AA Sust Report 2006 - Rio Tinto
AA Sust Report 2006 - Rio Tinto
AA Sust Report 2006 - Rio Tinto
- TAGS
- sust
- tinto
- riotinto.com
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
www.angleseyaluminium.co.uk<br />
sustaining growth<br />
SUSTAINABLE DEVELOPMENT REPORT 2005<br />
RIO<br />
TINTO<br />
ALUMINIUM
1<br />
TABLE OF CONTENTS<br />
Message from the Managing Director 2<br />
01 Company Profile and Operations 3<br />
02 Occupational Health and Safety 5<br />
03 Our Business Approach 8<br />
04 Markets and Suppliers 11<br />
05 Communities 12<br />
06 People Commitment 14<br />
07 Energy and the Environment 16<br />
08 Energy 19<br />
09 Performance Summary 20<br />
10 External Verification, Contacts and Feedback 21<br />
WHAT'S INSIDE?<br />
This is Anglesey Aluminium Metal Limited's (<strong>AA</strong>M) annual <strong>Sust</strong>ainable<br />
Development <strong>Report</strong> that provides all our employees, their families, our<br />
neighbours, community members and other interested parties with an overview<br />
of our operations and performance and a summary of our commitment to<br />
integrating sustainability into our business processes in 2005.<br />
What is <strong>Sust</strong>ainable Development?<br />
Nobel physics laureate Murray Gell-Mann talked about sustainable development<br />
as 'living on nature’s income rather than its capital'. In other words individuals<br />
should endeavour to 'leave the world better than you found it, take no more than<br />
you need, try not to harm life or the environment, make amends if you do.'<br />
When extracted and used in ways that are socially and environmentally responsible,<br />
metals and minerals can help to reduce the pressure on biological resources<br />
and thus contribute significantly to the transition to sustainable development.<br />
<strong>Rio</strong> <strong>Tinto</strong> Aluminium's vision is to be “the world's preferred aluminium business<br />
from mine to market” with a core purpose “to create the most sustainable value<br />
from our resources and relationships”.<br />
Why bother with sustainable development?<br />
Simply we believe it is the best business behaviour and in the interests of all<br />
our stakeholders to do so. Commitment to sustainable development allows <strong>AA</strong>M<br />
to build a responsible reputation and it also reflects the values and concerns of<br />
the workforce which makes for a more attractive company to work for.
Welcome to the 2005 Anglesey Aluminium Metal Limited (<strong>AA</strong>M)<br />
<strong>Sust</strong>ainable Development <strong>Report</strong>. With this report we seek to provide<br />
information to all our stakeholders on our Health, Safety, Environment and<br />
Business performance.<br />
2005 was a year of change at <strong>AA</strong>M. We implemented new Personal Protective<br />
Equipment (PPE), reached an agreement with our employees to change the way<br />
we work and initiated Project 2010, an improvement programme to prepare us<br />
for the increasing costs of our future energy. We achieved this against a<br />
backdrop of solid metal production and value-added product results.<br />
Finding a new electricity supply that will sustain the business going forward<br />
after 2009 remains our critical issue. During <strong>2006</strong> we will put every effort to<br />
work with stakeholders and Government to seek a solution.<br />
Unfortunately our safety performance equalled that of 2004 and failed to meet the<br />
improvement targets we had set for ourselves. I am pleased to note that the<br />
Carbon Department reached 1000 days without a Lost Time Injury, a significant<br />
achievement. Our stated aim of zero Injuries remains the goal of our team.<br />
Our health programme has made significant progress during 2005. Additional<br />
resources have been employed to improve testing and monitoring and to<br />
understand the health issues in our working environment. These activities<br />
2005 PERFORMANCE SUMMARY<br />
MESSAGE FROM THE<br />
MANAGING DIRECTOR<br />
Contribution to local community in salaries/contracts Approximately £20 million<br />
Frequency of Lost Time Injuries (time away from work) One every two months<br />
Energy efficiency of the reduction process 95 per cent current efficiency<br />
Production Approximately 144,000 tonnes<br />
Energy use per unit of aluminium produced 76.6 GJ/t Al<br />
Greenhouse gas emissions 2.51 t CO2-e/t Al<br />
Freshwater consumption 1.6 ML/kt Al<br />
Fluoride emissions 1.12 (kg/t Al)<br />
Environment incidents (category two or above) 2<br />
“I invite you to work with us in <strong>2006</strong> as we continue on our<br />
journey of continuous improvement to secure a long-term<br />
sustainable future for <strong>AA</strong>M and our employees in partnership<br />
with the community.”<br />
RON DOUGLAS<br />
Managing Director, Anglesey Aluminium Metal Limited<br />
supplement the performance of the medical centre and this work will continue<br />
into <strong>2006</strong>.<br />
Environmentally we reported several fluoride emission permit exceedances to<br />
the Environmental Agency during the year, however with some focussed<br />
operational improvement by the Carbon Department we are now below fluoride<br />
permit levels.<br />
We continued to perform well despite reducing metal production due to<br />
extraordinary energy costs in November and December.<br />
A very successful Open Day provided an opportunity for the local community to<br />
visit the smelter and view our operation first hand. We took the opportunity to<br />
share some of the issues facing the smelter and the Project 2010 programme we<br />
have put in place to address these.<br />
2005 has been challenging, however the commitment of our employees and<br />
their families together with the support of the community and other stakeholders<br />
has enabled the ongoing success of our business.<br />
RON DOUGLAS<br />
Managing Director,<br />
Anglesey Aluminium Metal Limited<br />
Aluminium cast samples<br />
12
01<br />
COMPANY PROFILE AND OPERATIONS<br />
<strong>Rio</strong> <strong>Tinto</strong> (51 percent) and Kaiser Aluminum (49 percent) jointly own<br />
Anglesey Aluminium Metal Limited (<strong>AA</strong>M), with operational management<br />
undertaken by <strong>Rio</strong> <strong>Tinto</strong> Aluminium, a wholly owned subsidiary of <strong>Rio</strong> <strong>Tinto</strong>.<br />
Located at Holyhead in North Wales, <strong>AA</strong>M has been in operation since 1971,<br />
producing aluminium in differing forms for extruding,<br />
rolling and remelting. <strong>AA</strong>M is one of the largest<br />
suppliers of aluminium metal in the United Kingdom<br />
British<br />
Mainland<br />
and sells its products throughout the UK and Europe.<br />
Glasgow<br />
Glasgow<br />
Edinburgh<br />
In 2005 <strong>AA</strong>M contributed in excess of £20 million<br />
through payment of salaries and wages into the local<br />
economy. Product sales in 2005 were in<br />
excess of £143 million and taxes paid<br />
Cemaes<br />
amounted to £17.8 million.<br />
Aerial view of <strong>AA</strong>M<br />
3<br />
Holyhead<br />
B4545<br />
Irish<br />
Sea<br />
Irish Sea<br />
A5<br />
Anglesey<br />
Aluminium<br />
Holyhead<br />
Holy Island<br />
Island<br />
Anglesey<br />
Aluminium<br />
Valley Valley<br />
Aberffraw<br />
Penrhos<br />
A55<br />
A5<br />
Rhosneigr<br />
Amlwch<br />
A5025<br />
Carlisle<br />
Manchester<br />
Liverpool<br />
Cardiff<br />
Bristol<br />
Plymouth Plymouth<br />
Benllech<br />
Llangefni<br />
A4080<br />
Caernarfon<br />
Anglesey<br />
Aluminium<br />
Newcastle<br />
Newcastle<br />
Birmingham<br />
London<br />
Irish Sea<br />
Beaumaris<br />
Beaumaris<br />
Menai Bridge<br />
Bridge<br />
Bangor<br />
A5<br />
Isle of<br />
Anglesey<br />
FAST FACTS<br />
• <strong>AA</strong>M has doubled its production since it opened in 1971, rising year<br />
on year from 70,000 tonnes in the early 1970s to about 140,000 tonnes<br />
today.<br />
• <strong>AA</strong>M has reduced total carbon equivalent emissions by 52 percent<br />
since 1990, against a Kyoto target of 12.5 percent, while increasing hot<br />
metal production by 20 percent in the same period.<br />
• Metal production in 2005 was 144,000 tonnes in the following products:<br />
billet, rolling ingot and one tonne sow. Consumed in the process was<br />
280,000 tonnes of alumina and 55,000 tonnes of calcined coke.<br />
• <strong>AA</strong>M employs 562 full time permanent employees.<br />
• <strong>AA</strong>M consumes 255MW of power on a continuous basis,<br />
approximately 12 percent of the power consumed in Wales.<br />
• Aluminium is easily and endlessly recyclable by remelting without<br />
changing its inherent properties, with a 95 percent energy saving.<br />
• <strong>AA</strong>M owns a 200-acre coastal park that boasts breathtaking scenic<br />
views and provides a natural shelter for many varieties of flora and<br />
fauna. Each year about 100,000 people visit the park.<br />
John Owen, Process Metal<br />
Planner, analysing a sample
Harri Evans,<br />
Operator, Carbon<br />
4
5<br />
02<br />
OCCUPATIONAL HEALTH AND SAFETY<br />
Protecting our people<br />
OUR PRIORITIES<br />
• Maintain emphasis on<br />
eliminating workplace<br />
incidents and injuries<br />
towards our goal of zero<br />
injuries.<br />
• Continue risk identification<br />
to eliminate hazards and<br />
exposures from<br />
the workplace.<br />
• Encourage healthy lifestyles<br />
and provide access to<br />
regular health<br />
assessments and wellness<br />
programmes.<br />
Our aim is for each employee, visitor and contractor who enters the site to perform<br />
his or her tasks and return home safely without harm to their health.<br />
Performance in 2005<br />
In 2005 we did not achieve the safety targets we set for ourselves, however we<br />
maintained the performance levels achieved in 2004. Although our overall safety<br />
performance level was similar to last year, success was noted in the Carbon area as<br />
the department reached 1000 days without a Lost Time Injury. Hazard awareness,<br />
safe working practices, employee involvement and enthusiasm are important for<br />
success.<br />
Number of injuries<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
2002 2003 2004 2005<br />
Total Injuries<br />
Medical Treatment<br />
Injuries<br />
Lost Time Injuries<br />
Kerri-Ann Jessep, Senior Industrial<br />
Hygienist, weighing dust filters
Karen Hughes, Industrial Hygiene<br />
Technician performing personal noise dose<br />
monitoring on Geraint Williams,<br />
Maintenance Team Leader, Metal Products<br />
Dave Thomas,<br />
System Specialist and<br />
Mike Roberts,<br />
Reduction Team<br />
Leader<br />
completing<br />
SAFER book<br />
Our Approach and Progress<br />
We believe that a business cannot be successful unless it holds the protection<br />
of all employees, contractors and visitors of paramount importance. This is why<br />
we have developed core systems to help us effectively identify and control<br />
hazards at work and communicate them to all employees. These systems<br />
include our policy document, risk assessment system, hazard identification tool<br />
called “Stop and First Evaluate Risk” (SAFER), procedures that define our<br />
working systems and Best Current Practice documents that detail and describe<br />
our processes. Using these systems and involving and engaging all employees<br />
is important in making our operations safe.<br />
Significant Safety Initiatives<br />
Our standards and procedures have been undergoing review, with the Health<br />
and Safety procedures now forming an integral part of our business system.<br />
During the year we were audited against <strong>Rio</strong> <strong>Tinto</strong> corporate standards in health<br />
and safety. An action plan was put together to meet the recommendations and<br />
we have made good progress towards completion.<br />
A major project to upgrade our protective garments was completed in<br />
September with the roll out of new workwear. Developments in the field of<br />
aluminium protective fabrics enabled us to change to more comfortable,<br />
breathable, easier to maintain fabric that can be worn by all employees. As the<br />
workwear is used as protective equipment, it is important that we have detailed<br />
information on its maintenance, care and use. With a bar-coding system to track<br />
each item of clothing, we have the information to review each garment's history,<br />
and ensure they are fit for purpose at all times.<br />
We are keen to look out for new safety initiatives and best practice opportunities<br />
and in 2005 we had visits from some of our industry colleagues, local<br />
businesses and customers who discussed their approach to health and safety.<br />
We continued to take a key role in the Aluminium Federation Safety Committee,<br />
and the North Wales Responsible Care (health, safety and environment) Group.<br />
Within the UK, aluminium smelters were brought under the Control of Major<br />
Accident Hazards (COMAH) Regulations. The site produced and submitted a<br />
detailed Safety <strong>Report</strong> in February to the relevant authorities (that is, the Health<br />
and Safety Executive and Environment Agency). This report outlined how <strong>AA</strong>M<br />
manages hazards and the procedures we have in place to prevent accidents. We<br />
continue to work closely with these authorities, reviewing their recommendations<br />
and developing our systems further.<br />
We conducted a full emergency exercise in November that involved stagemanaging<br />
a mock incident. The test scenario activated the Disaster Management<br />
and Recovery Team and the front line Emergency Control Team. This exercise<br />
enabled <strong>AA</strong>M to practice and develop the skills of incident management.<br />
Industrial Hygiene Programme<br />
<strong>AA</strong>M now has a full time Industrial Hygiene team which includes a Senior<br />
Industrial Hygienist and Industrial Hygiene Technician.<br />
Carol Parry,<br />
Senior Nurse,<br />
carrying out<br />
audiometic<br />
testing<br />
Industrial Hygiene is associated with ensuring and providing a safe and healthy<br />
work environment through Recognition, Evaluation, Control and<br />
Anticipation of potential physical, chemical, and biological hazards in the<br />
workplace environment.<br />
• Recognition - Experience gained from similar industries; Examination of<br />
the process for potentially hazardous inputs and by-products; Feedback from<br />
people closely associated with the process.<br />
• Evaluation - Visual inspections; monitoring to quantify the extent of the<br />
identified hazard; Compare findings with current health standards.<br />
• Control - Elimination, substitution or modification to the process and work<br />
practices; isolation or enclosure; ventilation; housekeeping; training and<br />
education; personal protective equipment; personal hygiene; job rotation.<br />
• Anticipation - Consideration of new technology, processes, equipment,<br />
and materials before they are introduced into the workplace, taking into<br />
account the consequences of unplanned process changes, failure of control<br />
equipment, or short cuts in work practices.<br />
Quantitative respirator fit testing was introduced during 2005 to ensure that<br />
each person's respirator fits correctly providing appropriate protection of<br />
their airways. A total of 570 people were fit tested, including 67<br />
contractors.<br />
6
7<br />
02<br />
OCCUPATIONAL HEALTH AND SAFETY<br />
Health Screening Programme<br />
During 2005, the Occupational Health group continued with a screening<br />
programme for employees and contractors. In total, 270 employees were<br />
evaluated against standards that are designed to gauge not only their fitness for<br />
work, but also their general well being, as part of the site's Wellness and Fitness<br />
for Life programme. Advice was given on diet, exercise and work-life balance<br />
following the medical evaluation of blood and urine samples together with a<br />
health questionnaire.<br />
Recruitment of new staff during 2005 meant that 98 pre-employment medicals<br />
were completed in order to evaluate the candidates' fitness, including hearing<br />
and lung function prior to employment. In addition, six apprentices and 21<br />
summer vacation employment students each had a pre-employment medical<br />
before commencing their placement.<br />
The requirements of the <strong>AA</strong>M Drug and Alcohol Policy continue with 160<br />
people randomly tested during 2005. These tests help to ensure that employees<br />
are able to work safely, free from the influence of drugs and alcohol.<br />
Every pre-employment medical also has a drug and alcohol test as part of<br />
the process.<br />
Karen Hughes, Industrial Hygiene Technician,<br />
carrying out respirator fit testing on John<br />
Gwyn Thomas, Reduction Administrator<br />
Number of Drug and Alcohol Tests<br />
200<br />
180<br />
160<br />
140<br />
120<br />
100<br />
80<br />
60<br />
40<br />
20<br />
2003 2004 2005<br />
Number of Drug and Alcohol Tests<br />
The physiotherapist service provided to employees continues to be a valuable<br />
asset with over 600 employees attending appointments during 2005. This service<br />
continues to improve recovery times from injuries sustained at work or at home.<br />
During the autumn of 2005, the Occupational Health group offered all employees<br />
a free influenza inoculation. 60 people received the inoculation.
03<br />
OUR BUSINESS APPROACH<br />
Achieving sustainable growth by focussing on continuous improvement<br />
OUR PRIORITIES<br />
• Develop <strong>Sust</strong>ainable Development (SD) decision making criteria to<br />
ensure we consider all social, environmental as well as economic<br />
aspects of our projects.<br />
wneud dim, ddim yn ddewis” (“Doing nothing is not<br />
“Gan option”) is the mantra for <strong>AA</strong>M's Project 2010<br />
which commenced in 2005. With <strong>AA</strong>M's long term power<br />
contract with British Nuclear Fuels Limited (BNFL)<br />
• Introduce SD concepts to our employees.<br />
terminating in September 2009 and with smelters throughout<br />
• Extend structured business improvement practices of Six Sigma and Europe under threat of closure owing to high market prices<br />
Lean Manufacturing (especially under the Project 2010 banner) to our for power and gas, <strong>AA</strong>M needs to make significant business<br />
entire workforce.<br />
improvements in the coming years in order to enable a<br />
• Communicate the benefits of achieving operational excellence to<br />
motivate employees.<br />
• Continue to leverage benefits from the shared services provided by <strong>Rio</strong><br />
<strong>Tinto</strong> Aluminium.<br />
sustainable future to 2010 and beyond.<br />
Dave Thomas, System Specialist and<br />
John Gwyn Thomas, Reduction<br />
Administrator viewing the Potlines<br />
8
9<br />
03<br />
OUR BUSINESS APPROACH<br />
Project 2010 is a package of improvement initiatives intended to deliver<br />
ongoing annual cost savings of £10 million together with increases in annual<br />
revenue of £10 million. It consists of six components:<br />
• Use of capital - An improved business planning process and stricter<br />
control of capital expenditure, both initiated in 2005.<br />
• The Way We Work - An <strong>AA</strong>M policy that includes conditions of<br />
employment (for example, shift patterns and holidays), employee participation<br />
in achieving improvements and the use of contractors and external services.<br />
• Six Sigma and Lean Manufacturing - Six Sigma provides the<br />
methodology for a data driven approach to productivity and cost improvements,<br />
while the techniques of Lean Manufacturing allow a larger proportion of the<br />
workforce to be involved in achieving improvements in the areas for which they<br />
are accountable.<br />
• Energy Efficiency - Projects that evaluate the reduction of gas and<br />
electricity usage in our operations.<br />
• Process Improvements - A variety of process improvement initiatives are<br />
under way across the plant. Some are facilitated using the tools of Six<br />
Sigma or Lean Manufacturing and others by capital improvements. There is<br />
also a focus on asset management to ensure equipment performs to its<br />
optimum through maintenance practices.<br />
• Increased Revenue - Increase the percentage of metal that is produced as<br />
value-added product, (those products which command a premium price as a<br />
result of alloying or purity). The aim is to increase this percentage to the<br />
maximum level.<br />
LEAN - “Lean” is the process of waste elimination and work<br />
standardisation to deliver reduced process variation and is achieved by<br />
engaging more of the workforce in improvement initiatives. Following<br />
the successful implementation of Lean techniques in the Cell<br />
Reconstruction section, Lean is being introduced across the site. A full<br />
time Lean coach, Rita Caven, has been appointed to provide the support<br />
and direction.<br />
SIX SIGMA - “Six Sigma” is a structured problem solving methodology<br />
designed to achieve break-throughs in operating performance, productivity<br />
and cost improvements. A further eight people are currently being<br />
trained in Six Sigma to add to the existing 13 trained project leaders.<br />
The focus for projects in <strong>2006</strong> is to improve the effectiveness of maintenance,<br />
reduce energy consumption and improve process performance.<br />
Six Sigma wave two trainees<br />
Front row (left-right): Rita Caven; Donna Evans; Sam Fagan; Emma Harrison.<br />
Back row (left-right): Louise Crawford; Derfel Jones; Keith Jones; Steve Sodzi.<br />
The Way We Work<br />
<strong>AA</strong>M is certified to ISO 14001 for environmental performance, ISO 9001:2000<br />
for its quality and business systems and is subject to <strong>Rio</strong> <strong>Tinto</strong> standards for<br />
health, safety and the environment, as well as information security. The<br />
business systems that support compliance to these various standards and<br />
requirements have been brought together as an integrated set of systems which<br />
all come under the heading of “The Way We Work”. In the process, many of the<br />
existing systems have been updated and simplified. These systems, which also<br />
include our personnel systems, represent the values of the company and how<br />
these values are put into practice in the workplace. They represent a framework<br />
upon which all our other improvement work is built.<br />
The Way We Work Policy<br />
Anglesey Aluminium Metal (<strong>AA</strong>M) has been operational for over 30 years and<br />
we are continually seeking to learn and improve the way we work to ensure we<br />
meet or exceed our commitments to our customers and stakeholders.<br />
<strong>AA</strong>M is considered to be one of the top performing smelters in the world for the<br />
cell technology we employ. This performance is measured against agreed<br />
objectives and targets called Key Performance Indicators (KPI) that encompass<br />
health, safety, environment, product quality, asset utilisation and people metrics.
Derek Jones, Electrical<br />
Craftsman, Engineering Services<br />
Alwyn Jones,<br />
Reduction Operator,<br />
monitoring the process<br />
We maintain our focus by:<br />
- Continually assessing our performance against KPI metrics<br />
- Using energy and raw materials efficiently to minimise the environmental<br />
impact of the operation and maximise our potential for supplying product<br />
that meets customer specification and is delivered on time.<br />
- Committing to continual environmental improvement and prevention of<br />
pollution through:<br />
•Effective waste management including promoting the reuse and recycling<br />
of products;<br />
•Promoting and improving our use of natural resources;<br />
• Involving suppliers, contractors and customers in environmental<br />
initiatives.<br />
- Benchmarking our performance against other operations within <strong>Rio</strong> <strong>Tinto</strong><br />
Aluminium and other similar businesses.<br />
- Promoting a health, safety and environmental culture that aims to deliver A<br />
Zero Injury and Incident workplace for all employees, contractors and<br />
visitors, with consistent application of “if it's not safe, don't do it that<br />
way!” and “a control action that allows an incident to be<br />
repeated is deemed to have failed”.<br />
- Working together to promote a fair and challenging workplace where all<br />
employees, including contractors, are valued and their improvement ideas<br />
welcomed.<br />
- Providing training and information so all employees, contactors and visitors<br />
can carry out their tasks in a manner consistent with achieving excellence in<br />
health, safety, environment and product quality and are aware of <strong>AA</strong>M safety,<br />
environmental and health requirements.<br />
Our Policy<br />
As a minimum, our aim is to meet all applicable legislative, and other,<br />
requirements and to openly communicate our performance to the workforce and<br />
interested parties.<br />
This is The Way We Work and this policy is published within the workplace<br />
and communicated to all stakeholders.<br />
Sion Jones,<br />
Garage Mechanic,<br />
Engineering Services<br />
Improvement Ideas<br />
<strong>AA</strong>M has, in the past, had several suggestion schemes and methods for<br />
collecting ideas to improve the business and save costs. As part of the ongoing<br />
business improvement at <strong>AA</strong>M, we need to ensure that all good ideas are<br />
captured and recognised; that they receive appropriate consideration and that<br />
good ideas are acted upon. This is particularly important for Project 2010,<br />
where we need to capitalise on all the knowledge and experience gained at <strong>AA</strong>M<br />
over the years to ensure that we have a sustainable future post 2010. The<br />
“Anglesey Improvement Ideas Centre” is a website that has been launched as a<br />
means of collecting ideas, sharing them, allowing comment and giving feedback<br />
on how ideas are being progressed and completed.<br />
10
11<br />
04<br />
MARKET POSITION AND SUPPLIERS<br />
Integrating sustainability into procurement and sales<br />
n 2005 <strong>AA</strong>M contracted with 974 suppliers and<br />
OUR PRIORITIES I<br />
• Introduce <strong>Sust</strong>ainable<br />
Development (SD) concept<br />
to our supply and<br />
contracting community.<br />
• Introduce specific SD<br />
targets to all new contracts<br />
placed in <strong>2006</strong> over<br />
the value of £100K.<br />
• Continue to leverage<br />
benefits from the services<br />
provided by the<br />
Strategic Procurement<br />
Group (Comalco).<br />
Louise Crawford,<br />
Buyer, Business<br />
Services<br />
contractors, with a total expenditure (excluding electricity<br />
and alumina) in excess of £34M.<br />
Integrating SD at the pre-tender stage<br />
In 2005, as an initial step to integrate SD principles into the<br />
supply chain, the <strong>AA</strong>M procurement team developed a pretender<br />
SD qualification process for raw material suppliers.<br />
The process requires potential suppliers to complete an<br />
'<strong>AA</strong>M Request for Proposal' (RFP) document. This pretender<br />
document was created to seek an understanding<br />
from potential suppliers of their current SD practices.<br />
Answers to SD questions along with a pre-contract site<br />
visit establish a SD rating. The rating determines if a<br />
supplier is qualified to receive an <strong>AA</strong>M tender.<br />
Supplier performance “learning together”<br />
The objective of the procurement function is to increase<br />
business value by building long term relationships with<br />
suppliers and contractors that are similarly committed to<br />
high standards of performance in the areas of environment,<br />
health, safety and community. <strong>AA</strong>M monitors supplier and<br />
contractor performance in these areas. The procurement<br />
team, along with the internal customer, engages with<br />
suppliers and contractors when a deviation is reported. This<br />
engagement ensures that a 'learning relationship' is<br />
established as well as maintaining a sound commercial one.<br />
SD on the learning agenda<br />
In 2005 members of the procurement team commenced a<br />
National Vocation Qualifications (NVQ) programme. This<br />
programme was initiated to widen the knowledge of<br />
procurement principles. Part of the programme included<br />
the collation of SD activities by the team. In 2005 two<br />
members of the team completed NVQ Level 3, doing so<br />
ahead of plan. They will commence NVQ Level 4 in <strong>2006</strong>.<br />
“Back Haul”, saving money, fuel and double<br />
handling… working smarter not harder!<br />
Buyers Louise Crawford and Meirion Davies jointly<br />
developed a logistics strategy that enabled regular<br />
collection of a key raw material following the delivery of<br />
aluminium to a customer. It is common practice for<br />
haulage companies to return to their yards empty after a<br />
delivery. Working with the raw material supplier, the<br />
haulage company, and the internal customer, a collection<br />
schedule was developed that enabled the haulage<br />
company to collect <strong>AA</strong>M's raw material when returning to<br />
their yards. This model is now part of a Six Sigma project<br />
by Louise which has a potential to not only save money<br />
but also valuable wasted miles, and in turn the<br />
environment.<br />
Meirion Davies,<br />
Systems Specialist,<br />
Business Services
05<br />
COMMUNITIES<br />
Supporting sustainable communities<br />
OUR PRIORITIES<br />
• Engage local communities to ensure our approach to providing<br />
information meets their needs.<br />
• Contribute to local community development programmes in ways that<br />
deliver mutual benefit and long-term sustainable results.<br />
• Respecting and protecting cultural heritage, through responsible<br />
management of land and access to resources.<br />
We seek to be a valued member of the community and<br />
through our actions within this environment contribute<br />
by benefiting employees, customers, community<br />
members and shareholders. During <strong>2006</strong> we will carry<br />
out a feedback survey of community stakeholders.<br />
Ron Douglas presenting Royal<br />
Institution certificates to students<br />
at the Mathematics Master Class,<br />
University of Wales, Bangor<br />
12
13<br />
Good management of our local relationships is<br />
critical to being recognised as an integral part of a<br />
community. A number of existing programmes<br />
were continued and new initiatives commenced to<br />
achieve this aim.<br />
During 2005 <strong>AA</strong>M employees' children were again<br />
given the opportunity of work experience at <strong>AA</strong>M.<br />
Twenty students attended site during the summer<br />
vacation period and carried out project work complementary<br />
to their chosen degree course. All the students appreciated this opportunity and<br />
made a valuable contribution to the business.<br />
<strong>AA</strong>M maintains close links with the local secondary schools through such<br />
activities as work placements, providing assistance with skills development and<br />
awarding those pupils who display achievement in their later years at school.<br />
Thirty secondary school pupils were provided with work experience in various<br />
sections across the site. Placements are usually for a couple of weeks but two<br />
young people were provided with the opportunity of an extended period of up to<br />
12 months, attending site one day each week.<br />
On an annual basis, <strong>AA</strong>M provides six £1,000 bursaries to pupils who are<br />
embarking on University education.<br />
Employees, family members and members<br />
of the community at the <strong>AA</strong>M Open Day<br />
<strong>AA</strong>M employee Wyn Jones<br />
handing over the minibus keys<br />
to Youth leader, Sharon Bibby<br />
A major initiative this year was the Open Day held on 17 September. Hundreds of<br />
employee family members and members of the community visited the site and<br />
were provided with information about the smelter, taking advantage of the guided<br />
tours provided on the day.<br />
In early December, <strong>AA</strong>M in co-ordination with the local Police, kick-started the<br />
Christmas Drink Drive campaign for 2005. The police team spent a day on site<br />
demonstrating testing equipment and distributing information about the dangers<br />
of drinking and driving.<br />
The Company has again this year been able to<br />
respond to over 70 requests for assistance from<br />
various local interest groups and charities that all<br />
contribute to the local community. One donation of<br />
note was to supply one of our minibuses to be<br />
used by the community youth clubs on the Island.<br />
The vehicle was fully repaired and resprayed.<br />
Tˆy Mawr Land<br />
In October 2005, 100 acres of land was sold to the<br />
Welsh Development Agency. This land was vital to the development of Holyhead<br />
and the Tˆy Mawr Industrial Park. This has provided the potential to develop light<br />
industries and create significant numbers of jobs. Whilst originally purchased to<br />
maintain a cordon around the smelter, the benefit to the community was<br />
recognised and the sale agreed.<br />
Penrhos Coastal Park<br />
Owned and managed by <strong>AA</strong>M, the Penrhos Coastal Park continues to be a<br />
major attraction to both visitors and local residents alike. A number of<br />
signposted nature trails guide the visitor through the park and the numerous<br />
wooded areas provide a natural habitat to many species of birds and small<br />
animals. The park is one of the most popular tourist attractions in the region<br />
and the facilities are continually being reviewed and improved upon in order<br />
to enhance visitor enjoyment.<br />
Bursary Awards presentation for<br />
pupils of Holyhead High School
06<br />
PEOPLE COMMITMENT<br />
People achieving their potential<br />
OUR PRIORITIES<br />
• Recruit and retain a skilled and motivated workforce.<br />
• Maintain our commitment to engage employees and communicate our<br />
strategic direction.<br />
• Align people systems and processes across <strong>AA</strong>M to facilitate a<br />
seamless value system based on fairness and equality.<br />
The sustainability of our business depends on our<br />
commitment to value, retain and develop existing<br />
employees. We employ the most capable and<br />
enthusiastic people and seek to enable them to achieve<br />
their potential. Our aim is to create a safe and productive<br />
working environment, where everyone is working<br />
together and where people enjoy coming to work.<br />
Kevin Howarth, ESPCO and Jim<br />
Jardine, Training Specialist,<br />
Organisational Support,<br />
conducting reach truck training<br />
Kimberley Williams,<br />
Apprentice, Engineering<br />
Services<br />
Our Progress<br />
There have been many challenges for the Company and our employees during<br />
2005. The most significant of these has been the change of working patterns for<br />
all our employees. This has included a move from a five-panel shift system to a<br />
four-panel shift system to be effective April <strong>2006</strong>. An Implementation Team has<br />
been working through the consultation and implementation issues for these<br />
improved working arrangements. It is the willingness to embrace these and<br />
other changes that will assist <strong>AA</strong>M to achieve a more competitive market<br />
position and sustain the business in the future.<br />
Employee Satisfaction Survey<br />
A confidential survey is conducted every 18 months to gauge employee opinion<br />
and feedback. This survey was conducted in November 2005 and the results,<br />
due to be released in early <strong>2006</strong>, will be used to improve the way we work.<br />
Employee Assistance Programme<br />
2005 saw the introduction of a confidential Employee Assistance programme.<br />
This programme enables employees to seek information and assistance on<br />
lifestyle, health or financial issues and is provided free of charge by the<br />
company to all employees and families.<br />
14
Owain Arwel Jones, Barry Lee Evans and Dion<br />
Owen collecting individual achievements at the<br />
EEF Apprentice of the Year (from left to right)<br />
15<br />
Apprenticeship Programme<br />
<strong>AA</strong>M has recruited and trained apprentices since its inception in 1970. In 1999<br />
<strong>AA</strong>M entered into an agreement with Môn Training Apprentice Scheme which is<br />
sponsored by Anglesey County Council, and since this time it has been our<br />
preferred apprentice training provider.<br />
We believe that recruiting and training the apprentices adds value to our<br />
business. Succession planning has ensured that on completion of their<br />
apprenticeships to-date there have been vacancies available to replace retiring<br />
employees.<br />
Apprenticeship frameworks available at <strong>AA</strong>M:<br />
• Electrical<br />
• Instruments/Electronics<br />
• Mechanical Fitting<br />
• Machining<br />
• Mobile Equipment Mechanics<br />
• Welding and Fabrication<br />
As in previous years, in 2005 three of our current apprentices were successful<br />
in the Engineering Employers’ Federation Apprentice of the Year competition.<br />
They were invited to a presentation evening held in Cardiff in December 2005.<br />
APPRENTICESHIP FACTS<br />
• 50 percent of our 130 Craft employees…<br />
• 25 percent of our Middle Management Team…<br />
• 25 percent of our Senior Management Team…<br />
…are our ex-apprentices!<br />
<strong>AA</strong>M Training Activity Highlights - 2005<br />
Employment Law Training<br />
Training<br />
<strong>AA</strong>M is committed to training and developing all employees to meet their full<br />
potential and the needs of the business.<br />
Many of the skills acquired are necessary to the business but may also be<br />
considered as “skills for life”. One such example is the “Driver Risk<br />
Awareness programme” launched in 2005 with over 80 employees being<br />
trained to date.<br />
In 2005 a series of workshops were delivered to employees examining the circumstances<br />
surrounding the most common types of road incidents. Participants learnt<br />
improved driving skills to reduce their likelihood of being involved in an incident.<br />
The training included a practical driving test designed to improve 'hands-on' driving<br />
skills including hazard awareness and management of the driving environment. The<br />
training was well received.<br />
SAFETY SKILLS MOBILE<br />
BUSINESS SKILLS TECHNICAL SKILLS<br />
• Formal Risk Assessments/SAFER<br />
• Risk Assessment/Loss <strong>Report</strong>ing<br />
EQUIPMENT<br />
SKILLS<br />
• Introductory Certificate in Team Leading (ILM)<br />
• Six Sigma - Green and Black Belt<br />
• AK Strapping Machine<br />
• Abrasive Wheels<br />
• Safety Management Audit Training (SMAT) • Fork Lift Truck • Introduction to practical buying (CIPS)<br />
• EN ISO 15614 and<br />
• Resuscitation/Defibrillator Oxygen,<br />
• Overhead Crane • Best Current Practice Development and Management (BCP) BSEN 287<br />
Entonox and Mars<br />
• Driver Risk • Change Management<br />
• 16th Edition Wiring<br />
• Cardio Pulmonary Resuscitation (CPR) Awareness •Information Systems<br />
Regulations<br />
• STOP for Supervision<br />
• Scissor Lift • Internal QMS (Quality Management Service) Auditor • Modicom ProworX32<br />
• Permit to Work, Isolation and Lock Off<br />
•Work Performance Review<br />
• Autocad 2004/05<br />
• National Examination Board in<br />
• <strong>Sust</strong>ainable and Profitable Process<br />
• Access Scaffold Towers -<br />
Occupational Safety & Health/General<br />
• Manufacturing Excellence<br />
Inspection and erection<br />
Certificate and Diploma (NEBOSH)<br />
• Employment Law and Absence Control<br />
• Microsoft Office Suite - Excel, Word, Outlook, Word<br />
• Inverter Training
07<br />
ENERGY AND THE ENVIRONMENT<br />
Making the most of our resources<br />
OUR PRIORITIES<br />
• Identify environmental aspects associated with all our activities,<br />
products and services.<br />
• Reduce the use of energy (power and gas) in the smelting process.<br />
• Develop improved efficiencies in motors, lights and equipment.<br />
• Develop a recycling campaign to minimise waste.<br />
• Reduce emissions by improved operating practice.<br />
• Maintain certification to ISO 14001 and enhance our environmental<br />
management system.<br />
• Ensure compliance with all <strong>Rio</strong> <strong>Tinto</strong> Environmental Standards.<br />
• Reduce total fluoride emissions from 1.3kg F/tonne Al to<br />
< 1.0 kg F/tonne Al produced.<br />
• Reduce greenhouse gas emissions.<br />
• Reduce hazardous waste to landfill.<br />
• Determine quantities of PAH (poly aromatic hydrocarbons), fluorides,<br />
particulates and sulphur dioxide on the ambient air.<br />
In line with the <strong>AA</strong>M policy,<br />
“The Way We Work”, we<br />
strive for continual improvement in our practices and<br />
performance, with the key driver for environmental<br />
management being our aspirational goal of zero harm<br />
to the environment.<br />
16
17<br />
07<br />
ENERGY AND THE ENVIRONMENT<br />
Environmental standards are in place to provide direction. These standards<br />
form the basis of <strong>AA</strong>M's environmental management system.<br />
Protecting the environment for future generations lies at the heart of <strong>AA</strong>M's<br />
sustainable development activities. Our industry is raw material intensive<br />
including energy in particular. Our activities also produce greenhouse gas and<br />
fluoride emissions and waste by-products.<br />
At <strong>AA</strong>M, we believe our ongoing sustainability depends on our record of<br />
responsible management of resources and the environment. Our stakeholders<br />
expect <strong>AA</strong>M to take responsibility for environmental management.<br />
<strong>AA</strong>M continues to host local councillors on an annual basis for its Council<br />
Liaison Committee when the smelter reviews environmental performance and<br />
outlines future plans. The Environment Agency and Department of Public<br />
Protection also participate in order to consolidate the value of these<br />
discussions.<br />
<strong>AA</strong>M also employs the services of a veterinary surgeon to carry out bone<br />
biopsies at various farm locations on behalf of the local farming community.<br />
Environmental aspects associated with <strong>AA</strong>M activities have been identified and<br />
scored to determine significance. Those determined to have significant impacts<br />
based upon the scoring criteria were defined as significant environmental<br />
aspects. Targets and objectives were developed to reduce their negative environmental<br />
impacts. Table 1 contains some of the environmental aspects that the<br />
process determined to be significant or even potentially significant.<br />
TABLE 1 - SIGNIFICANT ENVIRONMENTAL ASPECTS<br />
Electrical Energy Use<br />
Hazardous Wastes<br />
Releases to Air<br />
Discharge to Water<br />
Mineral Wastes<br />
Greenhouse Gases<br />
Hazardous Materials Use<br />
Noise<br />
Air Quality<br />
IMPROVEMENT INDICATOR<br />
<strong>AA</strong>M achieved certification to ISO 14001 in 2001. The British<br />
Standards Institution (BSI) is an independent auditor which audited<br />
<strong>AA</strong>M's progress in October 2005 and found that the operation has<br />
progressed sufficiently to be recommended for certification to the<br />
new ISO 14001 standard requirements.<br />
Total Fluoride Emissions and Metal Tonnage Produced 1971 - Present<br />
3000<br />
2500<br />
2000<br />
1500<br />
1000<br />
500<br />
0<br />
Kg Fluoride/Day tonnage metal per annum<br />
1971- 1975- 1979- 1983- 1987- 1991- 2001 2002 2003 2004 2005<br />
1974 1978 1982 1986 1990 1994<br />
High concentrations of fluoride can negatively impact on local vegetation and<br />
<strong>AA</strong>M continues to look for ways to minimise emissions of fluoride from the site.<br />
The Environment Agency licence limit of 1.3kg/t Al was met during 2005 with<br />
an average result of 1.1kg/t Al, slightly above the internal target of 1.0kg/t Al.<br />
The long term plan is to reduce this further to 0.9kg/t Al by 2007 through<br />
projects such as the introduction of new cell hoods and continued maintenance<br />
of the gas treatment equipment.<br />
IMPROVEMENT INDICATOR<br />
160,000<br />
140,000<br />
120,000<br />
100,000<br />
80,000<br />
60,000<br />
40,000<br />
20,000<br />
0<br />
We have installed “real time” analysers in the reduction and carbon<br />
areas that use laser technology, enabling us to monitor fluoride<br />
trends and alter work practices on an ongoing basis.<br />
Oystercatcher<br />
chick<br />
New trees being<br />
planted in<br />
the Penrhos<br />
Coastal Park
Emma Harrison,<br />
Environmentalist,<br />
Organisational<br />
Support and<br />
Stephen Roberts,<br />
Environmentalist,<br />
Organisational<br />
Support<br />
Waste Reduction<br />
<strong>AA</strong>M produces a combination of non-hazardous and hazardous wastes from the<br />
various process areas. Much of the waste produced is recycled, reused or sold<br />
with a view to minimising waste to landfill.<br />
In one of the best examples of sustainable development, <strong>AA</strong>M is leading the way<br />
in finding an alternative use for one of the primary aluminium's largest byproducts.<br />
<strong>AA</strong>M transported 50 tonnes of Spent Pot Liner (SPL) to the Jesse<br />
Brough Metals Group in 2005 as part of a sustainability trial for the cement<br />
industry. SPL contains silica, alumina and fluoride components, which are<br />
useful to the process of cement manufacture. The trial was a total success and<br />
attracted the support of the UK Environment Agency.<br />
IMPROVEMENT INDICATOR<br />
In a win-win situation <strong>AA</strong>M will aim to reduce 80 percent of<br />
SPL through recycling in 2007 and reduce the burden on UK<br />
hazardous landfill.<br />
One initiative proposed by the <strong>AA</strong>M environment team has improved the<br />
management of waste disposal at the site. Paper, scrap wood and scrap steel is<br />
now recovered for recycling and no longer sent to landfill.<br />
At <strong>AA</strong>M we recycled<br />
approximately 4,675 tonnes<br />
of material in 2005.<br />
Recycling this material has<br />
saved <strong>AA</strong>M approximately<br />
£36,000 in landfill tax alone.<br />
Pictured are Owain Hughes, Claudia<br />
Owen, Katrina Daniel and Lucy Holland<br />
from Cemaes Primary School<br />
presenting a squirrel nest-box to one of<br />
the Anglesey Aluminium Environmental<br />
Team, Stephen Roberts<br />
Dealing with environmental incidents<br />
At <strong>AA</strong>M an environmental license non-compliance is also a <strong>Rio</strong> <strong>Tinto</strong> Category<br />
Two environmental incident. During 2005 <strong>AA</strong>M recorded eight non-compliances.<br />
These incidents arose when hydrogen fluoride emissions from the Pot Rooms<br />
and Carbon Bake exceeded our limits for a short duration. Although these<br />
incidents had little or no impact on the environment, reports were issued to the<br />
UK Environment Agency along with plans for corrective actions.<br />
IMPROVEMENT INDICATOR<br />
At the end of 2005 there were no outstanding non-compliance issues.<br />
Achievements in Biodiversity<br />
Owain Hughes, Claudia Owen, Katrina Daniel and Lucy Holland from Cemaes<br />
Primary School presented a squirrel nest-box to one of the Anglesey<br />
Aluminium’s Environmental Team members - Steve Roberts. The school's<br />
Project on the Anglesey Red Squirrels recently won a national competition.<br />
As part of its tree planting and biodiversity programme, <strong>AA</strong>M is planning to<br />
introduce a small population of Red Squirrels into the wooded areas close to the<br />
plant site.<br />
PAPER - 8.6 TONNES<br />
The paper is collected for recycling by Antur Waunfawr. Antur Waunfawr offers<br />
training and employment opportunities to people with learning difficulties.<br />
WOOD - 165 TONNES<br />
The wood is collected and chipped. This chipped wood is then made into chipboard.<br />
SCRAP STEEL - 1,502 TONNES<br />
Scrap steel is collected then sorted and then reprocessed into useable steel.<br />
REFRACTORY MATERIAL - 3,000 TONNES<br />
Good refractory material is crushed up and used in making refractory material and<br />
other material is used for hardcore.<br />
18
3.50<br />
3.00<br />
2.50<br />
2.00<br />
1.50<br />
1.00<br />
0.50<br />
0.00<br />
19<br />
08<br />
ENERGY<br />
Energy efficiency at <strong>AA</strong>M<br />
The profile of energy efficiency has significantly increased over the last few<br />
years, not only as a result of regulation and climate change but because it<br />
makes good business sense for an energy intensive business such as <strong>AA</strong>M.<br />
With the increased worldwide drive to reduce greenhouse gases, particularly CO2,<br />
there has been a strong emphasis by industry to manage carbon emissions.<br />
Milestone year for CCLA and we failed to<br />
meet our agreed target of 2.41 and were<br />
forced to purchase carbon credits<br />
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 YTD Target<br />
3.28 3.17 2.81 2.60 2.50 2.49 2.55 2.55 2.39 2.34 2.30 2.30 2.36<br />
Total Ceq/tonne Al<br />
Milestone year for CCLA<br />
and bettered target of 2.41<br />
Total Greenhouse Gas Emissions 1995 to Present<br />
Metal Products celebrating<br />
the production of the four<br />
millionth tonne of metal at<br />
<strong>AA</strong>M since 1971<br />
Since 1990, <strong>AA</strong>M has reduced its total greenhouse gas emissions by 52<br />
percent, against a UK Kyoto target of 12.5 percent, while increasing hot metal<br />
production by 20 percent during the same period.<br />
Climate Change<br />
<strong>2006</strong> will be a 'milestone' year under our existing Climate Change Levy<br />
Agreement with the UK Government. <strong>AA</strong>M is on target to meet our requirements.<br />
New targets have been agreed with the UK Government for the period<br />
<strong>2006</strong>-2010 to reflect the change in product output.<br />
Milestone year for<br />
CCLA and bettered<br />
target of 2.41<br />
CCLA = Climate Change<br />
Levy Agreement<br />
Ceq = Carbon Equivalent<br />
GG = Greenhouse Gas<br />
GG Emissions<br />
A number of energy efficiency projects are underway and<br />
include: voltage saving projects in our Reduction area;<br />
initiatives to save on gas usage in the Carbon Bake and<br />
Metal Products areas; saving of energy on the<br />
use of plant lighting and the introduction of<br />
energy efficient motors.<br />
John Batson, Derek Roberts,<br />
Gareth Parry and Peter<br />
Hodgson, Operators from the<br />
Green Carbon Team
09<br />
PERFORMANCE SUMMARY<br />
John Jeffrey, Instruments<br />
Craftsman, Engineering Services<br />
PROGRESS AGAINST<br />
PLANS FOR 2005<br />
PEOPLE<br />
Health and Safety<br />
• A 25 per cent reduction in Lost Time Injuries<br />
from 2004 and 50 per cent reduction on 2003.<br />
People Commitment<br />
• Continue Team Leader training and<br />
development and commence Superintendent<br />
training.<br />
Communities<br />
• Complete the land sale transaction.<br />
PLANET<br />
Environment<br />
• Work with Environment Agency to ensure<br />
agreed revised emission levels are achieved.<br />
• Work with Department of Environment, Food<br />
and Rural Affairs to ensure changing<br />
regulatory requirements are workable and<br />
able to be implemented.<br />
Climate Change<br />
• Continue to reduce site fluoride emissions,<br />
meeting and improving upon regulatory limits<br />
• Continue to reduce Carbon Emissions,<br />
meeting and improving upon regulatory limits.<br />
PROSPERITY<br />
Operational Excellence<br />
• Continue improvement through integration<br />
into a single Business System supported by<br />
management led focus teams.<br />
• Continue with Stage 2 of the project<br />
progressing consenting and partnership<br />
development.<br />
• Further enhance <strong>AA</strong>M's ability to produce<br />
value added product with target of 81 per cent.<br />
In the 2004 Social and Environment <strong>Report</strong>, <strong>AA</strong>M<br />
identified a number of objectives to be achieved<br />
for the 2005 year. This table outlines our<br />
performance against these objectives.<br />
• Target not met (No improvement on 2004<br />
performance).<br />
• Target met/ongoing.<br />
• Target met.<br />
• Target met.<br />
• Ongoing.<br />
• Target met.<br />
• Target met.<br />
• Target met.<br />
STATUS PLANS FOR <strong>2006</strong><br />
• Target not met (UK energy prices resulted in<br />
expenditure & development slowdown).<br />
• Ongoing - casting pit modified, however<br />
reduced Value Added product demand to 74<br />
per cent.<br />
• A 30 per cent reduction in Lost Time Injuries<br />
from 2005.<br />
• Introduce behavioural safety into the <strong>AA</strong>M<br />
safety approach.<br />
• Implement four panel 12 hours shift pattern<br />
for work/family balance.<br />
• Develop red squirrel and coastal park<br />
programmes for the community.<br />
• Recycle > 80 per cent of spent cell lining<br />
material (usually land filled).<br />
• Meeting and maintaining our Climate<br />
Change Levy agreement with Department of<br />
Environment, Food and Rural Affairs.<br />
• Maintain fluoride emissions below<br />
1.0kg F/t Al.<br />
• Maintaining emissions below 0.6kg F/t Al.<br />
• Implement centralised breakdown<br />
maintenance and restructure maintenance<br />
teams to improve asset utilisation.<br />
• Introduce Lean techniques into the<br />
operational departments to improve process<br />
outputs.<br />
• Role out 5S programme across the site.<br />
20
21<br />
10<br />
EXTERNAL VERIFICATION,<br />
CONTACTS AND FEEDBACK<br />
Need more information?… www.angleseyaluminium.co.uk<br />
<strong>AA</strong>M is keenly committed to the community of North Wales and recognises<br />
that relationships with our stakeholders are a vital component of our long<br />
term success.<br />
The company takes its responsibility for <strong>Sust</strong>ainable Development seriously and<br />
your expectations of <strong>AA</strong>M are important to us.<br />
A draft of this report was sent to a number of people external to <strong>AA</strong>M for review<br />
including the Environment Agency Wales and a local High School. These people<br />
were selected on the basis of their knowledge of the smelter. The feedback<br />
provided was invaluable in finalising this 2005 report.<br />
This report is sent to stakeholders including <strong>AA</strong>M employees, the Health and<br />
Safety Executive, the Farmers Liaison Committee, the Isle of Anglesey County<br />
Council and local schools. All these groups have an interest in our activities<br />
and can provide valuable information to enable the company to better<br />
understand community concerns.<br />
We welcome your feedback on our performance and the contents of this report.<br />
If there are topics that you would like to see included in future editions please<br />
send your comments to:<br />
Colin Webb<br />
Organisation Support Manager<br />
Anglesey Aluminium Metals Limited<br />
Penrhos Works<br />
Holyhead<br />
Anglesey LL65 2UJ<br />
Email: Colin.Webb@anglesey.riotinto.com<br />
Other contacts are:<br />
David Bloor, Managing Director<br />
John Mervyn Jones, Senior Environmentalist<br />
Tel: 01407 725000, Fax: 01407 725001<br />
The Carbon Team celebrate 1,000<br />
days without a Lost Time Injury