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CSR 2016 Nornickel.Pdf RELIABILITY RESPONSIBILITY EFFICIENCY GROWTH PROFESSIONALISM COLLABORATION NornicKel CORPORATE SOCIAL RESPONSIBILITY 2016 REPORT THEY SAW THE FUTURE. OUR MOST THEY BELIEVED IN THE FUTURE. VALUABLE THEY BUILT THE FUTURE... YEARS HAVE PASSED AND NOW, OVER EIGHT DECADES OF OPERATIONS ASSET AS MUCH AS BEFORE, OUR IN THE FAR NORTH, OUR ENGINEERS PEOPLE CONTINUE TO BE OUR HAVE DEVELOPED GROUNDBREAKING KEY RESOURCE AND MOST TECHNOLOGIES AND UNIQUE SOLUTIONS VALUABLE ASSET. THEY SEEM WHICH ALLOW THE COMPANY IS OUR TO HAVE BORROWED THE BEST TO LEVERAGE AVAILABLE RESOURCES PROPERTIES OF OUR METALS AND MAINTAIN THE EXCELLENCE TO WITHSTAND THE HARSH OF OUR PRODUCTS. AN EVEN GREATER CHALLENGES AND BECOME HERITAGE IS OUR IDENTITY WHICH A REAL SYMBOL OF RELIABILITY. UNDERPINS OUR EFFECTIVENESS PEOPLE AND SOLIDARITY IN WORKING OVER DECADES, THEY HAVE BEEN TOWARDS THE TARGET, NO MATTER DISCOVERING NEW LANDS, THE DIFFICULTIES. CONSTRUCTING MINES AND PLANTS, SMELTING METALS, BUILDING NEW CITIES AND RAISING CHILDREN. OUR MISSION AND VALUES Through the efficient use of natural resources and equity RELIABILITY EFFICIENCY PROFESSIONALISM is an ability to address any is delivering against our is the ability to ensure WE supply manKind with non-ferrous metals, which maKE the world challenges to ensure success targets in due time a sustainable strong for the business. and at minimum costs. performance. A more reliable place to live and help people realise their aspirations For us, reliability means that the Efficiency is key to our strong To be professional means Company and its team can fully competitive edge and investment to achieve goals with due regard for development and technological progress. A G4–56 and assuredly honour commit- appeal. It means excellence in all to health, safety and environment, ments to both each other and our business areas through the commit oneself to continuous partners, counterparties, govern- leverage of an optimal strategy, operating improvements and ment agencies and local communi- advanced technologies and best implementation of innovations ties, regardless of ongoing practices, effective staff manage- and cutting-edge technologies. circumstances and market ment, rational use of financial and conditions. HR resources, and mitigation of the Company’s environmental impacts. Our reliability is underpinned by To be efficient, our employees COLLABORATION a high resource to production ratio, need to continuously develop their is the ability and desire of our strategic planning, an absolute professional skills, gain new employees to achieve goals RELIABILITY priority of health and safety knowledge, and pursue personal and objectives through teamwork, issues, competitive social benefits growth. respect and mutual assistance, to employees, and sustainable the willingness to share experi- R development in the regions ence, knowledge and resources, E S of operation. and actively develop horizontal Y P C O GROWTH communication as part of N N is an effective production the effective interaction between E ramp-up and upgrade, leverage the management and rank-and- I S I of ground-breaking technologies file employees. C B RESPONSIBILITY I is a desire to honour our and development of our people. F I L F commitments and take on Collaboration can only I E T responsibility for our decisions. Growth is key to our strong be built through openness Y performance and continued and consideration for Responsibility is the main leadership despite any market the interests of all stakeholders. behavioural principle for each challenges. employee in their corporate and external relations, as it is regarded Our ability to grow depends on the C O as a key to maintaining reliability. willingness to set and achieve strate- Responsibility is closely tied gic goals, understand and embrace L L to the readiness to assume personal changes quickly responding to A H responsibility for the decisions made. the shifting operating environment, B T invest in the exploration and O It also means grasping the need to development of new promising W R strictly and reasonably comply with deposits, and commit ourselves A O T R the corporate rules and standards, to the development and retraining IO G a permanent focus on health and of employees. N safety, zero tolerance to corporate misconduct, negligence and breach P of business ethics, as well as RO ISM continuous and sincere aspiration FESSIONAL of each employee to maximise the impact of their performance. CONTENTS NORNICKEL GROUP 6 130 Statement APPENDICES OF the President 130 AND Chairman Appendix 1 OF the Management Compliance with the UN Global Compact 30 54 82 100 principles Board 131 Appendix 2 4. RESPONSIBLE 5. EFFECTIVE 7. ENVIRONMENT 8. SOCIETY GRI G4 Content Index OPERATIONS RELATIONSHIPS 83 101 136 7.1. Environmental management system 8.1. Employees and social policy 8 31 55 Appendix 3 Identified Material Aspects 4.1. Sustainability management 5.1. Stakeholders and interaction 83 111 and Boundaries (GRI G4) 1. 2016 HIGHLIGHTS mechanisms 7.2. Environmental protection 8.2. Developing local communities 34 expenditures 138 4.2. Corporate governance 55 123 5.2. Dialogue with employees 85 8.3. Transport accessibility Appendix 4 37 7.3. Environmental performance GRI G4 Specific Standard Disclosure 4.3. Remuneration 58 11 5.3. Dialogue with shareholders 90 144 38 and investors 7.4. Biodiversity conservation Appendix 5 2. ABOUT 4.4. Risk management framework List of abbreviations 60 93 126 40 5.4. Dialogue with business partners 7.5. Impacts from transport 146 NORNICKEL 4.5. Corporate security 4 and logistics operations Appendix 6 GROUP 60 9. ABOUT THE REPORT Opinion of RSPP Council 41 5.5. Dialogue with authorities, 94 on non-financial reporting 4.6. Preventing and fighting communities and non-profit 7.6. Impacts from foreign operations corruption organisations 150 94 Appendix 7 43 64 7.7. Energy conservation and efficiency External Assurance Statement 4.7. Anti-money laundering 5.6. Environmental dialogue and counter-terrorist financing initiatives 65 5.7. Supply chain responsibility 44 4.8. Corporate Trust Service 152 45 22 4.9. Transparency 10. CONTACTS 46 3. PRIORITIES 4.10. Product responsibility AND OBJECTIVES 49 4.11. Research and development 23 3.1. Development strategy 49 4.12. Ensuring economic efficiency 70 24 3.2. Goals and objectives by CSR Focus Area 6. SAFETY 71 6.1. Occupational health and safety 78 6.2. Improvement of social and working conditions © 2017 Nornickel Group. All rights reserved. CORPORATE SOCIAL RESPONSIBILITY REPORT 2016 STATEMENT OF THE PRESIDENT AND CHAIRMAN OF THE MANAGEMENT BOARD NORNICKEL GROUP about a 1.5-fold increase in output and Nadezhda Metallurgical Plant, Statement and an almost 2-fold growth figure commissioned a saline effluent in concentration volumes by 2023. disposal facility at Kola MMC, and OF the President This is only possible through prepared to introduce advanced continuous upgrade of capital metal leaching technology. AND Chairman assets and technology. It is important to note that our of the Manage- As before, health and safety remain modernisation projects caused no a top priority of our production decline in output or major job cuts. A policy. A set of measures intro- Nornickel remains a leader in terms ment Board G4–1 duced in 2016 helped bring down of social responsibility and fulfils our overall injury rate. Our employ- its obligations to more than In 2016, Nornickel once again ees demonstrated a more respon- 80,000 employees every year. reaffirmed its reputation of a sible behaviour, with their pro- Along with traditional forms sustainable company that stays up active approach allowing us to of social support, Nornickel intro- to date and is able to overcome the identify more cases of workplace duces social programmes aimed global financial turmoil. Our flexible safety violations. New machinery, at urban development, social financial and dividend policies protection equipment, positioning entrepreneurship, charity, and enabled the Company to achieve a and radio systems used under- volunteering. strong financial performance, ground have contributed to a sustain the drive for reconfiguration decrease in injury rates. Still a lot Nornickel remains a reliable partner and upgrade of its production needs to be done to guarantee to regions of its presence, both as facilities, and hold firm to its safe labour. In particular, we have a major taxpayer and a contributor obligations to customers and to focus on prevention and step to important regional and federal Nornikel suppliers. Most importantly, up measures to avoid workplace programmes supporting social Nornickel maintained trust of the accidents and injuries. activities, sports, and infrastructure investment community, which projects. 6 helped secure funding for the An important part of the modernisa- remains Company’s key projects. tion plan is our commitment to I am confident that the well-coordi- solving decades-long legacy nated efforts of the management However, this does not mean we environmental issues. In 2016, and professionalism of Nornickel can rest on our laurels. The Nornickel invested over RUB 25.7 bn employees will help the Company Company has major tasks to in these solutions. We shut down to retain its industry leadership A leader achieve in terms of keeping costs Nickel Plant, which was beyond and live up to the reputation under control and improving labour modernisation, thus cutting sulphur of a reliability role model productivity. In 2016, we launched dioxide emissions within Norilsk for the employees, community, a long-term development pro- city limits. We upgraded and and country in general. in terms gramme that is expected to bring ramped up Talnakh Concentrator of social responsibility Vladimir Potanin President, Chairman of the Management Board MMC Norilsk Nickel CORPORATE SOCIAL RESPONSIBILITY REPORT 2016 2016 HIGHLIGHTS NORNICKEL GROUP 2016 highlights SAFETY THE COMPANY’S POSITION IN THE INDUSTRY % OF GLOBAL OUTPUT A G, G . . . . . Ni Pd Rh Pt Cu Co FIFR LTIFR Occupational health and safety expenses per employee (RUB ’ ) No. No. No. No. No. No.
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