Corporate responsibility report 2005 - Tata Steel

2005
Corporate responsibility report
Striving to make a difference
Value in steel

How are
we doing?
We take corporate responsibility seriously.
Our results are improving, but we recognise
that we still have further work to do.
Our objective is world-class performance.
Contents
1 Our performance in summary
2 Message from the Chief Executive
3 How do we manage corporate responsibility?
5 What does sustainable development mean
for us?
6 Sustainable solutions
Construction
Automotive
Packaging
Consumer products
12 How do we care for our people?
Health and safety
Valuing our workforce
20 How do we protect the environment?
Environment
30 How do we support our communities?
Communities
34 How do we safeguard our business?
Business ethics
38 Progress against targets
40 Validation statement
41 Glossary
Company profile
Corus is an international company that manufactures,
processes and distributes steel and aluminium products
and provides related services in design, technology
and consultancy.
The Group has manufacturing operations in many countries.
It has major plants in the UK, the Netherlands, Germany,
France, Canada, the USA, Norway and Belgium, as well as
sales offices and service centres all over the world. It serves
the construction, automotive, packaging, mechanical
engineering, metal goods and electrical engineering
sectors. With a clear focus on carbon steel, Corus
aims to deliver value to its stakeholders.
Corus is organised into four divisions (Strip Products,
Long Products, Distribution & Building Systems and
Aluminium*) and, at the end of 2005, employed 47,300
people. Turnover in 2005 was £10,140m (EUR14,796m)
and Group operating profit was £680m (EUR992m).
Further information is available at www.corusgroup.com
*On 16 March 2006, Corus announced that it had signed a letter of intent
with Aleris International Inc. for the proposed sale of its Aluminium rolled
products and extrusions businesses.
Feedback
If you have any comments on what we have done so far
or on how we can further improve, then please email us at
feedback@corusgroup.com

Our performance
in summary
What have we achieved?
• We have improved our health and safety performance –
our lost time injuries reduced by 24% in 2005.
• The high profile recognition of the importance of health
and safety was maintained in 2005 – 156 Executive
Committee safety tours were carried out.
• We developed and launched a further three mandatory
health and safety standards during 2005.
• 86% of our manufacturing operations have now been
certified to ISO 14001.
• Our compliance with emission limits improved during the
year to just under 99%.
Where do we need to improve?
• Despite the overall improvement in our health and safety
performance, we still had two fatalities in 2005 – our focus
on improving health and safety will continue in 2006.
• We will continue to improve our energy efficiency and
reduce our greenhouse gas emissions.
• We aim to further improve our level of compliance with
increasingly stringent emission limits and to further reduce
our production waste to landfill – we have set revised
improvement targets in these areas.
• We have a strong, established, compliance culture. This
year we will further embed our ethical business principles
with the delivery of a strengthened Code of Ethics.
• We are continuing to play a leading role in a major
European project to investigate and develop breakthrough
technologies for ultra-low CO 2
steelmaking.
• Our waste to landfill, excluding exceptional items, was
11.5% lower in 2005 compared to 2003.
• Life-cycle inventory environmental data is now available for
88% of our products.
Corus Corporate Responsibility Report 2005 1

Message from the
Chief Executive
We believe in the importance of meeting our
corporate responsibilities. We are developing
The Corus Way within a safe and sustainable
environment.
I have pleasure in presenting our second corporate
responsibility report, where in addition to health, safety,
environmental and social issues, we have extended reporting
on the ethical aspects of our business. Our Restoring
Success programme, launched in 2003, will be completed
by the end of 2006. Corus today is more robust as a result
of this programme and through The Corus Way we will
look to build on this positive momentum.
The Corus Way defines our longer term ambitions. We will
deliver value in steel, by further increasing our mix of
differentiated products, embedding a culture of continuous
improvements in all our processes and pursuing selective
growth opportunities. A Group-wide continuous improvement
programme, based on the principles of lean thinking, has
already been launched and 250 coaches have undergone
training to engage our employees in moving towards even
higher standards of performance. This involved, committed,
workforce of passionate people will deliver The Corus Way
in a safe and sustainable environment. Our commitment to
corporate responsibility is therefore an integral part of the
way we run our business.
During 2005, we have seen a further 24% reduction in the
frequency of lost time injuries and we have implemented a
Group-wide safety awareness programme. All members of
the Executive Committee, including myself, have personally
conducted health and safety tours – 156 were completed
in 2005. This emphasises the leadership and widespread
recognition of the importance of health and safety across the
Group. Regrettably, the year also brought two fatal accidents
to Corus employees. Safety therefore remains our first priority.
Within our production processes, we have continued to
improve our environmental performance, with 86% of our
sites now certified to ISO 14001. By the end of 2005, we
had achieved just under 99% compliance with our emission
limits. We are also reducing our greenhouse gas emissions
by improving our energy efficiency and by participating
in the EU Emissions Trading Scheme. In addition, we are
a significant partner in ULCOS (ultra-low CO 2
steelmaking),
a EUR44m (£30m) research project to investigate
technologies to substantially reduce CO 2
emissions from
the steelmaking process.
Our products have inherent environmental advantages,
as they are both durable and recyclable. In support of
The Corus Way, we are continuing to invest in our business
and to further develop our products, including, for example,
a £153m (EUR223m) investment at IJmuiden to expand the
Group’s product range for the construction and automotive
markets, including advanced high strength steels.
Our performance is underpinned by strong ethical standards
and conduct. A new competition compliance programme
has enhanced the integrity and consistency of our business
practices and we will look to build on this successful
approach. During 2006, we will also deliver a strengthened
Code of Ethics.
We have made good progress against the improvement
targets we set last year and as part of our drive for continuous
improvement have developed some challenging, new and
revised targets. Together with the Group’s Board and Executive
Committee, I am committed to ensuring their delivery.
2 Corus Corporate Responsibility Report 2005
Philippe Varin

How do we manage
corporate responsibility?
Corporate responsibility is integral
to the way we do business.
We take our corporate responsibilities seriously.
Sound governance and effective management
systems ensure that we deliver on our promises.
Below we outline some key principles which underpin
our business approach.
Accountability
Our Board provides overall direction for corporate
responsibility. Our Executive Committee, chaired by the
Chief Executive, sets health, safety, social and environmental
policies and standards for the Group. It also monitors
their implementation in each of our business units. Four
independent non-executive directors sit on a Board-level
Health, Safety and Environment Committee which reviews
operational performance, anticipates potential future issues
and provides support in setting direction and considering
strategic options for improvement. Further review of our
business safeguards is carried out by our Board Audit
Committee, which also comprises four independent
non-executive directors.
In the end, no matter how effective our systems may be,
individual accountability is critical if we are to achieve the very
high standards we set ourselves. It is a key priority within the
business to develop a positive attitude to safety, health and
the environment amongst all our employees. We achieve
this through our recruitment policies, by ensuring that all
our employees receive appropriate levels of training and
by fostering a culture where responsibilities are delegated
to the point in the organisation at which they can be
implemented most effectively.
Stakeholder engagement
As a large-scale, international business, we maintain active
dialogues with our main stakeholders – customers and
suppliers, investors, shareholders, employees, trade unions,
local communities and the general public. We engage with
each of these in a variety of ways. Many examples of this can
be found throughout this report.
Each of our divisions is responsible for implementing Corus’
health, safety, social, ethical and environmental policies. They
are charged with the responsibility of putting systems in place
that identify, assess, monitor and control hazards and
minimise all relevant risks. In addition, functional health,
safety, environmental and human resources teams provide
a co-ordinated and effective specialist advisory service,
supporting the Executive Committee divisions and business
units in meeting their responsibilities.
Corus Corporate Responsibility Report 2005 3

How do we manage corporate responsibility?
Management systems
We have established management systems to cover
the quality, health, safety and environmental aspects of
our operations. These systems allow us to manage our
operations effectively. Our systems are, in the main, certified
in accordance with international quality, environmental and,
increasingly, health and safety, management standards.
Management and measurement
As we would for any critical business activity, we manage
our corporate responsibility performance against clear
and objective criteria. We set targets for improvement and
then monitor, review and report against these targets and
other key performance indicators. Development of these
indicators has been informed by our Group policies, our
commercial, social and environmental objectives, risk
identification and assessment, emerging best practice
and internal/external consultation.
An integrated approach
We believe that the integration of environmental, social and
economic factors within our business processes adds to the
sustainability of our operations. We aim to provide products
and services which contribute positively to society and
improve the quality of life for our employees and the
communities in which we operate.
Our organisational structure
Board*
Executive Committee
Divisions
Business Units
Corporate Functions**
*Including Board Health, Safety and Environment; Audit; Remuneration;
and Nominations Committees.
**Including health and safety, environment, internal audit, human
resources and technology/RD&T.
4 Corus Corporate Responsibility Report 2005

What does sustainable
development mean for us?
We aim to balance the needs of our
stakeholders by incorporating sustainable
development principles into all aspects
of our business.
Making a positive contribution
We make a significant contribution to society in a variety
of ways – through the employment we provide; as a result
of the inherent social and environmental advantages of the
products we supply; and in our positive interaction with the
communities around our sites.
Lighter, stronger, durable, reusable
and recyclable products
The intrinsic advantages of both steel and aluminium equip
them for a wide range of applications. Steel’s excellent
mechanical properties, combined with its high strength,
contribute to improved safety performance. Aluminium offers
lightweight solutions to design problems, allowing for
products that use less raw material and energy.
Recycling is sometimes promoted by new product ‘minimum
recycled content’ criteria; the intention being to boost the
market for recycled materials. However, economic incentives
to recycle already exist for steel and aluminium and high
recycling rates are already achieved.
The steel and aluminium in use today will be reused and
recycled many times in the future. Around 40% of the world’s
production of ‘new’ steel is, in fact, made from recycled steel
without any loss of quality.
Sustainable solutions
Examples of how our products contribute to sustainable
development through improved quality of life and reduced
environmental impact are detailed in the following sections.
Our products are durable, adaptable, reusable and
recyclable. They are essential to modern life – for example
they are used in affordable and energy-efficient modular
homes, as well as in lighter, stronger and safer transport
systems. Through our research and development activities,
we are continuing to develop products which give additional
social and environmental benefits to our customers and
society as a whole.
Corus Corporate Responsibility Report 2005 5

Sustainable solutions
Construction
The social and environmental advantages of
our products are demonstrated in all forms
of construction, from multi-storey buildings
to light steel framed affordable housing.
Why steel is good for construction
Steel buildings are more adaptable than those made using
other materials. Steel’s strength provides large open floor
areas, giving flexibility of use throughout the building’s life.
Steel buildings are adaptable too, since they can be easily
extended, unbolted and reconnected, modified, repaired,
reused or recycled as necessary.
The environmental advantages of using steel in
construction are:
• 100% recyclability.
• Minimum use of materials.
• Minimum waste – both on-site and in the fabrication shop.
• Ability to fabricate off-site in a controlled environment.
• Adaptability and flexibility over the lifetime of a building.
• Effective end-of-life options such as refurbishment,
dismantling and reuse or recycling.
For the communities surrounding a construction site, steel
also offers:
Sustainable construction
Steel construction is inherently sustainable. Steel’s
environmental advantages are demonstrated in all forms
of construction, from traditional steel framed buildings used
for multi-storey offices or flats, to more recent developments
with modular systems developed by Corus Living Solutions.
With steel, sustainable construction is a reality with a proven
track record. For example, over 90% of all steel used in any
construction project is reused or recycled at the end of the
building’s useful life.
Recycling in practice
Corus Colors has completed a study of the recycling of
insulated panels, because although steel is inherently
recyclable, it can be used in applications that make it
less readily recyclable. The study highlighted opportunities
for the development of alternative insulation materials that
could combine with steel to make building components
easier to recycle. This ties in with a WRAP (Waste &
Resources Action Programme) sponsored project on the
use of recycled cellulose (newsprint) as an industrial
insulation material, which was completed last year.
• Off-site fabrication and pre-fabrication, which reduces site
construction time.
• Clean and dust-free fabrication and erection.
• Minimised disturbance from construction activities.
6 Corus Corporate Responsibility Report 2005

Sustainable solutions
Sustainability in action
The old Lackenby open hearth steelmaking
building at Teesside, which was built in 1953,
was demolished in 2004. Following demolition,
100% of the scrap was recovered for making
new steel products. The building contained
over 20,000 tonnes of structural steel and
cladding, which was then recycled at a rate
of about 1,000 tonnes each week over a
five-month period. In order to show how old
steel is recycled into new products and into
higher quality applications, the steel made
during this period was tracked through to end
use. The recycled steel has gone into many
applications. Specific products that were
made using the recycled steel include:
• Structural sections used in the construction of
Heathrow Terminal 5.
• Galvanised strip steel used to make light
steel framed houses.
• Strip steel, supplied to the Royal Mint to
make copper-plated 1p and 2p coins.
• Automotive parts for major car companies,
including body parts for the SAAB-93
Convertible and the new Ford Transit.
The recycling of steel from the Lackenby
building alone has saved enough energy to
supply over 3,700 households with their energy
requirements for one year.
Green on the outside
Kalzip ® Nature Roof, our aluminium roof system, provides
a safe and solid basis for landscaped roofs and garden
roof features. It looks good, provides habitats for insects
and birds, improves thermal and acoustic performance,
consumes CO 2
, reduces rainwater run-off and is recyclable.
We also offer energy-generating photovoltaic systems that
are fully compatible with Kalzip.
Informing construction decision-makers
We have launched a website to enable architects, engineers
and other specifiers to understand the benefits of using steel
in construction (www.sustainablesteelconstruction.com).
Reduced risk of on-site accidents and reduced
life-cycle environmental impact
Colorcoat HPS200 ® , a pre-finished steel product for roof
and wall cladding, reduces the risk of fall-related accidents
as it is maintenance free and eliminates the need for annual
inspections or regular maintenance. Furthermore, with
its unique paint formulation for corrosion resistance and
its 30-year Confidex ® guarantee, Colorcoat HPS200 has
superior durability compared to other pre-finished steels.
This minimises its environmental impact and reduces building
life-cycle costs. The environmental profile of Colorcoat
HPS200 has been published in an Environmental Product
Declaration (EPD), available at www.colorcoat-online.com.
Life-cycle assessment
Corus RD&T has developed a life-cycle assessment tool
that can help design sustainable buildings. The tool, known
as CLEAR, helps designers and decision-makers such as
architects to evaluate and minimise the environmental
impacts of buildings, from manufacture and construction to
use and demolition. A key feature of the tool is the facility
to compare options for a building’s design and materials.
Since a substantial proportion of CO 2
emissions in the UK
arise from the construction, maintenance and occupancy
of buildings, there is a clear need for such tools.
Corus Corporate Responsibility Report 2005 7

Sustainable solutions
Automotive
Our products help our customers build safer,
fuel efficient and more environmentally friendly cars.
In the global automotive industry, we are using our
technology leadership to help address key environmental
challenges such as cost-effective lightweighting for reduced
CO 2
emissions, passenger/pedestrian safety and the
EU End of Life Vehicles Directive (ELVD). We are also
collaborating with our customers at the implementation
level, to improve environmental performance with a longer
term, sustainable, approach.
Investing in advanced high strength
steel technology
In November 2005, we announced the investment of £153m
(EUR223m) at Corus Strip Products, IJmuiden, to further
expand and enhance the Group’s product range and
capabilities including the development of advanced high
strength steels for use in lightweight automotive applications.
Stronger, safer, affordable
By combining engineering and materials science know-how
with manufacturing innovations, we are helping the
automotive industry build cars that are not only safer for
drivers, passengers and pedestrians, but which are also
more affordable, fuel efficient and environmentally friendly.
One example is a new technique that has been developed
by our automotive engineers in conjunction with Corus RD&T,
to optimise the crash behaviour of cars built from Corus’
advanced high strength steels. Our ‘Forming to Crash’
technique pre-calculates the additional strength induced into
body panels during metal-forming operations and then feeds
the new, stronger behaviour of the formed metal part
back into a car’s design to assess its influence on crash
performance. As well as improving performance of the
finished car, this approach is helping car makers to minimise
the structural weight and cost of their products.
Another example is the ELVD recycling requirements that
come into force in January 2007. We have been working
closely with car makers, putting the case for using more of
the world’s most recyclable engineering material – steel –
to help them meet their ELVD challenge.
Recyclability
When it comes to car components, sustainability involves
finding more cost-effective ways to use recyclable metals
rather than plastics. A recent vehicle engineering study by
Corus on designs for a clutch pedal in aluminium, plastic
and steel demonstrates that recyclability does not have
to have an adverse effect on cost or performance (see table
on opposite page). Car makers will increasingly need this type
of support from materials suppliers as the ELVD legislation
bites and designers strive to meet 95% recyclability and
takeback requirements in 2015.
Where aluminium is the preferred material, Corus Aluminium
Rolled Products at Duffel, Belgium, has developed new
materials such as Ecolite. As well as being strong and
lightweight, Ecolite uses the same alloy as other panels on a
car – enabling it to be recycled more effectively and efficiently.
8 Corus Corporate Responsibility Report 2005

Sustainable solutions
Clutch pedal design – inter-material comparison
Design Advantages Disadvantages
Aluminium alloy casting Recyclable, low weight, robust, High cost.
good for complex shapes.
Plastic injection moulding Low weight, good for Poor recyclability, high cost, low
complex shapes.
stiffness, not robust.
Steel fabrication Recyclable, low cost, High weight.
strong, robust.
Steel pressing Recyclable, low cost, Not suited to complex shapes.
low weight, strong, robust.
Improving passenger and pedestrian safety
A further example of how we are helping automotive
sustainability is in the field of hydroforming. When Metalbages
(an automotive component manufacturer in Pamplona,
Spain) asked for simpler crash load-bearing parts, we
suggested making them from a Corus hydroformed tubular
blank. Instead of the conventional fabrication of such
components from 18 pieces, the Metalbages part will
be made from Corus material formed to final shape in
a single part, and then cut in two. This not only saves on
manufacturing and labour costs, but also reduces both
energy consumption and manufacturing waste.
We have also developed products that will help the highways
infrastructure industry meet new EN1317 European legislation
to improve containment and protection of car occupants in
the event of a crash, including roadside and bridge parapet
safety barriers.
Ending a sticky problem
Corus Colors, Firsteel, in Walsall, West Midlands, has
developed a unique hexavalent chromium-free adhesivecoated
metal, Envirobond. This can replace hexavalent
chromium-based adhesives in a wide range of automotive
applications, enabling car makers both to avoid using this
harmful material and to meet the requirements of the ELVD.
Envirobond will offer an alternative to manufacturers of
components that require pre-applied reactivatable adhesives,
such as weather strips used in, for example, door linings,
sunroofs, bonnets, boots and interior trim.
Components for greener engines
The increasingly stringent demands of Euro 4 and Euro 5
emissions regulations can only be met with the latest high
pressure diesel injection systems. The extreme pressures
and temperatures developed within these systems (2000
bar and 350°C respectively) put pipe, pump and injector
components under huge stress. In response, Corus
Engineering Steels has developed specialist alloys for use
in these latest generation systems – steels that have the
exceptional cleanness needed for accurate machinability,
whilst also giving them great inherent strength and durability.
Greener materials for component makers
Transmission system manufacturers want to improve
process efficiency and remove unnecessary processing.
Corus Engineering Steels is helping by developing new
grades of steel that enable carburising to be carried
out at higher temperatures and under a low pressure
atmosphere. This innovation reduces the total amount
of gas used in the carburising process, and consequently
reduces CO 2
emissions.
Corus Corporate Responsibility Report 2005 9

Sustainable solutions
Packaging
Our products are fully recyclable
and are highly recycled.
Taking a broad approach to recycling in
the Netherlands
A steel packaging recycling rate of 86% has been achieved
in the Netherlands through continuous improvement in the
recycling chain, resulting in an integrated waste management
system without separate collection programmes.
We are involved in a Dutch initiative to reduce litter.
Because we believe litter problems are more related to
people’s behaviour than the packaging itself, we support
national campaigns run by Nederland Schoon, an
organisation which aims to prevent and combat litter.
As steelmakers we are associated with beverage cans,
which, although they only represent about 2% of all litter,
are nevertheless a visible component of it. We have
increased our anti-litter promotional activities with, for
example, a ‘fishing for litter’ project which encourages fishing
vessels to bring ashore any litter they catch in their nets.
Canned food proves to be a sustainable
top performer
A recent TNO study commissioned for the European steel
packaging organisation (APEAL), has shown that food
packaged in steel cans has a high sustainability performance
compared to other packaging options. The study analysed
the performance of packaged vegetables in terms of
environmental impact, cost to the consumer and nutritional
value. When combining economic and environmental
aspects, vegetables sold in a steel can, frozen in a plastic
bag or fresh-peeled, performed with above average
eco-efficiency. Vegetables in a food pouch, laminate carton
or frozen in a carton performed less well.
Packaging recycling in the UK
Our commitment to recycling, and the inherent recycling
advantages of steel, are demonstrated by our leading role
in increasing the recycling of steel packaging from UK
households. Most metal cans or ‘tins’ used in the home
are actually made of recyclable steel.
Corus Steel Packaging Recycling launched a number
of initiatives in 2005 to achieve ever higher recycling
rates for steel packaging. During 2005 we worked with
19 organisations in the UK from Glasgow to Devon, providing
recycling equipment and participating in local events to
improve recycling rates. Over 90% of local authorities now
provide recycling schemes, most of them with infrastructure
provided by Corus. We recycled 7% more packaging in
2005 compared to 2004, including over 1.5 billion steel cans.
The Government’s recycling rate information for 2005 shows
that 51.4% of all steel packaging in the UK was recycled –
compared to 46% in 2004, and 25% in 1998.
Sustainable and food safe
product development
Protact ® consists of a steel substrate and a VOC-free
polymer coating. Protact is recyclable, meets or exceeds
food-contact standards and is the best available food-contact
packaging solution.
10 Corus Corporate Responsibility Report 2005

Sustainable solutions
Consumer products
We work closely with our customers and suppliers
to develop products that are better for consumers
and the environment.
Improved environmental performance
through use of pre-finished steel
By manufacturing high-performance coated products in a
controlled and continuous operation, we are better able
to manage the environmental impact of the process.
Not only do pre-finished steels provide a greater level of
consistency and quality than batch-produced products,
but the economies of scale we achieve by concentrating
on the coating operation mean that we can employ the
latest management systems and environmental
protection technologies.
Compliance with WEEE/RoHS Directives
Our products comply with the requirements of the EU
Restriction on Hazardous Substances (RoHS) Directive.
We have worked extensively with both suppliers and
customers to refine our production processes and eliminate
the need for hexavalent chromium-based pre-treatment of
pre-finished steels. For example, the supply of hot dipped
galvanised steel is now available in a WEEE/RoHS compliant
form, following the introduction of new passivation systems.
Guaranteed performance with Assure ®
Assure is a pre-finished steel with antibacterial protection.
It has been developed to tackle the risk posed by
cross-contamination in food processing and healthcare
environments such as kitchens, cold stores, operating
theatres, washrooms and hospital wards. Assure is effective
against a broad range of potentially harmful organisms and
hospital acquired infections, including MRSA, E-coli and
salmonella.
Reduced resource use
We have developed innovative new coating systems that
now meet the corrosion requirements of end users without
the need for a protective zinc layer. This development
reduces the overall level of natural resources utilised in
the product, thereby reducing its environmental impact,
as well as making it a commercially attractive option for
more applications.
Corus Corporate Responsibility Report 2005 11

How do we
care for our
people?
We are proud of our international
workforce and their well-being is
a high priority. We are continuing
to improve our health and safety
performance, and in 2005 our
lost time injuries reduced by 24%.
12 Corus Corporate Responsibility Report 2005

People
Health and safety
Policy statement
• We believe that all our activities can be undertaken safely
and we will never compromise safety.
• We will conduct our business in a way that ensures the
health and well-being of our employees, contractors and
any person affected by our activities.
• We know that continuous improvement of our health and
safety performance is essential for a successful Company.
• Everyone in Corus has responsibility for their own and
others’ health and safety, but overall accountability lies
with management.
• We encourage a health and safety culture in Corus.
Policy principles
The principles which demonstrate how we implement
our policy are:
(1) Leadership
Lead by example
People at all levels in Corus have responsibility for their own
health and safety and should set an example for others.
Management is accountable for health and safety, and
managers will demonstrate leadership of health and safety
through personal example.
(2) Hazards, risks and control measures
It’s worth not taking the risk
We will identify the hazards and risk associated with
our activities, starting with our major risks. We will put
in place appropriate control measures and challenge
them in the context of change, so that we aim for
continuous improvement.
(3) Health and well-being
Working for a healthy future
We will promote and improve the health and well-being
of all Corus employees.
(4) Competence and behaviour
Understanding is the key to safe behaviour
We will ensure that all our employees are trained so that
they are professionally skilled and qualified for their jobs
and thereby can contribute to an improved health and
safety performance. We will select contractors who can
demonstrate competence and effectiveness.
(5) Incident analysis and prevention
It could have been avoided… try telling the kids that
We will ensure work-related incidents and near misses
are reported, investigated and analysed to prevent
recurrence. Our investigations will focus on root causes
and recommendations will be shared and implemented
across the Company.
Corus Corporate Responsibility Report 2005 13

How do we care for our people?
Figure 1 Lost time injury frequency –
Corus Group employees
16
12
8
4
0
Figure 2 Fatal accidents – Corus Group
16
12
8
4
0
2000 2001 2002 2003 2004 2005
2000
2001 2002 2003 2004 2005
■ Corus employees ■ Contractors
(6) Sharing and learning
I wish I’d said something… I feel so responsible
Everyone in Corus is responsible for sharing good practice
as well as learning from near misses. Sharing experiences
with others can help prevent incidents. We all have a duty
to intervene.
(7) Contractors and joint ventures
A good relationship is based on trust
Our health and safety standards apply equally to contractors
and Corus employees. We believe our joint venture companies
should aspire to the Corus health and safety standards.
(8) Monitoring, audit and review
There’s always room for improvement
We will establish systems for tracking our performance.
We will regularly conduct internal and external audits of
our risk control measures and management systems.
We will monitor behaviours at all levels to ensure we
create a successful health and safety culture in Corus.
Performance
Our primary key performance indicator is lost time injury
frequency (LTIF). Our performance data, presented in
Figure 1, shows an improvement in LTIF from 3.8 in 2004 to
2.9 in 2005. This reflects the continued commitment of all our
business units to improve their health and safety performance
and reduce accident rates. It also demonstrates that we have
been successful in maintaining recognition of the importance
of health and safety across the Group in 2005.
14 Corus Corporate Responsibility Report 2005
Despite the improvement in LTIF, the number of fatalities at
our sites, presented in Figure 2, is still unacceptable and we
are continuing to take action to improve this.
In 2005, our sickness absence rate (the number of hours
lost as a result of sickness or injury as a proportion of total
work hours) was 4.2%, which was unchanged from 2004.
The Executive Committee is actively considering how to
further improve the focus on occupational health and hygiene.
Key developments in 2005
‘Time out for safety’
This programme was developed in response to the two
fatal accidents at our sites in 2005. All employees and key
contractors attended workshops to share lessons from
the accidents, to identify the potential for serious accidents
in their own departments and to agree actions they could
take to avoid them.
Executive Committee safety tours
156 Executive Committee safety tours were carried out
during 2005, exceeding our target of 140. These tours
demonstrate leadership, provide motivation, recommend
priorities for improvement and help share good practice
across the Group.
Competence
During 2005, our 400 most senior managers completed a
Safety & Health Excellence Programme developed by our
internal experts and DuPont. During the two-day programme,
each senior manager developed their own personal action
plan, setting out their priorities for making Corus a safer,
healthier, place to work.

How do we care for our people?
Case study
JAPAC Safety Representative of the Year
The Joint Accident Prevention Advisory Committee (JAPAC) is
a collaboration between Corus senior management and the
main UK trade unions representing steel industry employees.
Each year, JAPAC has an award for the Safety Representative
of the Year.
The 2005 winner was Geoff Waterfield, a Trade Union Safety
Representative at Teesside Cast Products. He was nominated for
his professional approach and excellent knowledge of health and
safety matters. In his capacity as a JAPAC facilitator, he gave up
his own time and personal commitments to facilitate training at
Corus Tubes, Corby.
Case study
Chief Executive’s Health and Safety Award
This year’s award was given to the Corus Distribution & Building
Systems UK Strip Processing Centre at Steelpark, Wednesfield,
for two years’ performance with no lost time injury. The volume
of steel movement on site is impressive – 15,000 wide coils
arrive, and 240,000 slit coil items are dispatched, every year.
Over 100 heavy goods vehicles pass through the site every day.
Committed leadership, an effective Health & Safety Committee
and the involvement of everyone on site, contributed to this
achievement. Learning from their own incidents and from best
practice throughout Corus, the team focused on preventing
back injuries through posture training, ergonomic assessments
and physiotherapy.
Case study
IJmuiden steel plant safe and sound
The IJmuiden Basic Oxygen Steelmaking (BOS) Plant has clocked
up over three million working hours over two years without having
a lost time injury.
‘I’m proud of our record,’ says Pieter Broersen, Works Manager.
‘Everyone is responsible for each other’s safety. We say that our
job here is making safe steel.’
The safety culture is so heavily ingrained that people will report
their own mistakes. In a typical week, there are 15–25 different
reports, covering issues such as comments on work permits for
contractors, people not wearing safety glasses and the installation
of machinery.
Corus Corporate Responsibility Report 2005 15

How do we care for our people?
Standards
We launched a further three health and safety standards in
2005: managing the health and safety of contractors; safe
working procedures; and panels of enquiry for investigating
serious incidents. Each is supported by a package of
additional information and training. These standards are in
addition to eight health and safety standards issued in 2004.
Maturity tool
In 2004 we developed a tool to help businesses assess
the maturity of their health and safety performance against
the eight principles of the Corus Health and Safety Policy.
We used it again in 2005 to help businesses identify priorities
for their 2006 health and safety improvement plans.
Sharing good practice
Bulletins are used to share learning points about incidents.
We have also developed an intranet site dedicated to health
and safety communication.
Performance indicators
In line with the target we set last year, employee total
recordable incidents and contractor lost time injury frequency
have been established as new key performance indicators.
Data is available for all our sites from January 2005 and will
be used as a baseline for future measures of performance.
Case study
Good practice in health
Myriad, a Corus Colors plant in France, has taken a
preventative approach to health and safety by integrating
ergonomics into the development stage of projects.
This approach has required close co-operation between
engineers, operators and ergonomists.
For example, in a recent initiative, the plant looked at a point
in the continuous paint line where decoilers have to be
manipulated. The team’s recommendations included lightening
the load of mandrels from 45kg to 17kg, adapting the
man-machine interface and initiating a change in working
methods, giving operators greater scope to plan their work.
16 Corus Corporate Responsibility Report 2005

How do we care for our people?
People
Valuing our workforce
Our people and culture
In an ultra-competitive world, success does not just depend
on employees’ expertise and effort. It emerges from their
personal engagement with the company’s goals and guiding
principles. With this in mind, we are developing leadership
and working practices that aim to involve and engage
all of our employees, and a culture in which continuous
improvement becomes a way of life. This involves nothing
short of changing the way we work. A Group-wide
continuous improvement programme, based on the principles
of lean thinking, has now been launched in support of
The Corus Way (see case study on this page). It is only by
developing our people, harnessing their talents and becoming
an employer of choice that we will be able to attract and
retain the best people, passionate people, to successfully
deliver our business goals.
Organisational responsibilities
In 2005, the Executive Committee reviewed the way we
operate, clarifying the responsibilities of divisions, business
units and functions. In summary, divisions and business
units are responsible for profit and loss; lead divisions
co-ordinate our approach to key markets; while some
aspects of our commercial operations are co-ordinated from
the centre. Some functional activities are managed centrally
in order to capture the benefits of scale, expertise and
efficiencies for the whole Group.
Case study
Lean thinking at IJmuiden
In common with other Corus sites, a new continuous
improvement programme based on lean thinking has been
established at IJmuiden. This follows the successful World
Class IJmuiden project. The aim is to involve all employees in
continuous improvement activities by the end of 2007.
Continuous improvement based on lean thinking is helping us to:
• Look at ourselves through the customer's eyes.
• Optimise and streamline our business processes through the
elimination of waste.
• Get the whole organisation moving in the same direction.
• Further improve our safety record.
• Embed the concept of continuous improvement within the
organisational culture involving all employees.
• Speak one language.
Corus Corporate Responsibility Report 2005 17

How do we care for our people?
1
Figure 3 Employees by region
4 5 67 8 At end December 2005
5 1
Figure 4 Employees by division
At end December 2005
4
3
1 UK 24,000
2 The Netherlands 11,400
3 Germany 4,900
4 France 1,600
5 Belgium 1,700
6 Canada 800
7 USA 600
8 Other countries 2,300
Total 47,300
3
1 Strip Products 22,500
2 Long Products 11,800
3 Distribution & Building Systems 5,700
4 Aluminium 5,700
5 Central functions and others 1,600
Total 47,300
2
2
As mentioned later in the business ethics section, common
rules are set through Group Policy Documents (GPDs) and
Group Standards. GPDs address major corporate matters,
risk areas and processes; while Group Standards set out
what is expected from business units in implementing
The Corus Way.
Staffing
We employed some 47,300 people at the end of 2005.
While recruitment of people with relevant skills and expertise
remains a challenge, we are proud to have been included in
the top 100 best graduate employers in the UK. This is in the
face of stiff competition from global companies in all business
sectors, including banks and consulting companies. In the
Netherlands, graduates consider Corus to be the best
manufacturing employer, and the 15th best employer
overall (see case study on opposite page).
Training and development
We are continuing to invest in the training and development
of our employees. Most training is delivered locally,
supporting business unit strategies. Examples of local
training initiatives include:
• Training of operating staff to support business restructuring.
• Leadership training for shift controllers, to encourage a
continuous improvement culture.
• Training and education of apprentices to replace
future retirees.
At Group level, the commercial function delivered account
management training to sales managers and customer-facing
staff across the Company. Furthermore, the introduction of a
financial shared service centre in the UK led to over 100 staff
receiving specialised IT skills training.
The focus on continuous improvement based on lean
thinking has been supported by awareness workshops
for all management teams. To ensure a consistently high
standard of delivery across our business units, we are
also training continuous improvement coaches: around
150 coaches completed a six-week programme in 2005,
with 100 more being trained in 2006.
As described earlier, to improve our health and safety
performance, the Executive Committee sponsored
a two-day Safety and Health Excellence Programme
for 400 Group Senior Managers. The programme
focused on root-cause thinking, leadership behaviours
and contractor management.
Employee relations and communication
Our consultation processes continue to follow our well
established practices. We meet regularly with our European
Works Council, and we have consultative structures and
processes at country and business unit levels. In the UK,
an information and consultation agreement with national
unions provides a framework for consultation on strategic
issues, and for regular updates on business performance.
18 Corus Corporate Responsibility Report 2005

How do we care for our people?
Female
Male
Figure 5 Gender breakdown
At end December 2005
Male 43,000
Female 4,300
Estimated based on data from over 95% of
our operations
NL
D
BR
B
UK
F
Figure 6 Executive Committee
international breakdown
At end December 2005
Belgian (B) 1
Brazilian (BR) 1
British (UK) 4
Dutch (NL) 1
French (F) 1
German (D) 1
Total 9
In addition to day-to-day business communication, we make
efforts to increase formal, two-way communication. To obtain
employees’ views on a range of issues, we regularly run
focus groups. We work with around 300 employees from
all levels and functions, and aim to cover all businesses.
Extending the good practices with employee surveys in
some of our business units, we have established Group-wide
guidelines, with each business unit expected to run regular
employee surveys. In 2005, surveys were conducted in nine
business units and at head office, which, together with our
2004 surveys, covers the majority of our workforce.
Recognition
Our annual Chief Executive’s Awards were established to
recognise outstanding contribution to delivering The Corus
Way. There are three categories: health and safety; best
supplier to best customer; and world class processes.
The calibre of entries during 2005 was extremely high and
competition was tough. The winner of the health and safety
award in 2005 was Corus Distribution & Building Systems
UK, Strip Processing Centre at Steelpark, Wednesfield
(see case study on page 15). Judges were particularly
impressed at the enthusiasm and breadth of creativity of its
employees. The best supplier to best customer award was
won by Corus Packaging Plus for its collaboration with Heinz.
The world-class processes award went to Corus Rail at
Hayange, France.
Case study
Becoming an employer of choice
at target universities
Attracting suitably qualified graduates is a key priority
for us. We have been working to raise awareness of the
benefits of a career with Corus at our target universities and
there is evidence that this campaign is bearing fruit.
In 2005, Corus was ranked in The Times Top 100 preferred
employers for UK graduates. There is still some way to go
before we reach our target of being a top 20 preferred employer
at selected universities, but this is an important first step.
In the Netherlands, graduates consider Corus to be the best
manufacturing employer and the 15th best employer overall.
Corus Corporate Responsibility Report 2005 19

How do we
protect the
environment?
Concern for the environment
is one of our key business
principles. Our objectives are
to adopt sustainable practices
and to continuously improve
our performance.
20 Corus Corporate Responsibility Report 2005

Environment
Policy statement
We are committed to minimising the environmental impact
of our operations and our products through the adoption
of sustainable practices and continuous improvement
in environmental performance.
Policy principles
Compliance – to meet the requirements of relevant
legislation in the countries and regions in which we operate.
Management systems – to implement effective
environmental management systems and to ensure
the environmental awareness of our workforce,
encouraging every employee to act in an environmentally
responsible manner.
Continuous improvement – to improve the environmental
performance of our processes and products through research
and development of new technologies, preventing and
reducing emissions and releases, minimising waste and
controlling noise.
Sustainable development – to contribute to sustainable
development by using energy, water and raw materials more
efficiently, thus optimising our use of natural resources.
Product stewardship – to promote the recovery, recycling
and reuse of our products, and to work with our customers
to understand the environmental effects of our products
throughout their life-cycle.
Monitoring and reporting – to monitor/audit environmental
performance and to report progress on policy objectives and
improvement targets on a regular basis.
Suppliers and contractors – to encourage suppliers
and contractors to behave in a responsible manner and to
maintain sound environmental practices.
Local communities and biodiversity – to respond to the
concerns of local communities and other interested parties on
environmental issues and to respect the general environment
and wildlife habitats in and around our sites.
Performance
Scope
The emissions data presented in this section of the report
covers all Corus Group manufacturing sites with the
exception of a small number of facilities within Corus
Distribution & Building Systems, which only make
a minor contribution to our overall emissions inventory.
Compliance
Our operations are complex and varied, and our stakeholders
have ever-increasing expectations about our performance.
This has been reflected in a general tightening of emission
limits over recent years. Nevertheless, our compliance with
statutory limits on both air and water emissions improved
during 2005 and we only narrowly missed our target of
99% compliance at the end of the year. Two factors were
Corus Corporate Responsibility Report 2005 21

How do we protect the environment?
Figure 7 Compliance with emission limits
100%
99%
98%
97%
96%
95%
Figure 8 Energy consumption
(GJ/tonne steel)
21
20
19
18
17
16
2005
Q1
2005
Q2
■ Continuous measurements
(air and water combined)
■ Spot measurements
(air and water combined)
■ 2005 target
2005
Q3
2005
Q4
1999
2000
2001 2002 2003 2004 2005
(i) 1999 data is estimated.
(ii) The small increase in 2005, compared to the
two previous years, was due to an increase in
the proportion of BF-route steel in our total
annual production mix.
significant in this: the establishment of high-level corrective
action plans at sites with an individual compliance rate
worse than 96%; and the continuing scrutiny of compliance
performance at Executive Committee and Board Health,
Safety and Environment Committee meetings. Figure 7
shows our improving compliance performance. We recognise
that we need to maintain and improve on this trend, which
is why we have retained our target of 99% compliance
for 2006.
There were no environmental prosecutions or fines in relation
to our activities during 2005. However, a small number
of incidents occurred during the year which resulted in
regulatory action being taken against us:
• The Environment Agency issued enforcement notices
relating to procedural breaches of the Pollution Prevention
and Control (PPC) permit at Corus Tubes, Corby, and to
maintenance arrangements for the steel melting shop fume
extraction system at Corus Engineering Steels, Rotherham.
• Following complaints from residents in the vicinity of
Teesside Cast Products, Redcar, the Environment Agency
varied the PPC permit to include improvements to the
unloading of iron ore cargoes at the wharf.
Climate change and energy use
The issue of climate change became increasingly prominent
during 2005, as a consensus developed among the scientific
community about the role of man-made CO 2
emissions
in global warming. Although typical CO 2
emissions per tonne
of steel are now around 50% lower than 40 years ago,
the steel industry is still a significant contributor to global
industrial CO 2
emissions, and is therefore contributing to
achieving a worldwide solution. Corus is a major partner
in ULCOS (ultra-low CO 2
steelmaking), a European research
project to investigate technologies that could substantially
reduce CO 2
emissions in the steelmaking process (see case
study on opposite page).
In the short to medium term, our emphasis is on reducing
emissions incrementally, wherever this can be achieved
in a cost-effective manner. Although more than 80% of
emissions from our integrated steelworks are irreducible
process emissions, our combustion-related CO 2
emissions
are closely linked with energy use, and over recent years, we
have been successful in significantly reducing the amount
of energy that we use to make each tonne of steel. This is
shown in Figure 8. The restructuring of UK operations, which
involved rationalising our steelmaking activities from six sites
in 2001 to four at the end of 2005, has played a substantial
part in this. The small increase in energy intensity in 2005
was attributable to a temporary reduction in production
levels in our electric arc furnace (EAF) plants which use
less energy per tonne of liquid steel produced. Production
via the EAF-route is projected to increase in 2006 following
the completion of the rationalisation programme.
22 Corus Corporate Responsibility Report 2005

How do we protect the environment?
Case study
ULCOS – ultra low CO 2
steelmaking
Corus is a major partner in the ULCOS project, which is
investigating a number of potential breakthrough technologies,
such as recycling blast furnace gas, CO 2
capture and
sequestration, electrolysis, use of hydrogen as a reductant
and utilisation of biomass.
During 2005, we have been actively involved through our
research and development expertise and project management
capabilities. Substantial progress has been made in the evaluation
and screening of potential combinations of new process
technologies and future energy scenarios.
Case study
Conserving resources through the use of
secondary raw materials
Blast furnace slag, a by-product from the production of pig iron in
a blast furnace, was once regarded as a waste and often ended
up being landfilled. However, across Corus, we have optimised
our ironmaking processes and invested in granulation facilities
in order to provide tightly-specified slag products which are now
used as a valuable secondary raw material in the cement industry.
This conserves non-renewable resources such as limestone,
reduces the amount of material that would otherwise have to be
landfilled, and significantly reduces emissions of CO 2
.
Corus Corporate Responsibility Report 2005 23

How do we protect the environment?
Table 1 Releases to air – Corus Group (tonnes/year unless otherwise stated)
Substance 1999 2005
CO 2
* 32,500,000 28,400,000
PFCs 12.3 9.3
Particulates 18,500 12,600
PM10s no data 5,800
Dioxins 45g 31g
PAHs 7.5 3.8
Benzene 130 64
NMVOCs 1,700 1,780
NO X
32,500 23,700
SO 2
40,000 26,600
Substance 1999 2005
CO 552,000 392,000
Fluorides 206 165
Arsenic 0.76 0.42
Cadmium** 1.03 1.08
Chromium 6.3 2.8
Copper 5.4 3.5
Lead 78.9 66.4
Mercury** 0.43 0.49
Zinc 93.9 31.7
*Not comparable to EU ETS allocations – different reporting scope.
**The apparent increase compared to 1999 for mercury and cadmium is due to improved monitoring
and extended reporting.
Table 2 Releases to water – Corus Group
(tonnes/year)
Substance 1999 2005
Suspended solids 3,500 1,660
Arsenic 1.27 0.23
Cadmium 0.14 0.10
Chromium 2.01 1.15
Copper 1.18 0.64
Lead 4.64 3.20
Mercury 0.06 0.01
Nickel 1.79 1.54
Zinc* 8.18 15.78
*The apparent increase compared to 1999
for zinc is due to improved monitoring and
extended reporting.
Linked with the restructuring programme, there was
significant investment at Corus Strip Products, Port Talbot,
where a new turbo alternator has increased our capacity to
generate electrical power from process-arising gases.
Although the scope to make further energy efficiency
improvements at our major sites is decreasing, our smaller
manufacturing facilities continue to provide us with
opportunities for improvements. For example:
• At Corus Colors, Yasan, Turkey, we have invested in a
system that recovers waste heat from paint-curing oven
exhaust gas and uses this to heat the alkaline detergent in
pre-treatment tanks.
• At Corus Special Strip, Düsseldorf, our EUR20m (£13.7m)
investment in a new annealing facility is projected to deliver
a 30% improvement in energy efficiency.
As stated earler, we are involved in the EU Emissions Trading
Scheme, which sets a cap on CO 2
emissions from various
industrial sectors and aims to establish a market in CO 2
allowances. Our targets are challenging but achievable
and we expect to meet our environmental obligations over
the course of the first phase of the scheme (2005–2007).
In 2005, there was a small surplus of allowances
(approximately 5% for the Group in total), arising
principally because of production cuts in the second
half of the year to alleviate high inventories in the steel
market. The likely outcome in 2006 and 2007 is still uncertain.
Primary aluminium production is a significant source of
perfluorocarbons (PFCs), which are potent greenhouse gases.
Our two aluminium smelting plants, in the Netherlands and
Germany, have reduced their PFC emissions by over
90% over the past 15 years through significant process
developments. Both our steelmaking and aluminium
smelting operations are now close to the point where
greenhouse gas emissions cannot be reduced further
using existing, proven, technology.
Emissions to air
We are committed to understanding the impact of our
emissions on the environment, and achieve this through a
programme of measurement and modelling. For example,
at Corus Construction & Industrial, Scunthorpe, we have
installed an Aloatech camera system to continuously monitor
and record emissions from the steel plant. This will enable us
to take corrective action more promptly when required.
Measurements have shown that our major production
facilities generally do not make a significant contribution to
airborne levels of pollutants compared to background levels.
European air quality objectives are currently being met in the
areas around all of our major facilities, with the exception
of PM10s in the Port Talbot and Scunthorpe areas, where we
are working closely with the respective local authorities to
improve our understanding of the extent of the problem,
and our contribution to it.
We are committed to reducing our impact whenever it is
practicable and cost-effective to do so. Of the £423m
(approximately EUR617m) capital investment across the
Group during 2005, we estimate that at least 10% was
related to schemes that improved our energy efficiency or
reduced our environmental impact in some other way.
24 Corus Corporate Responsibility Report 2005

How do we protect the environment?
Figure 9 Emissions to air relative to 1999
(per tonne of steel unless otherwise stated)
110
100
90
80
70
60
1999 2000 2001 2002 2003 2004 2005
■ CO 2
■ Particulates ■ Dioxins
■ SO 2
■ NO x
■ Fluorides/tonne aluminium
Figure 10 Emissions to water relative to 1999 (per tonne of steel)
100
80
60
40
20
0
1999 2000 2001 2002 2003 2004 2005
■ Suspended solids ■ Arsenic ■ Lead
The apparent increase in lead emissions compared to 2003 may be due to
improved monitoring programmes and is currently being investigated.
For example, we invested over £6m (EUR8.8m) during the
year to reduce atmospheric emissions by improving the sinter
plant waste gas cleaning system at Corus Strip Products,
Port Talbot. We also invested over £4m (EUR5.8m) at Corus
Strip Products, IJmuiden, in emissions control at the coke
ovens and at the hot strip mill.
Table 1 presents emissions data for 2005, compared to data
from 1999. Figure 9 shows normalised emissions data for our
most significant releases to air from 1999 to 2005.
Water
Steelmaking is relatively water-intensive, although most of
this is used for non-contact cooling and is returned directly to
the watercourse from which it was abstracted. A significant
proportion of the water that we use is taken from estuarine
sections of rivers, where its abstraction has very little impact
in terms of freshwater resource depletion. Our large sites
have complex water distribution systems, which use and
reuse water from multiple sources, including abstracted water
from wells, rivers, canals and reservoirs, stored rainwater and
potable water. For this reason, we cannot accurately estimate
the net consumption of freshwater in our processes.
Our water intensity varies, often in proportion to local supply
constraints. Our integrated steelworks at Corus Construction
& Industrial, Scunthorpe, is our least water-intensive, being
our only inland integrated works. Here, we estimate that
we consume approximately 3m 3 of water per tonne of
steel produced.
Conservation of freshwater and potable water is a key
objective, and one in which we have made considerable
improvements in recent years. For example, we have
instigated a water reuse and reduction project at Corus
Strip Products, IJmuiden. The aims of the project, which
began in 2004 and is still ongoing, include the reduction of
groundwater abstraction at the strip mills, and the application
of Europe-wide best available techniques for the use of water
in cooling systems.
To minimise the impact of our effluents and achieve effluent
quality limits consistently, we employ a complex range
of biological, chemical and physical effluent treatment
technologies at many of our plants. We also use a wide
range of pollution control measures to ensure that fluids
such as oils, acids and other chemicals are stored and
used properly in contained systems.
Table 2 presents water discharge data for 2005 and
compares this with data from 1999. Data for some of the
most important pollutants in our effluents is presented in
normalised form in Figure 10.
Measurement
We are committed to continuously improving the quality of
our emissions data and our impact assessments.
For example, the Environment Department at Corus RD&T,
Rotherham, has responded to a requirement for emission
compliance measurements at our sites in England and
Wales to be performed by personnel and organisations
accredited under the Environment Agency’s MCerts scheme.
Corus Corporate Responsibility Report 2005 25

How do we protect the environment?
Case study
Restoring contaminated land for future
generations at Thomas Steel Strip
We have substantial landholdings, which we regard as a valuable
resource for future generations. Where the condition of historically
degraded land constitutes a potential environmental risk, we take
steps to manage this.
Seven acres of effluent lagoons at Corus Special Strip, Warren,
Ohio, had remained open but inactive since the mid-1980s.
Working closely with the Ohio Environmental Protection Agency,
we agreed a way to remediate and close these lagoons,
permanently removing the environmental risk. The work was
completed in 2005. The restored areas now serve as habitats
for various types of wildlife.
Case study
Shotton rail-head
A new warehouse facility at Corus Colors, Shotton, will help
to increase the volume of material we ship by rail – a far more
efficient and sustainable transportation method when compared
with the emissions and local congestion associated with
road transport.
Coils of uncoated steel strip averaging 18 tonnes are delivered
by rail into the new warehouse up to three times each day, and
are automatically conveyed to the entry sections of the hot
dip galvanising lines for zinc coating. The warehouse, part of
Shotton’s regeneration programme to improve sustainability,
is one of the largest steel coil storage facilities in Europe.
26 Corus Corporate Responsibility Report 2005

How do we protect the environment?
Figure 11 Waste to landfill
(ktonnes per annum)
1,200
1,000
800
600
400
200
0
1999 2000 2001 2002 2003 2004 2005
■ Additional waste to landfill associated with
one-off events
■ Waste to landfill excluding one-off events
Table 3 Resource use
(million tonnes/year)
1999 2005
Steel production 21.0 18.9
Primary aluminium
production 0.2 0.2
Iron ore 29.0 26.0
Coal 12.0 11.0
Alumina 0.5 0.4
Data is approximate and is shown only to
illustrate typical usage.
During 2005, the department trained nine staff to achieve
MCerts personnel accreditation, acquired state-of-the-art
measurement equipment, and achieved accreditation
for ten key tests under the MCerts scheme.
The combination of these investments, together with a sound
working knowledge of steel industry processes, enables
experts within the department to interpret emissions data in
the context of prevailing conditions and to provide informed
advice on cost-effective improvement options.
Land resources
As a substantial landowner, we recognise our responsibility to
protect this valuable resource for future generations, and
have implemented a wide range of pollution prevention and
control measures at our operational sites. For example, as a
precautionary measure at Corus Strip Products, IJmuiden,
we replaced the main parts of an underground tar-products
transport pipe in 2005. We will replace the remaining sections
of the pipe in 2006.
The case study on the opposite page provides an example of
how we proactively deal with land that has become degraded
as a result of historic activities.
Resource effectiveness
Our systems to improve resource efficiency are not limited to
water and energy. We are equally committed to conserving
other raw materials, many of which are non-renewable.
Our first priority is to optimise the consumption of materials
within our processes, by improving the conversion efficiency
of each process. Although we achieve a high level of control,
in most conditions it is neither technically possible nor cost
effective to achieve 100% conversion efficiency, and the
process itself generates some waste. Our priority then
shifts to ensuring that any by-products or wastes are either
reused, recycled or recovered.
Over a number of years, we have implemented and optimised
systems that enable us to recycle materials which contain
valuable components such as iron and carbon that are
unavoidably produced in our steelmaking processes.
For example, we have invested in plants to produce
briquettes from dust collected in our emissions control
systems that can then be recycled through our steelmaking
plants. In addition, in 2005 we invested in an electrolyte
recovery line at Corus Special Strip, Düsseldorf, which will
enable us to recycle 100% of our nickel electrolyte. This was
previously regarded as a hazardous waste for disposal.
In those cases where there is no cost-effective alternative,
we have to dispose of our waste. This is always done in a
manner that ensures environmental impacts are minimised.
Landfill is our dominant disposal option, particularly in the
UK, where our landfill sites are covered by the stringent
requirements of the EU Landfill Directive.
Overall resource efficiency can best be measured by
reference to raw material consumption and waste to landfill
data. Improvements at all stages of the resource
management hierarchy, from waste avoidance to disposal,
will lead to a reduction in raw material consumption and
waste to landfill.
Corus Corporate Responsibility Report 2005 27

How do we protect the environment?
Table 4 By-product applications
By-product
Granulated blast furnace slag
Air cooled blast furnace, EAF & BOS slag
Tar
Benzene/toluene/xylene
Ammonium sulphate
Sulphuric acid
Iron oxide
Ferrous chloride solution
Zinc and tin dross
Application
Cement industry
Civil engineering and agricultural
fertiliser industries
Chemical industry
Chemical industry
Artificial fertiliser industry
Artificial fertiliser industry
Electronics, cement industry and
paint industries
Water treatment, effluent and dye industries
Non-ferrous metal recovery industries
Figure 12 Reuse, recycling and recovery
of by-products (% by weight)
100%
95%
90%
85%
80%
75%
1999 2000 2001 2002 2003 2004 2005
The 2004 figure is not directly comparable
with other years as the calculation of recycling
rate was skewed by non-production waste
associated with our UK restructuring
programme. The 2005 figure has been
adjusted to take account of this.
Table 3, on page 27, shows our consumption of raw materials
(iron ore and coal for steel production, and alumina for primary
aluminium smelting) during 2005.
Although there has been an overall reduction in waste to
landfill since 1999, there was a significant increase in 2004
and 2005 compared to earlier years. There are a number of
reasons for this. The single greatest factor is the effect of the
restructuring programme in the UK. This has led to significant
building and land clearance, with an associated increase in
construction and demolition waste. The 2005 landfill figures
were also heavily skewed by the effect of a programme
to recover valuable iron units from a historic stockpile of
steelmaking waste at Corus Construction & Industrial,
Scunthorpe. Figure 11, on page 27, shows waste to landfill
performance between 1999 and 2005, including an adjusted
figure for 2005 that takes these atypical occurrences
into account. From the figures, it can be seen that Corus
achieved its target to reduce waste to landfill by 10% in
2005 compared to 2003, when one-off, non-production,
events are excluded.
By-products
Thanks to improvements over recent years in raw material
selection and process control, our by-products meet tight
quality control requirements that enable them to be used as
alternative, or secondary, raw materials in sectors such as
cement and chemicals. Non-renewable primary raw materials
are thereby displaced and conserved (see case study on
page 23). Table 4 shows where our by-products are typically
used. Figure 12 shows our performance since 1999 in
the reuse, recycling and recovery of by-products from
steel production.
Nuisance
We operate large-scale, heavy industrial processes and many
of our production facilities are located close to residential
areas. It is therefore an ongoing challenge to ensure that we
do not cause nuisance or distress to local residents. We have
established a target to reduce public complaints by 10% by
2006 compared with 2003, and the statistics presented in
Figure 13 show that we are on course to achieve this, despite
an increase in 2005 compared with 2004.
We take a proactive approach to nuisance management.
Our complaint management systems ensure that any
complaint will be thoroughly investigated, and we always
aim to provide feedback to complainants on the outcome
of investigations.
Biodiversity
Our manufacturing facilities often sustain a surprisingly rich
tapestry of wildlife. This is due to combination of factors: our
ownership of relatively large tracts of undisturbed ground; the
application of site-greening strategies at many of our sites;
and the efforts of enthusiastic employees, wildlife groups,
schools and voluntary bodies.
We respect the habitats that have grown up beside our
operations and view these as something to be proud of.
Consequently, ecological factors are increasingly being
taken into consideration as part of the planning phase of
maintenance and development works at our sites.
28 Corus Corporate Responsibility Report 2005

How do we protect the environment?
Figure 13 Public complaints
Table 5 IISI environmental performance indicators
1,000
800
600
400
200
0
2003 2004 2005
Performance Unit Indicator result Comments
indicator Corus World
2004 average
2003
Greenhouse gas Tonnes of CO 2
/tonne 1.49 1.6 Corus better than
emissions crude steel world average
Material efficiency % 94.6* 96.8 Corus slightly below
world average
Energy intensity GJ/tonne crude steel 17.9 19.0 Corus better than
world average
Environmental % of employees and 94.5** 85.0 Corus better than
management systems contractors working in world average
certified production units
*Our by-product reuse, recycling and recovery rate, reported in Figure 12, is calculated differently
from IISI’s material efficiency, and is not directly comparable.
**Based on steel-related operations in the UK and the Netherlands.
IISI also uses an indicator for steel recycling. Performance in this regard is mainly a function of
EAF/BF route production mix. We do not report this here.
Performance against sector benchmarks
In all aspects of our business we try to measure our
performance against that of our peers. The International Iron
& Steel Institute (IISI) has established a set of sustainability
related performance indicators. Our results for 2004 are
presented in Table 5, alongside the most recently published
world average figures for 2003.
It can be seen that we perform better than the world
average in the areas of CO 2
intensity, energy intensity
and management systems. Our performance in terms
of material efficiency was slightly below the world average
but we improved our performance in 2005. We have also
improved our management system coverage and energy
intensity since we last reported to IISI in 2004.
Supply chain
We believe that our responsibility for managing environmental
impact goes beyond our manufacturing facilities.
Downstream, the characteristics of our products, and the
information that we provide to customers, can both have
a profound effect on the environmental performance of
our products during their in-use and end-of-life phases.
The sustainable solutions pages earlier in this report provide
some examples of the environmental advantages of our
products, and how they can be used to best effect.
In the same way, we encourage our suppliers to minimise
upstream impacts. As a large company we can use our size
to influence our suppliers, and we expect them to have a
high level of commitment to the environment. To support
this principle we have developed an internet-based supplier
assessment tool. This enables us to make informed decisions
about whether to reject prospective suppliers, or, as is usually
the case, to encourage them to improve.
Transport
The manufacture of steel and aluminium involves the global
transportation of many millions of tonnes of raw materials,
intermediate and finished products. We have implemented
a wide range of improvements in recent years to mitigate
transport-related impacts. These include redeveloping
wharf and rail-head facilities to facilitate the switch from
road to canal/rail transport, and using state-of-the-art
logistics software to optimise cargo size and the utilisation
of return journeys. The case study on page 26 shows
how Corus Colors, Shotton, has reduced its transport-related
impacts.
We also contribute to reducing transport-related impacts
through our product design. In addition to the examples
provided in the sustainable solutions pages of this report,
Corus Rail has developed products that bring significant
environmental benefits to railways. We developed Silent
Track in order to reduce noise impact. Silent Track has
already been installed at several locations in the Netherlands
where it plays a significant role in improving the quality of the
urban environment.
Corus Corporate Responsibility Report 2005 29

How do we
support our
communities?
We are major employers in many
of the areas where we operate,
and we are actively involved
in a broad range of community
initiatives. Our involvement can
take the form of financial support,
the provision of materials or
the time, skills and enthusiasm
of our employees.
30 Corus Corporate Responsibility Report 2005

Communities
We recognise that our operations influence the communities
and societies within which we operate and we aim to play
a positive role. We promote and encourage economic,
environmental, social and educational development where
possible and we support our employees’ involvement in
local initiatives.
Employment, economic development
and regeneration
At the end of 2005, we directly employed 47,300 people
and many thousands more indirectly through our contractors
and suppliers.
We are also active in stimulating regional employment.
For example, in the late 1990s we allocated around
100 hectares of our site in IJmuiden to boost regional
economic development and several dozen small and medium
sized companies are now established in the IJmond Business
Park. We are active members of a number of local working
groups, employers’ associations and advisory boards.
Amongst these bodies is the Enterprising IJmond Federation,
a co-operative network set up to share the economic
interests of its local members.
Where redundancies or plant closures are unavoidable,
we work hard to minimise the impact on our employees
and the communities in which we operate. We offer
retraining, help with finding alternative employment and
outplacement services.
UK Steel Enterprise, a Corus subsidiary which was
established in 1975, has invested over £50m (EUR73m) in
new and expanding steel-related businesses and over £20m
(EUR29m) in managed workspaces. We have supported over
4,000 small businesses and helped create 65,000 new
jobs. The business has also been able to attract external
funding. To date, UK Steel Enterprise has leveraged an
additional £300m (EUR438m) of investment from the public
and private sectors.
A good example is the Ebbw Vale Innovation Centre in South
Wales. The centre is a catalyst for the growth of spin-off
companies with the accent on technology and innovation.
The centre has been designed with the regeneration plan
for the area in mind, and UK Steel Enterprise worked
closely with Blaenau Gwent County Borough and the
Welsh Development Agency throughout the project.
Steel supply has predominantly outstripped demand over the
past 20 years. To remain competitive, established companies
in the steel industry, like Corus, have had to become more
productive. This has resulted in the rationalisation and closure
of some facilities.
Corus Corporate Responsibility Report 2005 31

How do we support our communities?
Sponsorships and charitable donations
Many of our businesses have strong links to their
neighbouring towns and surrounding regions. We support
cultural, social, educational and sporting activities that
contribute to the well-being of residents, both in the
immediate vicinity of our plants and elsewhere. For example,
our IJmuiden site sponsors the world renowned Corus chess
tournament in Wijk-aan-Zee. In 2005, three grandmaster
events and many other amateur and youth competitions were
featured. IJmuiden also sponsors the premier-division football
club AZ and the local football club Stormvogels/Telstar.
We are the key supplier of building material for the new
AZ football stadium, which will be opened later in 2006.
In the UK, our Port Talbot site used its landfill tax credits to
release matching government funding for the Phoenix Centre
community initiative. It also sponsored the education
and learning zone at the Swansea Waterfront Museum and
re-created ironmaking from 100 years ago in Parc Tondu.
Corus Engineering Steels in Rotherham donated several
thousand pounds for the benefit of local schools, hospitals
and charities. In addition, Corus Packaging Plus in Trostre
has been running its community award scheme for over four
decades. In 2005, the scheme helped 48 local organisations,
ranging from amateur sporting groups to local branches
of national charities.
In London, we donated £50,000 in support of the families
who were affected by the terrorist attacks on 7 July 2005.
Supporting local education
We recognise that we have a positive role to play in
supporting the educational development of the communities
of which we are a part. In both the Netherlands and the UK,
we work in partnership with education providers, bridging the
link between industry and education. Our primary purpose
is to encourage interest in, and enthusiasm for, the study
of materials science and its application in engineering,
manufacturing and technology-based industries.
We develop learning materials, provide sponsorship and
scholarships, award prizes and grants, and utilise the imagery
and usage of steel to explain key concepts and learning
points. Our support can vary from helping young children
with literacy and numeracy, to explaining forces and motion
to college students.
In the UK, we sponsor teachers as well as student prizes in
material science subject areas in association with, among
others, the Armourers and Brasiers Livery Company, the
Institute of Physics and the University of York’s Science
Education and Research Department. We have also
sponsored the regional finals of the highly successful
Formula 1, a schools’ competition that challenges
11 to 16 year old students to design, produce and race their
own Formula 1 racing car. In addition to our involvement in
national industry/education initiatives, we have extensive
connections with our local schools and communities.
32 Corus Corporate Responsibility Report 2005

How do we support our communities?
Our people in action
• A team of graduates and placement students
transformed an old pub in Rotherham into
the new home of the ‘Get Sorted Music
Academy’, a charity providing music and
education for children. Money raised by
the group from an earlier sponsored walk
covered material and equipment costs.
• Employee volunteers at Stocksbridge took
part in the Monmouth Raft Race for the 13th
consecutive year, raising just over £5,000 for
Weston Park Hospital, Sheffield.
• Corus’ businesses in Wales, including those
in Port Talbot, Llanwern in Newport and
Trostre near Llanelli, are helping in the fight
against Cystic Fibrosis by sponsoring and
participating in the Great Welsh Run.
• Staff in Trostre used the community award
scheme to match funds raised for charity
by their own employees, including teams in
the Mumbles raft race and Swansea Bay
10k race.
• We provided sponsorship and our employees
took part in a Sports Award Conference, to
help recognise, reward and promote sporting
achievement among the youth of Corby.
• Employees from Workington participated
in a charity walk to help raise money for
organisations in the West Cumbria area.
Many of our sites have educational liaison programmes.
At Corus Colors, Shotton, UK, this covers local primary and
senior schools and includes work experience, workshops,
interviewing skills courses, industry days and the Engineering
Education and Young Enterprise schemes.
A successful Engineering Doctorate scheme has been
running in Wales for over 10 years. The scheme forms a
unique partnership between the University of Wales, the
Engineering and Physical Sciences Research Council and
Corus. Leading graduates, who aspire to key positions in
industry, get the opportunity to gain experience in technical
and engineering disciplines at Corus while pursuing doctorate
research studies.
In the Netherlands, we liaise with schools offering preparatory
intermediate vocational education (VMBO). To encourage
interest in technology, and to enable technical pupils and
apprentices to find out about us, we have started an
‘Adopt a School’ project. Schools are invited to visit our
IJmuiden plant, where they receive materials, overalls and
toolboxes. We have also joined JetNet (Jongeren en Techniek
– Young People and Technology), a government initiative
aimed at encouraging young people to choose a career
in technology.
In France, local schoolchildren have been given the
opportunity to form a ‘Cadette Industrie’ (Junior Company)
for a year. Pupils visit our Corus Colors, Myriad, plant,
meeting and talking with operators to find out about our
Company and the workers’ roles. The pupils can then
produce items that are presented as prototypes and later
sold to Myriad.
Our people in action
Our people are our ambassadors and it is their individual
and collective efforts that continue to build and maintain
our reputation. Our employees volunteer to assist in local
initiatives and we are grateful for their continuing efforts.
There are many examples of this, only a few of which are
shown above.
Corus Corporate Responsibility Report 2005 33

How do we
safeguard our
business?
Business ethics are integral
to the way we operate. We are
strengthening our compliance
culture and further embedding
our business principles.
34 Corus Corporate Responsibility Report 2005

Business ethics
A framework for business integrity
Integrity and honesty are at the heart of our business dealings.
We are constructing an improved framework for the conduct
of our business generally and the strengthening of our
business integrity processes in particular.
We do not tolerate corrupt or fraudulent practices and
expect transparency, integrity and honesty in all aspects
of our business, from our employees, contractors and
other business counterparts. The tone is set through the
commitment made by our most senior management, and is
integrated into the induction of new employees.
Code of ethics and anti-fraud/anti-corruption
programme
This year, we are working on improving our Code of Ethics.
This will be developed and delivered during the course of
2006. It will build on the existing framework which focuses on
the core principles of sound business decisions, compliance
with laws and regulations, protection of company property,
engaging in responsible trading practices, proactive
communication with our stakeholders, valuing our employees
and working in a sustainable environment. As part of the
development of this improved Code of Ethics, we will
introduce an augmented programme for combating fraud
and corruption. This programme will use our successful
competition law compliance programme (see case study
on page 37) as a model and will include business-specific
guidance notes and on-line training. The programme will
incorporate our policy and procedures for combating bribery
and corruption, dealing with agents and contractors,
facilitating payments, gifts and entertainment.
Suppliers and contractors
We encourage our suppliers and contractors to operate to
the same standards as Corus.
Independent financial audit
All business transactions on behalf of Corus are reflected
accurately and honestly in our accounts in accordance with
established practices and these are subject to independent
audit and review.
Operating model
During 2005, we conducted a thorough review of our Group
Policy Documents – the policies that underpin our operating
model. These cover the essential elements of our operating
procedures and the way we wish to conduct our business –
including financial policies, processes for committing to sales
and purchases, compliance with laws and regulations, the
development of our employees, our identity as a Company,
and the security of our operations. Each policy document has
been rewritten in clear, concise language to allow easier and
more consistent deployment throughout the Group.
Corus Corporate Responsibility Report 2005 35

How do we safeguard our business?
‘Whistleblowing’ system
In 2005 we also improved the management of our
confidential reporting (‘whistleblowing’) procedure. We have
raised employees’ awareness of its availability and have a
programme to refresh awareness, through articles in the
company magazine for employees and other communication
methods, as well as to improve ease of access to this
confidential system.
The underlying matters identified through the whistleblowing
line, and reports received through other confidential channels,
are regularly reviewed so that the lessons learned can be
incorporated into improved working practices. In response
to some of the confidential matters reported, our internal
audit and asset protection units carry out investigations
as required.
An independent review is assured through a quarterly report
to our Board Audit Committee, which comprises four
independent non-executive directors.
Political activities and contributions
We do not contribute to political parties or funds, nor do we
take part in party politics.
Risk management
We take an integrated approach to the management
of the diverse risks which might affect our business.
Potential risks are identified through techniques such as
auditing, near-miss reporting and risk assessments.
The process of minimising and managing risks is built
into our management and reporting systems.
Our internal audit programme, our policies and our standards
provide a framework for a healthy compliance culture which
we believe will become even stronger as they become further
integrated into our working practices.
Policy and guidance
For each potential risk that we have identified as material,
we are working to ensure that we have a clear policy
and strategy in place and that we understand its relevance
to our business.
Assurance
Internal assurance is built into our approach through an
audit process aimed at strengthening our controls and
ensuring the completeness and accuracy of information.
External assurance is obtained through our financial auditors,
PricewaterhouseCoopers, through accredited external
verification bodies in relation to standards such as ISO 9001,
ISO 14001, OHSAS 18001 and ISRS and through the
validation of this report by Enviros (see page 40).
36 Corus Corporate Responsibility Report 2005

How do we safeguard our business?
The framework for our business principles
1. General conduct
Business decisions should be made
objectively, based on facts, and free from
any bias or conflict of interest.
3. Protection of Company property
Employees are expected to respect and
protect Corus’ property from damage, theft
and misuse.
6. Good employment practices
Every manager is responsible for creating a
work environment in which employees are
safe, feel valued and are able to contribute.
2. Compliance with legal and financial
regulations
Corus expects its managers and employees
to comply with all applicable government
laws, rules and regulations in each
jurisdiction in which it does business.
4. Responsible trading practices
Corus will not tolerate unlawful or unethical
business practices.
5. Proactive employment practices
Corus will communicate in a clear, consistent
and timely manner with all its stakeholders.
7. Concern for the environment
Corus will adopt sustainable practices and
continuously improve its environmental
performance.
Case study
A model for compliance
During 2005 we developed and implemented an improved Groupwide
compliance system to further raise awareness of competition
laws and regulatory practice. An initial phase of internal stakeholder
engagement identified the particular areas of risk for each of the
diverse businesses in the Group. These stakeholders reviewed and
contributed to the package of compliance materials, which included
the overall policy document, guidance notes for conduct in various
business situations, case studies relevant to the businesses, and
procedures for response to an investigation. These written materials
are supported by presentations made to employees relating to law,
practice and personal conduct.
Employees are also required to complete an on-line training
programme. The on-line programme, available in the main
languages in which the Company operates, focuses on
realistic scenarios and ends with a series of test questions.
Successful completion of the on-line training programme is
followed by certification of compliance with the policy.
The methodology used in the development of the new programme
allowed a variety of people from a broad range of activities to
contribute and participate. The successful deployment of this
compliance programme will be used as a model for other systems
of training and compliance, in subjects such as the combating of
fraud and corruption and other areas of legal risk.
Corus Corporate Responsibility Report 2005 37

Progress against targets
Category
People
Health and safety
People
Valuing our workforce
Environment
Target
Further substantially improve mean lost time injury frequency in 2005
compared to 2004
Measure employee commitment by regularly conducting employee
surveys and focus groups.
Achieve at least 99% compliance with formal regulatory emission limits for
both emissions to air and releases to water by the end of 2005
Achieve 100% certification to ISO 14001 for all Corus European manufacturing
sites (excluding interim mergers and acquisitions and sites with fewer than
50 employees) by the middle of 2006
Reduce total energy consumption in the UK by 11.5% compared to 1997,
by 2010 and become one of the world's top steelmakers and primary aluminium
producers (in the comparable technology class) in terms of energy use in
the Netherlands by 2012
Reduce emissions of perfluorocarbons (PFCs) from the primary aluminium
production process by 50% compared to 1990, by the end of 2005
Identify and assess our contribution to ambient air concentrations of fine and
ultrafine dust particles (PM2.5s and PM0.1s) and evaluate options for
improvement where necessary by the end of 2006
Reduce the number of complaints from the public related to our activities by 10%
compared to 2003 by the end of 2006
Reduce waste to landfill by 10% from 2003 levels by the end of 2005
Carry out life-cycle studies to ensure that LCI (life-cycle inventory) data to the
factory gate is available for at least 70% of Corus products by the end of 2006
Increase the steel packaging recycling rate in the UK to 54% by 2008 (compared
with 46% in 2004) and continue to work with organisations such
as Nederland Schoon to reduce litter from packaging in the Netherlands
Launch an intranet site to improve the dissemination of environmental good
practices across Corus business units and manufacturing sites
Community
Business ethics
Establish additional key performance indicators related to social and ethical
issues during 2005
Deliver a strengthened Code of Ethics in 2006
38 Corus Corporate Responsibility Report 2005

Status Comments Forward action
Achieved
Our lost time injury frequency improved to 2.9 per
million hours worked in 2005 (compared to 3.8 in 2004)
New target – Further substantially improve
mean lost time injury frequency in 2006
compared to 2005
– –
New target
Substantially
achieved
On target
At the end of 2005, our results were: spot measurements
98.85%; continuous measurements 99.98%
86% of our sites are currently certified. Our operations
at Voerde (Germany), Delfzijl (the Netherlands)
and Durango (Spain) are on schedule to be certified
New target - Achieve at least 99%
compliance with formal regulatory emission
limits by the end of 2006
Target carried forward
On target
In the UK we achieved our 2004 Climate Change Agreement
milestone target to reduce energy and we are on target to
achieve the target for 2010. In the Netherlands we currently
outperform the best international standard in energy use
Achieved PFC emissions have been reduced by more than 90%
(from 170 tonnes in 1990 to less than 10 tonnes in 2005)
Target carried forward
–
On target
We have established a strategic R&D project to identify
and assess our fine and ultrafine dust emissions
Target carried forward
On target
Substantially
achieved
2005 complaints were 26% below 2003 levels, well ahead
of target
Our waste to landfill, excluding exceptional items was
11.5% lower in 2005, compared to 2003
Target carried forward
New target - Reduce production waste to
landfill by 10% from 2005 levels by the end
of 2007
On target Life-cycle inventory data is now available for 88%
of our products
Target carried forward
On target 51.4% of steel packaging in the UK was recycled in 2005 Target carried forward
On target This will be launched later in 2006 Target carried forward
Achieved
We will report in more detail on corporate giving
from 2006
–
– – New target
Corus Corporate Responsibility Report 2005 39

Validation statement
Enviros has conducted an independent validation of
the Corus Corporate Responsibility (CR) Report 2005
to provide assurance on the completeness, transparency
and accuracy of the report and to review systems for data
collection. The validation process was conducted through
interviews with staff responsible for the data collection and
reporting at a central corporate level and from a selection
of representative sites.
Opinion
We consider that the text and data in the report represent an
accurate and materially complete account of Corus’ health,
safety, environmental and social performance during 2005.
There has been a structured framework for collating and
reporting health and safety data for a number of years and
the environmental data and employee related data collection
processes now provide transparency throughout the reporting
process. Consistency in presentation facilitates easy year on
year comparison and in particular the environmental data is clear
concerning thresholds of materiality.
It is noted that the CR report has more visible ownership at
the Corus executive level. Corus is currently identifying the
future material issues to be reported in respect of employees,
community and ethical business practices to further
strengthen the report in these areas. There is as yet no
formalised mechanism for engagement with stakeholders to
help identify material issues to be reported.
Corus has started to address the need to provide written
guidance for the data collection and reporting processes in
respect of the CR Report requirements. To date this has been
developed for some of the environmental parameters and is
now being extended.
The environment and health and safety targets set last
year have been largely achieved. Corus has acknowledged
the need to further consider appropriate targets in the
consideration of presenting employee and community
data and data around ethical business practices.
Recommendations for future reports
We recommend that Corus develops further internal
guidelines which clearly set out the methodology and
responsibilities for all areas of CR data collection.
Corus needs to set out a framework for developing targets
in the social and community impacts of its business activities.
It is recommended that consideration is given to the
appropriate level for setting these targets which may be at a
business unit or site level rather than for Corus as a whole.
Corus needs to continue to evolve its CR reporting strategy
and needs to consider the role of its stakeholders in helping
to define material issues to report on, and appropriate future
improvement targets and indicators.
It is encouraging that Corus considers the impact of its
suppliers, contractors and customers within the scope of
Corus’ corporate responsibility although it is acknowledged
that it is difficult to report quantitative data on these impacts.
Peter J Young
Strategy Director
40 Corus Corporate Responsibility Report 2005

Validation statement
Enviros has conducted an independent validation of
the Corus Corporate Responsibility (CR) Report 2005
to provide assurance on the completeness, transparency
and accuracy of the report and to review systems for data
collection. The validation process was conducted through
interviews with staff responsible for the data collection and
reporting at a central corporate level and from a selection
of representative sites.
Opinion
We consider that the text and data in the report represent an
accurate and materially complete account of Corus’ health,
safety, environmental and social performance during 2005.
There has been a structured framework for collating and
reporting health and safety data for a number of years and
the environmental data and employee related data collection
processes now provide transparency throughout the reporting
process. Consistency in presentation facilitates easy year on
year comparison and in particular the environmental data is clear
concerning thresholds of materiality.
It is noted that the CR report has more visible ownership at
the Corus executive level. Corus is currently identifying the
future material issues to be reported in respect of employees,
community and ethical business practices to further
strengthen the report in these areas. There is as yet no
formalised mechanism for engagement with stakeholders to
help identify material issues to be reported.
Corus has started to address the need to provide written
guidance for the data collection and reporting processes in
respect of the CR Report requirements. To date this has been
developed for some of the environmental parameters and is
now being extended.
The environment and health and safety targets set last
year have been largely achieved. Corus has acknowledged
the need to further consider appropriate targets in the
consideration of presenting employee and community
data and data around ethical business practices.
Recommendations for future reports
We recommend that Corus develops further internal
guidelines which clearly set out the methodology and
responsibilities for all areas of CR data collection.
Corus needs to set out a framework for developing targets
in the social and community impacts of its business activities.
It is recommended that consideration is given to the
appropriate level for setting these targets which may be at a
business unit or site level rather than for Corus as a whole.
Corus needs to continue to evolve its CR reporting strategy
and needs to consider the role of its stakeholders in helping
to define material issues to report on, and appropriate future
improvement targets and indicators.
It is encouraging that Corus considers the impact of its
suppliers, contractors and customers within the scope of
Corus’ corporate responsibility although it is acknowledged
that it is difficult to report quantitative data on these impacts.
Peter J Young
Strategy Director
40 Corus Corporate Responsibility Report 2005

Glossary
APEAL The European steel packaging trade association
Assure A pre-finished steel with antibacterial protection
BOS Basic oxygen steelmaking
Benzene, toluene and xylene By-products from cokemaking
BF Blast furnace
CO Carbon monoxide
CO 2
Carbon dioxide, a gas released in combustion and
other industrial processes, which contributes to the enhanced
greenhouse effect
Colorcoat HPS200 A pre-finished steel product for roof and
wall cladding
Corus Steel Packaging Recycling A Corus department
dedicated to promoting recycling of steel packaging in the UK
CR Corporate responsibility
CSR Corporate social responsibility
Dioxins A group of organic compounds formed in industrial
and combustion processes
Dross Secondary products from galvanising and other metal
coating processes
EAF Electric arc furnace
Ecolite A strong, lightweight aluminium product for the
automobile sector
EMS Environmental management system
EU European Union
Ferrous chloride solution Residual material from the steel
acid-pickling process
Fluorides Fluorine-containing compounds
Fugitive Releases from non-stack sources
Greenhouse gases Gases which contribute to global warming
GSM Group senior manager
Heavy metals Metals such as cadmium, copper, mercury,
nickel, chromium, lead and zinc
IISI International Iron and Steel Institute
IMDS International material database system
ISO 14001 International environmental management
system standard
ISO 9001 International quality management system standard
ISRS International safety rating system
JAPAC Joint Accident Prevention Advisory Committee
Key performance indicators Parameters which are important
indicators of how well we perform
GRI (Global Reporting Initiative)
performance indicators
This report includes data for performance indicators in line
with the GRI core elements for the mining and metals sectors
where available and appropriate. More detailed financial data
is available separately in our Annual Report. This report and a
full checklist against the GRI core elements are available on
our website (www.corusgroup.com).
Landfill Tax A UK tax on materials which are landfilled
LCA Life cycle assessment, a method of identifying the
environmental impact of a product. The whole life cycle of a
product is considered
LCI Life cycle inventory, a part of LCA
LTIF Lost time injury frequency, the number of lost time
incidents per million hours worked
NMVOCs VOCs excluding methane
NO x
Oxides of nitrogen, compounds that contribute
to acidification
NO 2
Nitrogen dioxide, one of the oxides of nitrogen
OHSAS 18001 International occupational health and safety
management system standard
PAHs Polycyclic aromatic hydrocarbons, a collective term
for tar-like compounds
PFCs Perfluorocarbons, a family of greenhouse gases
PM10 Particulate matter less than 10 microns in diameter
PM2.5 Fine particulate matter less than 2.5 microns
in diameter
PM0.1 Ultrafine particulate matter less than 0.1 microns
in diameter
RD&T Corus Research, Development and Technology
REACH Proposal for a European regulation on the
registration, evaluation and authorisation of chemicals
Sickness absence rate The number of hours lost as a result
of sickness or injury, reported as the number of hours
sickness absence as a % of the number of hours scheduled
Slags Secondary products from ironmaking and steelmaking
SO 2
Sulphur dioxide, a compound that contributes
to acidification
SSSI Site of special scientific interest
TNO A Netherlands organisation for applied
scientific research
ULCOS Ultra-low CO 2
steelmaking
ULSAB-AVC Ultra light steel auto body – advanced
vehicle concept
Urea An ammonia-based compound, which is often used
in fertilisers
VOCs Volatile organic compounds, such as solvents.
WEEE Waste Electrical and Electronic Equipment – an
EU Directive
What do you think?
This report has been designed to meet the anticipated
needs of our stakeholders and we encourage feedback
on the report, including suggestions on where and how
we can make improvements. Please contact us by email
at feedback@corusgroup.com
Corus Corporate Responsibility Report 2005 41

www.corusgroup.com
Care has been taken to ensure that this information
is accurate, but Corus Group plc, and its subsidiaries,
does not accept responsibility or liability for errors or
information which is found to be misleading.
Copyright 2006
Corus
This report is printed on Revive Special Silk which is produced
from pulp containing a minimum of 30% post-consumer and
10% pre-consumer recovered fibre. A further 30% of the fibre
comes from well-managed forests independently verified
according to the rules of the Forest Stewardship Council.
Designed and produced by Radley Yeldar (London)
Corus
30 Millbank
London
SW1P 4WY
United Kingdom
T +44 (0) 20 7717 4444
T +44 (0) 20 7717 4455