’. quality with individual constituents encompassing a wide range of Water input values. It requires a moderate level Total amount of water withdrawal plus of treatment such as disinfection, water entrained in ore that is processed. neutralisation, removal of solids See ‘water withdrawal’. and chemicals to meet appropriate Water output drinking water standards. Total amount of water discharged plus • Category 3: water that is of a low water entrained in waste material, final quality with individual constituents product and by-products, and water lost encompassing high values of total to evaporation and other losses. dissolved solids, elevated levels of See ‘water discharge’. dissolved metals or extreme levels of pH (high or low). It requires significant treatment to remove dissolved solids and metals, neutralise and disinfect to meet appropriate drinking water standards.
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• the approach that it has adopted Table 1: ICMM Subject Matter 4 Assurance to identify and prioritise its material Material risks and Report Assured sustainable development risks and opportunities Page1 Key performance indicators figure statement opportunities, described on pages Catastrophic hazard 85 Total number of major (Category 4) 0 17-18 of the Sustainability Report 2020 management and catastrophic (Category 5) spills Independent assurance (ICMM Subject Matter 2); Workplace health and safety 34 Total number of Fatalities (employee 8 report to Glencore plc on • the existence and status of and contractor) selected information in the implementation of systems and Total Recordable Injury Frequency Rate 2.65 2020 Sustainability Report approaches used to manage and (employee and contractor) (injuries per report its material sustainable million working hours) development risks and opportunities Total Lost Time Injury Frequency Rate 0.94 An overview of the scope of our (employee and contractor) (injuries per (ICMM Subject Matter 3); million working hours) assurance work • the Company’s reported performance Climate change and energy 36 Total direct and indirect energy 180 We have been engaged by Glencore plc consumption (PJ) (Glencore or the Company) to perform during the given reporting period for selected key performance indicators Total Scope 1 GHG emissions (million tonnes 15.0 a limited assurance engagement on of CO2e) the following selected sustainability presented in Table 1 (ICMM Subject Matter 4); and Total Scope 2 GHG emissions – location-based 9.3 information (Subject Matter) reported in (million tonnes of CO2) the Glencore 2020 Sustainability Report, • its self-declaration of preparing the Total Scope 3 GHG emissions – losses from 0.7 and its associated Environmental, Social Report in accordance with the Global transmission and distribution of electricity 2 and Governance data and GRI Index Reporting Initiative (GRI) Standards at a (million tonnes of CO2e) for the year ended 31 December 2020. core level, as stated in the Sustainability Total Scope 3 GHG emissions from use of sold 253.1 products (fossil fuels, million tonnes of CO2e) Each of these are available on Glencore’s Report 2020 and its associated website http://www.glencore.com/ Environmental, Social and Governance Water 32 Total water withdrawal (million m3) 1,027 sustainability. data and GRI Index (ICMM Subject Matter 5). Total water discharge (million m3)2 669 Selected Subject Matter for assurance Glencore’s disclosures in the 2020 Reporting Criteria The above Subject Matter has been Responsible citizenship 9 Total amount of Payments made to 5,793 Sustainability Report regarding subject Governments (million USD) matters 1 to 5 of the International Council assessed against the criteria provided of Mining and Metals (ICMM) Sustainable in the ICMM Sustainable Development 1 Page references are provided to the Sustainability Report 2020 2 KPIs will be reported in the associated Environmental, Social and Governance data and GRI Index Development Framework, including: Framework Assurance Procedure and the definitions and approaches in the • the alignment of its policies to the GCP Detailed Indicator Definitions, ten ICMM Sustainable Development Version 1, dated 11 December 2019 Principles and Position Statements (Glencore’s Reporting Criteria), which is (ICMM Subject Matter 1); available to users upon request.
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Assurance statement Our responsibility is to express a The evidence gathering procedures for a • Conducting remote asset reviews continued conclusion on the selected subject limited assurance engagement are more at a sample of assets, selected on a matter based on our procedures. limited than for a reasonable assurance judgmental basis on materiality of We conducted our engagement in engagement which is akin to a financial contribution to reported group KPI accordance with the International audit, and therefore less assurance is data, geographic coverage (Europe, Our assurance conclusion Standard on Assurance Engagements obtained than for a reasonable assurance South Africa, Australia, North America Based on our procedures described in (ISAE) 3000 (Revised) Assurance engagement. and South America) and commodity this report, nothing has come to our Engagements other than Audits Work performed coverage (coal, copper, ferroalloys, attention that causes us to believe that or Reviews of Historical Financial Our limited assurance procedures nickel, and zinc). This work was the selected Subject Matter, stated Information issued by the International included, primarily: performed to: above and on the indicated pages of Auditing and Assurance Standards – Corroborate consistency in • Making enquiries of management the Sustainability Report 2020 and Board. This standard requires that we understanding and application of and senior executives to obtain associated Environmental, Social and comply with the independence and Glencore Reporting Criteria; and Governance data and GRI Index, for the ethical requirements and to plan and an understanding of the overall year ended 31 December 2020, have not perform our assurance engagement internal control environment, risk – Identify systemic challenges to data been prepared, in all material respects, in to obtain sufficient appropriate management, materiality assessment measurement, collection, reporting accordance with the Reporting Criteria. evidence on which to base our limited and stakeholder engagement and control processes, or issues assurance conclusion. We performed processes relevant to the identification, pervasive to region, department Respective responsibilities of Directors the engagement in accordance with management and reporting of and / or group, for the selected and independent assurance provider Deloitte’s independence policies, which Glencore’s material sustainable performance indicators. The Directors are responsible for cover all of the requirements of the development issues, and associated We believe that our evidence obtained the preparation of the sustainability International Ethics Standards Board selected key performance indicators. is sufficient and appropriate to provide information and statements contained for Accountants Code of Ethics and the • Evaluation of the design of controls and a basis for our limited assurance within Glencore’s Sustainability Report. Financial Reporting Council Revised functionality of the Group sustainability conclusion. They are responsible for determining Ethical Standard 2019 and in some areas information management and Glencore’s sustainability objectives are more restrictive. The firm applies reporting database (GCP database) at and for establishing and maintaining the International Standard on Quality a corporate level. appropriate performance management Control 1 and accordingly maintains • Analytical Reviews and trend analysis and internal control systems from which a comprehensive system of quality of reported data per commodity the reported information is derived. control including documented policies department; and procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.
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Assurance statement While we acknowledge that this report continued will be published on the Glencore website, the maintenance and integrity of that website is the responsibility of the Directors of Glencore. The work Inherent limitations that we carried out does not involve Inherent limitations exist in all assurance consideration of the maintenance and engagements due to the selective integrity of that website and, accordingly, enquiry of the information being we accept no responsibility for any examined. Therefore fraud, error or changes that may have occurred to this non-compliance may occur and not report and Glencore’s Reports since they be detected. Additionally non-financial were initially presented on the website. information, such as that included in Deloitte LLP Glencore’s Sustainability Report 2020, London, United Kingdom and Glencore’s website page ‘ESG A-Z’ is subject to more inherent limitations than 14 April 2021 financial information, given the nature and methods used for determining, calculating, and sampling or estimating such information. Our work has been undertaken so that we might state to the Company those matters we are required to state to them in this report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than Glencore for our work, for this report, or for the conclusions we have formed.
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By their nature, forward-looking Neither Glencore nor any of its associates The companies in which Glencore plc Important notice statements involve known and unknown or directors, officers or advisers, provides directly and indirectly has an interest are risks and uncertainties, many of which any representation, assurance or separate and distinct legal entities. In are beyond Glencore’s control. Forward- guarantee that the occurrence of the this document, Glencore, Glencore group Important notice concerning this report looking statements are not guarantees of events expressed or implied in any and Group are used for convenience only including forward-looking statements future performance and may and often forward-looking statements in this where references are made to Glencore do differ materially from actual results. document will actually occur. You are plc and its subsidiaries in general. These This document contains statements Important factors that could cause these cautioned not to place undue reliance collective expressions are used for ease that are, or may be deemed to be, uncertainties include, but are not limited on these forward-looking statements of reference only and do not imply forward-looking statements which are to, those disclosed the Principal Risk that only speak as of the date of this any other relationship between the prospective in nature. These forward- and Uncertainties section of the Annual document. companies. Likewise, the words we, us looking statements may be identified by Report 2020. and our are also used to refer collectively the use of forward-looking terminology, Except as required by applicable to members of the Group or to those who or the negative thereof such as outlook, For example, our future revenues from regulations or by law, Glencore is not work for them. These expressions are also plans, expects or does not expect, is our assets, projects or mines will be under any obligation and Glencore used where no useful purpose is served expected, continues, assumes, is subject based, in part, on the market price of the and its affiliates expressly disclaim any by identifying the particular company or to, budget, scheduled, estimates, aims, commodity products produced, which intention, obligation or undertaking, to companies. forecasts, risks, intends, positioned, may vary significantly from current levels. update or revise any forward-looking predicts, anticipates or does not These may materially affect the timing statements, whether as a result of new anticipate, or believes, or variations of and feasibility of particular developments. information, future events or otherwise. such words or comparable terminology Other factors include (without limitation) This document shall not, under any and phrases or statements that certain the ability to produce and transport circumstances, create any implication actions, events or results may, could, products profitably, demand for our that there has been no change in the should, shall, would, might or will be products, changes to the assumptions business or affairs of Glencore since taken, occur or be achieved. Forward- regarding the recoverable value of our the date of this document or that the looking statements are not based on tangible and intangible assets, the effect information contained herein is correct historical facts, but rather on current of foreign currency exchange rates on as at any time subsequent to its date. predictions, expectations, beliefs, market prices and operating costs, and No statement in this document is opinions, plans, objectives, goals, actions by governmental authorities, intended as a profit forecast or a intentions and projections about future such as changes in taxation or regulation, profit estimate and past performance events, results of operations, prospects, and political uncertainty. cannot be relied on as a guide to financial condition and discussions future performance. This document of strategy. does not constitute or form part of any offer or invitation to sell or issue, or any solicitation of any offer to purchase or subscribe for any securities.
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Contact us Our sustainability communications Our Sustainability Report 2020 forms part of Glencore’s annual corporate reporting Glencore plc suite. It expands on the information Baarermattstrasse 3 provided in our Annual Report 2020 CH-6340 Baar and details how we address our material Switzerland sustainability risks and opportunities. Tel: +41 41 709 2000 In addition to this report, we also publish Fax: +41 41 709 3000 an annual Modern Slavery Statement E-mail: [email protected] and Payments to Governments report, glencore.com as well as regular updates on our activities via our website and social media platforms. Further information on our stakeholder engagement activities is available in our 2020 Annual Report (Section 172 Statement on page 24) and on our website: www.glencore.com/sustainability/ stakeholder-engagement
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