Corporate responsibility report 2006

Corporate responsibility report 2006

Striving to make a difference

Value in steel

Contents1 How are we doing?2 Our performance in summary 4 Message from the Chief Executive 6 How do we manage corporate responsibility? 8 What does sustainable development mean for us?

• Construction • Automotive • Packaging • Consumer products

16 How do we care for our people?• Health and safety• Valuing our workforce

26 How do we protect the environment?• Environment

36 How do we support our communities?• Communities

42 How do we safeguard our business?• Business ethics

46 Progress against targets48 Validation statement49 Glossary51 British Triathlon sponsorship Recordable

Recordable frequency

RoHS

RoSPA

Sickness abrate

Slags

SO2

SSSI

TNO

ULCOS

ULSAB-AVC

Urea

VOCs

WEEE

Glossary

Corus Corporate Responsibility Report 2006

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APEAL The European steel packaging trade association

BOS Basic oxygen steelmaking

Benzene, toluene By-products from cokemakingand xylene

BF Blast furnace

CO Carbon monoxide

CO2 Carbon dioxide, a gas released incombustion and other industrialprocesses, which contributes to the enhanced greenhouse effect

Corus Steel A Corus department dedicated toPackaging promoting recycling of steel packagingRecycling in the UK

CR Corporate responsibility

CSR Corporate social responsibility

Dioxins A group of organic compounds formedin industrial and combustion processes

Dross Secondary products from galvanisingand other metal coating processes

EAF Electric arc furnace

EMS Environmental management system

EU European Union

Ferrous chloride Residual material from the steelsolution acid-pickling process

Fluorides Fluorine-containing compounds

Fugitive Releases from non-stack sources

Greenhouse Gases which contribute to globalgases warming

Heavy metals Metals such as cadmium, copper,mercury, nickel, chromium, lead and zinc

IISI International Iron and Steel Institute

IMDS International material database system

ISO 14001 International environmental managementsystem standard

ISO 9001 International quality managementsystem standard

JAPAC Joint Accident Prevention AdvisoryCommittee

Key performance Parameters which are important indicators indicators of how well we perform

Landfill Tax A UK tax on materials which arelandfilled

LCA Life-cycle assessment, a method ofidentifying the environmental impact of a product. The whole life-cycle of a product is considered

LCI Life-cycle inventory, a part of LCA

LTIF Lost time injury frequency, the numberof lost time incidents per million hoursworked

NMVOCs VOCs excluding methane

NOx Oxides of nitrogen, compounds thatcontribute to acidification

NO2 Nitrogen dioxide, one of the oxides of nitrogen

OHSAS 18001 International occupational health andsafety management system standard

ONCs and HNCs Vocational qualifications in the UK

PAHs Polycyclic aromatic hydrocarbons, a collective term for tar-like compounds

PFCs Perfluorocarbons, a family ofgreenhouse gases

PM10 Particulate matter less than 10 micronsin diameter

PM2.5 Fine particulate matter less than 2.5 microns in diameter

PM0.1 Ultrafine particulate matter less than 0.1 microns in diameter

RD&T Corus Research, Development andTechnology

How are we doing?We take corporate responsibility seriously. Our results are improving, but we recognise that we still have further work to do.


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Company profileCorus is an international company,providing steel and aluminium productsand services to customers worldwide.

Corus is Europe’s second largeststeel producer with revenues in 2006 of £9.7 billion and crude steel productionof 18.3 million tonnes, primarily in theUK and the Netherlands.

Corus comprises four Divisions, StripProducts, Long Products, Distribution &Building Systems and Aluminium, andhas a global network of sales officesand service centres, employing 41,200people at the end of 2006.

Combining global expertise with localcustomer service, Corus offers value,reliability and innovation. The Corusbrand represents a mark of quality,loyalty and strength.

Corus is a subsidiary of Tata Steel, theworld's sixth largest and second mostglobal steel producer. With a combinedpresence in nearly 50 countries, Tata Steel including Corus has 84,000employees across five continents and a crude steel production capacity of 27 million tonnes in 2007.

Further information is available atwww.corusgroup.com

What have we achieved?• We have further improved our health

and safety performance – our lost time injury frequency reduced from 2.9 in 2005 to 2.5 in 2006.

• The high profile recognition of theimportance of health and safety wasmaintained in 2006 – 147 ExecutiveCommittee safety tours were carriedout, which exceeded our target of 140.

• A concerted focus on healthcontributed to an improvement insickness absence rate from 4.2% in 2005 to 3.8% in 2006.

• We developed and launched fournew mandatory health and safetystandards during 2006.

• 100% of our European manufacturingoperations have now been certified to ISO 14001.

• Our compliance with formal regulatory emission limits improvedagain during the year and we met our target of 99%.

• In response to the growing issue ofclimate change we have established a high level Climate Change TaskForce which will develop our forwardstrategy in this area.

• We are continuing to play a leadingrole in a major European researchproject to investigate and developbreakthrough technologies for ultra-low CO2 steelmaking.

• We launched an environmental intranetsite during 2006 to promote goodpractice exchange within the Group.

• We substantially developed our Codeof Ethics during the last year.

Where do we need to improve?• Despite the overall improvement in

our health and safety performance, we still had two fatalities in 2006 –health and safety therefore remainsour first priority.

• We will continue to improve our energy efficiency and reduce ourgreenhouse gas emissions, building on the recommendations of our newly-formed Climate Change Task Force.

• We aim to consolidate our improvedlevel of compliance with formalregulatory emission limits during 2007.

What do you think?If you have any comments on what we have done so far or on how we canfurther improve, then please email us at [email protected]

Our performance in summary

Our objective is to be world class.


02


03

I have pleasure in presenting our latestcorporate responsibility report. OurRestoring Success programme, whichwas launched in 2003, was completedduring 2006. Corus today is much morerobust as a result of this programme and through The Corus Way we will look to build on this following ouracquisition by Tata Steel, by deliveringvalue in steel and embedding a culture ofcontinuous improvement in everythingwe do.

In 2005 we launched a Group-widecontinuous improvement programmebased on the principles of lean thinking.This gathered momentum during 2006and, to date, around 300 coaches have undergone training to engage ouremployees in moving towards even higherstandards of performance. This involvedand committed workforce of passionatepeople will deliver The Corus Way in a safe and sustainable environment.

During 2006, we have seen a further16% reduction in lost time injuries toemployees and we have implemented aGroup-wide safety awareness programme.All members of the Executive Committee,including myself, have continued topersonally conduct health and safetytours – 147 were completed in 2006.This emphasises leadership and thewidespread recognition of the importance

of health and safety across the Group.Regrettably, the year also broughttwo fatal accidents to Corus employees.Health and safety therefore remains ourfirst priority.

Within our production processes, we havecontinued to improve our environmentalperformance. We have achieved ourtargets of 100% certification to ISO 14001and at least 99% compliance withemission limits in 2006. We have set upa high level Climate Change Task Forcein order to develop our forward strategyin this area. We are also continuing toreduce our greenhouse gas emissionsby improving our energy efficiency,by participating in the EU EmissionsTrading Scheme and through ULCOS(ultra-low CO2 steelmaking), which isa EUR55m (£38m) research project toinvestigate breakthrough technologiesto substantially reduce CO2 emissions from the steelmaking process in thelonger term.

Our products have inherent environmentaladvantages as they are durable,adaptable, reusable and recyclable.They are essential to modern life, beingused, for example, in affordable andenergy-efficient modular homes, as wellas in lighter, stronger and safer transportsystems. Any CO2 emissions in productionare often offset by reductions in

emissions elsewhere in the life-cyclethrough effective product design usingthe positive attributes of steel in the use phase and through recycling at end-of-life.

We therefore make a significantcontribution to society in a variety of ways;through the employment we provide; as a result of the inherent social andenvironmental advantages of the productswe supply; and in our positive interactionwith the communities around our sites.

Our performance is also underpinned by strong ethical standards andconduct. A new competition complianceprogramme has enhanced the integrityand consistency of our businesspractices and we will look to build onthis successful approach in 2007.

We have made good progress againstthe improvement targets we set last yearand as part of our drive for continuousimprovement we have developed somechallenging new targets. Together with theGroup’s Board and Executive Committeeand our new owners, Tata Steel, I amcommitted to ensuring that we continueto improve in order to meet our objective,which is world class performance.

Philippe Varin

Message from the Chief Executive

We take our responsibilities seriously. Whilst our performance continues to improve,we recognise that we have further work to do.


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Left: Philippe Varin (pictured centre) and our Executive Committee demonstrateleadership through a programme of healthand safety tours.


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We take our corporate responsibilitiesseriously. Sound governance andeffective management systems ensurethat we deliver on our promises. Belowwe outline some key principles whichunderpin our business approach.

AccountabilityOur Board provides overall direction forcorporate responsibility. Our ExecutiveCommittee, chaired by the ChiefExecutive, sets health, safety, social,ethical and environmental policies andstandards for the Group. It also monitorstheir implementation in each of ourBusiness Units. Four independent non-executive directors sit on a Board-level Health, Safety andEnvironment Committee which reviewsoperational performance, anticipatespotential future issues and providessupport in setting direction andconsidering strategic options forimprovement. Further review of ourbusiness safeguards is carried out byour Board Audit Committee, which also comprises four independent non-executive directors.

Each of our Divisions is responsible forimplementing Corus’ health, safety,social, ethical and environmentalpolicies. They have the responsibility of putting systems in place that identify,assess, monitor and control hazards andminimise all relevant risks. In addition,functional health, safety, environmentaland human resources teams provide a co-ordinated and effective specialistadvisory service, supporting theExecutive Committee, Divisions andBusiness Units in meeting theirresponsibilities.

In the end, no matter how effective our systems may be, individualaccountability is critical if we are toachieve the very high standards we setourselves. It is a key priority within thecompany to develop a positive attitudeto health, safety and the environmentamong all our employees. We achievethis through our recruitment policies, byensuring that all our employees receiveappropriate levels of training and byfostering a culture where responsibilitiesare delegated to the point in theorganisation at which they can beimplemented most effectively.

Stakeholder engagementAs a large-scale international business,we maintain active dialogues with ourmain stakeholders – customers andsuppliers, employees, trades unions,local communities and the generalpublic. We engage with each of these in a variety of ways, many examples of which can be found throughout this report.

Management systemsWe have established managementsystems to cover the quality, health,safety and environmental aspects of our operations. These systems allow us to manage our operations effectively.Our systems are largely certified inaccordance with international quality,environmental and, increasingly, healthand safety, management standards.

Management and measurementWe manage our corporate responsibilityperformance against clear and objectivecriteria. We set targets for improvementand then monitor, review and reportagainst these targets and other keyperformance indicators.

How do we manage corporateresponsibility?

Corporate responsibility is integral to the way we do business.


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Development of these indicators hasbeen informed by our Group policies,our commercial, social andenvironmental objectives, riskidentification and assessment, emerging best practice andinternal/external consultation.

An integrated approachWe believe that the integration ofenvironmental, social and economicfactors within our business processesadds to the sustainability of ouroperations. We aim to provide productsand services which contribute positivelyto society and improve the quality of lifefor our employees and the communitiesin which we operate.

Our organisational structure(1)


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Left and right: The Corus Way aims to deliveroutstanding value in steel in a safe andsustainable environment.

(1) We are reviewing our corporategovernance structure following theacquisition of Corus by Tata Steel.

(2) Including Board Health, Safety andEnvironment; Audit; Remuneration; and Nominations Committees.

(3) Including health and safety, environment,internal audit, human resources andtechnology/RD&T.

Board(2)

Executive Committee

Divisions Corporate Functions(3)

Business Units


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What doessustainabledevelopment mean for us?We aim to balance the needs of our stakeholders by incorporating sustainable development principlesinto all aspects of our business.


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Making a positive contributionWe make a significant contribution tosociety in a variety of ways – throughthe employment we provide; as a resultof the inherent social and environmentaladvantages of the products we supply;and in our positive interaction with thecommunities around our sites.

Lighter, stronger, durable, reusable and recyclable productsThe intrinsic advantages of both steeland aluminium equip them for a widerange of applications. Steel’s excellentmechanical properties, combined withits high strength, contribute to improvedsafety performance. Aluminium offerslightweight solutions to designproblems, allowing for products that use less raw material and energy.

Our products are durable, adaptable,reusable and recyclable. They areessential to modern life – for example,they are used in affordable and energy-efficient modular homes, as well as inlighter, stronger and safer transportsystems. Through our research anddevelopment activities, we arecontinuing to develop products whichgive additional social and environmentalbenefits to our customers and societyas a whole.

Recycling is sometimes promoted bynew product “minimum recycledcontent” criteria, the intention being toboost the market for recycled materials.However, economic incentives to recyclealready exist for steel and aluminiumand high recycling rates are alreadybeing achieved.

The steel and aluminium in use todaywill be reused and recycled many timesin the future. More than 40% of theworld’s production of “new” steel is, in fact, made from recycled steel without any loss of quality.

Sustainable solutionsExamples of how our productscontribute to sustainable developmentthrough improved quality of life andreduced environmental impact areprovided in the following sections.

Why steel is good for constructionSteel buildings have been shown to be highly adaptable. Steel’s strengthprovides large open floor areas, givingflexibility of use throughout the building.Steel buildings can be easily extended,unbolted and reconnected, modified,repaired, reused and recycled.

Efficient use of natural resourcesSteel’s inherent strength and highstrength-to-weight ratio are exploited in resource efficient structures andbuildings. The flexibility of steelconstruction systems make them idealfor renovating and refurbishing existingbuildings. Modern steel roofing andcladding systems can be used to bring old buildings up to today’s high standards of performance by re-cladding or over-cladding the existing building.

End-of-life optionsWhen a building envelope comes to the end of its useful life there are anumber of options available to theowner. These include redesign andreuse of the existing framework toextend the building life further orensuring that the materials originallyused in the construction of the building are safely recovered, reused or recycled with minimum impact both

economically and environmentally. We have produced a series of guidancedocuments to inform the market on bestpractice for the end-of-life of buildingsclad with steel. The sustainability of abuilding in terms of its material usage,construction, occupation and end-of-lifeis becoming an ever more importantconsideration. This is driven by thedesire to provide a better quality of lifefor people, whilst protecting the needsof future generations.

Energy efficiencySteel cladding systems producethermally efficient building envelopes.Twin-skin (built-up) and composite steelsystems are durable, and they achievehigh levels of thermal insulation and air-tightness. By working with buildingdesigners and decision makers such asarchitects, we contribute to reducingemissions of greenhouse gasesthroughout the supply chain.

Life-cycle assessmentCorus RD&T has developed CLEAR, anextensive whole life-cycle assessmenttool capable of analysing the environmentalimpact of a building. For example, wehave used it to optimise the buildingenvelope design of a large distributionfacility, to assess different roofingoptions. Modelling demonstrated the

Sustainable solutions: Construction

The social and environmental advantages of our products aredemonstrated in all forms of construction, from multi-storeybuildings to light steel-framed affordable housing.


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Right: The Dakota Hotel in Motherwell,Scotland, uses Colorcoat Prisma®

pre-finished steel as part of the wall cladding.

ideal roof light content and position to maximise natural lighting and solarthermal gain, without overheating thebuilding, thereby reducing overall energyrequirements. The model is now beingused to assess more innovativeconstruction forms, to help developersto achieve more sustainable buildings.

Confidex Sustain™Confidex Sustain™ offers a cradle-to-grave carbon neutral building envelope.This means that for every 1kg of CO2

emitted by the pre-finished steel,cladding, fixings and insulation, Coruswill offset 1kg in climate-friendly projectsoverseas through The CarbonNeutralCompany. These have a social as well as environmental benefit and will seeCorus investing in renewable energy and energy efficiency projects in variouslocations worldwide.

We have been working over a number ofyears to make Colorcoat HPS200® andColorcoat Prisma® the leading sustainablepre-finished steel products on the market.The introduction of Confidex Sustain™complements this and further adds totheir sustainability credentials.

Importantly, Confidex Sustain™ willoffset the impact from the entirecladding system rather than just oneelement such as the pre-finished steel or production of the cladding.

Using life-cycle assessment data for each part of the cladding system,we can accurately identify how muchcarbon has been emitted from steelproduction through to delivery of thefinished cladding system to site. This assessment has now beencompleted for more than 20 differentcladding systems.

Informing construction decision-makersDevelopment of improved cladding detailsand design practices can significantlyreduce air leakage from buildings, andsubsequently reduce heat loss andtherefore minimise energy consumption.We have assessed a wide range ofcladding systems, helping to develop bestpractice. A dedicated website has beenlaunched to help architects meet recentlegislative changes, and to design moreenergy-efficient buildings,(www.modeldesignsinsteel.com).

Waste minimisationSteel construction generates very littlewaste. Any waste generated duringmanufacture, or on the construction site,is recycled. Steel itself is 100%recyclable and can be recycled againand again, without degradation of itsproperties or performance. The currentrecycling and reuse rate for steelconstruction products in the UK is 94%.

Steel construction systems are highly and inherently demountable. By building-in demountability at the design stage, steel structures can be easily disassembled and reused in new applications.

Community benefitsSteel construction is dry, dust-free,relatively quiet and requires fewdeliveries to site. Steel constructionproducts are manufactured off-siteunder factory-controlled conditions thatensure high quality. Factory working issafer, faster and more efficient than siteworking, which reduces site constructiontimes. As a result, steel constructionminimises the impact on communitiesneighbouring construction sites.


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Left: We are helping architects to designmore energy-efficient buildings.

In the global automotive industry, we are using our technology leadership to help to address keysustainability challenges such as cost-effective lightweighting for reduced CO2 emissions and improved passenger/pedestrian safety. We collaborate with ourcustomers at many levels, helping them to improve the environmentalperformance of their products.

Stronger, safer, more competitiveBy combining our automotive andmaterials know-how, we have become a significant contributor to the currentthinking regarding modern vehicle bodystructures. We are helping to engineerstrong and stable platforms within whichboth passive and active safety devicessuch as front-end crash structures,air bags, knee bolsters and anti-submarining seats function effectively.We are also generating new innovations in engineering and manufacturingtechnologies, so that future cars can become more fuel-efficient andenvironmentally friendly, whilst remaining affordable.

One example is a new technique,Forming to Crash®, which has beendeveloped by our technologiststo optimise the crash behaviour of cars built from our advanced high-strength steels.

Forming to Crash® simulates theadditional strength that is induced intosteel body structural panels duringmetal-forming operations, and thenfeeds these new stronger propertiesback into the car’s functional design.

The resultant, more accurate, computermodel is then used to engineer anoptimum level of crash performance.The tool helps to minimise the structuralweight and cost of manufacturing cars,and is also helping to reduce vehicledevelopment lead times.

Safer roadsWe have been a vehicle-restraintmanufacturer for over 40 years,producing and testing the safety fencesand bridge parapets that have become a familiar sight on the UK’s major roadnetworks. Corus Tubes has recentlylaunched its range of Protect 365™highway bridge parapet systems, which offer robust solutions for elevatedroadways, where re-direction of vehiclesis absolutely essential for keeping themand their occupants on the bridge and away from the motorway, railwayor other infrastructure below.

The new Protect 365™ product familycomplements our existing award-winning Vetex™ safety fence system. It not only meets relevant standards, but also has reduced complexity andinstallation time compared with oldersystems. This is a major advantage toroad maintainers, resulting in reducedroad and lane closures, which in turnreduces the exposure of road workers to the hazards of moving traffic.

Sustainable solutions: Automotive

Our products help our customers build safer, fuel-efficient and more environmentally friendly cars.


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Left: In August 2006 the JCB DIESELMAXteam broke the World Land Speed Record for a diesel-powered car in Utah, USA.We are proud to have sponsored andsupplied the steel tubing used in theconstruction of the chassis.

RecyclabilitySteel is the world’s most recyclableengineering material, which is anadvantage to car makers. By using moresteel they can help meet the recyclingchallenge posed by the EU End of LifeVehicle Directive (ELVD). When it comesto car components, buildingsustainability into a design involvesfinding innovative ways to use easy-to-recycle metals for parts, rather thanplastics. A clutch pedal engineeringstudy we carried out demonstrated thatit is possible to maintain componentperformance and cost and improverecyclability at the same time.Engineering expertise like this is typicalof the support that car manufacturersare turning to us for, as they strive tomeet the 95% recyclability requirementsof the ELVD by 2015.

Emissions challengeThere is a direct link between low vehicle weight and low CO2 emissions.The Corus VA/VE (Value Analysis/ValueEngineering) tool is a proven method forevaluating and optimising the gauges,grades and coatings of vehicle body andchassis components in order to reducethe weight and costs of prototype and

production vehicles. The use of theVA/VE tool commonly results inrecommendations to use stronger,lighter, advanced high-strength steels or to select different design ormanufacturing solutions. The summaryabove provides some results forachievable weight-down potential byvehicle type.

Use of technologyOur research and development activitiescontinue to generate new ways ofresponding to the challenges theautomotive marketplace poses. Forexample, whilst there is little doubt thatsteel will remain the material of choicefor main vehicle body structures, ourresearchers have been responding toindustry interest in finding ways to joinsteel to aluminium. For specificapplications, such as the bonnet androof, this offers potential advantagesbeyond straightforward weight reduction(such as optimising weight distributionto improve ride and handling) that are of interest to designers.

Where manufacturers need to rapidlybring a new design into full production,we are offering advanced tools,technologies and services like In-Form™to reduce risk and wastage. In-Form™ is an innovative Corus computer aidedengineering simulation technique, whichis selectively offered to customers. It isused to reduce the number of practicaliterations traditionally needed in finetuning blank and tooling parameters at production start-up.

Using a state of the art 3D laserscanner, In-Form™ combines real presstool data with a forming simulationpackage to understand how steelblanks, like those used for large bodypanels, deform and flow as they areformed into shape. Use of this techniquecan significantly reduce press shop set-up lead times, in turn reducingmaterial and energy wastage and savingstart-up costs. It is a technique that isproving useful for new models, and inthe introduction of different steel gradeson existing models of car.


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Right: We continue to develop products toassist our clients as they strive to meet theirlegal obligations.

Far right: Our steel significantly contributesto improved road safety and helps to reducethe number of serious injuries and deaths on UK roads.

Vehicle type Typical potential weight savings per vehicle

C segment (Family cars) 5kg to 16kg

D segment (Luxury cars) 16kg

4x4 passenger cars 120kg

Achievable weight-down potential by vehicle type

Taking a broad approach to recyclingin the NetherlandsA steel packaging recycling rate of 84%has been achieved in the Netherlandsthrough continuous improvement in therecycling chain, which has resulted in anintegrated waste management systemwithout separate collection programmes.

We are involved in a Dutch initiative toreduce litter. Because we believe litterproblems are more related to people’sbehaviour than the packaging itself, we support national campaigns run by Nederland Schoon, an organisationwhich aims to prevent and combat litter.

As steelmakers our main concern iswith beverage cans that, although onlyrepresenting about 2% of all litter, arenevertheless a visible component. We have increased our anti-litterpromotional activities with, for example,a Fishing for Litter project whichencourages fishing vessels to bringashore any litter they catch in their nets.

Canned food proves to be asustainable top performerA recent TNO study commissioned forthe European steel packagingorganisation (APEAL) has shown thatfood packaged in steel cans has a highsustainability performance compared to other packaging options. The studyanalysed the performance of packagedvegetables in terms of environmentalimpact, cost to the consumer andnutritional value. When assessed on thisbasis, vegetables sold in a steel can,frozen in a plastic bag or fresh-peeled,performed with above average eco-efficiency. Vegetables in a food pouch,laminate carton or frozen in a cartonperformed less well.

Packaging recycling in the UK2006 was another good year for steelpackaging recycling in the UK, with therecycling rate rising from 51.4% in 2005to 57.3% in 2006. This was due, in nosmall part, to the work of Corus SteelPackaging Recycling (CSPR), based in South Wales.

One of the great advantages of steel in recycling terms is its magneticproperties. The ability to extract ferrous material from waste streams by the use of electromagnets, enablessteel to be recovered from variedrecycling technologies. Its magnetismenables steel to be very flexible when it comes to recycling, and allows forrecycling opportunities that are notavailable to other materials.

As a result, we recycle steel packagingfrom kerbside collections and canbanks, centralised waste treatmentfacilities and incinerators.

During 2006, CSPR worked with32 organisations across the UK, donating recycling equipment andparticipating in local events to improverecycling rates. Over 90% of localauthorities now provide recycling schemesfor steel packaging, many of them withinfrastructure donated by Corus.

Sustainable solutions: Packaging

Our products are fully recyclable and are highly recycled.


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Left: We work across the UK to promoterecycling of steel packaging.

Far left: Steel is 100% recyclable.

Improved environmental performancethrough use of pre-finished steelMotiva™ is a range of pre-finished steel products specifically formulated for domestic appliances. Products are designed for specific applications and are suitable for wrap arounds, tops, doors and side panels on washing machines, refrigerators,dishwashers, tumble driers and manyothers. The Motiva™ range allowsdesigners to exploit the unique benefitsof pre-finished steel, offering a widerange of finishes and 100% recyclability.

New non-stick coating technologyWe have developed new leading edgenon-stick coatings which combine ease of cleaning with vastly improvedrobustness and durability, resulting in longer service life. These products are RoHS and WEEE Directivecompliant, having been manufacturedusing hexavalent chromium-free pre-treatments that give excellentcorrosion resistance.

By using an innovative reinforcement in the non-stick coating, the easy toclean benefits of non-stick can now beharnessed for oven parts and interiors,where a combination of high abrasionresistance and non-stick releaseproperties is essential to replacetraditional heat resistant coatings and enamel based systems.

Advances in anti-bacterial protectionRecent product improvement hasenabled us to offer Assure® anti-bacterial technology for use in internalhealthcare environments. The end resultis an improved anti-bacterial additivewhich builds on the CES300 pre-finished steel with Assure® brand fromCorus. CES300 with Assure® is suitableas a material for walls and ceilings inhigh dependency internal healthcareareas, including operating theatres, high dependency wards, intensive careunits, bathrooms and ward washrooms.CES300 with Assure® protects againstMRSA, E-coli and other bacteria, andoffers the market 30 years durability in low risk areas such as wards andcorridors and up to 10 years in high risk areas such as operating theatresand treatment rooms.

Sustainable solutions: Consumer products

We work closely with our customers and suppliers to develop products that are better for consumers and the environment.


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Left: Our advanced technology provides cost-effective and environmentally improveddomestic appliances.

Right: We are helping the healthcare sectorcontrol bacteria such as MRSA, with our anti-bacterial pre-finished steels.


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How do we care for our people?We are proud of our international workforce and their well-being is a high priority. We are continuing to improve our health and safety performanceand in 2006 our employee lost time injury frequencyreduced by 16%.


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Policy statementWe believe that all our activities can be undertaken safely and we will nevercompromise safety.

We will conduct our business in a waythat ensures the health and well-being of our employees, contractors and any person affected by our activities.

We know that continuous improvementof our health and safety performance isessential for a successful company.

Everyone in Corus has responsibility for their own and others’ health andsafety, but overall accountability lieswith management.

We encourage a health and safetyculture in Corus.

People: Health and safety


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Policy principlesThe principles which demonstrate how we implement our policy are:

1 Leadership Lead by example

People at all levels in Corus have responsibility for their own health and safety and should set an example for others. Management is accountable for health and safety, and managers willdemonstrate leadership of health and safety through personal example.

2 Hazards, risks and control measures It’s worth not taking the risk

We will identify the hazards and risk associated with our activities, starting with our major risks.We will put in place appropriate control measures and challenge them in the context of change,so that we aim for continuous improvement.

3 Health and well-being Working for a healthy future

We will promote and improve the health and well-being of all Corus employees.

4 Competence and behaviour Understanding is the key to safe behaviour

We will ensure that all our employees are trained so that they are professionally skilled and qualified for their jobs and thereby can contribute to an improved health and safetyperformance. We will select contractors who can demonstrate competence and effectiveness.

5 Incident analysis and prevention It could have been avoided... try telling the kids that

We will ensure work-related incidents and near misses are reported, investigated and analysedto prevent recurrence. Our investigations will focus on root causes and recommendations will be shared and implemented across the Company.

6 Sharing and learning I wish I’d said something… I feel so responsible

Everyone in Corus is responsible for sharing good practice as well as learning from near misses.Sharing experiences with others can help prevent incidents. We all have a duty to intervene.

7 Contractors and joint ventures A good relationship is based on trust

Our health and safety standards apply equally to contractors and Corus employees. We believeour joint venture companies should aspire to the Corus health and safety standards.

8 Monitoring, audit and review There’s always room for improvement

We will establish systems for tracking our performance. We will regularly conduct internal and external audits of our risk control measures and management systems. We will monitorbehaviours at all levels to ensure we create a successful health and safety culture in Corus.

PerformanceOur primary key performance indicator is lost time injury frequency (LTIF). Our performance data, presented inFigure 1, shows an improvement in LTIF from 2.9 in 2005 to 2.5 in 2006. We also judge our performance on acombined employee and contractor LTIF.This indicator, presented in Figure 2,shows an improvement in combinedLTIF from 3.4 in 2005 to 2.8 in 2006. In line with a commitment we made inour Health, Safety and EnvironmentReport 2003, from January 2005 allCorus Business Units commencedreporting employee recordable cases.The employee recordable casefrequency, presented in Figure 3overleaf, improved from 17.1 in 2005to 9.8 in 2006 – a 43% reduction.

These improvements reflect thecontinued commitment of all ourBusiness Units to improve their healthand safety performance and to reduceaccident rates. It also demonstrates thatwe have been successful in maintainingrecognition of the importance of healthand safety across the Group in 2006.

Despite the improvement in LTIF,in 2006 we had two fatalities at our sites (Figure 4 overleaf). This isunacceptable and we are continuingto take action to improve this situation.

In 2006, our sickness absence rate was 3.8%, which was an improvementfrom 4.2% in 2005.


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Recognising improving performance – IJmuiden

Corus Packaging Plus, IJmuiden, developedan improvement plan in 2006 which targetedimproving their health and safety performanceusing four essential elements. These were:

• Leadership training• Thorough investigation of accidents• Improving sickness absence• Promoting risk awareness

The results of this improvement scheme havebeen 12 months without a lost time accidentup to February 2007 and a reduction insickness absence from 5.8% in 2005 to 4.7%in 2006. The information developed throughthese processes is being shared across theGroup and is being actively supported bysenior management.

Figure 1 Lost time injury frequencyCorus Group employees

12

8

4

000 01 02 03 04 05 06

4

2

0

Figure 2 Lost time injury frequency Corus Group employees and contractors

05 06

Left: Through training all our employeescontribute to improved health and safetyperformance.

Far left: An improvement plan at CorusPackaging Plus, IJmuiden, has resulted in a20% reduction in sickness absence ratesbetween 2005 and 2006.

Key developments in 2006Executive Committee safety tours 147 Executive Committee safety tours were carried out during 2006,which exceeded our target of 140.These tours demonstrate leadership,provide motivation, identify priorities for improvement and help share goodpractice across the Group.

Standards In 2006 we developed and launchedfour new mandatory health and safety standards covering asbestosmanagement, the control of legionella in water systems, on-site traffic andworking at height.

Internal health and safety auditsIn 2006 we introduced an internal auditprogramme for our health and safetystandards, with the managing directors of each Business Unit leading an audit of another Business Unit. These auditsassess compliance with our health andsafety standards and identify opportunitiesfor improvement. Each year threestandards will be selected to be coveredby this internal audit programme.

CompetenceDuring 2006 our senior managementtraining programme for health andsafety, which was introduced in 2005,was developed to cover all levels ofmanagement and supervision. Foursuccessful pilot exercises were runcovering our five steelmaking plants.This will be extended to include inexcess of 1,000 managers andsupervisors during 2007.


20

Involving people – Skinningrove

Involving employees through a ManagingSafely initiative at Corus Special Profiles,Skinningrove, has helped to improve healthand safety performance within the business and to create a culture where all employeesrecognise that their safety and the safety of others is the priority.

Managing Safely has involved:

• Employee engagement and commitment• Monthly safety focus meetings• Area ownership• Launching a Take 2 (take two minutes)

to risk assess programme• Safety Management Assessment Tours

(SMAT)• Safety improvement forms

Skinningrove has learnt lessons from othersites and has developed systems whichinvolve, consult, encourage, support andmentor employees to get their continuedcommitment and support. The result hasbeen that Skinningrove has won the RoSPAGold Standard for safety for the past fouryears. Internally, Skinningrove won theCorus/trades unions JAPAC award in 2006 forthe best safety committee and was recentlyannounced as the winner of the Corus CEOAward for Health and Safety for 2006.

Figure 3 Recordable case frequencyCorus Group employees

15

10

5

005 06

12

8

4

0

Figure 4 Fatal accidents Corus Group employees and contractors

00 01

� Corus employees � Contractors

02 03 04 05 06

Right: Involved and committed employees at Skinningrove have brought about animprovement in safety performance that has been recognised with the Corus CEOAward for Health and Safety.

Health and hygieneThis year, as part of our RevitalisingHealth strategy, we have developed a comprehensive health and hygieneresource on our intranet site, CorusSafe.The strategy is underpinned by:

• Prevention – We provide practicaladvice to our employees on how toprevent ill health and injuries throughhazard identification, risk assessmentand control. CorusSafe hasinformation on our key occupationalhygiene issues around chemical,physical, biological and ergonomichazards. Guidance is also provided on health and travel, deep veinthrombosis, display screen equipmentassessments, keeping cool in the heat,and influenza prevention.

• Re-integration – Getting back to workis a big step to make after illness andwe support our employees to achievetheir recovery goals throughoccupational health support servicesand workplace adjustments. Forexample, at Corus Distribution &Building Systems UK and Ireland, we have introduced the IPRS TotalInjury Solutions Programme to provide a cost-beneficial absencemanagement service to employees.

The programme provides immediateaccess to assessment and treatment for musculoskeletal injuries,and is supported with objectivemeasurement of overall function and ability. During the last 12 months,the programme has been instrumentalin preventing an estimated 836 days of sickness absence.

• Promotion – We help to educate ouremployees on how to prevent illness,and how to prevent existing illnessfrom becoming worse by livinghealthier lifestyles. CorusSafe providesguidance on diet, exercise, smokingand cancer prevention. For example,at Corus Construction & Industrial,Scunthorpe, the Occupational Healthteam has modernised its service with the multi-disciplined team nowinvolved in the health maintenancestrategies of our employees. TheirHealth 4 Life initiative focuses on theprevention of ill health through healthsurveillance, health promotion andsickness absence management.


21

Changing cultures – Gelsenkirchen

In 2001, two sites were amalgamated to form a Corus Service Centre at Gelsenkirchen,Germany. However, the change in site,uncertainty about the future and the differencein cultures between the two original sites werepotential barriers to establishing a healthy andsafe workplace. The team recognised thatalthough they had a modern workplace, there was still an old fashioned attitude tosafety. To promote a change in attitude, ahealth and safety improvement programmewas launched, including a series of trainingsessions in different aspects of health and safety.

Health issues were a key focus of theprogramme: one initiative focused on the provision of hepatitis and influenzaimmunisation injections. In Germany, there is no free medical provision and through this initiative we were taking a proactive steptowards looking after the health of ourworkforce. This had a knock-on effect ofimproving staff morale. Another initiativefocused on awareness and training onepileptic seizures. This, along with the help of the medical services team, has helped there-integration of one team member diagnosedwith epilepsy back into the workplace.

The result of these combined initiatives hascontributed to Gelsenkirchen achieving a LTIFof zero for the last four years.

Left: The Occupational Health team at CorusConstruction & Industrial, Scunthorpe.

Right: Members of our team at Corus ServiceCentre, Gelsenkirchen.

Our people and cultureIn an ultra-competitive world, successdoes not just depend on employees’expertise and effort. It emerges fromtheir personal engagement with theircompany. With this in mind, we aredeveloping leadership and workingpractices to involve and engage all ofour employees, and a culture in whichcontinuous improvement becomes a way of life. This involves nothing short of changing the way we work. A Group-wide continuous improvementprogramme, based on the principles oflean thinking, was launched in supportof The Corus Way in 2005 and thiscontinued in 2006. We know that it isonly by developing our people and bycreating an environment in which theycan focus their talents and expertise on serving our customers that we will be able to attract and retain the best people, passionate people, tosuccessfully deliver our business goals.

Organisational responsibilitiesThe responsibilities of Divisions,Business Units and functions are clear.In summary, Divisions and BusinessUnits are responsible for profit and loss;lead Divisions co-ordinate our approachto key markets; while some aspects of our commercial operations are co-ordinated from the centre. Somefunctional activities are managedcentrally in order to capture the benefitsof scale, expertise and efficiencies forthe whole Group. Common rules are set through Group Policy Documents(GPDs) and Group Standards. GPDsaddress major corporate matters, risk areas and processes, while GroupStandards set out what is expected from Business Units in implementing The Corus Way.

People: Valuing our workforce


22

Left and far left: We are developingleadership and working practices to involveand engage all of our employees.

A novel approach torecruitment – IJmuiden

Our site in IJmuiden sponsors the premierdivision football club AZ Alkmaar. The city of Alkmaar is situated in the region of NoordHolland, the main recruitment area forapprentices and employees with anintermediate vocational education.

IJmuiden’s recruitment departmentbenefits from this sponsorship by placingadvertisements in the AZ Newspaper, match booklets and field boarding. The maingoal is to brand Corus as a successful andambitious employer looking for new talent,and to highlight our careers website,www.corusjobs.nl. Last year, two selectiondays took place at the brand new AZ footballstadium, built with steel from IJmuiden. Via AZ, we recruited 90 new employees forvacancies in manufacturing, maintenanceservices and logistics.

In the Netherlands, graduates consider Corus to be the third best manufacturingemployer and the 15th best employer overall. Our vacancies database on the Dutch careers website received more than 136,000unique hits in 2006.

StaffingWe employed some 41,200 people atthe end of 2006, compared to 47,400 at the end of 2005. The reduction of6,200 employees in 2006 is due to thesale of our aluminium rolled productsand extrusion businesses (4,700employees) to Aleris and the divestmentof Cogent Power’s Lamination Divisionto Bavaria Industriekapital (1,500employees). This has significantlyreduced the number of our employees in Germany, Belgium, Hungary andCanada and concentrates thegeographic distribution of ouremployees, presented in Figure 5, to85% in the UK and the Netherlands,with another 10% in the rest of the EU.The distribution of our employees byDivision is presented in Figure 6 and by gender in Figure 7 overleaf.

Recruitment of people with relevant skillsand expertise continues to be challenging,but we are increasing our efforts in keyareas and one of our successes is afurther improvement of our ranking in theTimes Top 100 best graduate employersin the UK. This is in the face of stiffcompetition from global companies in all business sectors, including banksand consulting companies.

Training, development and learningWe are continuing to invest in thetraining and development of ouremployees. Most training and learning is focused locally, supporting ourBusiness Unit strategies. Businessinitiatives include apprentice schemes,induction programmes, graduatedevelopment (as well as at Group level),use of further education, and externaland tailor-made internal trainingcourses. These may lead toqualifications such as foundationdegrees, Certificates from the Instituteof Occupational Safety and Health(IOSH), ONCs and HNCs, or graduateand post-graduate degrees. Just a fewexamples include:

• Corus Construction & Industrialinvested £150,000 in new equipmentfor a machine shop at a localeducation college. This will enableapprentices to train on like-for-likeequipment in readiness for their job placements.

• 12 employees from CorusConstruction & Industrial, Scunthorpecompleted a foundation degree in Manufacturing Management (World Class Systems) which focuses on lean manufacturing and continuous improvement.

• 34 employees of Corus EngineeringSteels gained IOSH certificates and 11 received Certificates of BusinessLanguage Competence.


23

Left: We are continuing to invest in thetraining and development of our employees.

Right: Promoting Corus as an employer ofchoice at a graduate event in the Netherlands.

1 UK 23,700

2 The Netherlands 11,500

3 Germany 1,800

4 France 1,600

5 Other EU 900

6 Other countries 1,700

Total 41,200

Figure 5 Employees by region

12

34 5 6

At end December 2006

1 Strip Products 21,300

2 Long Products 11,600

3 Distribution & Building Systems 5,900

4 Aluminium 900

5 Central functions and others 1,500

Total 41,200

Figure 6 Employees by Division

1

2

34 5

At end December 2006

At Group level, support for continuousimprovement (CI) remains a main focalpoint. Our six-week training programmefor CI coaches continued throughout2006 and the demand from thebusinesses has been such that around300 coaches have been trained so far.

To support our CI philosophy,development effort for our seniormanagers has been focused on strategydeployment and engagement. Divisionaland Business Unit workshops focus onstrategic business priorities and howthey will be deployed and translated intopriorities at all levels of the organisation.In addition, we piloted and started to rollout a development programme for ourGroup Senior Managers which usesstructured feedback from their directreports to help them assess anddevelop their capability to engage andmotivate their teams.

Employee relations andcommunicationOur consultation processes continue to follow our well established practices. We meet regularly with our EuropeanWorks Council, and we haveconsultative structures and processes atcountry and Business Unit levels. In theUK, an information and consultationagreement with national unions providesa framework for consultation onstrategic issues, and for regular updateson business performance. In addition today-to-day business communication, we make efforts to increase formal, two-way communication. Extending thegood practices with employee surveysin some of our Business Units, we haveestablished Group-wide guidelines.These require each Business Unit toconduct employee surveys at least everyother year and to include in their surveysome 20 core questions to enable acomparison of responses acrossbusinesses. In particular, the positiveresponses to the health and safetyrelated questions indicate that ourtraining and awareness campaigns aremaking an impact.


24

Left: Prospective employees at a graduaterecruitment event in the UK.

Right: Blast Furnace 6 at our IJmuiden site,winner of the Corus CEO Award for WorldClass Processes.

Becoming an employer of choice at UK universities

Attracting suitably qualified graduatescontinues to be one of our key priorities. Our on-campus campaigns to raise awarenessof the benefits of a career with Corus arecreating impact. Each year more than 10,000 students or graduates apply to workfor Corus in the UK. During the 2005–2006recruitment year, our careers website received more than 69,000 unique hits,graduate registrations increased by 23% and Corus progressed in the prestigiousTimes Top 100 preferred employers for UK graduates list up to 74th place. Our UKuniversity Ambassadors scheme furthersupported our target of becoming a top 20employer at selected universities. Thisscheme benefits from volunteers committedto increasing the awareness of Corus attargeted universities and will receive furtherfocus throughout 2007.

RecognitionThe annual CEO Awards are the most prestigious awards in Corus. They recognise excellence and theoutstanding contribution of employeesto delivering The Corus Way.

There are three categories: health andsafety, best supplier to best customersand world class processes. The judgingpanel looks for evidence of strategydeployment, and employee engagementand commitment, as well as examplesof how continuous improvement toolsand techniques have been used tosecure outstanding results.

The high standard of entries during 2006 is a reflection of the considerableprogress that is being made acrossCorus in each of the three categoriesand sets a new benchmark for 2007.

The winner of the award for health andsafety in 2006 was Corus SpecialProfiles, Skinningrove (see case studyon page 20). The judges were impressedby how the business had changed theattitudes of employees towards safetyand achieved a significant improvementin safety performance as a result.

The winner of the award for bestsupplier to best customers was CorusDistribution & Building Systems, UK and Ireland, Metal Centres for work ingenerating excellent returns for Corusby providing a first-class local service to smaller customers around the UK.

The world class processes award wentto Blast Furnace 6 in Corus StripProducts, IJmuiden, for reaching newlevels of productivity excellence anddemonstrating the benefits of sharingand learning across Corus.


25

Left: Steel slabs awaiting export fromTeesside Cast Products, commended in the Corus CEO Award for Best Supplier toBest Customers.

Far left: Members of the team at our Myriadsite in France, commended in the Corus CEOAward for Best Supplier to Best Customers.

Belgian (B) 1

Brazilian (BR) 1

British (UK) 4

Dutch (NL) 1

French (F) 1

Total 8

Figure 8 Executive Committee international breakdown

UK

BF

NL BR At end December 2006 Male 37,500

Female 3,700

Figure 7 Gender breakdown

Male

FemaleAt end December 2006

Estimated based on data from over 95% of our operations

In early 2007 the composition of our Executive Committee changed following the acquisition by Tata Steel

The Journey – Port Talbot and Llanwern

2006 saw the major rollout of Corus StripProducts UK’s change programme, TheJourney. Senior managers, trades unions and supplier partner management werealready on board; they had looked at the waythe business was, and decided they wanted to change it for the better. The challenge was to get every employee and other keystakeholders engaged in the change processin every aspect of the business.

25 man-years of effort were put into rolling outthe Group-wide safety initiative, Time-out forSafety, in a new way; the engagement of people was how real change was going tobe achieved. Throughout the year, at all levelsof the business, people were involved inevents, and communications throughout thebusiness reached new levels as peopleeverywhere started to get engaged inchanging the business from the inside. Thereis now a new feeling in Corus Strip ProductsUK and a new determination to sustain thesteel industry in South Wales. The Journeygoes on and everyone has a part to play.


26

How do we protectthe environment?Environmental protection is integral to the way we do business. We are committed to progressively reducing our impact through the adoption of sustainable practices.


27

Policy statementWe are committed to minimising the environmental impact of ouroperations and our products through the adoption of sustainable practicesand continuous improvement inenvironmental performance.

Environment


28

Policy principlesThe principles which demonstrate how we implement our policy are:

1 Compliance

To meet the requirements of relevant legislation in the countries and regions in which we operate.

2 Management systems

To implement effective environmental management systems and to ensure the environmentalawareness of our workforce, encouraging every employee to act in an environmentallyresponsible manner.

3 Continuous improvement

To improve the environmental performance of our processes and products through research and development of new technologies, preventing and reducing emissions and releases,minimising waste and controlling noise.

4 Sustainable development

To contribute to sustainable development by using energy, water and raw materials moreefficiently, thus optimising our use of natural resources.

5 Product stewardship

To promote the recovery, recycling and reuse of our products, and to work with our customersto understand the environmental effects of our products throughout their life-cycle.

6 Monitoring and reporting

To monitor/audit environmental performance and to report progress on policy objectives andimprovement targets on a regular basis.

7 Suppliers and contractors

To encourage suppliers and contractors to behave in a responsible manner and to maintainsound environmental practices.

8 Local communities and biodiversity

To respond to the concerns of local communities and other interested parties on environmentalissues and to respect the general environment and wildlife habitats in and around our sites.

PerformanceScopeThe data presented in this section of the report covers all Corus Groupmanufacturing sites with the exceptionof a small number of facilities withinCorus Distribution & Building Systems,which make only a minor contribution to our overall emissions inventory.Excluded from the data are any emissionsfrom operations that were closed orsold during 2006, such as those in our aluminium rolled products andextrusions businesses. Where we havecompared performance against that inprevious years, we have used 2000 as abaseline wherever possible. During 2000,we produced just under 17.5 milliontonnes of liquid steel in our integratedsteelworks, compared to just over 18.0million tonnes of liquid steel in 2006.

ComplianceFollowing on from our improvement in2005, our compliance with statutorylimits on both air and water emissionsimproved further during 2006 and weachieved our target of 99% complianceover the full year. We recognise that we need to maintain a high level ofperformance and for this reason, haveestablished a target to consolidate ourimproved compliance in 2007. We willachieve this by continuing to develophigh-level corrective action plans at sites

with an individual compliance rate worsethan 96%; and through continuingscrutiny of compliance performance atExecutive Committee and Board Health,Safety and Environment Committeemeetings. Figure 9 shows our improvingcompliance performance.

There were no environmental prosecutionsor fines in relation to our activities during 2006.

Climate change and energy useClimate change has assumed a prominentplace at the top of the political agendaand is an issue of substantial publicconcern. Although typical CO2 emissionsfrom steelmaking per tonne of steel arenow around 50% lower than 40 yearsago, we recognise that our industry isstill a significant contributor to global CO2 emissions. For this reason, we arecontributing actively towards achievinga worldwide solution.

Corus is a major partner in ULCOS(ultra-low CO2 steelmaking), a Europeanresearch project to investigatetechnologies that could bring about astep-change reduction in CO2 emissionsfrom the steelmaking process in themedium to long term. In the interim, our emphasis is on reducing emissionsincrementally, wherever this is technicallyfeasible and not prohibitively costly.


29

Left: Our steel is playing a key role in the development of renewable energy infrastructure.

Far left: Our involved and committedresearchers play a vital role in developinginnovative techniques for protecting theenvironment.

Delivering improvements in the accuracy of CO2

emissions measurement

All of our integrated steelworks are in the EUEmissions Trading Scheme. To comply withthe monitoring requirements of the scheme,and to provide maximum public confidence in our reporting procedures, during 2006 weinvested in a range of improvements in theway that we measure CO2 emissions fromour three integrated steelworks in the UK.Working in close partnership with a leadingconsultancy in the field of gas measurement,EffecTech, we successfully attained thehighest level of accuracy prescribed inEuropean guidelines for the analysis of blast furnace gas (BFG) at all three sites. This involved EffecTech becoming the onlyorganisation in the UK offering calibrationservices for BFG analysers accredited to the international ISO 17025 standard. The combustion of BFG accounts for over75% of total CO2 emissions from ourintegrated steelworks in the UK.

Figure 9 Compliance with emission limits

99%

95%

96%

97%

98%

Q1 Q2 Q3

2005 2006

Q4 Q1 Q2 Q3 Q4

� Quarterly average � Yearly average — 2006 target

Fullyear

Fullyear

Spot measurement results only (air and water combined). The compliance rate for continuous measurements in 2006 exceeded 99.9%

The remaining opportunities to reduceour CO2 emissions are limited as morethan 80% of emissions from a typicalintegrated steelworks are irreducibleprocess emissions. However, throughoptimising the use of process gasesarising at our blast furnaces, coke ovensand steel plants, we achieve high levelsof on-site generation of electricity (the effect of our efforts in this regard isa reduction in CO2 emissions from theelectricity generation sector) and wehave largely displaced supplementaryfossil fuels from most of our combustionapplications, such as the furnaces usedto heat steel prior to hot rolling and theboilers used to raise steam to provideblast air at our blast furnaces. We havealso rationalised our steelmakingoperations in the UK from six sites in2001 to four in 2006. Some of theeffects of these changes are illustratedin Figures 10, 11 and 12, which show(i) the improving trend in the energyintensity of our Group-wide steelmakingoperations, (ii) the year on yearreduction of non-process emissions ofCO2 (per tonne of steel) since 1990 atour integrated steelworks at IJmuiden,and, (iii) the reduction in the indirect CO2

emissions (per tonne of steel) associatedwith electricity supplied to our integratedsteelworks at Port Talbot.

Although our primary liquid metalproduction sites account for over 93%of our total energy use, we stillrecognise the importance of achievingenergy savings across all of ouroperations. During 2006 we achievedfurther substantial improvements, for example:

• At Corus Packaging Plus, Trostre, weworked with the Carbon Trust toidentify a range of energy optimisationschemes. We have now implementeda number of these schemes, includingrecovery of heat from process effluentin order to pre-heat rinse water on one of our electro-tinning lines anduse of waste heat from a continuousannealing line to pre-heat boiler feedwater. This partnership has culminatedin the development of a Carbon TrustDVD, promoting the virtues of ajoined-up approach to energymanagement.

• At Corus Distribution & BuildingSystems UK and Ireland, Wednesfield,the major steel industry trades unionsare working closely with management,supported by the Carbon Trust, with the objective of delivering improvedenergy efficiency.

In early 2007, we established a high level Climate Change Task Force,with the objective of co-ordinating ourresponse to the challenges presented

by climate change. Activities to datehave included a focus on understandingmore closely the emissions from all of our operational sites and theemissions abatement potential thatexists at each of these. Another keyfocus of the task force will be todisseminate information on climatechange matters to all employees.

Along with the rest of the European steel industry, we are involved in the EU Emissions Trading Scheme (EU ETS),which requires EU Member States toestablish national CO2 emissions caps,to allocate emissions allowances toinstallations within industrial sectors andto encourage the development of aEurope-wide market in emissionsallowances. 2006 was the second yearof the first phase of the scheme.As in 2005, we experienced an overallsurplus in allowances (that is, weemitted less CO2 than our total numberof allowances), principally as a result ofour production plans not being realised.

The EU ETS prescribes stringentmonitoring and reporting conditionsthat apply to all operators to ensure that emissions estimates are robust,accurate and verifiable. The case studyon page 29 outlines the substantialimprovements that we have made to our monitoring arrangements followinginvestments in 2006.


30

20

10

15

5

0

Figure 10 Energy consumption GJ/tonne steel

00 01 02 03 04 05 06� BF route steel � EAF route steel

In 2006 the EAF route accounted for approximately 5% of our steel production

100

80

60

40

Figure 12 Indirect CO2 emissions Index of specific CO2 emissions (2000 = 100)

Port Talbot

00 01The 2002 figure has been omitted as this coincided with a major blast furnace outage at Port Talbot which resulted in less on-site electricity production

02 03 04 05 06

90

100

80

70

Figure 11 Non-process CO2 emissions Index of specific CO2 emissions (1990 = 100)

IJmuiden

00 01

The 2006 figure has been adjusted to account for additional process gas flaring resulting from events beyond our direct control

02 03 04 05 0690 91 92 93 94 95 96 97 98 99

Primary aluminium production is asignificant source of perfluorocarbons(PFCs), which are potent greenhousegases. Our two aluminium smeltingplants, in the Netherlands and Germany,have reduced their PFC emissions by more than 90% over the past15 years through significantprocess developments.

Management systemsSince we last reported, we haveachieved our target of securingcertification to the internationalenvironmental management systemstandard, ISO 14001, at all of ourEuropean manufacturing sites followingsuccessful implementation projects at our sites in Delfzijl (Netherlands),Voerde (Germany) and Durango (Spain). We are proud of this accomplishment:management systems provide us with a clear framework for managingcompliance and environmentalimprovement in a structured and co-ordinated manner.

Investment in environmental protectionWe are committed to reducing ourenvironmental impact whenever it ispracticable and cost-effective to do so.Of the £427m (approximately EUR640m)capital investment across the Groupduring 2006, we estimate that at least10% was related to schemes thatimproved our energy efficiency orreduced our environmental impact insome other way.

MeasurementWe are continuously investing inimproving the quality of ourmeasurement and modelling capability.For example, during 2006,approximately £1.5m (EUR2.2m) of our central research and developmentbudget related to air and watermeasurement and assessment. The result of this investment is a much enhanced understanding of our processes and the inclusion ofemissions from sources that werepreviously not included in our datainventory. In some cases our improvedmeasurement capability has led to anapparent increase in emissions sincethe baseline year (for example, withemissions of cadmium and mercury).

Emissions to airOur most significant releases to air,in addition to the greenhouse gasesdescribed previously, are particulatematerial (including fine particulatesuch as PM10), sulphur dioxide (SO2),nitrogen oxides (NOx), dioxin andfluoride, the latter being primarilyassociated with our aluminiumsmelting operations.

A combination of direct measurementsand complex modelling work havedemonstrated that our contribution toairborne levels of pollutants in thevicinity of our production facilities isgenerally not significant compared tobackground levels. Indeed, European airquality objectives are currently beingmet in the areas around all of our majorfacilities, with the exception of PM10near some integrated steelworks.We continue to work closely with therelevant local authorities to improve ourunderstanding of local air quality andour contribution to background levels.

Table 1 presents mass emissions to airdata for 2006, compared to data from2000. Figure 13 shows normalisedemissions data for our most significantnon-greenhouse gas emissions to airfrom 2000 to 2006.


31

Left: Corus RD&T, Rotherham, has achievedaccreditation under the Environment Agency’sMCERTS scheme to perform a wide range of environmental measurements.

Far left: Members of the team at our Laydesite in Durango, Spain, following successfulcertification to ISO 14001.

� Particulate � Dioxin � NOx � SO2 � Lead � Fluoride/tonne aluminium �

100

90

80

70

60

Figure 13 Emissions to air relative to 2000Per tonne of steel unless otherwise stated

00 01 02 03 04 05 06

Table 1 Emissions to airTonnes/year unless otherwise statedSubstance 2000 2006

CO2* 29,600,000 29,350,000PFCs 8.2 9.4Particulate 14,600 12,650PM10 no data 7,300Dioxin 42.4g 33.3gPAHs 15.2 6.8Benzene 96 70NMVOCs 1,350 1,100NOX 30,100 24,850SO2 32,400 30,550CO 452,500 437,450

Substance 2000 2006

Fluoride 200 141Arsenic 0.58 0.48Cadmium 0.87 1.10Chromium 4.5 2.1Copper 5.0 3.1Lead 65.6 60.4Mercury 0.44 0.46Zinc 65.5 31.2*Not comparable to EU ETS allocations –

different reporting scope.

Water consumptionRelatively large volumes of water areused to make steel, although theamount of freshwater that we use isdifficult to quantify accurately. This isbecause our large sites have complexwater distribution systems, which useand then reuse water from a variety ofsources such as wells, rivers, canals andreservoirs. To reduce our overall waterconsumption we employ a wide range oftechniques, such as recirculating coolingsystems and effluent recycling. Forexample, at Corus Tubes, Corby, wehave converted the three mill descalersystems to use recirculated processwater and we have replaced everywater-cooled hydraulic system with air-cooled hydraulics, thereby reducing totalwater consumption and further reducingthe risk of pollution. Notwithstandingthis commitment to reducing our waterintensity, a significant proportion of thewater that we use is taken fromestuarine sections of rivers, where itsabstraction has very little impact interms of freshwater resource depletion.

The water consumption of our sites variesin proportion to local supply constraints.Corus Construction & Industrial,Scunthorpe, is our only non-coastalintegrated steelworks and is also ourleast water-intensive. Here, we estimatethat we consume approximately 3m3 ofwater per tonne of steel produced.

Water qualityMost of the water we abstract is usedfor non-contact cooling and is returneddirectly to the watercourse from which itwas taken, with no deterioration in quality.To minimise the impact of our processeffluents, and to achieve high levels ofcompliance with emission limits (and withenvironmental quality standards in thewatercourses into which we discharge),we employ a complex range of biological,chemical and physical effluent treatmenttechnologies at many of our plants.We are continuously improving ourtreatment capability. For example,during 2006, we invested approximately£0.7m (EUR1.0m) to enhance effluenttreatment facilities at Corus EngineeringSteels, Rotherham, in a scheme with a total value of £1.1m (EUR1.7m). In addition to effluent treatment, we also deploy a wide range of pollutionprevention measures across all of oursites to ensure that potential pollutantssuch as oils, acids, raw materials andwater treatment chemicals are storedand used in contained systems.

Table 2 presents data on emissions towater for 2006 and compares these withdata from 2000. Emission data trendsfor certain pollutants are presented innormalised form in Figure 14.


32

Left: We employ a complex range oftreatment techniques to minimise the impactof our process effluents.

Right: Our new environmental intranet sitewill assist the exchange of good practicethroughout the Group.

� Suspended solids � Arsenic � Lead

80

60

40

20

0

Figure 14 Emissions to water relative to 2000Per tonne of steel

00 01 02 03 04 05 06

Table 2 Emissions to waterTonnes/yearSubstance 2000 2006

Suspended solids 2,950 1,430Arsenic 1.00 0.26Cadmium 0.08 0.16Chromium 2.06 1.00Copper 1.89 0.96Lead 4.06 3.70Mercury 0.02 0.03Nickel 3.53 1.22Zinc 15.54 19.24

Improving internal communication – Corus Environment Online

In any multi-site and multi-national company,it is an ongoing challenge to make sure thatgood practices in one part of the companyare cascaded effectively to other facilities, so that a consistently high standard is appliedat all locations. As one means of promotingthe effective exchange of environmental good practice, and in order to provide aninformation and communication resource toall environmental practitioners around theGroup, we launched an environmental intranetsite in 2006. This complements the existinghealth and safety intranet site that waslaunched some years ago. In its first twomonths of existence, the environmental sitehad over 5,000 hits, with the most popularpages being those entitled “What can I do?”,a section of the site devoted to promotinggood environmental practice, inside andoutside of the workplace.

Resource efficiencyWe are committed to conserving all raw materials, particularly those whichare non-renewable, such as iron ore,coal and oil. Our processes have beenrefined over many years to ensure that we optimise the consumption of materials within them. This makesgood business sense as well as beingenvironmentally responsible. Forexample, at Corus Tubes, Corby, weinvested during 2006 in a complexcascade system in the process line thatpickles and treats steel tubes prior tocold drawing. This has reduced theamount of acid that we use and theamount of waste that we produce. At our integrated steelworks, we haveimplemented and optimised systemssuch as briquetting to enable us torecirculate within our own processes anyresidue materials which contain valuablecomponents such as iron and carbon.

Although we achieve a high level ofconversion efficiency, some of ourprocesses inevitably generate waste.The focus then shifts to ensuring thatwaste materials are either reused,recycled or otherwise recovered.We have found uses for many of ourwastes in other sectors of industry. For example, in 2006 we diverted fromlandfill over 16,500 tonnes of dust fromthe gas cleaning systems at our site at

Corus Engineering Steels, Rotherham.This material is now treated off-site,where the high level of zinc isrecovered in a form that becomesa valuable raw material for otherprocesses. There are many othercases where we have found ways to maximise the recovery of valuablematerials from waste, for example:

• At Corus Strip Products UK, Port Talbot, we have investedapproximately £0.5m (EUR 0.75m) to develop a sophisticated wastesorting and recovery centre which isdue to come on stream in 2007 withan anticipated reduction in waste tolandfill of 4,000 tonnes per annum.

• At Teesside Cast Products, Redcar,the area responsible for maintainingthe refractory-lined vessels (known as torpedoes) used to transfer molteniron from the blast furnace to the steel plant, established a wasteminimisation programme which, since2005, has resulted in a 95% reductionin waste arisings and the recovery ofvaluable high-carbon refractory bricks.

In some cases, we contribute to thewider goal of sustainable consumptionby utilising secondary materials arising in other sectors of industry within ourprocesses. For example, by usingrecovered fuel oil as a chemical

reductant in our blast furnace atTeesside Cast Products, Redcar, we have achieved a substantialreduction in our annual consumption of coke, with an associated CO2 savingequivalent to more than 25,000 tonnesper annum.

In certain cases, disposal is the onlycost-effective alternative for our wastes.This is always done in a manner thatensures environmental impacts areminimised. Landfill is our dominantdisposal option, particularly in the UK,where our landfill sites are covered bythe stringent requirements of the EULandfill Directive.

Resource efficiency improvements at all stages of the waste managementhierarchy can be measured by referenceto raw material consumption and wasteto landfill data.

Table 3 shows our consumption of rawmaterials (iron ore and coal for steelproduction, and alumina for primaryaluminium smelting) during 2006. Figure 15 shows waste to landfillperformance between 2000 and 2006.The small increase in our total waste to landfill is mainly attributable to acontinued focus on clearance of historicstockpiles of material at our steelmakingsites in the UK and the Netherlands.


33

Table 3 Resource use Million tonnes/year

2006

BF route steel production 18.0*

EAF route steel production 1.0*

Primary aluminium production 0.20Iron ore 26.0Coal 12.0Alumina 0.38*tonnes liquid steelData is approximate and is shown only to illustrate typical usage.

800

1,000

400

600

200

0

Figure 15 Waste to landfill Thousand tonnes/year

00 01� Additional waste to landfill associated with one-off events

� Waste to landfill excluding one-off events

02 03 04 05 06

Left: Our integrated steelworks at Port Talbot, Wales.

By-productsThanks to improvements over recentyears in raw material selection andprocess control, our by-products meettight quality control requirements thatenable them to be used as alternative,or secondary, raw materials in sectorssuch as cement and chemicals. Non-renewable primary raw materialsare thereby displaced and conserved.For example, granulated slag from ourblast furnaces is used as a clinkersubstitute in the cement sector, reducingthe extraction of virgin raw materialssuch as shales and limestone andreducing CO2 emissions at the sametime. Similarly, steelmaking slags areused in well-established civil engineeringand agricultural applications, ferrouschloride solution is used in watertreatment and tar and benzene are used within the chemicals sector. The established uses of these and other materials are summarised in Table 4.

BiodiversityDue to a combination of factors, fromour ownership of large tracts ofrelatively undisturbed ground, to theapplication of site-greening strategiesat many of our sites and the efforts ofenthusiastic employees, wildlife groups,schools and voluntary bodies, our sitesprovide a haven for a surprisingly richvariety of wildlife. For example, we have the largest colony of commonterns in Wales at our site at CorusColors, Shotton, and a large colony of sand martins at our site at CorusConstruction & Industrial, Scunthorpe.

We respect the habitats that have grown up beside our operations andview these as something to be proud of.Consequently, ecological factors areincreasingly being taken intoconsideration as part of the planningphase of maintenance and developmentworks at our sites. During 2006, theenvironmental practitioners representingour UK manufacturing sites participatedin an information seminar to further raisethe profile of biodiversity.

The adjacent case study provides anexample of some of the importantbiodiversity work that has been supportedby Corus’ financial contributions.


34

Table 4 By-product applicationsBy-product Application

Granulated BF slag Cement industryAir-cooled BF, EAF & BOS slag Civil engineering and agricultural fertiliser industriesTar/benzene/toluene/xylene Chemical industryAmmonium sulphate/sulphuric acid Agricultural fertiliser industryIron oxide Electronics, cement industry and

paint industryFerrous chloride solution Water treatment, effluent and dye industriesZinc and tin dross Non-ferrous metal recovery industries

Supporting biodiversity– Teesside and Scunthorpe

We were a founder member of both theTeesside and Humberside branches of theIndustry and Nature Conservation Association(INCA). Since 1989 we have worked closelywith other industries, volunteers and expertsfrom INCA to improve our understanding ofthe biodiversity in and around our Teessideand Scunthorpe integrated steelworks. Over recent years we have been the financialsponsor of the River Tees Seal Monitoringproject. The project, started in 1989 by theTeesside Development Corporation but nowbeing run by INCA, has studied the fluctuatingfortunes of a colony of common (or harbour)seals that successfully resumed breedingwithin the Tees Estuary in 1994 for the firsttime since the early 20th century. Over thefollowing 10 years, the population has risensteadily, culminating in a record eight sealpups being raised in 2006. The Tees is theonly known estuary in Europe where commonseals have re-colonised as a direct result ofenvironmental improvements.

Left: Our granulated blast furnace slagis used as a valuable secondarymaterial in the cement industry.

Right: A record eight common sealpups were raised in the Tees estuary in 2006.

NuisanceOur processes are large and complexand many of our production facilitiesare located close to residential areas.We recognise our obligation to thecommunities in which we operate, andwe face an ongoing challenge to ensurethat we do not cause nuisance ordistress to local residents. In ourCorporate Responsibility Report 2004,we established a target to reduce publiccomplaints by 10% by 2006 comparedwith 2003. We achieved this target, witha 50% reduction in the number ofcomplaints (Figure 16). The reasons forcomplaints are varied and sometimesoutside of our direct control (for example,wind strength and direction affect theway that noise travels). However, we are confident that the reduction incomplaints since 2003 is at least partlyattributable to our proactive approach to nuisance management. For example,at Corus Strip Products UK, Port Talbot, we spent approximately £0.3m(EUR0.4m) during 2006 to improve thewind-shielding of raw material handlingoperations, thereby reducing the risk offine material being blown from the shipunloading area and causing nuisance inthe local community. Our complaintmanagement systems ensure that allcomplaints are thoroughly investigated,so that we can learn from our mistakes,implement corrective action and thenprovide feedback to complainants.

Supply chainWe believe that our responsibility formanaging environmental impact goesbeyond our manufacturing facilities.Downstream, the characteristics of ourproducts, and the information that weprovide to customers, can both have a profound effect on the environmentalperformance of our products during their in-use and end-of-life phases. The sustainable solutions pages earlierin this report provide some examples of the environmental advantages of our products, and how they can be used to best effect.

In the same way, we encourage oursuppliers, all over the globe, to minimise the impacts upstream of ouroperations. As a large company we canuse our size to influence our suppliers,and we expect them to have a high levelof commitment to the environment. To support this principle we use aninternet-based supplier assessment toolto help us to screen prospectivesuppliers and to encourage and monitorthe improvement of existing suppliers.

The adjacent case study provides an example of the high standards weexpect from our key suppliers, with anoverview of the environmental controlsapplied by our main Brazilian iron ore supplier, CVRD.


35

600

800

200

400

0

Figure 16 Public complaints

03 04 05 06

Environmental management up the supply chain

The environmental improvements at ourfacilities over recent years would be devalued if our activities were indirectlycausing substantial environmental damageelsewhere. With this in mind, we aim to workin partnership with our key suppliers andencourage them to operate to the samestandard as ourselves. This is certainly thecase with the Brazilian Companhia Vale do Rio Doce (CVRD), our largest iron oresupplier, with whom we have a long-standing and successful relationship.

CVRD was one of the first Braziliancompanies to implement ISO 14001 and, in 1998, its iron ore mines at Carajás were the first of their kind to receive ISO 14001certification anywhere in the world. CVRDnow has 15 certified facilities, including itsmines and the seaports through which ironore is exported to Europe. Additionally, thecompany helps preserve 1.2 million hectaresof tropical forest. CVRD’s corporateresponsibility goes beyond maintaining highlevels of environmental control and isdemonstrated in its support for the BrazilianGovernment’s Citizenship Action againstFamine, Misery and in Favour of Life and theZero Hunger Programme through which it hasdistributed food across the entire country.

Right: Corus supplier, CVRD, helps preserve 1.2 million hectares of tropical forestin Brazil and develops usage master plans forprotected areas.


36

How do wesupport ourcommunities?We are major employers in many of the areas where we operate, and we are actively involved in a broad range of community initiatives. Ourinvolvement can take the form of financial support,the provision of materials or the time, skills andenthusiasm of our employees.


37

We recognise that our operations canaffect the communities and societieswithin which we operate and we aim to play a positive role. We promote andencourage economic, environmental, socialand educational development wherepossible and we support our employees’involvement in local initiatives.

Employment and economicdevelopmentAt the end of 2006, we directly employed41,200 people and many thousandsmore indirectly through our contractorsand suppliers. We are also active instimulating regional employment. Forexample, in the late 1990s we started toallocate around 100 hectares of our site inIJmuiden to boost regional economicdevelopment and several dozen smalland medium sized companies are nowestablished in the IJmond BusinessPark. We are active members of anumber of local working groups,employers’ associations and advisoryboards. Amongst these bodies is theEnterprising IJmond Federation, a co-operative network set up to share theeconomic interests of its local members.

Regeneration – UK Steel EnterpriseSteel supply has predominantly exceededdemand over the past 20 years. To remaincompetitive, established companies inthe steel industry, like Corus, have hadto become more productive. This hasresulted in the rationalisation and closureof some facilities. Where redundanciesor plant closures are unavoidable, wework hard to minimise the impact on ouremployees and the communities in whichwe operate. We offer retraining, helpwith finding alternative employment andoutplacement services.

Through UK Steel Enterprise, a wholly-owned Corus subsidiary, we try tosupport the economic regeneration ofcommunities affected by changes in thesteel industry. Since its establishment in1975, UK Steel Enterprise has investedover £66m (EUR97m) in new andexpanding businesses and £29m (EUR43m)in managed workspaces. We havesupported over 4,400 small businessesand helped create 67,000 new jobs. In addition the company has providedover £5m (EUR7.7m) to assist numerouscommunity initiatives and organisationsassisting regeneration in steel areas.Over the years, the business has beenable to attract additional external fundingfor its clients of over £300m (EUR450m).The case study on page 39 providesone example of how UK Steel Enterpriseis supporting regeneration in steel areas.

Sponsorships and charitable donationsMany of our businesses have stronglinks to their neighbouring towns andsurrounding regions. We support cultural,social, educational and sporting activitiesthat contribute to the well-being ofresidents, both in the immediate vicinityof our plants and elsewhere. Our IJmuidensite in the Netherlands, for example,fulfils its ambition to become the bestneighbour to the surrounding communitiesthrough a number of sponsorships in theareas of art/culture and sport/recreation.Apart from the longstanding sponsorshipof the world renowned Corus chesstournament in Wijk-aan-Zee (see thecase study on page 41), we also sponsorthe premier division football club AZ Alkmaar and the local football clubStormvogels/Telstar. We were also thekey supplier of building material for thenew AZ football stadium, which wasopened in 2006.

Again in co-operation with the village of Wijk-aan-Zee, one of the largestsculpture parks, Zee van Staal (Sea ofSteel) in the Netherlands was created in1999. It is located in the dunes betweenthe industrial zone of Corus and thevillage and features a number of largeand heavy steel sculptures, which werecreated in our workshops by prominentEuropean artists, assisted by craftsmenfrom Corus. We are also the mainsponsor of the annual Havenfestival

Communities


38

Left: Participants enjoying the annual roundthe pier swim (and run) in Port Talbot.

(harbour festival), during which peoplefrom the neighbouring areas can enjoy all kinds of culinary and culturalevents as well as finding out about thedifferent economic activities in andaround the harbour.

Corus Packaging Plus, Trostre, has beenrunning its community award schemefor over four decades. In 2006, thescheme continued to support localorganisations, ranging from amateursporting groups to local branches ofnational charities.

In 2006, over 80 organisations benefitedfrom the Community Awards of CorusStrip Products UK, South Wales.Amongst other events, we sponsoredthe Festival of the Horse at MargamCountry Park, the Corus Great WelshRun in Cardiff Bay, the Tredegar HouseFolk Festival in Newport, the Aberavonand New Sandfields Beach Festival inPort Talbot and the Iron Pour Project atthe Victorian Ironworks in the ParcTondu Heritage Centre.

Corus Engineering Steels, Rotherham;Corus Construction & Industrial,Scunthorpe; and Teesside CastProducts donated several thousandpounds for the benefit of local schools,hospitals and charities. Beneficiaries oftheir donations included:

• Scunthorpe Sea Cadets (funds towardsrenovation of their boat station)

• Middlesbrough Red Jazz Band – 36 children aged 4–18 (contributions towards travel costs)

• Barton Town Band• Scotter School

(support for a nature trail and pond)• Priory Lane Junior School

(contributions towards an activity trail)• Teesville Youth Club

(contributions towards a pool table)• Pallister Park School

(for maths games and equipment)• St Hugh’s School

(support for a sensory room)• Keadby and Althorpe School

(support for a sensory garden)• The Police Lifestyle Project

(which encourages communityactivities for local children during the school holidays)

• The Industrial Mission• Whirlow Hall Farm Trust in Sheffield.

Promoting safety in the communityMore than 22,000 children in the NeathPort Talbot area were equipped withreflective safety wristbands in acampaign organised and sponsored byCorus and assisted by the Safer NeathPort Talbot Partnership and Neath PortTalbot County Borough Council.


39

UK Steel Enterprise

Through UK Steel Enterprise (UKSE), wesupport the economic regeneration ofcommunities affected by changes in the steel industry.

Hartlepool Innovation Centre is the latestflagship development. The centre opened in2006 and is now nearly fully occupied, with33 businesses and more than 120 peoplealready working there.

The Innovation Centre was built followingapproaches for assistance from the localauthority who were keen to attract a UKSEdevelopment to the town. Hartlepool BoroughCouncil and the Regional Development AgencyOne NorthEast, worked in partnership withUKSE to ensure the project was a success.

The 27,500 sq ft innovation centre, one ofeight such developments by UKSE around theUK, has 14 workshop units from 200 sq ft upto 1,200 sq ft and 30 offices from 150 sq ft upto 800 sq ft. Facilities include well-equippedmeeting rooms, a manned reception area, freeparking, high security, 24 hour access, thevery latest broadband connection and digitaltelecom systems, photocopying and a gym.

The concept for all the centres is to make it as easy as possible for young companies to concentrate on their core business byproviding the facilities and support they needwithout the requirement of signing a longlease. Through this development, new longterm jobs and innovative companies havebeen brought to the area.

Left: School children in the NeathPort Talbot area showing off their new reflective safety wristbands.

Far left: Former Corus employeePaul Edmondson at his new UtopiaKennels in Cumbria, which he establishedwith investment from UK Steel Enterprise.

Supporting local educationIn addition to monetary donations, we alsosupport the educational development ofthe communities of which we are a part.Our primary purpose is to encourageinterest in, and enthusiasm for, the studyof materials science and its application in engineering, manufacturing andtechnology-based industries. In thiscontext, we have committed £60k overthe next three years to preserve, andopen to the public, the British Steelarchives – donated by Corus to Teesside Archives.

We develop learning materials, providesponsorship and scholarships, awardprizes and grants, and utilise theimagery and usage of steel to explainkey concepts and learning points. As one example, we sponsored aUses of Steel project, in partnership with the Rotherham Arts Festival and the Arts and Business Council. School based workshops, run by aprofessional artist, helped students think about the different uses of steel in every day life and the recyclability ofsteel, before transforming these ideasinto billboard posters, which aredisplayed outside the main office atCorus Engineering Steels, Rotherham.

In the UK, we sponsor teachers as wellas student prizes in material sciencesubject areas in association with variousinstitutes and universities.

Many of our sites have educationalliaison programmes. At Corus Colors,Shotton, this covers local senior schoolsand includes work experience,interviewing skills courses, industry daysand the Engineering Education scheme.

Corus Distribution & Building SystemsUK and Ireland, based in the WestMidlands, does this via the YoungEnterprise Awards, by taking part in thejudging, hosting the awards dinner andthrough the creation of the Corus Awardfor the Most Innovative Product.

Through a unique partnership betweenthe University of Wales, the Engineering and Physical Sciences Research Counciland Corus, a successful EngineeringDoctorate Scheme gives leadinggraduates the opportunity to gainexperience in technical and engineeringdisciplines at Corus while pursuingdoctorate research studies.

In the Netherlands, we have establishedan Adopt a School project. Schools areinvited to visit our IJmuiden plant, wherethey receive materials, overalls and

toolboxes. We have also joined JetNet(Jongeren en Techniek – Young Peopleand Technology), a government initiativeaimed at encouraging young people tochoose a career in technology.

In France, local school children havebeen given the opportunity to form aCadette Industrie (Junior Company)for a year. Pupils visit our plant atCorus Colors, Myriad, to find out about our Company and the roles of our employees.

Our people in actionOur people are our ambassadors and itis their individual and collective effortsthat continue to build and maintain ourreputation. They volunteer to assist inlocal initiatives and we are grateful fortheir continuing efforts, a few of whichare listed below:

• A team of 25 graduates and placementstudents transformed the Gillian BanksTheatre School at Maltby, Rotherham,through extensive redecoration. Byforging links with local businesses,project leader Joe Fennell was ableto source materials at reduced rates. In recognition of his efforts, hereceived the Corus Corporate Social Responsibility GraduateAchievement Award.


40

Right: School children from Chernobyl,Ukraine, on a visit to our site at Llanwern.

Far right: Helping Captain Beanie to raisefunds for the Keep Wales Tidy campaign.

• A number of our businesses runAmbassador Award schemes whichoffer employees up to £250 for abroad range of community initiatives –from helping local junior sports teamsto being school governors.

• £19,000 was raised in 2006 forLindsey Lodge Hospice in Scunthorpethrough a broad range of activitiesincluding a charity ball, raffles,sponsored cycle rides andmarathon running.

• £8,000 was raised in 2006 for Zoe’sPlace Hospice in Teesside.

• A group of volunteers from CorusEngineering Steels, Rotherham,returned to the Robert Ogden Schoolfor Autistic Children in Thurnscoe,to continue the work of creating asensory garden, which was initiatedtwo years ago by a group of graduate volunteers.

• Almost £5,000 has been raised throughvarious events for the Help a HallamChild Read to Succeed initiative.

• Three colleagues from our ThryberghBar Mill in Rotherham completed a200 mile coast-to-coast walk from St. Bees to Robin Hood’s Bayin aid of the Bluebell Wood Children’sHospice, raising over £1,000.

• Three colleagues from Billet Finishing,Stocksbridge, successfully completedthe Great North Run, raising £445 forYorkshire Cancer Research, £769 forthe Multiple Sclerosis Society and

£635 for the Western Park HospitalCancer appeal.

• Employee volunteers at Stocksbridgetook part in the Monmouth Raft Racefor the 14th consecutive year and,in total, have raised over £34,000 forWeston Park Hospital, Sheffield.

• Colleagues from Lisburn, NorthernIreland, linked up with the LisburnWoodland Trust’s Tree for All campaignand donated bulbs for local schoolchildren to create a nature garden onthe site.

• Employees and contractors from PortTalbot and Llanwern raised over £40kfor the Cystic Fibrosis Trust during theCorus Great Welsh Run in Cardiff Bay.

Triathlon sponsorshipCorus Kids of Steel is a UK wideinitiative to bring Corus’ sponsorship oftriathlon to the communities in which weoperate. Corus Kids of Steel is a seriesof events designed to give children thechance to have a go at a triathlon in a safe, fun and non-competitiveenvironment whilst encouraging activityand learning about healthy lifestyles.Corus employees have been gettinginvolved in the series by volunteering forevents, getting local schools involvedand helping to set up local children’striathlon clubs where they don’t existalready. Over 5,000 children will takepart in the first series, with this numberset to grow.


41

Chess tournament – IJmuiden

In 2008, we will be staging the worldrenowned Corus Chess Tournament for the70th time. Once started as a nice event in the cold winter days by members of thechess club of Hoogovens, it is nowadayswelcomed as a major event in Wijk-aan-Zee.In the summer this little village has seasidevisitors, but in the winter it receivesthousands of chess-loving guests.

Whether they play chess themselves, or they just watch the world famous players,everybody enjoys the unique atmosphere. In Wijk-aan-Zee every hotel and everyrestaurant is fully booked in January. Corus is the proud sponsor of this world class event.

Left and far left: Local children enjoying the Corus Kids of Steel event at CrystalPalace, London.


42

How do wesafeguard our business?Business ethics are integral to the way we operate.We are strengthening our compliance culture andfurther embedding our business principles ineverything we do.


43

A framework for business integrityIntegrity and honesty are at the heart of our business dealings. We areconstructing an improved framework forthe conduct of our business generallyand the strengthening of our businessintegrity processes in particular.

We do not tolerate corrupt or fraudulentpractices and expect transparency,integrity and honesty in all aspects of our business, from our employees,contractors and other businesscounterparts. The tone is set throughthe commitment made by our mostsenior management and is integratedinto the induction of new employees.

Code of Ethics and Anti-fraudProgrammeIn 2006, we committed to improve our Group-wide Code of Ethics, itscommunication and implementation. It was recognised that an importantfactor in the success of any ethicsprogramme is its understanding andacceptance amongst employees. Such a programme is, in our view,valued more if it goes beyond basiccompliance with legal and regulatoryrequirements and truly reflects andembeds values that are firmly heldthroughout the organisation at all levels.

The process started with a review of ourexisting code of conduct to assess theextent to which it met the Group’scurrent and expected future objectives.This included an evaluation of the levelof awareness of its content, and thecurrent policies and practices that werein place to support the code. We alsobenchmarked ourselves against a numberof comparable companies, both withinand outside the metals sector. Welooked to other model codes, guidelinesand examples of best practice forinspiration. Amongst other sources, theGlobal Reporting Guidelines, the UNGlobal Compact and guidance from theInstitute of Business Ethics were helpfulto us in formulating our approach and insetting the level of our ambition.

A draft Code of Ethics was prepared.Alongside this, we also developed an Anti-fraud and Prevention of CorruptionManual which addressed the specificchallenges of combating corruption andwould underpin the already strongethical practices prevailing in ourcommercial activities. These documentswere the foundation for an internalstakeholder engagement programmedesigned to seek the views of seniormanagers and commercial colleaguesacross a broad representative sample ofbusinesses in the Group. The objectivewas to ensure we had a Code of Ethicsand supporting materials which included

real business situations in practical casestudies, so that they were truly meaningfulfor individuals and for the Group’soperations as a whole.

Approximately 70 senior managers wereinterviewed as the first phase of theinternal stakeholder engagement process.A questionnaire was used as a frameworkfor these one-to-one interviews and theresults were collected to identify commonthemes and opportunities for improvementof the programme. The process itselfalso served to strengthen thecommitment of these senior managersas future sponsors and communicatorsof the ethics programme.

The Code of Ethics and Anti-fraud andPrevention of Corruption documentationwas then further refined to take intoaccount the findings from this initial phase.An online training module was alsodeveloped and tested on a trial audience.This includes case studies and business-focused question and answer pages.

The second phase will involvedeployment of the final, developed, ethics documentation to the entirepopulation of senior managers in theGroup. The final phase will involvecommunication sessions (throughmanagement, department and teammeetings) with all employees.

Business ethics


44

Left: We encourage our suppliers andcontractors to operate to the same standards as ourselves.

Far left: We substantially developed our Code of Ethics during 2006.

In light of the impending change ofcontrol of Corus Group, it was decided to suspend implementation of theprogramme in order to ensure its alignmentwith the policies and procedures of thenew owner. Completion of the acquisitionof Corus Group by Tata Steel, and changeof control, took effect on 2 April 2007.This work is therefore now an objectivefor later in 2007.

Suppliers and contractorsWe encourage our suppliers andcontractors to operate to the samestandards as Corus.

Independent financial auditAll business transactions on behalf ofCorus are reflected accurately andhonestly in our accounts in accordancewith established practices and these aresubject to independent audit and review.

Operating modelWe have developed a range of GroupPolicy Documents – the policies thatunderpin our operating model. Thesecover the essential elements of ouroperating procedures and the way wewish to conduct our business – includingfinancial policies, processes for committingto sales and purchases, compliance withlaws and regulations, the developmentof our employees, our identity as acompany and the security of our operations.Each policy document has been

rewritten in clear, concise language toallow easier and more consistentdeployment throughout the Group.

Whistleblowing systemWe have an established system in placefor the management of confidentialreporting (whistleblowing). We haveraised employees’ awareness of itsavailability and have a programme torefresh awareness, through articles inthe internal magazine for employees andother communication methods, as well as to improve ease of access tothis confidential system.

The underlying matters identified throughthe whistleblowing line and reportsreceived through other confidentialchannels, are regularly reviewed so thatthe lessons learned can be incorporatedinto improved working practices. Inresponse to some of the confidentialmatters reported, our internal audit andasset protection units carry outinvestigations as required.

An independent review is assuredthrough a quarterly report to our BoardAudit Committee, which comprises fourindependent non-executive directors.

Political activities and contributionsWe do not contribute to political parties orfunds, nor do we take part in party politics.

Risk managementWe take an integrated approach to themanagement of the diverse risks whichmight affect our business. Potential risksare identified through techniques suchas auditing, near-miss reporting and riskassessments. The process of minimisingand managing risks is built into ourmanagement and reporting systems.

Our internal audit programme, our policiesand our standards provide a frameworkfor a healthy compliance culture.

Policy and guidanceFor each potential risk that we haveidentified as material, we are working to ensure that we have a clear policyand strategy in place and that weunderstand its relevance to our business.

AssuranceInternal assurance is achievedthrough an audit process aimed atstrengthening our controls and ensuringthe completeness and accuracy ofinformation. External assurance isobtained through our financial auditors,PricewaterhouseCoopers, throughaccredited certifier’s in relation tostandards such as ISO 9001 and ISO 14001 and through the validation of this report by Enviros.


45

1. General conduct

Business decisions should be made objectively,based on facts, and free from any bias orconflict of interest.

2. Compliance with legal and financial regulations

Corus expects its managers and employees tocomply with all applicable government laws,rules and regulations in each jurisdiction inwhich it does business.

3. Protection of Company property

Employees are expected to respect and protectCorus’ property from damage, theft andmisuse.

4. Responsible trading practices

Corus will not tolerate unlawful or unethicalbusiness practices.

5. Proactive employment practices

Corus will communicate in a clear, consistentand timely manner with all its stakeholders.

6. Good employment practices

Every manager is responsible for creating awork environment in which employees are safe,feel valued and are able to contribute.

7. Concern for the environment

Corus will adopt sustainable practices and continuously improve its environmental performance.

The framework for our business principles

Right: We work with our customers so thattogether we understand the environmentaleffects of our products.


46

Progress against targetsCategory

PeopleHealth and safety

Target

Further substantially improve lost time injury frequency in 2006 compared to 2005.

Category

PeopleValuing our workforce

Target

Measure employee commitment by regularly conducting employee surveys and focus groups.

Category

Environment

Target

Achieve at least 99% compliance with formal regulatory emission limits by the end of 2006.

Achieve 100% certification to ISO 14001 for all Corus European manufacturing sites (excluding interim mergersand acquisitions and sites with fewer than 50 employees) by the middle of 2006.

Reduce total energy consumption in the UK by 11.5% compared to 1997, by 2010 and become one of the world’stop steelmakers and primary aluminium producers (in the comparable technology class) in terms of energy use inthe Netherlands by 2012.

Identify and assess our contribution to ambient air concentrations of fine and ultrafine dust particles (PM2.5s andPM0.1s) and evaluate options for improvement where necessary by the end of 2006.

Reduce the number of complaints from the public related to our activities by 10% compared to 2003 by the end of 2006.

Reduce production waste to landfill by 10% from 2005 levels by the end of 2007.

Carry out life-cycle studies to ensure that LCI (life-cycle inventory) data to the factory gate is available for at least70% of Corus products by the end of 2006.

Increase the steel packaging recycling rate in the UK to 54% by 2008 (compared with 46% in 2004) and continueto work with organisations such as Nederland Schoon to reduce litter from packaging in the Netherlands.

Launch an intranet site to improve the dissemination of environmental good practices across Corus BusinessUnits and manufacturing sites.


Substantially improve combined employee and contractor lost time injury frequency in 2007 compared to 2006.

Substantially improve sickness absence rate in 2007 compared to 2006.

Category

Community

Target

Establish additional key performance indicators related to social and ethical issues during 2006.

Category

Business ethics

Target

Deliver a strengthened Code of Ethics in 2006.


47

Status

Achieved

Status

Achieved

Status

Achieved

Achieved

On target

Achieved

Achieved

Progressing

On target

Achieved

Comments

Our employee lost time injury frequency improved to 2.5 per millionhours worked in 2006 (compared to 2.9 in 2005 and 3.8 in 2004).

Forward action

New target: Further substantially improve employeelost time injury frequency in 2007 compared to 2006.

Comments

We carried out a programme of employee surveys across theGroup during 2006 as part of a continuing exercise.

Forward action

–

Comments

Our level of compliance improved to 99.0% (spot measurements)and >99.9% (continuous measurements) in 2006.

Forward action

New target: Consolidate our improved level ofcompliance with formal regulatory emission limits in 2007.

100% of our sites are now certified to ISO 14001.

In the UK we achieved our 2006 Climate Change Agreementmilestone target to reduce energy and we are on target to achievethe target for 2010. In the Netherlands we currently outperform the best international standard in energy use.

Target carried forward

We have completed an R&D project to identify and assess our fineand ultrafine dust emissions. This has shown that the main emissionsource is low level windblown dust. As a result we are looking at waysto improve our management systems to reduce these emissions.

–

The number of complaints received in 2006 was 50% below thenumber received in 2003.

–

Our waste to landfill, excluding one-off events, was 17% higherin 2006, compared to 2005. We are taking steps to address this.


57.3% of steel packaging in the UK was recycled in 2006. Target carried forward

Corus Environment Online was launched in December 2006. –

–


– – New target

– – New target

Achieved Life-cycle inventory data is now available for 88% of our products. –

Status

Achieved

Status

Substantiallyachieved

Comments

We have established an improved system for recording details of corporate giving.

Forward action

–

Comments

We substantially developed our Code of Ethics during 2006.

Forward action


Enviros has conducted an independentvalidation of the Corus CorporateResponsibility (CR) Report 2006 toprovide assurance on the completeness,transparency and accuracy of the report,and to review systems for datacollection. The validation processinvolved interviews with staff responsiblefor data collection and reporting at boththe central corporate level and from a selection of representative sites.

OpinionThe Corus CR Report 2006 structure is very similar to the 2005 report and action taken to address therecommendations we made last yearwas affected to some extent byimpending changes in ownership in the latter half of 2006. For example,there was no formal stakeholderengagement in relation to CR at Corusin 2006 to help identify material issuesto be reported.

We consider that the text and data inthe report represent an accurate andmaterially complete account of Corus’CR performance during 2006.

There are structured frameworks inplace for collating and reporting health,safety and environmental data. Data isreported on safety in relation tocontractors as well as Corus employeesand this is welcomed. It is recognisedthat this data is difficult to collect andrelies on reporting from contractors.

The environmental data collection wasextended to the smaller Corus sitesduring 2005 and this has helped thosesites that are not heavily regulated toconsider their material environmentalissues in more detail. Guidance onenvironmental data collection has been implemented and this has helped to improve the consistency ofenvironmental reporting from the sites.

Corus was aiming to identify possibleadditional material issues to be reportedin 2006 in respect of employees,community and ethical businesspractices to further strengthen the reportin these areas. This continues to be anarea of weakness. Corus businesses arerelatively autonomous in how theysupport their communities and Groupwide co-ordination in respect ofcommunity related activities is notundertaken, except in specific cases.Additional data could be provided ondiversity, but it is recognised that this is not easy to address.

Recommendations for future reportsIt will be important to review who Corus’key stakeholders will be for CR reportingin 2007 as a privately owned subsidiaryof Tata Steel and to engage with them to identify the material CR issuesrelevant to the new business structure.Appropriate improvement targets andindicators will also need to be chosen.

Best practice requires Corus to continue to consider its influence on the supply chain.

Should there be any material changes to the portfolio of sites within thecompany such that the integrity of the overall emissions data is potentiallyaffected, baselines should be presentedfor absolute data values against whichthe reader can clearly understandperformance irrespective of these changes.

Attention should be focussed on site level data collection systems toensure that methodologies andresponsibilities for data collection andrecording are transparent and resilient to key staff changes.

Corus should review the presentation of data around employees, communityand ethical business practices to ensurethat any material issues are reflected inthe report.

Peter J YoungStrategy Director

Validation statement


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Contents1 How are we doing?2 Our performance in summary 4 Message from the Chief Executive 6 How do we manage corporate responsibility? 8 What does sustainable development mean for us?

• Construction • Automotive • Packaging • Consumer products

16 How do we care for our people?• Health and safety• Valuing our workforce

26 How do we protect the environment?• Environment

36 How do we support our communities?• Communities

42 How do we safeguard our business?• Business ethics

46 Progress against targets48 Validation statement49 Glossary51 British Triathlon sponsorship Recordable

Recordable frequency

RoHS

RoSPA

Sickness abrate

Slags

SO2

SSSI

TNO

ULCOS

ULSAB-AVC

Urea

VOCs

WEEE

Glossary


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APEAL The European steel packaging trade association

BOS Basic oxygen steelmaking

Benzene, toluene By-products from cokemakingand xylene

BF Blast furnace

CO Carbon monoxide

CO2 Carbon dioxide, a gas released incombustion and other industrialprocesses, which contributes to the enhanced greenhouse effect

Corus Steel A Corus department dedicated toPackaging promoting recycling of steel packagingRecycling in the UK

CR Corporate responsibility

CSR Corporate social responsibility

Dioxins A group of organic compounds formedin industrial and combustion processes

Dross Secondary products from galvanisingand other metal coating processes

EAF Electric arc furnace

EMS Environmental management system

EU European Union

Ferrous chloride Residual material from the steelsolution acid-pickling process

Fluorides Fluorine-containing compounds

Fugitive Releases from non-stack sources

Greenhouse Gases which contribute to globalgases warming

Heavy metals Metals such as cadmium, copper,mercury, nickel, chromium, lead and zinc

IISI International Iron and Steel Institute

IMDS International material database system

ISO 14001 International environmental managementsystem standard

ISO 9001 International quality managementsystem standard

JAPAC Joint Accident Prevention AdvisoryCommittee

Key performance Parameters which are important indicators indicators of how well we perform

Landfill Tax A UK tax on materials which arelandfilled

LCA Life-cycle assessment, a method ofidentifying the environmental impact of a product. The whole life-cycle of a product is considered

LCI Life-cycle inventory, a part of LCA

LTIF Lost time injury frequency, the numberof lost time incidents per million hoursworked

NMVOCs VOCs excluding methane

NOx Oxides of nitrogen, compounds thatcontribute to acidification

NO2 Nitrogen dioxide, one of the oxides of nitrogen

OHSAS 18001 International occupational health andsafety management system standard

ONCs and HNCs Vocational qualifications in the UK

PAHs Polycyclic aromatic hydrocarbons, a collective term for tar-like compounds

PFCs Perfluorocarbons, a family ofgreenhouse gases

PM10 Particulate matter less than 10 micronsin diameter

PM2.5 Fine particulate matter less than 2.5 microns in diameter

PM0.1 Ultrafine particulate matter less than 0.1 microns in diameter

RD&T Corus Research, Development andTechnology

Recordable case A fatality, days away from work case,restricted workday case or medicaltreatment case

Recordable case The number of recordable cases per frequency million hours worked

RoHS Restriction of Hazardous Substances – an EU Directive

RoSPA Royal Society for the Prevention of Accidents

Sickness absence The number of hours lost as a result rate of sickness or injury, reported as the

number of hours sickness absence as a % of the number of hours scheduled to be worked

Slags Secondary products from ironmakingand steelmaking

SO2 Sulphur dioxide, a compound thatcontributes to acidification

SSSI Site of special scientific interest

TNO A Netherlands organisation for appliedscientific research

ULCOS Ultra-low CO2 steelmaking

ULSAB-AVC Ultra light steel auto body – advancedvehicle concept

Urea An ammonia-based compound, which is often used in fertilisers

VOCs Volatile organic compounds, such as solvents

WEEE Waste Electrical and ElectronicEquipment – an EU Directive

GRI (Global Reporting Initiative)performance indicatorsThis report includes data for performance indicatorsin line with the GRI core elements for the mining and metals sectors where available and appropriate.More detailed financial data is available separately in our Annual Report. This report and a full checklistagainst the GRI core elements are available on ourwebsite (www.corusgroup.com).

What do you think?This report has been designed to meet theanticipated needs of our stakeholders and weencourage feedback on the report, includingsuggestions on where and how we can makeimprovements. Please contact us by email [email protected]


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www.corusgroup.com

Care has been taken to ensure that thisinformation is accurate, but Corus Group plc,and its subsidiaries, does not acceptresponsibility or liability for errors orinformation which is found to be misleading.

Copyright 2007Corus

CarbonNeutral is a registered trademark of The CarbonNeutral Company.

This publication was printed by a Corusapproved supplier that complies with ISO 9001,ISO 14001 and OHSAS 18001 accreditation.Paper used is Regency Satin, which ismanufactured from ECF (Elemental ChlorineFree) pulp sourced from certified or wellmanaged forests and plantations. Inks used are vegetable based.

Designed and produced by Radley Yeldar(London)

Corporate

Striving to m

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Corus30 MillbankLondonSW1P 4WYUnited KingdomT +44 (0) 20 7717 4444T +44 (0) 20 7717 4455


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British Triathlon sponsorship

Corus is the premier sponsor of BritishTriathlon. Triathlon is a young but rapidlygrowing sport and the sponsorship willinvest in medal winning success atmajor worldwide events and will helpaddress the competition needs ofemerging elite triathletes.

At a grassroots level, Corus is supporting a number of community-based initiatives, including a nationwide programme to developtriathlon for school age children through Corus Kids of Steel. 14 events will take place throughout the UK during the summer, encouraging children to be active and giving them the opportunity to experience and access an Olympic sport.

Corus’ sponsorship will go towardshelping all aspects of the sport, with theaim of developing strong future athletesat all levels including children, disabledand elite.

The sponsorship includes a new seriesof televised elite events created for theUK in 2007 – known as the Corus EliteSeries. This series will provide triathleteswith an opportunity to compete againstsome of the world’s best competitorsand will help raise the profile of triathlon.

Corus sees triathlon as an opportunityto demonstrate its commitment to thehealth, safety and well-being of itsemployees and their local communitiesby getting involved in sport andencouraging participation in triathlon.

www.corustriathlon.com


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Corporate responsibility report 2006

Documents

Transcript of Corporate responsibility report 2006