Luzenac 20-pages - Rio Tinto

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communities 10 Luzenac Bernard Mabit (left), General Manager of our French operation, shows local community leaders around Trimouns open-pit mine, following an information meeting presenting the results of the local community survey. 003 argets vs performance > A socio-economic baseline study and community survey were conducted at our French operation, with results being used to good effect with the community. Enjoying respected status in our communities “Luzenac strives to be an active and welcome member of the community wherever it operates. We believe in sincere and altruistic involvement in such areas as education, culture, sport, health and environmental restoration.” Luzenac Code of Conduct for Ethical Behaviour Communities consulted on site closure A key test of a mining company’s SD stance is in the process of closing an operation. In 2002, we had to take this difficult decision with a mine and process plant in Bavaria, Germany. We designed the closure in line with our strict SD requirements, looking at the social, environmental, customer and employee implications. Although our decision to leave was initially unwelcome, both the regulatory authorities and the local community were pleasantly surprised by Luzenac’s thorough and considerate approach. Indeed, the strong community acceptance we have built wherever we operate has allowed us to move forward with two new mining projects in Austria (see page 18). We have demonstrated that positive outcomes for the community and the environment are possible, even when we have to leave an area. 2003 saw the closure of our West Windsor minerals floatation and processing plant in Vermont, USA. The decision was taken after efforts to improve operational efficiencies and costs did not achieve the necessary requirements to offset lower competitive prices and declining volumes.The West Windsor plant was built in 1963 by Eastern Magnesia Talc and was later owned by Windsor Minerals, a subsidiary of Johnson & Johnson. Luzenac has operated the Windsor facility since 1989. The facility will be marketed to manufacturing companies with help from local and state economic development officials. The remainder of the 30-acre site, where several tailings ponds are situated, will be revegetated with native species and will feature a number of small lakes. In planning for the reclamation, Luzenac met with residents from surrounding communities to determine their wishes for the property. After debating such options as landscaped playgrounds, ball fields and even a nine-hole golf course, the consensus was to return the property to its natural state with the incorporation of low maintenance nature paths for hikers and hunters.The seeding of the property with native grasses, along with the planting of red and white pines, hemlocks, and spruce trees will be completed in 2004. Most of the saplings will be harvested from Luzenac’s Windsor tree nursery originally established for restoration purposes. Upon completion of the restoration, the site will be deeded over to the community. Our first community baseline and attitude survey at the birthplace of Luzenac In 2002, we reported that Luzenac had adopted a Five-Year Community Action Plan. The plan puts great emphasis on two-way communication with our communities to gauge how we are regarded, what their concerns are and what their expectations are of us. Up until now, we had never tried to assess our impact on the community in a formal, structured way. We have therefore decided to embark on a series of socio-economic baseline studies and community attitude surveys at our mine and plant sites to bring a degree of formality and objectivity to our knowledge building. 2003 saw the first of these at our French operation Talc de Luzenac France. Talc de Luzenac France (TLF) in the French Pyrenees is our oldest and biggest operation. Situated above the village of Luzenac to which the company owes its name, the mine has been worked since the 1880s and the company itself dates back to 1905. A family-run firm for much of its lifetime, the local communities continue to be formed to a significant extent by our employees themselves and their families. The integration between TLF and the local community is naturally very strong, so it seemed only logical that our first socio-economic baseline study and community attitude survey should be conducted here at Luzenac’s birthplace. The survey results were both helpful and interesting (see box). Our French operation is now actively seeking ways to support and involve itself in the life of local communities in a more targeted way. Following this very useful work, we will be conducting further socio-economic baseline studies and community attitude surveys at our other mine and plant operations over the next four years. Specifically consulting in this manner will allow us to establish if our contributions in cash and in kind are directed in the way the communities want. Residents from a neighbouring village visit our Trimouns open-pit mine in the French Pyrenees and gain an insight into what Luzenac is doing to mitigate its impact on the environment.
On the 2003 communities agenda In 2003, our operations around the world continued to organise events in their respective communities, ranging from open days to birdwatching excursions to hiking trips with family and friends… Luzenac America organises loon count The 2003 annual Luzenac America Montana operations bird watching event was held at Ennis Lake near the Luzenac Yellowstone mine. This year’s event, a count of loons that use the lake during fall migration, was a joint effort organised by Luzenac, Montana Audubon, Sacajawea Audubon, the Montana Outdoor Science School, and the Madison Valley Ranchlands Group. Over 100 common loons were present on count day and the participants observed 49 other species of birds. About 60 pairs of common loons nest in Montana, with 30 or so pairs successfully raising fledglings in a typical year. The loons on Ennis Lake use the area as a migratory stopover, feasting on fish and the occasional crayfish.These large lakes and rivers, with their abundant fish populations, are critical to the survival of North American loons. The information we gathered at this year’s event will be added to community survey results A sphere of influence extending over a thousand square kilometres • The baseline study conducted in March and April 2003 revealed that TLF’s sphere of influence extends over a thousand square kilometres, and includes around 34,000 inhabitants in a total 87 municipalities. A predominantly rural, mountainous area, many of these municipalities number less than 100 inhabitants. 42% of the populations of the villages lying within a 25-kilometre radius of TLF work for the company. TLF is therefore one of the principal mainstays of the local economy through the jobs and spin-offs it provides, and the tax revenues it pays. • The employment situation is very mixed. Industry still has a high profile in certain towns, but has been experiencing problems in some areas due to the decline of the textile industry and major downsizing at Péchiney’s local aluminium smelter. Generally speaking, changes over recent decades highlight a decline in the primary sector, the erosion of the manufacturing sector and strong growth in the service sector, particularly the tourist industry. A good image but a certain nostalgia for the management style of the past • The attitude survey was conducted among a representative sample of the local population in the form of a questionnaire sent out to about 500 people in the districts around the operation. The sample included a large proportion of community leaders. Responses to the questionnaires were rounded out by fifty telephone and face-to-face interviews. • The survey revealed that TLF is broadly well regarded. 93% of respondents said the company had a good image. When asked to describe TLF, a majority of respondents used positive adjectives such as “beneficial”, “professional” or “dynamic”, and most were optimistic as to the future of the operation. Respondents recognised the efforts our French the bank of bird-inventory data being collected in support of nominating a portion of the Madison Valley as an Important Bird Area (IBA). The IBA project is a collaborative project sponsored by Luzenac, Montana Audubon, Sacajawea Audubon, the Madison Valley Ranchlands Group, and is funded in part by the Rio Tinto Birdlife Partnership Action Fund. ¬ operation has made in recent years to mitigate its effects on the environment. They also think TLF takes a responsible approach to managing its resources and the health and safety of its employees. • However, there was some concern about the impact of the mine on the environment, particularly the landscape. Respondents also expressed nostalgia for the era when the company was a locally managed, “family” firm and much closer to the local population. Indeed, once considered an integral part of the local community, and despite its generally good image, TLF is now perceived as an “outsider”. This is mainly due to the fact that management no longer lives in the village and is therefore less directly involved in community life, and to the fact that TLF is now part of a major international group and that the decision-making centre has shifted away. Despite this, TLF is still seen as the major driving force behind the area’s economy. During a trip to Rodoretto, the Bishop of Pinerolo (second left) asked to tour our underground mine and to meet the Polish miners’ community. 2004 targets talc for the world 11 As part of a local cultural event in the Rabenwald-Oberfeistritz region where our Austrian open pit mine and mill are located, Luzenac Naintsch and the Styrian Government sponsored an exhibition of the work of Hungarian Op-art painter Victor Vasarely. communities > Conduct socio-economic baseline studies and community surveys at our Rabenwald-Oberfeistritz operation in Austria and at our Montana mine and plants in the USA.
Page 1 and 2: Meeting Today’s Needs. Securing T
Page 3 and 4: Welcome… Welcome to Luzenac’s s
Page 5 and 6: Building quality relationships with
Page 7 and 8: Implementing fair and safe employee
Page 9: Luzenac tests Crisis Management pla
Page 13 and 14: such as elk, mule deer, and bighorn
Page 15 and 16: wastewater treatment New solutions
Page 17 and 18: Fostering supplier and joint ventur
Page 19 and 20: 2001 sustainable development indica

Luzenac 20-pages - Rio Tinto

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