Sustainable

DEVE LOPM ENT REPORT

Table of Contents

1999 Significant Events

Message to Staekholders
Q &A
Sustainable Development
Map of Operations
Environmental
1999
Performance
Social Performance
Economic Performance
Management Framework
Legal/ Spills and Releases
Code of Ethics Summary
NORANDA is a leading international mining and metals company employing more than 17,000 people at

operations and offices throughout the world. Total assets were $11 billion at year-end 1999.

Noranda is one of the WORLD’S LARGEST PRODUCERS of zinc and nickel and a significant producer

of copper, primary and fabricated aluminum, lead, silver, gold, cobalt and sulphuric acid. It is also a

MAJOR RECYCLER of secondary copper, nickel and precious metals. Noranda sells commodity, value-added

and manufactured products to CUSTOMERS WORLDWIDE .

Noranda is a Canadian company whose common shares are listed on The Toronto Stock Exchange (NOR).

It has approximately 238 million shares outstanding.

1 1999 Significant Events

2 Message to Stakeholders
4 Q&A
5 Sustainable Development
6 Map of Operations
7 Environmental Performance
12 Social Performance
20 Economic Performance
23 Management Framework
24 Legal / Spills and Releases
IBC Code of Ethics Summary /
Corporate Information
BC Environmental Policy

Note: All figures are in Canadian dollars and all measurements are metric unless otherwise noted.

This report contains information on Noranda’s wholly-owned operations and its joint venture companies. Detailed sustainable development information for Falconbridge Limited (of which we
own 49.9%) can be found in Falconbridge’s 1999 Sustainable Development Report. For details on how to receive a copy, see the inside back cover.
1999 SIGNIFICANT EVENTS

• Noranda achieved high standards of compliance on air and
water emissions. Overall air compliance was 99.97% and water
compliance was above 99.99%.
• Overall sulphur dioxide emissions were 189,422 tonnes and
metal emissions were 615 tonnes, of which 572 tonnes (93%)
was to air and 43 tonnes (7%) was to water.
• There were four work-related fatalities; one involving an
employee at the Brunswick mine in Bathurst, New Brunswick,
and three involving employees of contractors at the Antamina
project in Peru.
• Noranda joined with many of the world’s largest mining and
metals companies to form the Global Mining Initiative, an
organization whose main goal is to encourage an independent
and authoritative analysis of issues regarding mining, metals
and sustainable development.
• Noranda adopted a Code of Ethics in an effort to formalize
the Company’s commitment to act ethically whenever and
wherever we do business.
• The Altonorte copper smelter in Chile was recognized for
its community involvement and social and environmental respon-
sibility when it received the first annual Norte Minero award.
The smelter’s outreach effort earned considerable praise from the
local community.
• Heath Steele mine and Mines Gaspé closed due to the depletion
of economic ore reserves. Both facilities are working closely with
employees to assist them in retraining and job searches.
• Noranda has initiated two programs to transfer best practices
in accident prevention. The aim is to drive continual improve-
ment of safety results by instituting, tracking and reporting new
preventative measures.

HOW WE ARE REPORTING

In keeping with our intention to report on Noranda’s progress toward sustainable development, we have changed the format
of our report. This year, the main body of the report is organized in three sections (Environment, Social and Economic)
to represent our approach to sustainable development. Within those sections, information is listed according to our eight
sustainable development indicators.
Our performance – both achievements and shortcomings – is further organized according to Noranda’s main operations:
Copper, Recycling, Zinc, Aluminum, Magnesium and Antamina.
A fourth section follows and covers our management framework: our approach to risk management, our progress

i
on Responsible Care, our auditing program, emergency preparedness, spills and releases, legal issues
and other information.

www.noranda.com
We have changed the location of some of our INFORMATION this year. For those interested in viewing

site-specific data, our glossary of terms and detailed contact information for Noranda’s operations, we have

located this data and comparisons on our Web site. These can be FOUND at: www.noranda.com. The icon is

used THROUGHOUT THE REPORT to let you know where you can access our Web site for more information.

Sustainable De ve lopme nt Re port 1

 Ten years ago Noranda issued its first environmental

report. This Sustainable Development Report reflects

the evolution of our concerns and commitment for

environment, safety and health issues, encompassing the

three pillars of sustainable development: environmental,

economic and social responsibility.

David W. Kerr, President and CEO, David Rodier,

Senior Vice-President, Environment, Safety and Health
and Dave Goldman, COO (left to right)

MESSAGE TO STAKEHOLDERS

TEN YEARS OF ENVIRONMENTAL CLOSE TO 100% COMPLIANCE OFFSETTING EVENTS

REPORTING
In 1990, environment, safety and health
were primarily about regulatory compli-
ance, pollution and industrial hygiene.
Increasingly, however, we are being called
to account not only for what we do but
also how we do it. Accordingly, we need to
measure the extent to which our operations
enhance economic development, ensure
environmental protection and promote
social equity.
With this report we are attempting
to report on our progress based on eight
indicators of sustainable development:
sulphur dioxide (SO2 ) emissions in our copper
business, metal emissions to air, energy
consumption (which implies to a large extent
greenhouse gas emissions), minimizing
our footprint, community dialogue, safety,
profitable growth and environmental
capital expenditures.
For all but one indicator – community
dialogue – our performance can be tracked
through quantitative measurement on
a year-to-year basis, although numbers
don’t tell the whole story.
In 1999, Noranda again achieved excep-
tionally high standards of compliance
for water and air emissions, coming very
close to 100% in both cases. Air compliance
was 99.97%. Water compliance was above
99.99%.
Other notable accomplishments during
the year included the following:
• We continued to reduce the amount
of SO2 produced by our copper operations.
At 82% fixation, our Altonorte smelter is
currently one of the best performers in
Chile (see page 8). An expansion of that
facility, now in progress, will increase
fixation to over 90%.
• Construction of the Magnola magnesium
plant continued through 1999 with an
exemplary safety record. At 3.5, the site’s
Reportable Injury Frequency was signifi-
cantly lower than the average for Quebec
construction sites.
• Likewise, in Huntingdon, Tennessee,
where the Aluminum group is building a new
US$238-million mill, there were zero
reportable accidents at the construction site
during 1999, an exceptional achievement.
During the year, our progress on envi-
ronmental, health and safety issues was
tarnished by four fatalities. One of these was
an employee at our Brunswick mine and
three were employees of contractors at the
Antamina project in Peru.
Our stated goal for 1999 was to reduce
our Reportable Injury Frequency (RIF)
by one-third compared with 1998. Unfortu-
nately we achieved only a minor improve-
ment over our safety performance of 1998.
Our intention for 2000 is to begin
implementation of a new five-year strategic
safety plan. We believe that we can raise
Noranda’s overall performance into the top
quartile of our industry. All levels of the
Company, from top management to hourly
employees, will have specific responsibilities
for ensuring we make meaningful progress.
Our emphasis will be on proactively address-
ing the causes of accidents to prevent them
before they happen.

2 Noranda – 1999
ANTAMINA
When production begins at the Antamina
mine in Peru in 2001, it will operate with a
complete management framework for envi-
ronment, health and safety, and for social
activities. Compañía Minera Antamina
(CMA) will apply the same rigorous stan-
dards we maintain at our North American
operations, and we have every reason to
believe that Antamina will not only be a
productive mine, but an extremely safe one.
In 1999 CMA’s community and envi-
ronmental work was recognized at an
international symposium organized by the
Universidad del Pacífico of various NGOs
and CONFIEP, Peru’s largest private-sector
business organization for entrepreneurs.
The award took particular account of the
environmental monitoring done during
road construction along the shore of Lake
Canrash, and the financial support provided
by CMA for local businesses, social initia-
tives and community development.
SIX SIGMA
During 1999, Noranda introduced Six
Sigma, a rigorous, statistically oriented pro-
gram for eliminating organizational defects
and increasing operating efficiency. While
our primary goal is to improve economic
margins and profits, Six Sigma will also have
environmental and safety benefits through
the elimination of process defects.
Notwithstanding this focus on profit,
Noranda remains committed to maintain-
ing and improving its standards of safety,
health and environmental responsibility.
There will be no compromises in our safety,
health and environmental performance
through our efforts to realize improvements
in efficiency and effectiveness.
Among Noranda’s most important
ongoing environmental challenges is the
achievement of our SO2 and heavy metal
emissions targets. We have committed
to reduce SO2 emissions by 57% by 2002
from baseline levels in 1985. With metal
emissions, our target is an 80% reduction
from 1988 levels by 2002.
GREENHOUSE GAS REDUCTIONS
As a nation, Canada has committed to the
Kyoto Protocol, an international agreement
that calls for a 6% reduction in greenhouse
gas emissions by 2008 to 2012 based on
1990 levels. With much of Canada’s emis-
sions coming from non-industrial sources
like heating and automobile exhaust,
Noranda’s role could be difficult to deter-
mine. We continue to search for and imple-
ment cost-effective measures that reduce
greenhouse gas emissions and energy costs.
On the international stage, the concept
of “carbon trading” is gaining currency.
Carbon trading would enable a company
that makes significant reductions to “sell”
its excess “capacity” to another company
that cannot achieve reductions. Noranda
is watching closely as the merits of this
concept are debated.
METALS AND THE ENVIRONMENT
Another international issue of concern
is market access. Our efforts must focus on
correcting the misguided perception of
DAVID W. KERR DAVE GOLDMAN
President and Executive Vice-President
Chief Executive Officer and Chief Operating Officer
mining as an outdated industry whose
products are no longer necessary. We must
emphasize the pivotal role of mining
in the future, and of metals as essential con-
tributors to building infrastructure and
supplying materials that contribute to the
transformation of the global economy.
As society seeks to conserve resources and
reduce both extraction and consumption
of fossil fuels, our industry has an unparal-
leled opportunity to reposition metals as
materials of choice for durable, reliable and
safe products. The superior recyclability
of metals can reduce waste production and
strengthen our business, and with the right
policies in place, metals should enjoy a
clear advantage in the marketplace.
In this, Noranda’s tenth year of reporting
on environment, health and safety issues,
we have made a great deal of progress, but
have much more work ahead of us. Sustain-
able development relies on continuous
improvement. As our environment, health
and safety management framework con-
tinues to be integrated into all operations,
and we focus intently on preventing
accidents and improving mine safety, all our
employees will be asked to contribute.
We have come a great distance in ten years
thanks to their collective willingness
to make Noranda a leader in this field.
Based on that track record, we have every
confidence that our goals and targets
will be met.
DAVID RODIER
Senior Vice-President,
Environment, Safety and Health
Sustainable De ve lopme nt Re port 3
David Rodier, Senior Vice-President, Environment,
Safety and Health (left) with Richard Sandbrook
Dave Rodier in conversation with Richard Sandbrook, Project Coordinator, MMSD
DR: WHY HAS THIS GROUP BEEN
FORMED?
RS: The goal of the Mining, Minerals and
Sustainable Development (MMSD) project
is to identify how mining and minerals
can best contribute to the global transition
to a sustainable world. The project was
initiated by the World Business Council for
Sustainable Development (WBCSD) on
behalf of a group of leading mining corpo-
rations, and forms part of the wider Global
Mining Initiative (GMI). The intention
of the group is to spend two years research-
ing and preparing a report for the proposed
Earth Summit in 2002.
DR: WHAT KIND OF RESEARCH
WILL BE DONE?
RS: The mining sector generally has a poor
environmental reputation, based largely
on historical transgressions and recent tail-
ings dam accidents. Yet people all over
the world enjoy the benefits of mining and
mineral production. MMSD will try to
answer a number of questions that reconcile
these two opposing positions.
For example: How can the legacy of the
past be put right? How can the benefits
of mining and metallurgy continue to
4 Noranda – 1999
THE MINING, MINERALS AND SUSTAINABLE
be delivered in ways generally considered
acceptable? How can the benefits be more
equitably spread? Can best practices apply
to all companies? Is the restricted access
to minerals in certain markets based on
sound criteria? How can mining take a
more sustainable path? The ultimate ques-
tion, of course, is why mine at all?
To many the very idea of using
non-renewable resources is the essence of
unsustainable activity. But sustainable
development has to consider different types
of “capital stock” – natural, human,
manmade – and how we transform one
into another.
DR: WHAT ARE SOME OF
THE CHALLENGES?
RS: A major challenge will be to talk to
a widespread cross-section of stakeholders.
The term is vague. Potentially, it includes
many people inside and outside the industry,
including the non-governmental community:
trade unions and associations, academics,
those who finance the industry, those who
regulate it, people who live near mines
and smelters, and many others. MMSD’s
objective is to gather the perspectives and
issues that each interest group considers
important and to begin the process of
defining how such issues can be addressed.
DEVELOPMENT PROJECT
DR: WHAT DO YOU HOPE TO ACCOMPLISH?
RS: Ultimately, the project is about building
greater trust between the industry and
its critics. Trust-building involves dialogue,
understanding different points of view,
and admitting that not everything was as
it should have been in the past.
There are three key reasons for reviewing
the entire mining sector so comprehensively.
First, the industry cannot proceed if there
is no “license to operate” from society.
That depends on society having confidence
that mining companies are not destroying
the environment, disrupting communities
where they operate, or causing health
problems. Second, there is much misinfor-
mation about the industry. We hope
to provide an objective and comprehensive
appraisal that’s overseen by credible third
parties. Third, there is a need for change.
Many of the needed changes are occurring
at leading companies. They have to happen
throughout the industry. This kind of
project tends to encourage consensus and
catalyze positive change.
For more information on this project,
please go to www.iied.org/mmsd
 SUSTAINABLE DEVELOPMENT

Noranda Inc., through its Environmental Policy, is formally committed to the principles of sustainable development. But like most
industrial companies, our operations have an impact on the Earth’s resources. We believe our responsibility is to continually try to
minimize it while improving our performance on all levels that affect our business and our stakeholders: safety, environmental, health,
economic and social.
Society needs metals. That fact is the foundation of Noranda’s business. While minerals are nonrenewable, they are also an
abundant resource – perhaps limitless, as exploration techniques continue to improve. And most metals can be recycled repeatedly.
Recycling extends the efficient use of metals, reduces environmental pressures associated with waste disposal and saves energy.
But as populations continue to grow, recycling alone will never be adequate. Mining and metallurgical companies like Noranda
must keep mining and processing metals. The challenge – and the obligation – is to do it in the most responsible manner possible.
Our Sustainable Development Principles commit our Company to:

ENVIRONMENT SOCIAL ECONOMIC Based on these principles, we

• minimize the physical,
chemical and biological
effects of our activities on
the environment;
• nurture excellence by
promoting environmental
education, training and
research programs within our
workforce and communities;
• foster constructive dialogue
with interested parties on the
conduct of our activities;
• ensure that our activities
are sensitive to cultural
considerations, employee and
public health, and the needs
of future generations;
• ensure that our activities
maintain the long-term
sustainability of resources;
• strengthen the financial
and competitive position
of the Noranda group of
companies.
have selected key indicators
to measure our progress:
1. SO2 emissions in Noranda’s
copper business
2. Metal emissions to air
3. Energy consumption
4. Minimizing our footprint
5. Community dialogue
6. Safety
7. Profitable growth
8. Environment-related capital
expenditures

10 th
A Decade of Reporting – 1999 marks the tenth anniversary of Noranda’s
environmental reporting. In 1990, we were one of the first mining companies in
the world to report on environmental performance. In that initial rudimentary
version, we confined our coverage to environmental issues only. Subsequent

year
reports added health and safety. Today, in keeping with the expectations of our
stakeholders and the public, we publish a sustainable development report
that extends the reporting to social and economic performance. As a company
that believes in transparency and the sharing of information, we will continue to
evolve our reporting to reflect the world’s growing understanding of sustainable
development and corporate responsibility.

Sustainable De ve lopme nt Re port 5

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MAP OF OPERATIONS
▲

▲ ALUMINUM Gaspé Smelter ◆ ZINC ◆ TECHNOLOGY CENTRE

American Racing Equipment Custom copper smelter and Brunswick Mine Noranda Technology Centre
Aluminum and automotive wheels sulphuric acid plant Underground zinc/lead Pointe-Claire, Quebec
Gardena, California Murdochville, Quebec mine and mill
Querétaro, Mexico Bathurst, New Brunswick ■ EXPLORATION
Rancho Dominguez, California Horne Smelter
Warsaw, Kentucky Custom copper smelter and Brunswick Smelter Exploration Offices
sulphuric acid plant Lead smelter and Bathurst, Canada
Noranda Aluminum Rouyn-Noranda, Quebec sulphuric acid plant Brisbane, Australia
Aluminum reduction smelter Hermosillo, Mexico
Belledune, New Brunswick Hong Kong, China
New Madrid, Missouri Micro Metallics
Lima, Peru
Precious metal scrap sampling CEZinc Refinery London, England
Norandal USA and processing plant Zinc reduction plant and Montreal, Canada
Aluminum sheet and Roseville, California sulphuric acid plant Navan, Ireland
foil rolling mills San Jose, California Valleyfield, Quebec Rio de Janeiro, Brazil
Huntingdon, Tennessee Santiago, Chile
Newport, Arkansas Noranda Sampling Gallen Mine Thunder Bay, Canada
Salisbury, North Carolina Precious metal scrap Zinc mine
sampling plant ▲ CLOSED MINES
Rouyn-Noranda, Quebec
■ COPPER AND RECYCLING East Providence, Rhode Island Granisle, British Columbia
General Smelting (two closed mines)
Altonorte Smelter
● Happy Camp, California
Copper smelter and MAGNESIUM Lead alloy producer
Hendrix Lake, British Columbia
sulphuric acid plant Magnola Metallurgy Lachine, Quebec Ignace, Ontario
La Negra, Chile Danville, Quebec Libby, Montana
(start-up early 2001) Bell Allard Mine Manitouwadge, Ontario
CCR Refinery Underground zinc mine Matagami, Quebec
Miramichi, New Brunswick
Copper and precious Matagami, Quebec
Peachland, British Columbia
metal refinery
Salmon, Idaho
Montreal-East, Quebec ● SALES AND
MARKETING OFFICES
Compañía Minera Antamina
Cleveland, Ohio
Open pit copper/zinc mine
London, England
(under development)
Toronto, Ontario
Department of Ancash, Peru Franklin, Tennessee

6 Noranda – 1999
ENVIRONMENT

Noranda is committed to minimizing the physical, chemical and biological effects of our activities on

the environment. We do this in a number of ways. Our operations are equipped with advanced technologies

to curtail pollutants such as sulphur dioxide and metals. All are compliant or virtually compliant with

government environmental regulations. To meet our pollution reduction targets and bring our operations

up to the highest standards of performance, we continue to invest in the best technologies available. Our

operations are governed by comprehensive and regularly audited management systems designed to

prevent environmental degradation of any kind, and to maintain an awareness of environmental responsibility

among all employees. Through employee training, we promote an on-the-job ethic of environmental

excellence that tends to be passed on into the communities in which we do business. We are major recyclers,

reclaiming thousands of tonnes per year of reusable metals at our smelters and refineries, thereby reducing

the environmental pressures associated with metal wastes as well as saving energy. Through our research

and development efforts at the Noranda Technology Centre and with many partners, we continue to search

for better solutions to pressing environmental issues such as global climate change and the effects of

metals on the environment.

REFINED METAL PRODUCTION

AND ENERGY CONSUMPTION
(000 tonnes) (petajoules)
Training and strategies for continuous improvement.
1200 50
A fourth module on managing residual
MAGNESIUM wastes will be offered in 2000.
960 40
Magnola Metallurgy
Environmental training modules developed ZINC
720 30
by Magnola during the year – based on the Bell Allard mine
Noranda Environmental Awareness Training An operating manual was drafted in 1999
480 20
(NEAT©) – will be presented to all employees for the operation of tailings facilities
in the next two years. Three modules will at Bell Allard. Covering procedures such
240 10
be offered: first, the history of the new as surveillance and regular inspection,
facility’s government application process emergency measures, training and report-
0 0
and background on its key environmental ing, the manual has been designed to 1994 1995 1996 1997 1998 1999
challenges; second, the environmental define roles and responsibilities and to Metal produced
management system and responsibilities for minimize risk. Sulphur dioxide
avoiding incidents; third, the principles A 27% increase in refined metal production was
achieved between 1990 and 1999 while using
only 5.8% more energy. Production for Altonorte
is included for 1998 and 1999, but energy
consumption is included only for 1999.

Sustainable De ve lopme nt Re port 7

S0 2 EMISSIONS IN NORANDA’S COPPER BUSINESS
Reduction of SO2 emissions continues to be one of Noranda’s greatest challenges. Major capital expenditures have been made to reduce
emissions. Our target is for our Canadian operations to achieve 90% capture by 2002, a 57% reduction from the 1985 release level.
Noranda has set the same goal of 90% capture for the Altonorte smelter in Chile.
Performance
COPPER & RECYCLING
Horne smelter
During 1999, the smelter increased sul-
phur fixation by 3% to 78%, representing
a reduction of 14,000 tonnes of SO2.
To achieve the 90% fixation level, Noranda
is investing between $25 million and
$35 million over the next two years making
modifications to the acid plant and other
equipment used in the smelter process.
A work group was formed to ensure that
the fugitive emissions of SO2 that periodi-
cally escape into the ambient air at Rouyn-
Noranda are reduced.
To identify these fugitive emissions, the
smelter installed four detectors to measure SO2 EMISSIONS
COMPARED TO
their frequency and intensity. As a result,
COPPER PRODUCTION
several modifications were made to equip-
(000 tonnes)
ment and procedures in 1999. Reducing
600
fugitive emissions of SO2 remains one of
the main challenges for the next few years. 500
Gaspé smelter 400
Due to recent improvements in concentrate
300
injection and acid plant performance, as
well as the addition of a third converter, the
200
Gaspé copper smelter achieved its second-
lowest level of SO2 emissions since 1984. 100
With an overall sulphur fixation rate of
80.23%, this indicates a 35% improvement 0
1985 1990 1995 1999 2002
since 1995. A Noranda team is currently target
evaluating the smelter for further opportu- Copper produced
Sulphur dioxide
nities to improve productivity while
improving environmental performance Sulphur dioxide emissions from our
three smelters have decreased from
and industrial hygiene. 479,000 tonnes in 1985 to 168,000
tonnes in 1999, a 65% reduction.
Over the same period, copper production
has increased 43%. Our target is to
achieve 90% sulphur fixation by 2002.
Altonorte – In a US$170-million modernization program announced in 1998,
the capacity of the smelter, located near the city of Antofagasta in northern
Chile, will be doubled to 820,000 tonnes of concentrate per year while its SO2
emissions will remain constant. Emissions will be controlled primarily through
the installation of a continuous reactor that will increase Altonorte’s sulphur
fixation rate to over 90%. While Noranda announced in February 1999 that the
project would be delayed because of unsatisfactory market conditions, design
engineering and environmental work continued and, in February 2000, the
project was pushed ahead of schedule. An Environmental Impact Statement (EIS)
was submitted to the Chilean authorities, who approved the document in March
2000. A feasibility study determined that the expansion can be accomplished in
two stages: replacing existing equipment with state-of-the-art technology by 2001,
then increasing the smelter’s treatment capacity by 2003. The expansion project
will reduce cost of production and enhance environmental performance.
METAL EMISSIONS
During the mining, smelting and refining processes, particulate metals are attached to the gases emitted to the atmosphere
or discharged in the water effluent. Noranda previously committed to reduce total emissions of arsenic, cadmium, lead, mercury
and nickel from its Canadian smelters and refineries by 80% from 1988 levels by 2008. We are striving to meet or surpass
that target by 2002.
Performance
COPPER & RECYCLING
CCR refinery
The refinery increased its capture of sele-
nium in liquid effluents to 70% in 1999
from 30% in 1998. Currently not formally
regulated by government, selenium is
precipitated from effluents with chemical
reagents. CCR achieved the reduction
by experimenting with its water treatment
chemistry. The reduction will save an
estimated $70,000 annually in reduced
chemical use.
New scrubbers installed at the refinery in
1998 have led to an 80% reduction in
citizen complaints in 1999 about selenium
“dusting” episodes.
Horne smelter
By modifying its induction furnaces with
the installation of a fume ring at a cost
of $250,000, the smelter will eliminate
periodic episodes of black smoke emissions
containing metals and various organic
compounds.
The neighbourhood known as Notre
Dame surrounding the Horne smelter has
long endured periodic fugitive emissions
of SO2 and dust from a small stack. An
additional $1 million was invested in 1999
(on top of $3 million already committed
to the project) to channel secondary gases
into a new baghouse. By doing this, the
smelter will reduce dust emissions to the
surrounding Notre Dame neighbourhood.
ZINC
Brunswick smelter METALS DISCHARGED
TO AIR AND WATER
During 1999, the Brunswick smelter reduced
(tonnes)
its fugitive emissions of lead and other
3000
metals, thereby reducing the exposure of
employees, through four initiatives. The 2500
smelter’s silver refinery was modernized
at a cost of $7 million, replacing older, 2000
labour-intensive retort furnaces with a
1500
more highly automated system. As well
as reducing occasional fugitive emissions 1000
of silver and lead, the modernization elimi-
nated the shovelling of heavy materials 500
required by the old furnaces. Emissions
0
were also reduced with an improvement
1985 1990 1995 1999 2002
in the continuous sulphur drossing process target
in the lead refinery, enhancement of lead Air Water
pumping, and the installation of new Our total metal emissions for 1999
were 615 tonnes, a 17% reduction
ventilation hoods in the copper dross plant.
from 1998 levels. Most of our emissions
(93%) are to air. Our target is to
CLOSED MINES achieve a 60% reduction in emissions
by 2002 from 1990 levels.
Brenda mines
In 1998 we reported that a local citizens’
group had launched a second appeal against
the water discharge permit for Brenda was resolved and a Consent Order was
mines, located in the southern interior of approved. The Order increases the maxi-
British Columbia. The water treatment mum authorized rate of discharge and
plant, opened in 1998, uses a state-of-the- the average rate of discharge, and limits the
art process to reduce the molybdenum in concentration of molybdenum. Noranda
the wastewater before it is discharged into also agreed to conduct a study of mule deer.
a local creek. During 1999, the appeal The treatment plant operated as expected,
with molybdenum levels well below the
permit levels.
Sustainable De ve lopme nt Re port 9
 Neighbourhood Improvement – At the Horne smelter in Rouyn-Noranda,
Quebec, an internal task force concluded that dust that fell several times in
1999 from the smelter’s No. 2 stack was caused by solid deposits detaching from
internal surfaces of the stack. It was found that temperatures in smelting were
set too low. A new burner will be installed in early 2000 at a cost of $750,000
to regulate the temperature.
Doris Moreau, Marc St. Amant and Paul-Émile
Nolin review installation plans for the new burner

CEZinc American Racing – Gardena American Racing – Rancho Dominguez

In 1999 CEZinc completed a water
assessment program with provincial author-
ities. First initiated in 1993, the program
culminated with the start-up of a $19-million
water treatment plant.
ALUMINUM
New Madrid
Two measures were taken in 1999 to reduce
fugitive emissions and improve air quality
in the workplace: US$4.0 million was spent
to further improve the dry scrubber system
on Potline #1, and improvements were
made to the equipment for handling spent
cathodes, at a cost of US$1.6 million.
Norandal
The Aluminum group’s Huntingdon mill is
building a US$238-million aluminum foil
facility. Construction began in late 1998
and will continue into 2002, with start-up
in 2001. New technology for the facility’s
four casting lines, rolling mill and scrap
smelter will reduce metal emissions by 90%
over Huntingdon’s present technology.
In October, a third-party consultant asso-
ciated with the American Metal Finishing
Association evaluated the impact on the
community of metal emissions from
American Racing’s Gardena, California plant.
It was found that hexavalent chromium
exposure levels exceeded the no-significant-
risk level. Consequently, the company
is required to run newspaper advertise-
ments once every quarter to notify residents
near the plant about carcinogenic and
reproductive toxins. A recycling system
for hexavalent chromium is being tested,
with planned installation in May 2000.
Chromic acid, recovered through this
process, will be reintroduced to the concen-
trated chromium baths. Distilled water
from an evaporator will be recycled back
into rinse water tanks.
In January 1999, American Racing’s
Plant #2 in Rancho Dominguez, California
entered the Regional Clean Air Incentives
Market (RECLAIM) program of the South
Coast Air Quality Management District.
For all industrial operations emitting more
than four tonnes per year of nitrogenous
oxides, the program requires that such
emissions be gradually reduced by
2010 to 34% of the baseline 1999 emis-
sions, or trading credits be purchased
to achieve compliance.
MAGNESIUM
Magnola Metallurgy
Environmental sampling of air, water, river
sediment, fish and vegetation is being
completed around the new Magnola facility
to determine background levels of contami-
nants such as metals and chlorinated hydro-
carbons. The sampling, which has been
conducted since 1997, identifies existing
contaminants and establishes a baseline
against which Magnola can compare its
long-term environmental performance.

10 Noranda – 1999
ENERGY CONSUMPTION

Energy use is an indicator of operational efficiency and a measure of greenhouse gas emissions. Through the Canadian Industry
Program for Energy Conservation (CIPEC), Noranda committed to improve energy efficiency (energy consumed per unit of production)
at our Canadian operations by 1% per year between 1990 and 2000. We continue to search for cost-effective means to further reduce
greenhouse gas emissions and energy costs.

Greenhouse Gas Emissions Performance MAGNESIUM

During 1999, Noranda refined its green-
house gas emissions inventory for our
Canadian operations. Our approach is now
to consider emissions from off-site electrical
power generation as well as our own on-site
emissions. Over the past decade, the effect
of increased production at our metallurgical
operations has been offset by substantial
reductions in greenhouse gas intensity and
by mine closures. Moving forward – with
new operations such as Magnola – the task
will be far more challenging.
COPPER & RECYCLING
Horne smelter
An internal task force at the smelter
determined that a blower could be elimi-
nated in the converter to reduce power
consumption. Savings are projected to be
$200,000 per year.
ZINC
Brunswick smelter
The Brunswick smelter achieved energy
cost savings in 1999 of over $1 million,
primarily through changes to propane
burners in the sinter (initial) stage of the
smelting process.
Magnola Metallurgy
The casting of magnesium relies on
the use of sulphur hexafluoride (SF6), an
extremely potent greenhouse gas with
approximately 24,000 times the effect of
CO2. In 1999, Noranda approved an
$7-million capital project to install alterna-
tive technology that uses sulphur dioxide
(SO2). The new system, which is targeted
to start up in the fall of 2000, will absorb
most of the SO2 after casting and recycle
it to be used again for the same purpose in
the casting line. The development of
this new approach in the protection of
molten magnesium will permit Magnola
to gradually eliminate the use of SF6.

Sharing the Power – The Aluminum group’s New Madrid smelter has found a
way to “share” its massive electricity allotment with other users while earning a
premium economic return. The New Madrid smelter is the largest single consumer
of electricity in Missouri, with a monthly bill of approximately US$6 million.
During an extreme heat wave in the summer of 1999, the company worked with
its electricity supplier, Associated Electric Cooperative, Inc., to reduce the power
on three of its potlines during periods of peak usage so that Associated could redirect
the electricity to other users who were close to running out. During one day in
July, for 20 minutes on each of the potlines, Associated reclaimed 110 megawatts of
badly needed power – about 25% of the Aluminum group’s normal consumption.
While the smelter’s production dropped slightly, temperatures in the potlines
were maintained.
 SOCIAL

Noranda is committed to preventing adverse health effects for our employees and the communities in

which we operate, and to promoting safe use of our products by our customers. We have a comprehensive

program for identifying risks of any kind at all in our workplaces, and are committed to immediately

mitigating any risks we discover. We believe in continual and constructive dialogue with members of

the communities in which we work and, to encourage that dialogue, we support citizens’ committees with

a mandate to be watchful of our conduct and our operations on behalf of their peers. We listen to their

concerns and act upon issues that need to be resolved. Cultural considerations are a high priority wherever

we work, as are the aspirations of our employees and their families. We offer economic benefits, skills

training and career opportunities during the time we operate in any community, and alternative job training

and placement services when we close operations, such as mines, that are no longer economically viable.

CONTINUING RESPONSIBILITY

CODE OF ETHICS
In an effort to formalize the Company’s
commitment to act ethically whenever and
wherever we do business, Noranda has
developed a Code of Ethics. As a global
mining and metallurgical company, we
cannot afford to operate without a strong
code of ethics. First, our code is intended
to clarify for our employees and partners
what ethical conduct entails, and it gives
our partners a clear statement of our inten-
tions. Secondly, it’s a competitive necessity.
A clearly articulated ethical stance may
result in Noranda being selected over com-
peting companies by customers, partners
and governments considering mineral
development projects. Thirdly, the public
demands it. Solid ethics are essential to
any corporation’s reputation, and a good
reputation is critical to the success of
our business. The Noranda Code of Ethics
was developed by a task force of employees,
and outside groups were consulted for
their guidance. It covers three areas of
responsibility. A summary of the code appears
on the inside back cover of this report.
DONATIONS AND SPONSORSHIPS
Noranda’s operations contributed more
than $2 million in 1999 to their communi-
ties to support environment, health and
education initiatives. Noranda also collab-
orates with national initiatives such as
Career Edge, an internship program which
provides graduates with practical work
experience, and the Learning Partnership,
a non-profit organization which creates
learning and career opportunities for young
Canadians.
Our employees are also active volun-
teers in their communities, and Noranda
supports their efforts through a gift-
matching program.
The Company also recognizes the impor-
tance of education, and has contributed
toward the endowment of chairs, scholar-
ships and research projects at universities
across Canada, the most recent being the
Chair in Analysis of Toxicological Human
Health Risks at the University of Montreal,
established in March 1999.

12 Noranda – 1999
MINIMIZING OUR FOOTPRINT
Mining activities are inherently disruptive to the land. Noranda tracks the area of land currently disturbed, new land disturbed
and land restored each year, keeping in mind that there will always be a certain portion of disturbed land in active use.
A total of 6,566 hectares of land has been
disturbed to some degree by our activities.
Approximately 1,452 hectares were restored,
with the remaining land still in use or in the
process of reclamation. The Company has
completed reclamation planning for all
active mining and milling sites. Since 1987,
Noranda has spent more than $309 million
on closure and reclamation activities,
including $33 million in 1999 alone. Finan-
cial provisions have been made annually
since 1989 against earnings to finance future
closure and reclamation costs. The unutil-
ized provisions now total $249 million.
Performance
COPPER & RECYCLING
Mines Gaspé
At a cost of $60,000, ten hectares were
revegetated on Tailings Dam #2 at the
Gaspé smelter in 1999 as part of the smelter’s
reclamation initiative. Another 50 hectares
are scheduled to be seeded in 2000.
ZINC
Brunswick smelter
In 1999, to help improve the population
of lobster larvae and juveniles, smelter
employees deposited more than 400 wire
mesh cages filled with seashells that
will form artificial reefs for the protection
of young lobsters.
Mines Matagami
Mines Matagami conducted considerable
environmental restoration work in 1999,
including restoration at several small
closed mine sites. A total of 27 hectares
was reclaimed. This included sampling
and chemical analysis of groundwater,
restoration of ground contaminated by
hydrocarbons, excavation and confinement
of waste rock that is generating acid, and
revegetation and reforestation.
MAGNESIUM
Magnola Metallurgy
A state-of-the-art containment pond has
been constructed for the iron/silica residues
that will be produced as a byproduct of
Magnola’s process. The double-lined pond
consists of a 30-centimetre layer of a mixture
of fine sand and bentonite, and is lined with
a 2-millimetre high density polyethylene
membrane double-welded at its seams.
The residues will also contain traces
of chlorinated hydrocarbons that will be
controlled within the basin and stored
under a water cover.
ANTAMINA
In 1999, during road construction along
the shore of Lake Canrash about 35 kilo-
metres from Antamina, soil erosion may
have affected trout habitat. Erosion and
sedimentation control structures were
strengthened and geotechnical consultants
engaged to develop a permanent solution
for this portion of the access road. Environ-
mental consultants were also engaged to
monitor the impact on the lake and ensure
that immediate and long-term solutions
protect the local trout habitat.
Waste Management
ZINC
Brunswick smelter
In 1999, the Brunswick smelter processed
approximately 17,500 tonnes of lead-
bearing sludge and dust accumulated on
its property. By using these materials as a
partial replacement for concentrate, the
smelter intends to process the full accumu-
lation within the next seven or eight years.
ALUMINUM
American Racing
In July, American Racing installed an
ultrafiltration system at Plant #1 at Rancho
Dominguez, California. The system filters
oil, bacteria and solids from spent machin-
ing coolant to control odours and reduce
operating costs. The amount of new coolant
needed has been reduced by 40%, waste-
water is down from 363,000 litres per
month to 68,000 litres, and tooling life is
extended. Wastewater containing oil and
grease is currently shipped off-site to a
permitted treatment, storage and disposal
facility. The company plans to install a
wastewater treatment unit in June 2000
for recycling hydrocarbons.
Norandal
Through the Huntingdon rolling mill’s waste
recycling program, more than 200 tonnes
of scrap aluminum, 60 million cubic metres
of water, 3.5 million pounds of dross and
454,000 litres of oil are recycled annually.
Sustainable De ve lopme nt Re port 13
 Contaminated Sites
CCR refinery
Several years ago, sediments along both
sides of a wharf on the St. Lawrence River
near the CCR refinery were found to
contain hydrocarbons and various metals,
including copper. The CCR refinery is one
of three local companies working with
authorities to determine what should be
done to remediate the contamination.
Toxicological studies have shown that the
toxins are harmful to organisms living
in the sediments but pose minimal threat
to marine life. In 1999, a consultative com-
mittee was formed to determine the scope
of the clean-up project.
CLOSED MINES
In July 1999, the British Columbia Ministry
of Environment, Lands and Parks issued a
remediation order to Noranda on two
concentrate storage facilities in and around
the community of Topley under the con-
taminated sites regulations of the Waste
Management Act of British Columbia. Both
properties had been used for storing and
transferring copper concentrate to rail cars
from mines near Granisle.
The detailed studies conducted at both
sites indicated that the only significant
effect caused by soil with elevated levels
of metals is a small shallow plume of
groundwater. This shallow plume carries
elevated concentrations of metals, including
copper (from the concentrate), as well as
sodium and chloride (from road salt).
Aquatic studies were conducted on water,
river sediments and aquatic life such as the
freshwater mussels from the Bulkley river.
These studies showed that there is no
significant impact to the river.
Remediation plans have been submitted
to the government for approval.

COMMUNITY DIALOGUE

Noranda is committed to fostering constructive dialogue with interested parties concerning the conduct of our activities. We particularly
strive for open dialogue and transparency at the community level. To date, eight of our major operations have established community
liaison committees to discuss environmental and economic issues. This practice will be extended to all operations whose size warrants
the formation of a committee.

COMMUNITY OUTREACH
Many of our operations have committees that work in collaboration with community organizations to address local risks and issues.
Maintaining open communication and transparency is important to Noranda, and we recognize the need to build alliances in the
communities in which we operate. Following is a list of operations and associated committees, and the number of meetings that took
place in 1999:

OPERATION COMMITTEE AND COMMUNITY NUMBER OF MEETINGS

CCR Montreal-East Citizens’ Committee (Montreal-East, Quebec) 4

Community Liaison Committee 8
Municipal/Industrial Committee on the Management of Risks Associated with Major Industrial Accidents 4
HORNE Responsible Care Citizens’ Committee (Rouyn-Noranda, Quebec) 8
Fugitive Emissions Committee 3
Follow-up Committee on the Decontamination of the Notre Dame Neighbourhood 4
GASPÉ Economic Development Committee (Murdochville, Quebec) 1
Responsible Care Citizens’ Committee 2
ALTONORTE Coviefi Community Neighbours’ Board (Antofagasta, Chile) 10
CEZINC Responsible Care Citizens’ Committee (Valleyfield, Quebec) 9
BRUNSWICK Meetings on annual basis with interest groups (Bathurst, New Brusnswick) 1
BRENDA Brenda Mines Public Surveillance Committee (Peachland, British Columbia) 3

14 Noranda – 1999
Antamina – Compañía Minera Antamina (CMA), a partnership between Noranda
and three other companies, has compensated 53 families from the vicinity of
the mine site and relocated them to surrounding villages. CMA also continues
to provide financial assistance and technical support to local business and
social programs. Among these initiatives is funding for the training of teachers
and administrators in 41 schools, currently benefiting more than 6,000 students
in the region. Other projects include: student scholarships, training for doctors
and paramedics, health education for children and the general public, and sewage
system improvement projects in the communities of Carhuayoc and Pachapaqui.
CMA’s Manager of the Environment, Carol Fries, meets
regularly with community representatives along the proposed
pipeline route to discuss concerns and review plans

Performance neighbourhood to form an oversight com- MAGNESIUM

COPPER & RECYCLING
Altonorte smelter
When the Altonorte copper smelter in
Chile began an expansion program in 1998,
a full Environmental Impact Study (EIS)
was filed with the government. Prior to
the finalizing of the EIS, employees from
Altonorte met with representatives from the
nearby community of Antofagasta. This
type of public meeting is not required by
law and is relatively novel in Chile. In 1999,
as a result of these public meetings, citizens
of the Coviefi neighbourhood, a community
located close to the smelter, expressed
additional concerns about possible detri-
mental health effects of the expansion.
Realizing that misinformation had been
spread, Altonorte encouraged the Coviefi
mittee. Members of the committee visited Magnola Metallurgy
the smelter and were supplied with all In an effort to help a local citizens’ group
relevant information, including copies of get established, Magnola Metallurgy
monthly progress reports. In August 1999, provided operating capital for its first year
the Antofagasta and Calama El Mercurio of operation. The group’s key concern is
newspaper honoured Altonorte with its that sampling and analysis in the area be
first annual Norte Minero award for conducted professionally, and that proper
contributing to the region’s development environmental monitoring occur after
while ensuring that the environment was start-up. Magnola will be intensively moni-
protected. A key consideration for the toring the environmental effects of its
award was the effort Altonorte has shown in operations for two years after start-up, after
keeping local communities well informed. which the monitoring program will be
revised according to performance to date.
ZINC
Brunswick smelter
Employees of the Brunswick smelter were
awarded the Conference Board of Canada’s
National Business and Education Centre
1999 award for workplace literacy initia-
tives. A total of 129 employees and family
members have taken advantage of French
and English literacy skill-upgrade programs
at the smelter.

Sustainable De ve lopme nt Re port 15

Mine Closures
During 1999, Mines Gaspé and Heath
Steele were closed after their ore reserves
were depleted. Environmental reclamation
is only part of the closure process. Of
equal importance is Noranda’s responsi-
bility toward its employees. While some
employees will retire, many will have to
seek employment elsewhere. It is Noranda’s
policy to help those who are affected.
This includes job search assistance and
training programs.
COPPER & RECYCLING
Mines Gaspé
The Mines Gaspé underground copper
mine was closed in late 1999, eliminating
approximately 300 jobs. The Economic
Development Committee of Murdochville
(EDCM) was formed and consultants
were hired to help find ways to diversify the
community’s economy. The committee
is supported by the federal and provincial
governments. It also received $25,000
from Mines Gaspé in 1999 and will receive
an additional $15,000 in 2000. Mines
Gaspé also opened a retraining facility for Heath Steele has been working since
employees in 1998 and has devoted more 1997 with all stakeholders, including the
than $250,000 to its activities. At the end Miramichi city council and the local busi-
of December 1999, of the 300 people ness community, to keep them informed of
affected by the closure, 261 had enrolled the closure activities at the mine. In cooper-
with the retraining centre, 96 had been ation with the United Steelworkers of
relocated, 89 were seeking jobs and 37 were America and the New Brunswick Human
in retraining programs. Resources and Development Commission,
Heath Steele formed a transition adjust-
ZINC ment committee to assist employees in
Heath Steele mine moving to other jobs. Within two months
In November 1999, after 40 years of opera- of the closure, over half the affected
tions, Heath Steele mine in Miramichi, New employees had completed a transition to
Brunswick was closed after depleting its retirement or new employment.
ore reserves. A site reclamation and manage-
ment plan, approved by regulatory agencies
and stakeholders, is being implemented.
Approximately 260 employees were
affected when the Heath Steele mine shut
down. To help employ a portion of the
Heath Steele workers, Noranda committed
$19.2 million to training. The money, which
was augmented by $2.2 million from the
provincial government, is being spent on
integrating 80 former Heath Steele workers
into the workforce at the nearby Brunswick
mine and training the entire workforce in
new processes.
Building Relationships in the Far North – In Nunavut, Canada’s vast, new
northern territory, Noranda’s exploration teams are building relationships with
local peoples and the territorial government through a series of community visits.
In 2000 Noranda is planning to conduct information sessions in the far northern
villages of Qausuittuq (Resolute Bay), Ausuituq (Grise Fiord), Ikpiaqjuk (Arctic
Bay), Iqaluit and Iglulik (Igloolik). Several teams intend to contact local Inuit
prospector associations to assist them in training local people in prospecting. “The
overall goal,” says Noranda’s Robin Adair, Regional Manager, Western Canada,
“is to build personal relationships. In the Inuit culture, it would be very difficult
to develop a trusting relationship as a corporation. Once we can demonstrate that
as individuals we respect their environment, history and the wildlife they depend
on, we believe their trust will follow. Obviously, that trust is essential to our
exploration and development efforts in their territory.”
SAFETY
To ensure that our activities are sensitive to employee and public health while respecting
cultural differences, Noranda promotes the same safety, health and environmental
principles at all operations. We report safety performance on a consistent basis and have
developed internal indicators to assess the effectiveness of health and safety management.
Task Force on Mining Accidents
Following fatal mining accidents at Noranda
and Falconbridge mines in 1998, Noranda
formed a task force on mining accidents
to develop new approaches to accident
prevention. In 1999, three subcommittees
of the task force were established to study
behaviour, best practices and risk manage-
ment. Two members of the best practices
subcommittee toured six mines to assess
and compare standards. In general, standards
were found to be satisfactory but inconsis-
tent due to different approaches to super-
vision, quality control and training levels.
The subcommittee on risk management
recommended that Falconbridge’s formal
risk-management system be implemented
experimentally at Noranda’s Bell Allard
mine. Data collection has begun on risk
identification.
Task Force on Contractor Safety
The majority of serious accidents and
accidental deaths that have occurred in
Noranda’s wholly-owned and partly-owned
companies over the past few years have
been among contract workers. Leading
companies protect the health and safety of
contractors as they do their own employees.
In 1999, to enable all Noranda operations
to develop or improve local contractor safety
programs, we established a task force on
contractor safety with a mandate to identify
best practices and disseminate that knowl-
edge to all sites. The task force’s first report
will be published in the second quarter
of 2000.
Accident Prevention
Noranda has initiated two programs to
transfer best practices in accident preven-
tion. In addition to traditional reporting of
lost-time accidents and reportable/record-
able injuries, all facilities are now required
to track and report on four accident-pre-
vention management indicators: planned
safety inspections, incident investigations,
safety meetings and implementation of
corrective measures. The aim is to drive
continual improvement of safety results by
instituting, tracking and reporting preven-
tative measures. Another initiative requires
sites to identify the top five safety risks
and to develop and implement action plans
to reduce those risks.
Performance
ZINC
Brunswick mine
An employee died in September at the mine
when the mobile equipment he was driving
collided with a large ventilation door. Job
standards for ore dumping were reviewed at
the mine and a team of employees has
examined all ventilation doors for possible
substandard conditions.
REPORTABLE INJURY
FREQUENCY*
10
8
6
4
2
0
1995 1996 1997 1998 1999
In 1999 Noranda sold and closed several
operations and adjusted the Reportable
Injury Frequency (RIF) to reflect these
changes in the organizational structure.
Noranda’s RIF for 1999 was 7.54
compared to 7.64 in 1998. This
includes lost-time injuries and modified
work cases.
*Total lost-time injury and modified
work
total hours worked  200,000.
ANTAMINA
At our Antamina project in Peru, there
were three fatalities among subcontracted
workers in 1999. One worker died during
road-building work and two others were
killed in construction accidents at the
mine site. Because of these fatalities, CMA
initiated an independent assessment of
construction safety management systems in
March 2000 to identify strengths and weak-
nesses in the existing safety management
systems. Deficiencies will be addressed and
action plans implemented to improve
safety performance.
Sustainable De ve lopme nt Re port 17
 Providing Greater Assurance – Underground mines can be subject to minor
tremors that compromise the integrity of the rock walls and therefore the safety
of the workers. Steel tendon reinforcement is used to stabilize underground tunnel
walls and roofs, but tremors or large wall displacements can break these tendons.
As mining progresses over time, underground tunnel walls can converge and
ground conditions change. Given these conditions, it is better for the tendons to be
able to yield slightly after installation. Specialists at the Noranda Technology
Centre test particular tunnel reinforcement elements to determine whether or not
they have the proper degree of flexibility for specific mine conditions. In this
way, safer support solutions are designed which allow us access to minerals at
depths or in regions that may be otherwise inaccessible.
David Gaudreau, a rock mechanics engineer at
Noranda’s Technology Centre, tests tendon support

ALUMINUM
New Madrid
Employee awareness is a critical part
of on-the-job safety. The New Madrid alu-
minum smelter augmented its excellent
1998 and 1999 health and safety results
with Safe Start , an employee training
TM
program designed to allow employees to
recognize potentially harmful states of mind
such as rushing, fatigue, frustration and
complacency. Self-awareness is key to not
committing critical errors. 223 employees
were trained in 1999. The remainder
of the smelter’s workforce will be trained
in 2000.
Norandal – Huntingdon
The Aluminum group’s Huntingdon rolling
mill revised its accident/incident investiga-
tion procedure in 1999 to emphasize
root-cause analysis for greater accident
prevention. The mill also revised its safety
auditing procedures to provide a more
in-depth review of work practices.
Norandal – Salisbury
In September, the Salisbury rolling mill was
awarded a Certificate of Special Recogni-
tion by the North Carolina Department
of Labor for achieving one million man-
hours of work without a lost-time accident.
Safety is promoted intensively at the mill
through regular meetings, training sessions,
inspections, accident investigations and
upper management support.
MAGNESIUM
Magnola Metallurgy
The safety record at the Magnola construc-
tion site operated by SNC-Lavalin Group
Inc. has been exceptional. At year end, the
recordable incidents were 3.5 per 200,000
hours worked – over five times lower
than the average for construction sites in
Quebec. The Québec Construction
Association awarded Magnola the Québec
Construction Site of the Year award for
its outstanding performance.
HEALTH
Performance
COPPER & RECYCLING
Horne smelter
In September 1999, voluntary lead/blood
tests were conducted on 985 children
between the ages of one and five in the
Notre Dame neighbourhood around the
Horne smelter. In 1989, 50% of the
children tested were above the lead/blood
level of 10 micrograms per decilitre. Ten
years later, less than 10% of the children
tested above this level. Reduction in lead
emissions coupled with public education
on safety issues are the likely reasons for
the decline. According to the local public
health officials, the children do not have
lead/blood levels higher than those of
children living in other communities
without lead sources.
ZINC
Brunswick smelter
In 1995, the Brunswick smelter committed
to a five-year voluntary annual reduction
in the action/relocation levels for employee
blood/lead levels, reducing the point at
which action is taken from 35 to 30 micro-
grams per decilitre and the relocation level
from 50 to 40 micrograms per decilitre.
The program is on target to meet the new
levels by the end of 2000. In 1999, overall
blood/lead levels at the smelter were
reduced by 3% to the lowest levels ever
recorded there.

18 Noranda – 1999
CEZinc
Backache and musculoskeletal disorders
are among the most costly injuries at Noranda
sites. During 1999, to determine the fitness
and ergonomic health of employees,
CEZinc conducted musculoskeletal eval-
uations on 373 volunteers. These tests
revealed that the average physiological age
of CEZinc employees is 37.9 years while
the median chronological age is 40.5 years,
indicating a good degree of general fitness.
Four work stations were also ergonomically
evaluated: press-cleaner operator, ingot-
mold operator, cathode-skinning operator
and accounting department clerk. The first
evaluation completed, on press-cleaner
operators, showed an improvement of 50%
since changes were made to work methods
and tools. Results are still pending on the
other work stations.
Brunswick mine
Approximately 10% of the workforce at
the Brunswick mine has either Raynaud’s
syndrome (29 employees), carpal tunnel
syndrome (71 employees) or both, resulting
most likely from the repeated use of vibrat-
ing tools. In 1998 a study was done by
Decibel Consultants to determine how
hand tools might be affecting workers. All
the 25 tools tested were shown to vibrate
unacceptably, with a maximum permissible
daily exposure of less than 0.5 hours.
Decibel recommended the following steps
in its report: apply the daily allowed expo-
sure times; reduce ergonomic strain; supply
improved anti-vibration gloves; procure
better tools with less vibration. The Decibel
study was communicated to the workforce
in June 1999. Several manufacturers sup-
plied improved tools in the fall of 1999.
Beryllium Exposure Disability Management
Beryllium is a metal used in the electronics, Noranda’s disability management program
nuclear and aeronautical industries to continues to grow. Launched in 1995, the
enhance the conductivity and elasticity of program of early intervention helps injured
copper. Noranda receives beryllium, at employees navigate the health system
low levels, into its recycling stream, par- by procuring the appropriate health care
ticularly from electronic scrap sources. and claims assistance they need to return to
Unfortunately two employees of the Horne work on a just-in-time basis. Research has
smelter were found to have berylliosis, a shown that effective proactive management
chronic disease of the lungs resulting from greatly contributes to the rehabilitation
exposure to dust containing beryllium. of workers while substantially reducing
The disease first manifests itself as a sen- costs. During 1999, Noranda saved approxi-
sitization or allergic reaction to beryllium. mately 107 person-years or 214,000 hours
Once a person is sensitized, further expo- of time, compared to 44 person-years
sure could result in lung damage. Following (88,000 hours) in 1998.
the confirmation of the two cases of
berylliosis, 257 employees were voluntarily
screened at the Horne smelter for both Smoking Cessation
sensitization and berylliosis. Eight were
found to be sensitized and no additional In December 1999, it became illegal in
cases of berylliosis were discovered. Quebec for employees to smoke in the
The testing of sensitized employees will workplace. To assist those employees who
be repeated annually. smoke to quit, Noranda’s CCR and CEZinc
Noranda also began extensive testing refineries offered smoking cessation pro-
at the Gaspé smelter and CCR refinery grams. At both operations, employees were
as well as at Noranda Sampling and Micro offered training sessions and subsidization
Metallics. if they chose to use an oral drug or patch to
Management of the risk has included help break their habit. Approximately 100
lowering the acceptable content of recyclable employees took advantage of the program
materials as well as the acceptable atmos- at CEZinc and 93 at CCR.
pheric levels of work areas to the new level
recommended by the American Conference
of Governmental and Industrial Hygienists
and the U.S. Department of Energy. The
current allowable level of 2.0 micrograms
per cubic metre has been reduced at all
facilities to 0.2 micrograms per cubic metre.
Work procedures have been reviewed
and protective measures implemented to
prevent overexposure while engineering
controls are completed.
Beryllium will be used at Magnola for
alloying of magnesium. A comprehensive
industrial hygiene and health program
is being implemented and will be evaluated
closely after start-up.
Sustainable De ve lopme nt Re port 19
 ECONOMIC

Noranda is committed to cultivating an environment geared toward value-creation for all major stakeholders.

For our employees, shareholders, local communities, the countries in which we operate and all others

who benefit directly and indirectly from our prosperity, it is essential that Noranda remain competitive and

profitable while protecting the environment. We strive constantly to strengthen our financial and competitive

position. In 1999, we made considerable progress toward our goal of earning a return on common share-

holders’ equity of better than 12% over a full commodity price cycle. Our Margin Improvement Program,

introduced in 1998, was a major step, reducing operating costs by tens of millions of dollars without

sacrificing quality or competitive advantage. In the meantime, we remain committed to an ambitious program

of capital investments in technology-based projects. The Magnola magnesium smelter in Quebec, for

example, will soon be producing a useful, environmentally beneficial metal from old serpentine tailings.

Our new aluminum foil rolling mill in Tennessee and copper smelter expansion in Chile will both include

the latest pollution prevention technologies. In all cases, these are commitments to the economic future of

our Company and the future of the communities in which we operate.

Investment in Growth – Noranda’s $733-million Magnola magnesium refinery

is scheduled for completion in 2000 and should reach its 63,000-tonne processing
capacity at the end of 2001. An environmentally advanced plant based on
proprietary technology developed by Noranda, the Magnola operation will be the
only refinery in the world to create pure magnesium and magnesium alloys from
old serpentine tailings, which contain 23% magnesium. The Magnola operation is
on an 800-hectare property with enough serpentine for a few hundred years of
operation. Consumption of magnesium is growing worldwide at approximately 6%
per year, mostly driven by the automotive industry’s goal to reduce vehicle weight
and increase fuel economy according to government regulations. It is expected
that because of Magnola’s low cost of operation, Noranda can supply approximately
15% of the world market for this light, high-strength alloy metal.

20 Noranda – 1999
PROFITABLE GROWTH
ENVIRONMENTAL EXPENDITURES
Business must be profitable in order to be socially and environmentally sustainable. ($ millions)

Noranda has set a target of a 12% return on investment over the full commodity 80

price cycle. 70

60

50
BRUNSWICK SMELTER Margin Improvement Program
40
It is estimated that the Brunswick zinc mine and Six Sigma
will close in seven to eleven years. As a result, 30

the Brunswick smelter will lose half of MARGIN IMPROVEMENT PROGRAM 20

its feed base. It is currently evaluating the Noranda’s Margin Improvement Program 10
possibility of transforming the smelter into (MIP) has increased sustainable pretax
0
a more diversified custom operation using margins by $183 million. This puts the Emergency Health and Water Reclamation
Preparedness Safety Treatment
feedstock from third-party mines and Company well on its way toward achieving Industrial Waste Air
Hygiene Disposal Treatment
secondary sources. The smelter has been its target of $285 million in additional
working with Mintek, a metallurgical earnings by the end of 2000. Nearly all of Capital Expensed

research facility in South Africa, on the
development of a process to reclaim the
lead and zinc from the discarded slag
produced at the smelter. Since 1997, three
successful pilot tests have been completed,
treating 600 tonnes of slag and recovering
“prime Western-grade” zinc. If a commer-
cial process is developed, it may also be
possible to recover zinc from electric arc
furnace dust, a major waste byproduct of
the steel industry.
Global Mining Initiative
During 1999, Noranda became a founding
member of the Global Mining Initiative,
an organization whose main goal is to
encourage an independent and authoritative
analysis of issues regarding metals mining
and sustainable development. The goal is
to avoid reactionary market closures based
on incomplete information and maintain
land access for mining.
Please turn to page 4 for more informa-
tion on this initiative.
Noranda’s operations achieved margin
improvements in 1999.
COPPER & RECYCLING
In 1999, the copper business performed well,
and operating margins were strengthened
by Noranda’s pre-eminent position as North
America’s largest recycler of high-value elec-
tronics material and other waste material.
During 1999, recyclable materials com-
prised 15% of the feed for the Horne and
Gaspé smelters. Approximately 15% of the
copper, 20% of the gold, 15% of the silver
and 85% of the platinum group metals pro-
duced by the CCR refinery were produced
from recyclable materials. The business also
includes a lead-acid battery recycling facility
in Belledune, New Brunswick, which
processed 11,500 tonnes of recycled lead.
Electronics represents a major and
profitable sector of Noranda’s recycling busi-
ness. We maintain three U.S. facilities dedi-
cated to recycling electronics such as circuit
boards and other computer components.
ZINC
The zinc business reported higher produc-
tion levels in 1999, with the CEZinc
refinery in Valleyfield, Quebec leading the
way. Record production in excess of rated
capacity is due to process innovations.
In 1999, environmental operating expenditures totalled
$247 million for Noranda’s wholly-owned business
units. This includes such items as the cost of operating
and maintaining water treatment plants,
environmental control measures for metals and SO2,
and reclamation expenses.
ALUMINUM
The Aluminum business continued to
improve its financial results, highlighting
the strength and stability of the operations.
SIX SIGMA
While the Margin Improvement Program
is on target, we acknowledged that there
could be increasing difficulty in sustaining
the pace of improvement that we saw in
1998. In order to meet this challenge, we
have adopted the Six Sigma productivity
enhancement methodology. Although
our primary goal is to improve economic
margins, Six Sigma will also have environ-
mental and safety benefits. Many one-time
emission problems, for example, can be
traced to process disruptions or irregulari-
ties. Six Sigma trains employees to seek
out these irregularities before they occur.
We expect improvements first in energy
consumption and then, as our program
continues, in water consumption.

Sustainable De ve lopme nt Re port 21

 The proposed concentrate pipeline for Antamina crosses
two mountain ranges, spans rivers 38 times and drops more
than 4,000 metres to sea level

A Better Alternative – Construction begins in April 2000 on one of the

most ambitious phases of the Antamina project in Peru: a 302-kilometre slurry
pipeline that will carry ore concentrate from the mine to the coastal port at
Huarmey. The initial capital cost is US$170 million: however, the lifetime cost
of operating the pipeline will be lower than that of land transport. The pipeline
will also reduce the risk to the environment from potential spills associated with
round-the-clock trucking, shield local communities from incessant heavy traffic,
and reduce the possibility for accidents that might occur on the steep terrain.

ENVIRONMENTAL CAPITAL EXPENDITURES

Noranda’s past investments in environmental improvements have resulted in lower emissions. We will continue to make necessary
environmental investments, but environmental capital spending as a percentage of total capital expenditures will decrease as we
allocate capital to investments that create value while enhancing social, environmental and economic sustainability.

SCIENTIFIC RESEARCH AND Metals in the Environment Performance

TECHNOLOGY DEVELOPMENT
International Network for
Acid Prevention
Noranda is a member of the International
Network for Acid Prevention (INAP), an
international organization that has created
technical networks linking industry experts
and practitioners worldwide. INAP’s goal
is to contribute to the advancement and
dissemination of new methods for tailings
and waste rock management. The organi-
zation is working on a worldwide guide
for managing mine wastes and on the
identification and promotion of emerging
technologies that could lead to significant
reductions in the liabilities and environ-
mental impact associated with acid
mine drainage. Noranda will be contri-
buting US$40,000 to this initiative.
As a major producer and exporter of metals,
Noranda has a vital interest in establishing
sound scientific findings about metals in the
environment in order to promote the safe
and sustainable use of metals, improve the
perceptions of regulators and public interest
groups, and maintain our access to inter-
national markets. As part of the Mining
Association of Canada (MAC), together
with the Canadian government and a
number of Canadian universities, Noranda
is participating in a five-year research
program on Metals in the Environment.
The $5-million study is aimed at better
understanding the sources of metals in the
environment, how metals move and trans-
form within the environment, and how
they can affect ecosystems and human
health. In addition to funding, Noranda is
helping to guide the technical aspects and
management issues of the program through
participation on the science steering com-
mittee and the board of directors.
MAGNESIUM
Magnola Metallurgy
During 1999 Noranda Magnesium entered
into a research partnership with the U.S.
Department of Energy’s Argonne National
Laboratory in Chicago to develop a non-
carbon “inert” anode for the electrolysis cells
used in the Magnola process. Conventional
carbon anodes form chlorinated hydrocar-
bons (CHCs) such as dioxins and furans.
While these will be emitted at extremely
low levels, Magnola will continue working to
develop a commercially viable non-carbon
anode that will avoid generating CHCs.

22 Noranda – 1999
MANAGEMENT FRAMEWORK
ENVIRONMENT, SAFETY AND HEALTH
ASSURANCE PROCESS
As stated in last year’s report, Noranda
is evolving our traditional system of five
formal audits into a more integrated
methodology using an environment, safety
and health management framework.
It requires each operation to develop and
implement a framework that makes
responsibility for compliance and corrective
action part of the daily duties of every
manager. Self-assessment is completed at
each site. Good progress was made during
1999, with all Tier 1 sites participating
in audits using the new protocol. Tier 2
sites performed gap analyses and will have
completed their first management frame-
work audits by 2001. A total of 56 audits,
using either the management framework or
the traditional audits, were conducted.
To prepare for this transition, 20 em-
ployees were trained in the management
framework audit system. Suggestions
from the participants were used to refine
the protocol.
PRODUCT STEWARDSHIP AND
RESPONSIBLE CARE TM
In 1998 Noranda entered into a joint
venture with E.I. du Pont de Nemours and
Company (DuPont) for the distribution
and marketing of sulphuric acid produced by
Noranda and Falconbridge. It is Noranda’s
goal to become the recognized industry
leader in the safe distribution of sulphuric
acid. In 1999, to get closer to our goal,
Noranda and DuPont visited more than
80 customers across North America to
ensure they were handling and storing the
product safely. To this end, Noranda and
Falconbridge developed Sulphuric Acid
Distribution Risk Management Guidelines,
an internal document to help staff
improve safe loading, transport, delivery
and storage of acid.
Related Responsible Care activities
included the continued operation of citizen
responsible care committees at CEZinc,
Gaspé and the Horne. During 2000 these
sites will be assessed on their implementa-
tion of Responsible Care initiatives.
Distribution Incidents
Noranda DuPont LLC has North America’s
largest sulphuric acid emergency response
network, consisting of 11 teams from
Noranda, DuPont and Falconbridge.
In 1999, the joint venture reported a total
of 66 distribution incidents. Although
the volume of acid shipped was significantly
higher than in the previous year, on an
indexed basis the incident rate improved by
24% (21 incidents per million tonnes in
1999 compared to 29 incidents per million
tonnes in 1998). In the largest incident
category, rail incidents, there was a year-
over-year decrease, from 48 to 24 incidents.
These were primarily low-level events relat-
ed to minor derailments and collisions in
switchyards. Approximately half occurred in
winter months when ice and snow con-
tribute to switching problems. Incidents
related to trucking (24%), customers (21%)
and terminals (11%) were higher than in
1998 due to the large increase in activity
in these areas. Improvements identified
in the incident investigations include more
consistent hose design and management
practices, and loading guidelines for use at
terminals and loading sites.
There was one high-level incident in
1999 when a tank car support beam sepa-
rated. The tank car was empty and no spill
or injury occurred. Concerns related to the
design and age of this car resulted in the
retirement of a significant number of simi-
lar cars in Noranda’s acid fleet.
EMERGENCY PREPAREDNESS
An example of our progress occurred
at Magnola Metallurgy. For emergency
preparedness, Magnola has sponsored
the formation of a joint committee to plan
emergency measures. The committee,
which also includes representatives from
local municipalities, Quebec’s Ministry of
the Environment and various health and
safety agencies, is an important link between
Magnola and the local communities so
there can be a rapid and effective response
in the event of a major industrial accident.
RISK EVALUATION
• At CCR and CEZinc, preliminary
engineering has been completed on the
$6-million installation of an alternative
process for the storage of sulphur dioxide
(SO2 ) on-site at the CCR refinery. Currently
stored as a liquid under pressure, it poses a
risk to refinery workers and residents of the
surrounding area if it should accidentally
escape as gas, which is highly toxic. With
the new system, the SO2 will be absorbed
into a stable aqueous amine solution that
will not pose a hazard if a leak occurs.
• The New Madrid smelter lies on
an active fault line. In 1999, a systematic
evaluation of business risk related to
earthquakes was completed by an inde-
pendent consulting firm. It concluded
that most of the smelter’s structures could
withstand modest earthquakes, with the
exception of a few office locations and one
substation at the adjacent power plant.
An action plan has been drawn up to
address the situation with special emphasis
on worker safety.
• In response to a 1997 audit and in keep-
ing with its adoption of an Environment,
Health and Safety management framework
in 2000, the Huntingdon rolling mill
expanded its risk assessment program in
1999 to cover more operations and practices.
In 2000, action plans will be developed
to address any shortcomings. A gap analysis
was conducted in 1997 to prepare the
mill for the management framework.
A similar analysis done in 1999 showed
significant progress.
Sustainable De ve lopme nt Re port 23
 LEGAL / SPILLS AND RELEASES
Legal
In 1999, there were no significant devel-
opments in any legal actions against
Noranda involving environment, safety
and health issues.
Spills and Releases
Although comprehensive measures are
in place at Noranda operations to prevent
accidental spills and releases, incidents
do occur. All spills and releases must be
reported to the appropriate government
agencies. The following occurred in 1999
and had a potential for impact on the
environment beyond Noranda’s facilities.
COPPER & RECYCLING
Mines Gaspé
Mines Gaspé experienced two internal
spills in 1999:
• In January, an expansion joint in the
main pipeline leaked during a transfer of
acid between the plant’s holding tanks and
the shipping tanks, resulting in a loss of
21 tonnes of sulphuric acid. The acid was
neutralized on-site and a nearby salmon
river was not adversely affected. Actions
were taken by plant personnel to resume
the safe transfer of acid.
24 Noranda – 1999
• In May, a similar incident occurred when
an expansion joint in the main pipeline
ruptured, resulting in a loss of approximately
2.5 tonnes of sulphuric acid. Again the
acid was neutralized on-site and a nearby
salmon river was not adversely affected.
Use of the acid transfer pipeline was discon-
tinued and a temporary truck loading
station was established at the plant site. The
pipeline was inspected with the assistance
of an outside consultant. Several deficien-
cies were noted. Repairs to the acid
transfer pipeline were completed and the
line was returned to service in September.
Discussions were held with Quebec’s
Ministry of the Environment concerning
restoration of the sites where acid was
spilled. The restoration plan should be
finalized in October 2000.
ZINC
CEZinc
In January, 45 cubic metres of pond water
were discharged due to a broken pipe at
the valve station. The plant’s Emergency
Response team responded immediately and
cleaned up the spill.
Heath Steele mine
A leak in a pipeline that transports con-
taminated water from a nearby closed mine
site for effluent treatment at the Heath
Steele water treatment plant was discovered
during a routine inspection in October
1999. The estimated rate of leakage was
below the break detection level for the
system. An unknown quantity of contami-
nated water escaped into a nearby lake
before the pump was shut down. An
investigator from the New Brunswick
Department of the Environment collected
water samples. An internal investigation
is ongoing.
CLOSED MINES
Geco mine
In July, a severe electrical storm disrupted
power to pumps at Noranda’s water
treatment plant at the closed Geco mine
in Manitouwadge, Ontario. Untreated
water accumulated in the holding pond
adjacent to the water treatment plant,
resulting in approximately 190 cubic metres
of untreated water spilling into Muskoka
ditch, and ultimately into Mose Lake. Envi-
ronmental experts began a water quality
sampling program in Mose Lake and Kaginu
Lake and associated tributaries within
two days of the spill. The sampling program
was developed with the cooperation of
Ontario’s Ministry of the Environment.
Water samples were collected for determi-
nation of dissolved oxygen, temperature,
conductivity, pH levels and dissolved
metals. Results from the sampling concluded
that the metal loading from the untreated
water was within the range of normal
variation and did not produce a detectable
change in water quality. Noranda is review-
ing all operating procedures and its water
treatment facilities in an effort to prevent a
similar incident from occurring.
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CODE OF ETHICS SUMMARY
• In order to build and maintain the trust OUR GUIDING PRINCIPLES
and confidence of our stakeholders, it • We respect the lives, rights and property
is crucial that we commit to conducting of others
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our business in an ethical manner • We treat those with whom we deal
• Noranda believes that “good ethics mean fairly, with dignity and respect
good business” • We conduct our business in an
• Each of us – employees, agents, officers environmentally responsible manner
and directors – is expected to ensure • We commit to making our work
that our actions are consistent with the environments safe and healthy
commitments Noranda has made • We honour our commitments
• We do not allow our decisions to be
Commitment
improperly influenced
Photography: Graeme Oxby; K.C. Armstrong; Evan Dion; Maurice Boudreau; Jean B. Héguy
• We do not attempt to improperly
influence the decisions of others to
obtain or retain business
• We seek out and listen to the ideas and
concerns of our stakeholders
• We obey all laws applicable to the
conduct of our business
CORPORATE INFORMATION
General Inquiries Version Française
For further information about On peut se procurer la
Noranda, please contact: version française du présent
Department of Public Affairs rapport en en faisant la
and Communications demande auprès du service
Writer: Tony Leighton
P.O. Box 755, BCE Place des communications, à
181 Bay Street, Suite 4100 l’addresse mentionnée
Toronto, Ontario M5J 2T3 à gauche.
(416) 982-7181
request@noranda.com Versión en Español
www.noranda.com Para obtener una versión en
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éspañol de este informe,
tenga la bondad de enviar su
solicitud al Departamento
de Communicaciones, a
la dirección que aparece a
la izquierda.
Our commitments to society:
• Promote fair competition
• Do not pay bribes to obtain or
retain business
• Respect human rights
• Do not exploit child labour
• Obey the law
Our commitments to stakeholders:
• Protect Noranda’s assets
• Avoid conflicts of interest
• We are committed to providing share-
holders with top-quartile returns and
enhancing the value of their investment
• We are committed to being fair and
honest with business partners
Imagine ADDITIONAL
Noranda, along with 430 INFORMATION
other Canadian companies, Falconbridge Limited
is recognized for its commit- Falconbridge has produced
ment to implementing its own Sustainable
a policy of: Development Report.
• donating at least 1% of To request a copy, please
average domestic pretax contact: (416) 956-5708 or
profit to charitable and other corpcomm@falconbridge.ca
non-profit organizations; or Department of Public
• encouraging current and Affairs and Communications
retired employees to increase 95 Wellington Street West,
their personal donations and Suite 1200
volunteer involvement. Toronto, Ontario M5J 2V4

ENVIRONMENTAL POLICY
STRIVE to be exemplary
leaders in environmental
management by minimizing
impact on employees, the
public, customers, and the
natural environment.
COMMIT to the principle
of sustainable development,
which means that our
economic decisions will not
take priority over considera-
tions of environment, safety
and health.
DESIGN, operate and evaluate
facilities to ensure that effective
control systems are in place to
minimize risks to environment,
safety and health.
Strive
Commit
Design
IMPLEMENT site-specific
environmental, health, hygiene,
COMMUNICATE openly and on
a timely basis with employees,
Implement
safety, and emergency response the public, governments, and
policies and programs. other stakeholders on activities
involving environment, safety
DEVELOP product stewardship and health.
programs to protect employees,
Develop
the public, customers, and
the environment by providing
risk management information
on the safe use, transport, and
REPORT regularly to the Board
of Directors on environment,
health, hygiene, safety, and
emergency preparedness.
Conduct
disposal of our products.
Noranda operations take
CONDUCT regular environmen- responsibility for implementing
tal, health, hygiene, safety, the principles of this policy
and emergency response audits through the commitments and
Communicate
and implement action plans
resulting from those audits.
actions of each employee.
Report