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Sustain
able Developm
ent Rep
ort 20111
Rio Tin
to, Fer et Titane
Buildin
g for the Fu
ture
Fer et TitaneSustainable Development Report 2011
Buildingfor theFuture
2Sustain
able Developm
ent Rep
ort 2011
Rio Tin
to, Fer et Titane
Buildin
g for the Fu
ture
Rio Tinto deals in mineral resourcesexploration, development andprocessing. Its principal products arealuminum, copper, diamonds,metallurgical and thermal coal,uranium, industrial gold and minerals (borax, titanium dioxide and salt),and iron ore. Although it carries out its activities on a global scale, Rio Tinto is solidly entrenched in Australia and North America, and owns largebusinesses in Asia, Europe, Africaand South America.
ISBN: 978-2-9812550-7-5Legal Deposit: Bibliothèque et Archives nationales du Québec, 2011Legal Deposit: Library and Archives Canada, 2011
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Environment and ResourcesAir Quality
Water Management
Residual Materials Management
By-Product Flow Diagram
Energy and Climate Change
Noise and Environmental Incidents
Land Use
Concerns and Issues Management
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28
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30
30
The SectorsMine and Terminal
Ore Pre-treatment Plant
Reduction Plant
UGS Plant
Steel Plant
Metal Powders Plant
The Process at Rio Tinto, Fer et Titane
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12
12
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13
14
Our PeopleWork Force Planning
Training
Business Improvement
Safety in the Workplace
Health in the Workplace
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The CompanyCore Values
Governance
Financial Performance
Overview
Major Projects
Innovation
Product Stewardship
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CommunitiesContributions to the
Havre-Saint-Pierre Community
Contributions to the Sorel-Tracy Community
A Few Examples of Employees’ Involvement in Their Communities
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President’s Message 4
Table of Contents
Aerial View of the Sorel-Tracy IslandsSeptember 2005; Anthony Bannister
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In the foreground, left to right: Éric Planque, Executive Director, UGS Plant; Dominique Beaudry, Executive Director, Business Development; François Godin, Executive Director,Ore Pre-Treatment Plant and Mine; Dominique Bouchard, President. In the background, left to right: Luc Martel, Executive Director, Human Resources; Claudio Lazzari, Executive Director, TiO2050; Caroline Veillette, Executive Director, Health, Safety, Environment and Sustainable Development; Yves Langlois, Executive Director, Reduction Plant; Lorenzo Bonome, Director,TiO4 Program; Sylvain Paul-Hus, Vice-President, Powders and Steel Division; and Gildas Inisan, Executive Director, Finance.
I am pleased to invite you to read and consult the annual 2011 Annual Report on Sustainable Development for Rio Tinto, Fer et Titane (RTFT). This document is a mine of invaluable information for our employees and all our strategic partners regarding the efforts that our company has put into Sustainable Development. I wish to thank the management team and the entire staff for their immeasurable contribution to the preparation of this publication.
Sustainable development andharmonious relations with ourcommunities are an integral part of the Rio Tinto Group’s commitments. Today, we make economic decisions that take social and environmental impacts into account. Our investment projects are aligned with this perspective.
2011 has given us a boost for the future. Indeed, last May, we announced $ 800 million worth of investments to be made over the coming five years,
which will guarantee the future ofRio Tinto, Fer et Titane for at least four more decades. With this announcement,we confirmed employment andguaranteed major socio-economicspin-offs and benefits for our twohost regions, Havre-Saint-Pierreand Sorel-Tracy.
Our employees’ safety remains a core value at the very heart of our priorities and commitments. On this front, our safety results for last year did not meet our expectations. We must pursue our ultimate goal of “Zero Injury by Choice” by encouraging our employees toengage in safe behaviour. The health and wellbeing of our people is another pillar of our global strategy. In fact, we were one of the companies selected for pilot implementation of Pierre Lavoie’s challenge Le Grand défi entreprise.
We hold that implementing programs for maintaining our employees’ health is a requirement that cannot be ignored in reaching our corporate objectives.
Numerous challenges are in store for us in 2012, in particular, carrying out key corporate projects that will require involvement of all the organization’s employees. In addition to modernizingour equipment to support a 50 % increase in titanium slag production within the next five years, we intendto reduce our SO
2 and dust emissions.
2012 is also a key year for integrating our efforts to refine and implement our commitments to the future. We have to realize the vision we have created for our company: to become a modelof safe operation, with effective,high-performing, innovative andinvolved personnel in order to provide for the continuity of our growth.With the support of our employees, investors, host communities and unionpartners, as well as our owner Rio Tinto,together, we will make it happen.
President’s Message
Photo : Dominic Gouin
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RTFT is a part of Rio Tinto Iron & Titanium (RTIT), which brings together firms that mine ilmenite ore in Canada, South Africa and Madagascar. These operations produce titanium slag, a high-quality raw material intended for the titanium dioxide (TiO
2)
industry. The coproducts include high-purity pig iron, steel and metal powders, among others.
In Canada, RTFT operates an open-pit ilmenite mine located near Havre-Saint-Pierre.It is one of the largest massive ilmenite deposits in the world. The ilmenite is shipped to Sorel-Tracy, where it is smelted and separated into molten iron and titanium slag. The latter is subsequently sold to pigment producers. To create the TiO
2 pigment,
manufacturers use two processes : one chloride, the other sulphate-based. RTIT offers its products to both of these two markets.
QIT Madagascar Minerals (QMM) is a mineral sands mining site located in the south of Madagascar. QMM’s operations differ from those of the Havre-Saint-Pierre mine in that it extracts the ilmenite from the mineral sands. Thereafter, the ore is shipped to RTFT’s installations in Sorel-Tracy for its processing into titanium slag.
Similar to QMM, Richards Bay Minerals (RBM), located in South Africa, produces ilmenite from the mineral sands and processes it at Richards Bay into pig iron and titanium slag.
The Company
Ilmenite Ore, Havre-Saint-Pierre, July 2011
Photo : © Xavier Dachez
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RTIT’s Installations Across the Globe
Core Values
Integrity
We always approach and deal with our employees, clients, suppliers and host communities with open minds.
We treat every single one equitably and honestly.
Respect
We care for each other’s health, safety and wellbeing.
We maximize our contribution to sustainable development by supporting and respecting our neighbouring communities.
We believe in diversity, and we promote and encourage the harnessing of individual and team contributions.
Responsibility
We assume responsibility for our own performance and decisions as well as their impacts on our business.
We encourage others to assume responsibility for their own work.
Team Work
We collaborate in order to attain the best possible results.
We trust others’ competence, skills and commitment.
We focus our collective efforts on the most promising initiatives for the Group.
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RTFT’s financial performanceimproved in 2011 with a return on net assets (RONA) of 5.6 %, a sign of economic rebound.
Two important elements influenced our financial performance in 2011:a loss in production dueto reconstruction of one of the furnaces, and anincrease in maintenance costs,both inescapable expenses necessary for keeping our equipment dependable.
The $800 million ininvestments will enable us to modernize and upgrade our equipment, and thus increase our productioncapacities in a marketfavourable to our products.
Indeed, the pigment market’soutlook for the years to come is encouraging. Demand for TiO
2 products is steady and
ongoing, and especially so forthe high-end products we offer.
The financial crisis that rocked Europe in 2011 produced a certain number of adverse ripples on our activites. In this context, 2012 looms as a year filled with challenges. RTFT aims to attain record production levels while controlling its costs in order to preserve the flexibility required to adjust to permanently fluctuating markets.
Another major challenge awaiting us in 2012 is the Rio Tinto Business Solution(RTBS) implementation project.This Rio Tinto-developed solution integrates the company’s various systems and business processes; implementing it involves large-scale changes in our methods, procedures, and our way of doing business in all areas of the company’s activities.
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Rio Tinto’s core values are conveyed in and through the company’sworldwide code of conduct, “The Way We Work.” RTFT has implemented rigorous management processes in order to make sure that both its internal and external requirements are respected and met. In 2011, we integrated our health andsafety, environment, and quality management systems in order
to improve our efficiency and effectiveness. Risk management lies at the heart of our administrative practices and guides our actions. In this same context, we have merged our various health, safety and environment policies while integrating sustainable development stakes and issues.www.rtft.com/documents/Politique_SSEDD-En.pdf
Governance
(RONA = Return on Net Assets)
% RONA
Revenues
Expenses
Net Assets
Financial Performance
Assurance • Rio Tinto Compliance Program
Core Values Code of Conduct Local Application ToolsCorporate Application Tools
Rio Tinto’s Core Values
The Way We Work
Rio Tinto’s Policies
Rio Tinto’s Standards
RTFT’s Policies
2001
12,6
2002
11,8
2003
7
2004
13,8
2005
9,8
2006
5,1
2007
4
2008
14,8
2009
-3,9
2010
4,9
2011
5,6
RONA Calculation (%)
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5-Year Objectives Target for 2012
Operate without injuring our employees Reduce on our accidents by 20% Reduce our employees’ exposure to noise Assure operational safety
Minimize our environmental impactand preserve our operating permits
Comply with environmental standards Develop and maintain harmonious relations with our stakeholders and host communities
Increase our production by 50% Attain our production objectives Increase flexibility to better accommodate the market
Reach a 20% RONA* Reduce our costs and optimize our working capital Optimize our energy efficiency Optimize and maintain product quality (value added) Carry out the major development projects Create a culture of performance
Maximize operation of the TiO mineat Havre-Saint-Pierre
Implement TiO2050
Manage our talents Optimize talent management processes Motivate our resources Develop & coach our manpower Renew our collective agreements
*RONA = Return on Net Assets
Overview
Strategic planning is a major exercise that involves aligning the action plansof all the various sectors and operations with the priorities of the business.
Our Vision at Rio Tinto, Fer et Titane :That we evolve into a model company that creates value by being safe, involved, highperformingand innovative in order to guarantee our growthfor decades to come.
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Major Projects
Havre-Saint-PierreThe investments of$200-million announcedby RTFT in May 2011 will enable the company tooptimize the mine’s potential for the next 40 years with the TiO
2050 project.
RTFT intends to make this investment a motivatingforce as much for the whole community as for theemployees. The scheduled work is spread out over a five-year period and focuses on improving effluenttreatment, modernizing installations such as garages, and implementing new equipment such as thecone crusher.
TiO2050
will create 70 new jobs. In 2011, 57 men,6 women and 2 Innus were hired, the majority of whom come from the Minganie MRC.
Changes in our operating methods are already being felt: since the fall of 2011, the mine has been in operation seven days a week, 24 hours a day. This new round-the-clock schedule has enabled us to reach our annual production objectives.
Activities kicked offimmediately after the May announcement. $13 million in capital expenditures were invested during the year,of which $8 million went to refurbishing the passenger rail cars.
RTFT also initiated studies for certain future projects, including implementationof a mine effluent capture and treatment program as well as construction of a potential new road to link the mine’s installations with Hydro-Québec’s La Romaine complex.
Our capital expenditures should reach $35 millionin 2012.
View of the Mingan Archipelago, Havre-Saint-Pierre, August 2011
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10 Sorel-TracyThe $600 million investment RTFT announced in 2011 for its metallurgical complex will enable the companynot only to upgrade its installations, but also to strategically position itself as the world leader in raw materials meeting theneeds of the TiO
2 pigment
industry.
The $600 million slated for the Sorel-Tracy installations will provide for the executionof almost 200 different projects per year up to and including 2016.
Investments at the Sorel-Tracy complex will primarily cover the following: increase in production capacity;
equipment upgrade; execution of major air quality projects;
health and safety of our employees and outside contractors;
noise reduction for our workers and the community;
reduction of effluents to the river.
In 2011, RTFT injected over $110 million into various projects at its Sorel-Tracy complex. The same yearalso marked, in particular, the beginning of workon the expansion of the Metal Powders Plant, wich will by itself require a total investment of $30 million.
Among the other projects completed, let us mention reconstruction of furnace No 4 at the Reduction Plant, renewal of several mobileequipment units, andimprovement of healthand safety practices.
In this expansion context, RTFT also intends to improve equipment enabling it to shrink its eco-footprint and extend its compliance with environmental standards, that are becoming more and more rigorous. In particular,the company will carry on with the preparatory engineering assessments for its dust and SO
2 emissions
control projects.
In 2012, RTFT also expects to earmark approximatively $125 million for various projects to help it attain its production objectives:electrical equipment upgrades;machine safety work, mostly on conveyors; mobileequipment upgrades;continuation of Metal PowdersPlant expansion works;and finalization of workat Sorel-Tracy for the integration of Madagascar (QMM) minerals.
Major Projects
View of the Sorel Islands, Sorel-Tracy, August 2011
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Innovation
Product Stewardship
When it comes to innovation,we inevitably think about the RTIT Technology Centre in Sorel-Tracy, a veritable driving force for thecompany. Its team works in support of all of RTIT plants’ and RTFT’s activity areas.
Intently and steadfastly forward-looking, theTechnology Centre’s scientistsenjoy a unique opportunityto shape the company’s future. In addition, the Centre takes part in various trade shows and career days to promote RTFT with the students thushelping to provide for the company’s succession.
On the strength of ourabundant mineral reserves, our unique technology,the broad diversity of our products and our commitmenttoward our clients, we provide an entirely dependable supply of high-quality products. Moreover, we differentiate from our competitors bydelivering competent,skillful, personalized
technical support to each of our clients. We possess the equipment that allows us to reproduces the linitial steps of our clients own processes, which in turn allows usto study our products’fundamental behaviourand thus make sure thatour clients can use themin optimal fashion.
Rio Tinto, Fer et Titane acknowledges its social role of behaving eco-responsibly in the fabrication and use of its products, and their disposal at the end of their useful lives.
This accountability of our company is an integral part of our corporate objectives pertaining to sustainabledevelopment and maintenanceof market share. We callthis approach “productstewardship.”
In 2011, we revised the Material Safety Data Sheets (MSDS) of our principal products.We also adopted a policy for compliance with the new maritime transportation standards. Finally, wecontinued with analysisof our products’ life cycles.
We expect to publish theresults of this analysis in 2012. It will enable us to visualize the environmentalfootprint associated with producing our various products.
Sophie Lévesque, Analytical Laboratory Technician, and Sophie Fortin, Analytical Chemistry Technology Student, Sorel-Tracy, August 2011
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The Sectors
Ilmenite Ore Extraction; Handling and rail transport towards the Havre-Saint-Pierre terminal, then transport by ship to the Sorel-Tracy metallurgical complex.
Achievements in 2011 Creation of close to 70 new jobs Expansion of the workweek from five to seven days a week (24 hours a day) Initiation of a mobile equipment operation training program in partnership with the school commission Improvement of the effluent treatment system Mapping out of a turnaround plan for mobile equipment availability
Challenges for 2012 Increase production by 40%, which means a 50% jump in the amount of tailings to be handled Help our local suppliers to meet Rio Tinto’s new requirements Support the MRC de Minganie the implementation of its new residual materials recycling program Extend availability and increase reliability of mobile equipment Provide for staff retention Complete studies for future construction of a water treatment system
Receiving, handling and shipping of bulk products;
Preparation of ores and anthracite.
Achievements in 2011 Improvement of operational efficiency and safety thanks to a $1.5-million investment in construction of a concrete surface for coal storage
Introduction of an emergency measures co-ordination program linking RTFT with the Canadian Coast Guard, the Société des traversiers du Québec and various regional contributors
Challenges for 2012 Improve safety on over 200 conveyers Make the ship loading/unloading system more reliable by improving planning of maintenance, shipping/receiving, and port equipment dependability
Improve equipment performance
Ore reduction in nine electric-arc furnaces
Achievements in 2011 Production records set during electrical recovery in October 2011
Planned scheduled stoppages rigorously complied with by maintenance services
Improved interdepartmental co-operation
Implementation of indicators enabling daily tracking of CO gas performance
Challenges for 2012 Optimize re-use of CO gas in our processes
Implement several dust capture devices
Reduce noise Contribute to increasing production
Mine and Terminal Ore Pre-Treatment Plant Reduction Plant
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Titanium slag purification
Achievements in 2011 Attainment of production volumes planned Increase in RTCS slag production capacity, a $9-million investment Significant improvement in safety regarding storage of the acid used in the production process Implementation of equipment reliability programs Reinforcement of the safety interaction program
Challenges for 2012 Carry out the investment projects that will enable us to increase production capacities for UGS products and RTCS slag an ambitious challenge
High-quality iron and steel powder manufacturing
Achievements in 2011 Announcement of the Metal Powders Plant modernization project, a $30-million investment Provision of a whole week of workshops under a large tent, where engineers and supervisors presented their various modernization projects Over 70% of the plant’s employees took part, on a voluntary basis, in the Grand défi entreprise Pierre Lavoie
Challenges for 2012 Continue with the modernization projects announced in 2011, while the Metal Powders Plant will keep on operating at full capacity Renew the labour force following attrition through retirements
Steel billet manufacturing
Achievements in 2011 The Steel Plant celebrated the 25th anniversary of its inauguration in September 2011.
The Steel Plant used 62 % of all molten iron produced at the Reduction Plant to manufacture steel billets. Improvement in air quality owing to the change in vapour extraction system and replacement of the dust collector’s filter cartridges
Reduction in outside noise, resulting from integration of a muffler on the fume stack
Decrease in water consumption thanks to a water quality monitoring system Significant improvement in round billet quality
Challenges for 2012 Increase production using the molten iron derived from Madagascar minerals
Increase AK steel production Improve equipment reliability through implementation of IPT and LEAN initiatives
Increase round and square billet quality based on consecutive small-scale projects and employee involvement
UGS Plant Metal Powders Plant Steel Plant
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QMMMadagascar
TiO MineHavre-Saint-Pierre
Sizing Plant
Havre-Saint-Pierre Titanium Slag
QMMTitanium Slag
Cast Iron
Ore Pre-Treatment Plant
AnthraciteReduction Plant
The process Rio Tinto, Fer et Titane
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Steel Plant
UGS®
SORELSLAG®
RTCS
SORELSTEEL®
Steel Powders
Iron Powders
SORELMETAL®
UGS®UGS® slag is used for producing titanium pigment for the chloride process.
SORELSLAG®SORELSLAG® is mainly used forproducing titanium pigment using the sulphate process. Titanium pigment is an opacifier used in paints, plastics, papers and textiles.
RTCSRTCS slag bears the highest concentrationin TiO
2 equivalent without pre-treatment.
It is intended for the chloride basedtitanium pigment market.
SORELSTEEL®Round billets are used in manufacturingtubes for petroleum development, while the square ones are primarily intended for making nuts used in the automotive industry.
SORELMETAL®SORELMETAL® cast iron in used in foundries all over the world to produce the highest-quality ductile iron parts.
Steel and Iron PowdersApart from the automotive industry, which is our pivotal market, metal powders take on various forms in our daily lives and contribute to people’s quality of life. Indeed, they are one of the constituents of certain foods, such as cereals and bread, as an iron supplement.
Metal Powders Plant
UGS(UpGraded Slag)
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The company’s work force is one of its main assets. In a business environment plagued by a shortage of qualified personnel andan ever-growing numberof retirements, RTFT has increased its involvement and actions to position itself as an employer of choice.Rio Tinto’s nationalrecruitment campaign launched in the fall across Canada produced results with several people showingtheir interest in working at RTFT during this campaign.
RTFT now has arepresentative within the employment education committee at the CÉGEP de Sorel-Tracy. This committee also comprises representativesfrom regional economic development firms andorganizations. By the same token the company also hostsstudents from the CEGEPfor work terms and recruits new employees from among their graduates.
Employees visit schoolsto promote our companyand career opportunities.We actively take part inSemaine de la métallurgie(“Metallurgy Week”), inparticular because RTFT sits on the Metallurgy Sector Committee’s Board of Directors
In addition, RTFT acts as a financial partner to the Accès-région Pierre-De Saurelprogram initiated by theOrienthèque a localorganization offering integration programs for people who wish to settlein the Sorel-Tracy region.
In 2011, we hired 204 new employees at the Sorel-Tracycomplex, and 69 at the Havre-Saint-Pierre facilities.
The company intends to enhance its work force’s cultural diversity. Indeed,we are planning to integrate aboriginalpeople living close to our Havre-Saint-Pierre facilities into our organization, and we wish to further attractother non-traditional worker groups such as women,Innus and immigrants.
Our People
Work Force Planning
Louis-Philippe Lavoie, Supervisor at the UGS Plant, Who Greatly Contributed to Rio Tinto’s National Recruitment Campaign. Sorel-Tracy, August 2011
Over the next five years, 15% of RTFT’smanagement personnel and 18% of itsunionized employees will take their retirement.
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RTFT looks after thedevelopment of all its resources’ skills. To this end, a specialized team meets the organization’s requirements by developing training that allows RTFT to take advantageof the most competentemployees and provide contractors with the best internal support there is.
Training is an absolute must, not only when hiring new employees, but also when implementing technologicalchanges, improving processes,purchasing new equipment, and upgrading existingpersonnel’s skills. A capsuleseries and a leadership model development program have been prepared for executives and management personnel.
These initiatives will enablethem to improve their involvement and actions concerning their respective work teams.
In 2011, the hiring surge required a record number of training hours be provided for integrating new employees : 15,364 hours atHavre-Saint-Pierre, and 102,987 at Sorel-Tracy.This represents an 18% increase compared to the previous year. Finally, our suppliers’ employees also followed more than 11,300 hours’ worth of training.
Training
353 1 791
Havre-Saint-Pierre Sorel-Tracy
36 Age 20 to 24 82
224 Age 25 to 44 799
91 Age 45 to 64 905
2 Age 65 and over 5
In 2012, we have scheduled some 140,000 training hoursfor all RTFT personnel. We are also planning training on implementation on the RTBS business solution.
Management Employee Hourly Employee
% of Head Count 25 % 75 %
Number ofTraining Hours
15 364 100 987
Number ofHours per Employee
28 hours 63 hours
Use SPEAK-OUTto express your concerns aboutserious problems to Rio Tinto’ssenior management.
1 866 226 1685- You do not have to identify yourself.- A safe and confidential process.- No penalty for honest calls.
Express yourself…
Training
Number of Employees per Age Bracket (December, 2011)
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Consolidated into a single team in 2011, the members of Business Improvementare employees specializedin several fields of expertise.By implementation ofrecognized, efficient andeffective managementpractices, Business Improvementallows RTFT to assumea world leader’s role.
Business Improvement’sapproach is decidedly focused on team work. The group is active in both optimizing daily activities (operations support) and improving performance in the longer term, through identifying opportunities and carrying out strategic projects.
In 2011, we had keystakeholders from each of the organization’s sectors and functions participate in an exercise intended to align strategic objectives for 2012. Thus every stakeholder can contribute to carrying out RTFT’s business plan.
In addition, the Business Improvement experts’ involvement made itpossible to: come up with a historic breakthrough in re-using the cast iron derived from QMM minerals in a secondary process; significantly reduce the number of furnace shut-downs due to failure of water-cooled arch panels, thanks to the preventive replacement program; implement the LEAN philosophy; with the help of Business Improvement’s and the operations teams’ collaboration, this allowed the Reduction Plant to establish new production records.
We will implement the LEAN philosophy in all Sorel-Tracyand Havre-Saint-Pierre sectors and maintain our support of the company’s growth as part of the TiO
2050
project. Thus 2012 will see our completing deployment of the first LEAN tools in all sectors.
Business Improvement
This team draws upon the strengths of four different groups to address the company’s issues:
Process Development Process Safety Management Asset Management LEAN Six Sigma
Reduction Furnace Productivity RecordThe Reduction Plant established a production recordof 7,700 tons per day in October 2011. The former record of 7,400 tons per day dated back to 2008. The implemented LEAN dashboards make for a privileged daily information exchange and activity co-ordination space among the sector’s various players. Focusing team work on key issues and stakes played a vital role in setting this new record.
LEAN DashboardThe LEAN dashboard is a visual element that allows personnel to witness, at a glance, all production problems encountered. This increases action efficiency and enables application of the best possible solutions. Thus we quickly solve problems that are not necessarily the worst, but that do hamperour performance.
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In 2011, we pursued our efforts to develop a culture in which everyone assumes responsibility for and ownership of his own safety and that of his work colleagues. To this end, various initiativeshave been either implementedor reinforced.
RTFT is aware of its inherent complexity and risks, which is why contractor managementremains one of our topconcerns. We have put a lot of effort into improving their mentoring and supervision. First of all, we evaluate their skills and make sure they follow the requisite training needed to complete their tasks safely. We also perform analyses in order to either eliminate risks or manage them more appropriately through implementation of control measures.
The Cleanliness and Good Order program has been revised to enhance our housekeeping standardsand lower accident risks.
A workplace in good order is without a doubt an element that fuels our people’s pride, efficiency and safety.
Taking advantage of lessons learned from incidentsto reduce likelihood ofrecurrence is one of the orientations focused on in 2011. Indeed, we have emphasized our incident management process usinga structured approachallowing us to better identify the fundamental causesof every incident anddevelop the correctivemeasures needed.
RTFT now uses a rigorous semi-quantitative riskanalysis (SQRA) process based on actual facts as well as participants’ knowledge and experience. The involvement of employees and managers is crucial to the successof this process. In 2011, owing to numerous actions identified and implemented, RTFT has lowered its critical risk by 15%.
Safety in the Workplace
Frequency Calculation: (number of lost-times, restrictedactivities and medical follow-ups) x 200,000/number of hours worked
2007 2008 2009 2010 2011
RTFT – Havre-Saint-Pierre:A Finalist for the Innovation 2011 CSST Côte-Nord AwardSpace Retainer for Tire RemovalMechanics now use a new, safer and more universal retainer for maintaining space between the tire and the wheel rim edge. Unlike use of a nut previously inserted to conservethis space, this new retainer minimizes risk of injury fromthe nut being violently projected by the 10-tons of pressure applied to secure the tire.
Before After
Reducing the Risk of Explosion in the Metal Powders Plant’s Annealing FurnaceTo ensure process stability, we installed an oxygen analyzer on an annealing furnace. This analyzer takes continuous atmospheric readings within the furnace to minimize risk of hydrogen explosion. Our objective consists in providing each furnace with one such analyzer.
562,
28
30
22
19
221,16
0,80
0,791,
05
Injuries at RTFT
Frequency Index Number of Injuries
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Our workplace healthstandards are among the most rigorous in industry because our employees’ healthis at the heart of RTFT’sconcerns. RTFT promotesan integrated approach to industrial hygiene and health in the workplace.
The industrial hygiene team’smandate consists of monitoringemployees’ exposure tothe various hazards andcontaminants, including dust and noise, by applicationof a sampling campaign approach. Meanwhile, the health services department provides a medical follow-up to all employees, and more specifically those who hold high-risk positions. It carries out periodical examinations, clinical follow-ups andspecific exposure follow-ups.
Various programs have beenintroduced to reduce workers’exposure and the employees regularly undergo trainingon hearing protection, measures to be taken and procedures to be observedin confined spaces, as wellas respiratory protection.
In 2011, we carried outseveral awareness-raising campaigns focused on means to prevent workerexposure, in particular,to noise and the effectsof high heat. In addition,we have noticed that the rate of participation in periodical medical exams hassignificantly increased.
2012 promises to be rife with challenges. Indeed, theintroduction of a vast samplingprogram will enable us to take noise and air quality measurements in all sectors. In addition, a noise exposure reduction program, another for health and wellbeing, and a third one for stress attenuation in management personnel will be launched in 2012.
Health in the Workplace
Sound work methods are an efficient means of avoiding incidents. In this light, the theme for Health and Safety in the Workplace Month in November 2011 focused on the prevention ofmusculo-skeletal disorders. A renowned posture practitioner came and addressed all employees on the principles of safe, healthy postures that can prevent musculo-skeletal disorders.
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Environment and Resources
Air Quality
Transportation of Ilmenite from the Mine to Port Facilities, Havre-Saint-Pierre, July 2011
Photo : © Xavier Dachez
For several years now, RTFT has deployed efforts to reduce dust loadings, one of the principal contributors to the company’s air emissions. Reducing sulphur dioxide (SO
2) emissions is also an
issue. RTFT is taking the necessary measures toimprove ambient air quality.
Quebec’s new Clean AirRegulation, in effect since June 2011, will be more stringent on numerouspollutant emissions and will control most emission sources on the Sorel-Tracy site.
As result certain emissions will be subjected to more exacting standards over the next few years and our emission tracking practices will also get stricter.
SO2 at the Sorel-Tracy
Metallurgical ComplexSulphur dioxide (SO
2)
emissions decreased from 10,886 tons in 2010 to9,087 in 2011. This dropis primarily due to theincreased use of ores from abroad with alower sulphur content than that ofHavre-Saint-Pierre ore. It should be noted that 95% of SO
2 emissions result from
the ore’s desulphurization pre-treatment at theOre Pre-Treatment Plant.
RTFT is planning a major SO
2 emissions capturing
project whose objective will consist in cutting emission back 63% in 2015. Large investments are plannedfor this project’s execution.
A central system equipped with a reactor using calcium hydroxide will be installedin 2014 at RTFT’s Ore Pre-Treatment Plant.
2006 2007 2008 2009 2010 2011 2012 2013 2014
1 000
3 000
5 000
7 000
9 000
11 000
13 000
2015
SO2 Emissions (2006-2015)
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Air Quality
A Project to Reduce Dust Emissionsat the Ore Pre-Treatment PlantWe carried out a continuous improvement project to minimize dust emissions from yard operations at the Ore Pre-Treatment Plant. We conducted tests and implemented solutions, such as truck speed reduction, asphalt surfacing, and changes in operating methods.
Watering Test
Work on the Steel Plant’s Dust CollectorAs part of the Steel Plant’s annual shutdown in August 2011, the operations team initiated major work on the dust collector. In an effort to increase the unit’s effectiveness, the employees replaced the full slate of 1,500 cartridges on the collector. The work was executed overnight every day for more than a week.
David Projean, Flame-Cutter at the Steel Plant, February 2012
Dust at the Sorel-Tracy Metallurgical ComplexDust handling continues to be a key issue. The most recent five-year dustemissions reduction action plan, implemented in 2010, is still active. Thus since 2011, outside stackinghas been limited thanksto the commissioningof new storage facilities acquired in 2010.
On-going projects beginning to produce results: in 2011, atmospheric dust emissions in Saint-Joseph-de-Sorel and Saint-Ignace-de-Loyola decreased slightly when compared with 2010.
In 2011, no exceedances of the Quebec Clean Air Regulations were registered in Saint-Joseph-de-Sorel or Saint-Ignace-de-Loyola.
In 2012, the company plans to improve ambient air monitoring and tracking by installing an additional sampling station inSaint-Joseph-de-Sorel.
Moreover, as the new Clean Air Regulation now include fine particulates, the companywill regularly monitor and track this parameter at Saint-Joseph-de-Sorel.
2007 2008 2009 2010 2011
4
02
0 0
Number of Exceedances Measured Vs. the QuebecClean Air Regulations Ambient Air Quality Criteriaat Sorel-Tracy
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Daniel Horth, Samuel Lapointe, Jean-François Bibeau, Alexandre Déziel,Donald Laflamme, Claude Chrétien, Jean-Guy Levasseur
Water ConsumtionWater consumption in 2011 declined slightly in comparisonwith previous years. The water,which originates principally from the Saint-Lawrence River, is used for preparing the ore before its entry into the Reduction Plant, cleaningoff-gases, and various other applications. Efforts tocut back on river waterconsumption per ton producedare being put into actionin order to reach the goalof a 16% reduction by 2013.
The most promising project consists of re-directing part of the final effluent towards the Ore Pre-Treatment Plant’s operations.
The efforts deployed toincrease effluent qualityare yielding positive results, and should allow us to attain this project’s target.
Effluent Treatment at the Sorel-Tracy ComplexIn 2011, the rate of particles present in the treated water at the Sorel-Tracy complex’s Water Purification Plant significantly dropped, going from an average of 44 mg/l of suspended solids in 2010 to 26 mg/l in 2011.
The improvements brought by the team consist, among other things, of optimizing products added to waterand adjusting treatmentflow rates.
Treatment optimization will continue in 2012 with tests targeting, among other things, addition of a new type of coagulant and a wa-ter heating system usedin preparing the polymer.
These improvements will be useful during the winter, when treatment challenges are more demanding. The treated water should reacha quality level enabling it to be recycled within the plant.
Water and Tailings Management at Havre-Saint-PierreWith the exception of four nickel exceedances recordedin January 2011, the treatment system for the main mining effluent at Havre-Saint-Pierre enabled us to complywith government standards.
Water Management
Water Consumption (Millions of Cubic Metres)2008 2009 2010 2011
69,7 68,4 69,5 64,8
Fina
l Effl
uent
(m
g/l)
2007 2008 2009 2010 2011
10
20
30
40
50
60
70
Results from research on the tailings’ geochemical behaviourwere published in several scientific articles produced inco-operation with, amongst others, the Industrial Chair CRSNG Polytechnique-UQAT. It has been demonstrated that the tailings’ geochemical behaviour is linked with their sulphide content, and that various sorption phenomena have a correlation with the percentage ilmenite content in the tailings as well as their age. External laboratory tests on run-off waters and Lac Petit-Pas’s water are in progress, for the purpose of defining the treatment technology that will be selected. Pilot tests will be conducted at the mine site in 2012, as well as in surrounding lakes. This will enable us to target the appropriate technology for the water treatment station planned as part of the TiO2050 project.
Annual Average of Suspended Solids in the Effluentat the Sorel-Tracy Metallurgical Complex
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Non-HazardousResidual Materials2011 stands out from previousyears at Sorel-Tracy because the amount of residual materials has more than doubled compared to 2010. The projects that had a significant bearing on this result are the replacement of part of the slag car fleet, the full reconstruction of furnace No 4, the slag yard’s redevelopment, and the rehabilitation of the former
Atlas industrial site (located in front of the Sorel-Tracy Metallurgical Complex).The demolition andrehabilitation worksgenerated substantial amounts of scrap, concrete and asphalt that enabled the complex to improve its performance to almost 64% recycled residual materials.
Residual Materials Management
Project for 1640, Marie-Victorin Road (former Atlas plant)The former Atlas industrial site, in front of RTFT’s facilities,is currently the subject of a rehabilitation program in partnership with the MDDEP. The site’s rehabilitated sections will enable us to close down warehouses outside the complex in the short and mid terms, thereby reducing urban truck traffic and negative impact on the environment. Cleanup, dismantling, demolition and renovation works were necessary for restoring the buildings in place. Special attention was paid to sorting and segregation of residual materials generated, which ledto recovery of 1,317 tons out of a total of 2,059 tons of residual materials generated in 2011.
Non-Hazardous Residual Materials
2007 2008 2009 2010 2011
Percentage Recycled Amount Generated in Tons Percentage Recycled Amount Generated in Tons
Non-Hazardous Residual Materials
2007 2008 2009 2010 2011
Refractory Materials
2007 2008 2009 2010 2011
Percentage Recycled Amount Generated in Tons
6 89
5
6 84
9
7 06
1
15 5
99
8 10
1
46 % 23 % 41 %
64 %
47 %
Sorel-Tracy Metallurgical Complex Mine and Terminal at Havre-Saint-Pierre
Sorel-Tracy Metallurgical Complex
962
1 30
0 1 43
7
950
886
13 %17 %
23 %
10 % 21 %
4 93
4 7 33
7
5 73
9
7 46
0 9 20
4
26 %
69 %71 %
80 %
73 %
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A Web Site for the Terres-d’en-Haut Residential District, near P-84This tool is the brainchild of an area resident who wanted tocreate a user-friendly virtual platform that would bringinhabitants closer together and broadcast information relevant to life in the neighbourhood. The company supported and took part in this initiative, building on the relationship that has been established through the local Citizens Committee. From RTFT’s point of view, this is an exceptional opportunity to reach out and inform the community about the tailing site’s geographicalcharacteristics as well as the operations and environmental follow-ups carried out there.
Hazardous ResidualMaterialsThe principal Hazardous residual materials generated in 2011 were absorbents, oily waters, acetone and waste oils.
The total amount ofhazardous residual materials produced fell off incomparison with 2010, while the re-use/recycling/recovery percentage is on the upswing.
By-ProductsIlmenite ore processinggenerates large amounts of mine tailings and processes by-products. For the most part, they are recovered externally by specialized recyclers and finallyreconditioned for various applications recognized and authorized by the ministère du Développement durable,de l’Environnement et des Parcs du Québec.
Primary uses are distributed under five categories: granular material used in road infrastructure construction;
farming applications; abrasives (sandblasting, road abrasive);
residential, institutional and industrial filtration;
input in other industrial processes.
By-products that cannotbe re-used, recycled or recovered internally or externally are disposed of at the P-84 mine tailing site. Projects are under way with institutes and recyclersso these tailings caneventually be re-used,recycled or recovered.
Diposition 0 %Disposition in P-84 38 %Internal Recycling 8 %External Recycling 54 %
Hazardous Residual Materials
2007 2008 2009 2010 2011
Percentage Recycled Amount Generated in Tons
Hazardous Residual Materials
2007 2008 2009 2010 2011
Percentage Recycled Amount Generated in Tons
By-Product Destinations in 2011Sorel-Tracy Metallurgical Complex
Mine and Terminal at Havre-Saint-Pierre
375 47
9
478 86 %
56 %89 %
653
59 %
564
70 %
234
77 %
188 20
6
234
227
72 %70 %
73 %74 %
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Reduction Plant
Ore Pre-Treatment Plant
Steel Residues
Cast Iron and Slag Residues
Dust
Sludge (WWTP Residues)
Dust
Mine Tailings
Enriched Ore and Coal
Slag and Cinders
Coal Fines
WaterPurification
Plant
Disposal to P-84
Légende
External landfill
Internal Recycling
External Recycling
Small Portion
Ore/Coal
Ilmenite Ore
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By-Product Flow DiagramSorel-Tracy Metallurgical Complex
Steel Plant
Metal Powders Plant
UGS(UpGraded Slag)
Titanium Slag
Iron/Cast Iron/Steel Residues
Cast Iron and Slag Residues
Cast Iron
Steel
Oxides
Dust
Scale
Slag and Cinders
Slag and CindersDust
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In 2011, the energyconsumption calculated against the sum of saleable products was 13.78 GJ/t.
RTFT has the firm intentionof improving its energyperformance. It is fromthis perspective that we defined an integrated energy management program in 2011. Implementation of this program in our daily operations will enable us to efficiently track and follow up on energy consumption by targeting improvement projects.
Although RTFT is planning an increase in production over the next few years,we do not anticipate that energy intensity will rise proportionally.
This situation is due to the Madagascar (QMM) ore being naturally more concentrated and requiring fewerpreparatory steps, thusconsuming less energy.
In 2011, the greenhouse-gas emissions calculated against the sum of saleable products was 0.64 ton of CO2/t.
Again this year, recoveryand re-use of the processgas (CO gas) for its energy potential helped avoidemissions of more than 313,000 tons of CO
2
equivalent. We appointed an internal committee to further optimize the re-use of this gas.
2012 will prove to be a transition year, in which we will implement processes to comply with rules and regulations on mandatory reporting and adjusting to the carbon market.
Energy and Climate Change
Reduction Plant 56 %
UGS 17 %
Ore Pre-Treatment Plant 15 %
Steel Plant 7 %
Metal Powders Plant 3 %
Havre-Saint-Pierre 2 %
Electricity 57 %
Process Gas 25 %
Natural Gas 16 %
Others 3 %
Process 83 %
Combustibles 14 %
Fuel 3 %
GHG Emissions by Sector
GHG Distribution by Category
Energy Consump-tion
TC02e1,26
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The number of environmentalincidents reported togovernment authorities went up to 62 versus 57 in 2010.
Most of these incidents were petroleum product spills and untreated effluent discharges.We investigated the incidentsand took corrective measuresto minimize likelihood of their recurrence.
Environmental Incidents
Havre-Saint-Pierre Sorel-Tracy
Total 10
Oil Spill 10
Total 52
Oil Spill 21
Waste Water Spill 3
Chemical Spill 3
Gas Emissions 2
Explosion 1
Non-complianceof effluent pH
3
Overflow 19
Noise
Rio Tinto, Fer et Titane continued with its work to reduce environmental noise. Our efforts focusedon implementing specificcorrective actions,in particular : installation of dampers at one of the reduction furnaces;
integration of a muffler on the Steel Plant’s fume stack.
Furthermore, we paid special attention to each project that introduced new equipment into our operations.When both selecting and commissioning equipment, we carefully study how,and whether or not, the equipment respects our noise criteria.For example, replacement of the standard back-up alarms by a new technology, white noise alarms, enabled us to sig-nificantly reduce our noise perception.
White noise alarms integrate with ambient noise more easily than conventional tone alarms. From a certain distance away, the soundemitted becomes inaudible in the community.
Saint-Joseph-de-Sorel Saint-Ignace-de-Loyola
* Ad hoc contribution from the former port tower’s portable dust collector.The latter was removed following installation of the new port tower.
Noise ImpactSound Intensity Generated, in Decibels dB(A)
54* 50 51 51 50
54 55 54 54 54
2007 2008 2009 2010 2011
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Concerns Management
Conscious of ourneighbouring communities concerns, RTFT followed up on the 348 complaints and comments received in 2011.
The Neighbouringcommunities’ chiefconcernsare still dustemissions. Noise andvibrations are also issues that we take very seriously.
We have set up amultidisciplinary teamto identify and develop innovative solutions for reducing the most important sources of emissions.
In 2010, we acquired the industrial lot located at 1640 Marie-Victorin Road, the former Atlas industrial site in front of RTFT’s Sorel-Tracy complex. It is being subjected to a rehabilitation program carried out jointly by the company and the Ministère du Développement durable, de l’Environnementet des Parcs du Québec (MDDEP). The premises will beprogressively decontaminatedby sector under the direction of the MDDEP, and RTFTwill then revamp and retrofit the freed-up space for its operations.
In 2011, part of the main building was rehabilitated and reorganized for storage of RTCS slag. This operationled to a cutback on bulk transportation of RTFTproducts to other warehousesin the region and a drop in the environmental impact inherent in such activities. Considering that therestricted space in the present industrial complex imposes a major limitation on development of itsoperations, the lot at1640 Marie-Victorin Road, once entirely rehabilitated,will become a strategicasset required for future investment projects.
Land Use
Havre-Saint-Pierre511 ha
Sorel-Tracy139 ha
The company’s footprint is evaluated at the following numbers:
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Aerial View of Havre-Saint-Pierre, July 2011
RTFT is working onoptimizing its relationswith its host communitiesand contributing to their development. At the same time, RTFT also seeks means to trim down these communities’ dependence on one main employer by promoting the secondary (manufacturing) sector and encouraging diversification of complimentary niches. For example, the company enthusiastically supports the Sorel-Tracy region’s initiatives so it can be fully recognized as an industrial ecology technocity.
The company’s soundness depends on that of its host region. This is why RTFT’s objective consists of creating actively committedpartnerships that do not simply limit themselves to financial contributions.
RTFT has positioned itself as a genuine regional economic driver. In 2011, it injected over $340 million directly into the Quebec economy, which amounts to more than 70% of our procurements.Of this amount, close to$17 million were spent in the MRC de Minganie, and over $160 million in theMRC Pierre-de-Saurel.
With the help of its donation and sponsorship contributionprogram, RTFT has distributedover $522,000 to localnon-profit organizationsin Sorel-Tracy andHavre-Saint-Pierre.
Communities
Culture 4,6 %
Business Development 41,7 %
Education 7,5 %
Environment 15,6 %
Leisure 7,2 %
Health 7,7 %
Others 15,7 %
Photo : © Xavier Dachez
Direct Financial Contributionto Communities in 2011
2011 $ 522 000
2010 $ 319 700
Total Amount
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The Mingan islands, Havre-Saint-Pierre, August 2011
RTFT’s relations withthe communities ofHavre-Saint-Pierre and Ekuanitshitare increasingly important and contribute not only to ensuring the company’s growth, but also to the development of the North Shore (Côte-Nord) municipalities.
In 2011, we paid specialattention to formingpartnerships with the region’s communities and non-profit organizations. Indeed, RTFT relies on the communities’ collaborationto guarantee the mine’s sustainability as well asemployment consolidation
RTFT re-affirms itself as an active corporate citizen by disseminating informationto its employees and host communities. RTFT supports structuring local initiativessuch as the request toimplement a day-care centre for 80 children. Newcomers also benefit from hosting, integration and trainingstructures set up andimplemented by localdevelopment organizations in co-operation with RTFT.
In 2011, RTFT began to develop closer ties with the Ekuanitshit Innu community based in Mingan, becauseit wants the latter’sinhabitants to benefitfrom the dynamism and favourable spin-offsattributableto the TiO
2050
project’s implementation.
RTFT is aware of the underlying value to obtainingFirst Nations’ support for carrying out its development projects and wishes to set up a win-win partnership for all.
Harmonious cohabitationon the territory, mutualunderstanding, use ofeffective communication channels and execution of common interest projects are the four general guiding principles in the declaration of partnership and mutual respect issued betweenRTFT and the Ekuanitshit community.
RTFT is also proud to have formed partnerships with local developmentorganizations. RTFT’sexecutive committee has
met several times with the Ekuanitshit Innu council and the Havre-Saint-Pierremunicipal council to discuss respective issues and stakes.
In other respects,representatives from RTFT’s procurement sector have initiated a series of meetings with local business owners to broaden and deepen their understanding of issuesand stakes regarding the company’s needs.
Finally, construction of 32 new housing units intended for future new employees will be completed in the spring of 2012.
Contribution to the Communities of Havre-Saint-Pierre
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33RTFT has been involvedfor over 60 years in the Sorel-Tracy community and pursues its support of majordevelopment projects and participation in local and regional joint action efforts.
In 2011, RTFT continued with its active involvementin the two large-scale consensus-buildingendeavours that are the Écocollectivité de Pierre-de-Saurel and recognition of the Pierre-de-Saurel region as an industrial ecology technocity.
In addition, we arecollaborating with theCoopérative de solidaritédu parc régional des Grèvesin developing regionalprojects such as theMaison de la métallurgie.
RTFT also contributes tothe community’s growth,through its support of the Centre d’action bénévole du Bas-Richelieu, the FondationHôtel-Dieu de Sorel, theFondation des bénéficiairesdes CHSLD Pierre-de-Saurel, the Fondation du Cégep de Sorel-Tracy and the Biophare.
We also proudly support the Orienthèque’s Accès-région Pierre-de-Saurel program for hosting newcomers to the region.
RTFT’s great challengeconsists in developing a strategy to find out how it can continue leveraging regional economicdevelopment in keeping with strategic orientations tied into industrial ecology and the Écocollectivité.
RTFT wants to be one of the catalysts for bringing new citizens into the region and promoting the region’s dynamism.
Contribution to the Community of Sorel-Tracy
Parc Regard-sur-le-Fleuve, Sorel-Tracy, May 2007
Photo : Véronique Meunier
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Fondation Hôtel-Dieu de SorelDominique Bouchard, President of RTFT, chose to actively get involved in the region in accepting presidency of both the Fondation Hôtel-Dieu de Sorel and the Fondation du Cégep de Sorel-Tracy. He poses here with Odette Fleury, Managing Director of the Fondation Hôtel-Dieu de Sorel.
OrienthèqueSteve Morin, Department Manager,Human Resources, took part indeveloping Orienthèque as a member of its Board, from the very genesis of the organization. He still takes part in expansion of Orienthèque’s programs and activities, such as the Accès-région Pierre-de-Saurel service. He is seen here with Christine Latour, Managing Director of Orienthèque.
Fondation du Cégep de Sorel-TracyRéjean Rousseau, Manager, Labour Relations, has beensitting on the Board of the Fondation du Cégep de Sorel-Tracy for several years. He works closely with Myriam Arpin,Managing Director of the foundation.
Fondation des bénéficiaires des CHSLDde Pierre-De SaurelJean Ricard, Chief Analyst, Production Planning,Metal Powders Plant, acts as Vice-Presidentof the foundation’s Board.
Centre d’action bénévoleThe CAB, headed by Claudette Dupuis-Salvas, takes care ofpromoting volunteer action in the community and voluntarily provides various support and assistance services.Richard Bourque, Senior Safety Advisor at RTFT, also sits on the CAB’s Board, and, along with the other Administrators, looks after thisorganization’s sound management.
A Few Examples of Employees’ Commitment and Involvementin their Community
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2011 Report’sFeedback MechanismAlways concerned withaccounting for its performance,Rio Tinto, Fer et Titane has been publishing a SustainableDevelopment Report since 1999. Following publication of the current report,we will gather comments from our stakeholders in order to integrate them into the next report.
In case of questions orcomments about this report, please contact theCommunications Departmentat its e-mail address [email protected]
In order to reduce thecompany’s ecologicalfootprint, the Sustainable Development Report isaccessible in electronic format, in both English and French, on the organization’s Web sites at the following addresses:www.rtft.comwww.riotinto.com
GRI GuidelinesThe Rio Tinto, Fer et Titane Sustainable Development Report is based on the GRI (G3) guidelines.
AnthraciteHigh-purity coal.
CinderScum produced through oxidation or accumulation of impurities at the surface of a liquid metal as part of its development or purification process.
DrillingTo make a hole in a hard material (for example, an ilmenite deposit).
IlmeniteOre that constitutes the primary source of titanium. Generally represented as an iron titanium oxide.
OverflowExcess, overfill.
Pig ironMetal or alloy mass of asimple shape generally intended to be converted via remelting or other process.
Scale DepositsOxide layer that forms on steel from its contact with air at high temperatures.
SlagOxide scum formed oradded at the surface ofliquid metals. It is produced by reducing the ilmeniteore’s iron oxide in the smelter. In contrast withthe metallurgical industry, where slag is a by-product, we make it our flagship product, titanium dioxide.
TailingsRock or other materialin place on or within or extracted from an ore or mineral body, that doesnot contain minerals insufficient quantities to allow it to be used for profitable development.
TiO2
Titanium dioxide.
Sustainable Development Report 2011
Glossary
Jean-Sébastien AbranSuzie ArsenaultNicolas BehmRené BélandFariel BenameurSerge BergeronSerge BérubéIsabelle BironChristian BlanchetMichel BourassaRichard Bourque
Linda CapletteDaniel CôtéRémi DallaireLucie Descheneaux Hugo DomaineMaxime DubéJimmy DufresneJean DumasDavid Gallant Roy GemmellGilles Grégoire
Gildas InisanJean-François JompheChantal LabrecqueAnne LaganièreMichelle LalondeRichard LamanaClaudio LazzariNathalie LeMayMarco L’ItalienCécile MichouxSteve Morin
Jérôme MorneauMarie-Josée ParentYves PépinMartin PhaneufJosée PinardPierre RacineJean RicardJean-Pierre RossYves Sylvestre
Acknowledgements and thanks for their collaboration and participation in the contents
Rio TintoFer et TitaneMetallurgical Complex1625 Marie-Victorin RoadSorel-Tracy, QuebecJ3R 1M6T + 1 450 746 3000F + 1 450 746 4438
Rio TintoFer et TitaneMine and Terminal951 de l’Escale StreetHavre-Saint-Pierre, QuebecG0G 1P0T + 1 418 538 2400F + 1 418 538 2796 www.rtft.com • www.riotinto.com
Design and printing: Cournoyer communication marketingWriting, editing and co-ordination: Hélène Goulet, Marie Rousseau and Julie TraversyRevision: Amélie Salvas, Hélène Goulet and Sylvio MorinTranslation: Robert Jeffery, RPL and Andrew Broaded
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