Glencore SR 2020 Interactive Final Optimised

Building for
the future
Report
Sustainability
Performance in brief Material topics Additional Information Contact us
Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Contents At a glance CEO review
operate dashboard introduction sustainability governance engagement report
Performance in brief
Building for the future
Contents page 1 2020 has been a year of change for all of us. Among the
At a glance 2
Performance dashboard 3 disruption and the challenges, we have worked to build
a strong foundation for the future, launching our new
Chair’s introduction 4
CEO review 6
Purpose and strategy
Sustainability governance
8
9
net-zero ambition to help us to further drive long-term
ICMM Performance Expectations 12 value and make a positive contribution to society.
Stakeholder engagement 13
About this report 16
Material topics Quick links

Catastrophic Hazard Management 19
Workplace Health and Safety 24
Climate Change 30
Water36
Land Stewardship 42
Human Rights 49
Responsible Citizenship 58
Responsible Sourcing and Supply 67
Our people 72
Additional information
Commodity department overviews 78
ESG Data 84 Safety Net Zero Human Rights Responsible Citizenship
Glossary144 Our top priority is We have a role to play in We uphold the dignity, We aim to build
Assurance Statement 149 to protect the health enabling the transition to fundamental freedoms partnerships to support
Important notice 152 and wellbeing of all a low-carbon economy. and human rights of our sustainable development
Contact us 153 of our people. people and communities. and growth.
Go to page 24 Go to page 30 Go to page 49 Go to page 58
Glencore Sustainability Report 2020 1


At a glance Where we operate
We are one of the world’s largest natural resource

companies, sourcing the commodities for today’s
needs and the low-carbon future.
Our values
Our Values reflect our purpose, our priorities and the
beliefs by which we seek to conduct ourselves and carry
out our business activities. They define what it means
to work at Glencore, regardless of location or role.
Key:
Head office
Industrial assets
Marketing office/other
Safety Integrity Responsibility

Performance review
We never compromise on We have the courage to do We take responsibility for our
safety. We look out for one what’s right, even when it’s actions. We talk and listen to Adjusted EBITDA 2020 Revenue1 by region Non-current assets
another and stop work if it’s hard. We do what we say others to understand what and segment 2020 by region
not safe. and treat each other fairly they expect from us.
and with respect.
Openness Simplicity Entrepreneurialism

We’re honest and We work efficiently and We encourage new ideas
straightforward when we focus on what’s important. and quickly adapt to change.
communicate. We push We avoid unnecessary We’re always looking for new Business segments The Americas 1 Marketing revenue stated after
ourselves to improve by complexity and look for opportunities to create value Europe
inter-segment eliminations
Marketing
sharing information and simple, pragmatic solutions. and find better and safer Asia
Industrial
encouraging dialogue ways of working. Africa
and feedback. Oceania


Performance Fatalities at New occupational Lost time injury Total recordable injury
Dashboard
managed operations disease cases frequency rate (LTIFR) frequency rate (TRIFR)
(per million hours worked) (per million hours worked)
We are saddened to report We recorded a slight increase
the loss of eight lives at our in the number of new cases During the year, our lost time During the year, our total
We take our responsibilities operations during 2020,
compared to seventeen
of occupational disease,
111 cases (2019: 106).
injury frequency rate was
slightly lower than the
recordable injury frequency
rate was down on the
to our people, to society and during 2019. All loss of life
is unacceptable and we are
previous year at 0.94
(2019: 0.99).
previous year at 2.6
(2019: 2.9).
to the environment seriously, determined to eliminate
fatalities across our business.
and align our activities with
the relevant international 20 120 1.5 4.5
1.2 3.6
standards. 15 90
0.9 2.7
10 60
0.6 1.8
5 30 0.3 0.9
0 0 0 0
Sustainable Development Goals 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
Our business is aligned with Read more on page 25 Read more on page 25 Read more on page 25 Read more on page 25
the United Nations Sustainable
Development Goals (SDGs)
agenda. Elements of our work
impact each of the SDGs, but Water withdrawn1 Total energy Carbon emissions Community
we also focus our efforts on (million m3) (petajoules) intensity investment spend
(tGHG/tCu) (US$ million)
those which we believe align
In 2020, we withdrew 1,027 Our total energy use at our
most closely with our strategic million m3 of water (2019: 1,017 operated assets was 180Pj We have exceeded our 2020 In 2020, we spent $95 million
priorities. Within this document, million m3). The small increase (2019: 210Pj). Renewable target of reducing Scope 1 on community development
we have also indicated where we in withdrawn water is primarily energy sources delivered and 2 emissions intensity by programmes, of which $19
believe specific SDGs align with due to improving the 13.3% of our total energy 5% compared to the 2016 million was spent on Covid-19
calculation methodology at a needs (2019: 12.5%). baseline, with a 13.2% related initiatives
the data supplied, although this
smelter that utilises seawater reduction achieved. (2019: $90 million).
is not exhaustive. for cooling purposes.
1200 300 4.5 100

900 225 3.6 80
2.7 60
600 150
1.8 40
300 75 0.9 20
0 0 0 0
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
Read more on page 37 Read more on page 33 Read more on page 33 Read more on page 59
2016 data includes Viterra, formerly known as Glencore Agriculture; 2017–2020 data excludes Viterra.
1 Water withdrawn includes precipitation directly or indirectly captured in our water dams and ponds,
as well as precipitation that requires treatment ahead of discharge to meet applicable discharge limits.


Chairman’s I am pleased to introduce Glencore’s

2020 Sustainability Report, which covers
The Fund initially prioritised assistance to
local health authorities and community
“The majority of our earnings
comes from the metals and
introduction our performance and activities for a year
during which we saw significant changes
organisations to help with the immediate
impacts of the crisis, such as access minerals that enable the
around the world due to the global to clean water, hygiene products and
transition to a low-carbon
pandemic. medical equipment. Going forward we
will identify and support initiatives that economy”
The rapid spread of the Covid-19 virus
support the recovery from the short and
and the changes it brought to our daily
long-term impacts of the pandemic.
lives significantly impacted governments,
I am pleased to report that both
corporates and individuals. The safety of Safety
departments began to show
our people and our host communities Despite improvements to our safety
an improvement in their safety
is always our top priority. I am proud of performance, I am saddened by the loss
performance during 2020.
the rapid response we have put in place of eight lives at our operations during the
at Glencore, to adapt our business and year. It is unacceptable that any person Announcing our longer-term Paris-
protect and support our people and loses their life in a Glencore workplace aligned target and ambition
communities. Our comprehensive and and we continue our efforts to eliminate The majority of our earnings comes from
flexible approach enabled our operations fatalities across our business. the metals and minerals that enable
to respond appropriately to local needs the transition to a low-carbon economy.
“I am proud of the rapid As we reported in our 2019 Sustainability
and expectations. We are also identifying opportunities to
Report, we have identified assets
response we have put in In April, we announced a US$25 million within our zinc and copper commodity
contribute to the global effort to achieve
place at Glencore, to adapt Glencore Community Support Fund. We departments that present the greatest
the goals of the Paris Agreement by
decarbonising our own operational
our business and protect designed the Fund to be flexible and safety challenges in the Group. During
footprint.
and support our people and responsive to short-term immediate the year, these two departments
needs, while recognising that there may presented ‘safety cases’ to the Board In 2017, we set a target of reducing our
communities.” be longer-term social impacts. The Fund HSEC Committee, on which I sit. The Scope 1 and 2 emissions intensity by
complements existing efforts by our safety cases describe the actions they 5% by 2020 against a 2016 baseline.
Tony Hayward local teams to provide the support their are implementing to achieve our goal of I am pleased to announce that we have
communities most need at this time. zero fatalities. In September, we initiated surpassed this target and reduced
a verification process to confirm the our emissions intensity by 13.2%. We
effective implementation and closeout achieved this reduction through a range
of the corrective actions identified during of measures including abatement and
the assessments. process changes at our operations.


Chairman’s introduction Our stakeholders are looking more We also initiated a review of our entire leading shareholders on this issue, they
continued closely at the various ESG disclosure policy architecture and framework. expressed support for a second and final
frameworks, and requesting companies During 2021, we will roll out a suite of extension to my term as a Chairman,
to indicate how these frameworks apply revised and/or new policies, which the which the Board has recommended
to their disclosures. SASB has been Board have reviewed and approved, to shareholders. I will step down at the
Glencore’s cross-function and multi- of particular interest to our investors, supported by other documents such as latest by the 2022 AGM. A search for my
commodity climate change working focused as it is on companies’ financial standards and procedures which reflect successor is underway.
group, which I chair, has supported the condition, operating performance and our commitments to operate responsibly
We have announced that Ivan
delivery of our public commitments risk profile. and ethically. Further information is
Glasenberg will retire on 30 June 2021.
on climate change through reviewing, available on page 10.
Our membership of the ICMM requires This will complete the succession plan
developing and progressing the Group’s
Glencore to report to the GRI Standard. During the last 15 months, Kalidas for the senior business leadership team.
strategic approach to climate change.
In response to the different information Madhavpeddi and Cynthia Carroll have Our CEO designate, Gary Nagle, has been
The work undertaken by this group led
needs of our stakeholders, we have joined the Board as non-executive with Glencore for more than 20 years. He
to our announcement in December of
initiated a project to map the SASB directors. We are extremely pleased understands the unique aspects of this
a new medium-term target to reduce
reporting requirements to those of the to have secured such strong industry business and culture and I have every
our total emissions footprint (Scope 1,
GRI. Our initial findings are included experts. Kalidas, with over 30-years’ confidence he will build upon the strong
2 and 3) by 40% by 2035 on 2019 levels
in our 2020 Environmental, Social experience in the international mining foundation that he inherits.
and our ambition of achieving a net zero
Governance Data starting on page 84. industry, chairs the Audit Committee
total emissions footprint by 2050, putting With the transition of leadership from
and is a member of the Nomination
our business strategy on a trajectory Governance Ivan to Gary, we will complete the final
and Remuneration Committees. He
consistent with the 1.5oC scenario set During the year, reflecting the growing part of our transition to a new executive
also attends the HSEC Committee and
out by the Intergovernmental Panel on importance of sustainability-related team. The Board believes that we have
has made valuable contributions to its
Climate Change and the goals of the topics to our business and stakeholders, exceptional new management in place
discussions. Cynthia brings an extensive
Paris Agreement. the management team expanded the to continue to drive our business forward.
knowledge of the resources industry
scope of the former Business Ethics
Stakeholder engagement and is a member of the Board’s HSEC Tony Hayward
Committee, to include key ESG matters
Throughout the Group, we engage with a Committee. Chairman
for the Group. This management
broad range of stakeholders across wide- 14 April 2021
committee, now known as the The 2018 UK Corporate Governance
reaching topics. In my role as Chairman,
Environmental, Social and Governance Code provides that a company’s Chair
I have spoken on many subjects, but
Committee, supports the reporting should be subject to a nine-year term
particularly over the past couple of
framework to the Board and its limit from first appointment as a director.
years on climate change, management
Committees. However, the Board recommended
succession and corporate disclosure.
to shareholders that I remain as
Chairman while it concludes the senior
management succession and for the
ongoing investigations. Following
consultation with a number of our


CEO’s review Business overview

Covid-19’s rapid spread throughout the
Safety
While we saw a year-on-year
with Ivan world and its impacts on our lives was an

unexpected and extraordinary challenge.
improvement in our Group-wide safety
performance, we are saddened to
Glasenberg We took rapid steps to adjust workplace

practices in our offices and at our
report that eight people lost their lives
at our operations in 2020. Any loss of life
and CEO elect, industrial sites and to adopt appropriate
responses that prioritised the safety and
is unacceptable.
Gary Nagle
In 2013, we launched SafeWork as a
wellbeing of our colleagues, their families
Company-wide initiative to eliminate
and those living around our operations.
fatalities and serious injuries. During
Where our risk assessment determined 2020, we undertook a comprehensive
it was appropriate to do so, or in line review of SafeWork, what was working
with national and regional guidance, we and what required improvement. This “I am honoured to be
suspended operations temporarily at involved deep dive reviews at targeted taking over from Ivan. He
some of our industrial assets. However, assets and a number of interviews. has built a robust company
the majority of our assets continued to
operate relatively normally following
We recognise that SafeWork is the right that is well prepared for
programme if well led and fully and tomorrow’s opportunities, as
the implementation of appropriate
consistently implemented. In 2021, we
precautionary measures.
will be relaunching SafeWork. We have
well as addressing the next
For the extractive sector, the cumulative made it easier to use and simpler to set of challenges, arising
impacts of mine supply disruption understand. We have reset expectations from the transition to a low-
helped to offset the initial demand and clarified requirements. carbon economy. Glencore
shock from rapid lockdowns and the
corresponding slowdown in global
Aligning our business strategy with is uniquely positioned
I am proud of the great the goals of the Paris Agreement
economic activity. to support the global
company that we have We are one of the largest producers
Overall, we are proud of our performance of copper, nickel and cobalt. These
decarbonisation efforts, and
built, creating one of the
during this unprecedented challenge commodities are essential for the I look forward to leading the
world’s largest diversified and ability to deliver strong results. infrastructure and batteries associated Company in this chapter of
miners and marketers of with electric vehicles and energy storage. its evolution.”
commodities. We continue to prioritise investment into
these commodities.
Gary Nagle
Ivan Glasenberg


CEO’s review with Ivan Glasenberg labour, supporting the professionalisation our progress at key dam upgrades and
and CEO elect, Gary Nagle of ASM through the adoption of where we have further strengthened Looking forward
continued responsible mining practices, and management systems. In December, after almost
identifying and supporting alternative 40 years in the business and
During the year, the Board approved
livelihoods to help increase incomes 20 years as CEO, I announced
a new Tailings Storage Facilities Policy,
We also recognise our responsibility and reduce poverty. my intention to retire during
which will be implemented during 2021.
to contribute to the global effort to the first half of 2021. Gary Nagle,
Participating in the development of a
achieve the goals of the Paris Agreement In 2020, we entered into a global the former head of Glencore’s
Global Industry Standard on Tailings
through decarbonisation of our own agreement with a leading global industrial coal assets, will succeed
Management
operational emissions footprint. We have provider, Tre-Altamira, to extend satellite me, becoming Glencore’s next,
In 2020, the Global Tailings Review, co-
chosen to adopt a holistic approach, monitoring to over half of our facilities. and fourth, chief executive.
convened by the International Council
considering our total emissions footprint. This is the largest industry agreement to
on Mining & Metals (ICMM), United I have always regarded it as a
In December, we announced a medium- date for specific satellite monitoring of
Nations Environmental Programme and critical part of my job to develop
term targeted 40% reduction of our tailings facilities.
Principles for Responsible Investment, the next generation of leadership
total (Scope 1, 2 and 3) emissions by 2035
developed and published a new Going forward at Glencore and I am proud of the
on 2019 levels. Post 2035, our ambition
Global Industry Standard on Tailings This is the last Glencore Sustainability strong leadership team that we
is to achieve, with a supportive policy
Management (the GISTM). Glencore Report for which I will write a review. developed from which we were
environment, net zero total emissions
participated in the development of the With this in mind, I would like to able to select Gary.
by 2050.
GISTM as part of a dedicated ICMM thank you for your continued interest
Strengthening our approach to working group and I have been one of in Glencore’s sustainability-related I am proud of the great Company
human rights the CEOs closely involved in the dialogue approach and performance. Our that we have built, creating one
During the year, we reviewed and with the co-convenors. engagement with external stakeholders of the world’s largest diversified
updated the Group Human Rights provides a key input into shaping how miners and marketers of
All ICMM members, including Glencore, commodities. Our diversified
Policy to reflect our commitments to we operate and respond to opportunities
have committed to implement the portfolio uniquely positions
a range of international human rights and challenges.
GISTM. All of our tailings facilities us to play an essential role in
instruments. This Policy articulates
with ‘Extreme’ or ‘Very high’ potential I would like to take this opportunity to the global transition to a low-
the fundamental elements of our
consequences will be in conformance thank all of those working at Glencore, carbon economy.
approach and sets out how we fulfil our
with the GISTM by 5 August 2023. Our whose continued efforts ensure the
commitment to respect human rights. I am confident that Gary’s
other relevant tailings facilities will be in ongoing success of our Company.
The revised version strengthens our leadership, along with the
conformance with the GISTM by 5 August
approach to human rights. Ivan Glasenberg support of the management
2025.
Chief Executive Officer team, will enable Glencore to take
In 2020, we became a member of the Fair
In early 2021, we updated our tailings- 14 April 2021 advantage of the opportunities
Cobalt Alliance (FCA). The FCA’s mission
related disclosures to meet the reporting that lie ahead and be a strong
is to transform ASM in the Democratic
requirements of the GISTM and to custodian for my ongoing
Republic of Congo in a positive manner
provide additional explanatory notes on shareholding in the Company.
through eliminating child and forced


Purpose and strategy
1 2 3
Responsible Responsible portfolio Responsible
Our purpose: production and supply management product use
Responsibly Integrity, responsibility and safety are our We will prioritise investment in metals that A low-carbon future requires
core values that are embedded in everything support the decarbonisation of energy responsibly produced low-carbon
sourcing the we do. We are committed to operating usage as well as help meet demand for commodities. We will seek
commodities ethically, responsibly, and to contributing metals needed in everyday life. We will opportunities to increase the proportion
that advance to socio-economic development in the also reduce our coal production in line with of green metals we can supply
countries where we operate. our various climate action commitments to customers from our own operations
everyday life and the electrification and decarbonisation and through our extensive marketing
We will continue to focus on reducing
of energy systems. activities.
the carbon footprint of our operations
and will allocate financial returns towards Our capital allocation supports this strategy We will participate in global efforts
Our strategy: fulfilment of our business strategy. through the optimal balance of debt to improve abatement technologies
and equity, distributions to shareholders and availability, as well as resource
Our commitment is delivered through our
and business reinvestment in transition use efficiency by contributing to the
operational excellence, health and safety
To be a leader and ethics and compliance programmes,
commodities and value accretive Scope 1 circular economy.
in enabling advancing our environmental performance,
and 2 abatement opportunities that help
achieve medium-term Paris alignment and
decarbonisation of respecting human rights and by developing,
our 2050 net-zero ambition.
maintaining and strengthening our
energy usage and relationships with all of our stakeholders.
help meet continued
demand for the metals
needed in everyday
life while responsibly
meeting the energy
needs of today


Sustainability Our portfolio aligns with our purpose,

responsibly sourcing the commodities
Our Group policies support the delivery
of our Values and Code of Conduct,
“Our portfolio aligns with
our purpose, responsibly
governance that advance everyday life and enables
the transition to a low-carbon economy,
which together detail the behaviour
and performance expectations for sourcing the commodities
while meeting society’s energy needs as all assets and offices where we have
that advance everyday life
As a global producer and it progresses through the transition. operational control. Our assets tailor
and enables the transition
their implementation of Group policies
marketer of commodities, Our strategic priorities of responsible
to reflect local cultures, regional to a low-carbon economy”
production, portfolio management and
our diverse geographic product use, commit us to operating
challenges and to leverage opportunities
while meeting the expectations
presence, products ethically, responsibly and contributing
established by the policies. Along with our JV partners, we are
to socio-economic development in our
and activities underpin operating countries. Sustainability at our independently
working with the management teams
our uniqueness. The Our Board HSEC Committee sets the
operated joint ventures (JVs)
at Antamina and Cerrejón to map their
processes and standards against the
integration of our strategic direction for our sustainability
We have a non-controlling interest in
requirements of the International Council
four major mining assets, the Antamina
marketing and industrial activities and oversees the development
copper-zinc mine in Peru (33.75%
on Mining & Metals (ICMM).
and implementation of our strategic
businesses sets us apart health, safety, environment, community
interest), the Cerrejón coal operation in At Antamina, the completion in 2019
Colombia (33% interest), the Collahuasi of an analysis and a workshop with
from our competitors, and human rights (HSEC-HR)
copper mine in Chile (44% interest) shareholders’ representatives identified
programmes.
helps us generate value and the Hunter Valley coal operations no significant gaps in its alignment
Oversight and ultimate responsibility for
and provides greater our Group sustainability strategy and
in Australia (49% interest). In addition, of corporate practices with the ICMM
we own 49.9% of Viterra, formerly known expectations. However, the process
oversight over our framework as well as its implementation as Glencore Agriculture. recommended formalising relevant
value chain. across the Group rests with our senior
Independent management teams
documents and existing practices for
management team. They take a human rights, closure, water stewardship,
operate our non-controlled JVs. Along
hands-on approach to monitoring and waste management and climate
with our JV partners, we participate in
managing sustainability activities around change to support improved internal
board shareholder committees that
the Group. communication and understanding.
take key strategic decisions and we
Antamina is working on the
use this participation to influence the
recommendations.
independent management teams to
adopt appropriate operational and
governance standards that reflect those
of Glencore and the other JV partners.


Sustainability Governance
continued Sustainability framework
Corporate strategy
In 2019, Cerrejón worked with an external Responsible production and supply Responsible portfolio management Responsible product use
consultant to analyse the alignment of
its policies and practices with those of
ICMM. The findings generally showed a
high degree of alignment and Cerrejón Values
implemented an action plan to close
existing gaps. During 2020, Covid-19
affected the delivery of the plan. Cerrejón Safety Integrity Responsibility Openness Simplicity Entrepreneurialism
anticipates addressing the prioritised
Code of Conduct
actions during 2021.
Strengthening our Group
Policy architecture Group sustainability strategy
In 2019, we initiated a cross-functional
project to develop and implement
a more streamlined and consistent
approach to our Group policy Health Safety Community and human rights
Environment
architecture and the underlying policies, Become a leader in protecting and Become a leader in safety and Foster socio-economic resilient
Become a leader in
improving the wellness of our create a workplace free from communities and respect human
standards, procedures and guidelines. environmental performance
people and communities fatalities and injuries rights where we operate
The project considered the

commitments we are required to meet
through our membership and support
for external organisations such as the Material topics Group HSEC-HR governance Board HSEC Committee has oversight and
ultimate responsibility. It receives regular updates
UN Global Compact, International Internal and external materiality and has oversight of how our business is
Labour Organization Declaration on assessment process to identify performing across all our internally defined,
material topics sustainability related material risk areas.
Fundamental Principles and Rights at Policies, Standards,
Work, and the UN Guiding Principles on Material topics are the focus of Procedures, Guidelines
our sustainability strategy review
Business and Human Rights. It also took and reporting
into account the ICMM’s Performance
Operational activities focus on addressing
Expectations, see page 12. and progressing the material topics Metrics, reporting and assurance


Sustainability Governance
continued Group targets:
Risk Management Health Safety

During 2021, we will conduct a Group- and Governance • Year-on-year reduction in the • No fatalities
wide roll out of the new Group Policies, • Implement a proactive risk- number of new occupational
as well as their supporting governance. based approach to prevent disease cases (excluding new
We will track implementation progress HSEC-HR incidents cases from legacy exposures)
through a gap analysis for each asset
• Compliance with Global
and are targeting full implementation
Industry Standard for Tailings
by 2024.
Management for ‘Very High’
Developed new Group targets and ‘Extreme’ consequence
In 2020, in response to the expiry of by 5 August 2023 (all others
some of our five-year HSEC-HR strategic by 5 August 2025)
targets, we worked with internal subject
matter experts to develop new Group
targets for safety, health, environment
and community and human rights.
Environment • By 2023, all managed Community and
The roll-out and implementation operations located in water Human Rights
of our new Policies and their • 40% absolute reduction in stressed regions1 to finalise the
supporting standards will strengthen Scope 1, 2 and 3 emissions by assessment of their material • Do not cause or contribute
our governance for overseeing the the end of 2035 against a 2019 water-related risks, setting local to incidents resulting in
implementation of these targets. baseline targets and implementing severe2 human rights impacts
Both the HSEC-HR corporate team • Ambition of achieving net zero actions to reduce impacts and
and commodity departments review for Scope 1, 2 and 3 emissions improve performance
progress on a monthly and quarterly by the end of 2050 • No serious environmental
basis, depending on the target.
incidents
1
Water stressed regions are defined as having a medium to extremely high or arid and low water-use baseline, as per the Water Resources Institute definitions
2
Severe is the equivalent of Catastrophic and Major on Glencore’s incident classification scale (see Glossary page 146). For human rights, a Catastrophic incident is
one with a gross human rights violation or grave systemic human rights impacts and a Major incident involves an isolated grave or serious systemic abuses on
economic, social and cultural rights


ICMM The Mining Principles comprise ten

sustainable development principles and
ICMM expects its company members
to disclose their progress in
In addition, as part of our corporate-
level self-assessment process, we have
Performance eight position statements that include

specific commitments on issues ranging
implementing the PEs, with reports on
validation activities at sites, commencing
interviewed representatives from each
of the corporate functions. The corporate-
Expectations from biodiversity to water management,

public reporting on performance and
on an annual basis from the 2022
reporting period.
level self-assessment will be validated by
Deloitte later this year.
obtaining independent assurance that
Our Group Policy Architecture project
PE validation comprises the
Every ICMM company members meet the ICMM commitments.
following elements: incorporated the findings from our work
member must In 2018, ICMM commenced the to implement the ICMM PE validation
development of a more comprehensive process and our new Group HSEC-HR
adhere to its Mining set of Performance Expectations (PEs) • S
elf-assessments of all assets against Policies and management approaches
Principles, which for members to manage a broad range the PEs align with the PE requirements.
of sustainability issues, at corporate
include comprehensive and operational levels, to enhance the
• P
rioritising assets for third-party
We are now working on an integrated
validation
assurance model to support robust
ESG requirements, original ten principles. The development
• Conducting third-party validation site assurance processes, as well as
robust site-level of the PEs supports ICMM’s aim to retain
of the prioritised assets comprehensive oversight by our
its position as an industry association
validation of performance dedicated to best practice for sustainable • Disclosing results of third-party commodity departments to validate the
results efficiently. This will underpin our
expectations and credible development and to align with emerging validation on an annual basis
disclosure efforts and ensure we meet
expectations of customer groups and (eg in the Sustainability Report)
assurance of corporate other industry platforms on assurance
the ICMM’s PE deadline.
sustainability reports of compliance at site and corporate levels.

In 2019, we conducted an initial exercise
with annual disclosure. ICMM expects its members to to map the PE ‘intent’ with our existing
implement the ICMM Assurance and policy requirements, finding that the
Validation Procedure for the Mining majority of our existing requirements
Principles for reporting periods starting include the PE requirements. In early
on or after 1 January 2021. Robust, site- 2020, our assets and regions undertook
level validation and corporate assurance the self-assessment process. Reflecting
mechanisms support implementation. its findings, we are reviewing and
Every three years, applicable assets improving our methodology and
undergo self-assessment and prioritised approach. All our assets will undergo self-
assets conduct third-party validation. assessment in late 2021.
Read more on
mining principles


Stakeholder Covid-19
During 2020, of key interest to our
Our workforce and labour unions
Through developing and building a cohesive
Governments
We develop and maintain constructive
engagement stakeholders has been the impact of

the global pandemic on our business,
workplace culture that encourages all of
our people to focus on the same goals, we
relationships with national, regional and
local governments in the countries where
can deliver our strategic priorities. We have we operate, and maintain regular dialogue
the steps we took to protect our a Group-wide internal communications on all relevant issues. We do this by a
We are actively supportive workforce, to respond to the virus in programme for our SafeWork initiative. We variety of means that best reflect the local
our local communities and to support make our Raising Concerns platform available context. Engagement activities may be
of transparent and government-led initiatives, and our ability to all of our employees and contractors as individually, collectively with other companies
constructive stakeholder to meet our customers’ requirements. a means to raise concerns. We uphold our or organisations, or as part of an industry
workers’ rights to freedom of association, to association. When dealing with governments,
engagement and The effects of the pandemic continue unionise and to collective representation, we conduct ourselves in accordance with
to be felt globally and we will continue
consultation. Stakeholder to respond to our stakeholders’ request
regardless of their location or duties. At many
of our assets, unions play an active role in
Glencore’s Code of Conduct and our policies
do not permit the use of our funds or
scrutiny supports the for information and engagement safety committees. We take an honest and resources as contributions to any political
open approach to working with labour unions campaign, political party, political candidate
maintenance of the high on the topic
and undertake negotiations in good faith. or any such affiliated organisations.
standards of business Our stakeholders
We recognise that robust, respectful
conduct that is vital to and two-way relationships with our
our corporate culture stakeholders are essential for our Key concerns in 2020 Key concerns in 2020
assets to continue to operate. Through
and the long-term success building constructive and transparent
of the Group. relationships with our stakeholders, we • Measures to protect the workforce • Opportunities to contribute to
can strengthen our approach locally from Covid-19, including testing, government-led responses to Covid-19
PPE and social distancing • Tax and royalty payments
and globally and improve our operating
processes and performance. • Fatalities • Climate change
• Occupational health and safety • Operational environmental
Our stakeholders include our
• Company culture and reputation management
workforce, shareholders, suppliers,
• Compensation and career opportunities • Community socio-economic
partners, customers, governments
• Negotiations of workplace agreements development projects
and regulators, local communities,
• Industrial relations and potential • Occupational health and
traditional authorities, non-governmental
site closures safety Security
organisations, labour unions, civil society,
• Engagement with civil society
media and industry peers.


Stakeholder engagement continued
Communities NGOs and civil society Financial community and media Suppliers and customers
Our asset-based community engagement We engage with NGOs, think tanks and We actively engage with our investors We maintain good relationships with our
teams build relationships with local business associations that share our interests and financial institutions through regular suppliers and customers, engaging regularly
communities and decision-making and concerns. Topics of discussion include communication, one-on-one meetings, with them to understand their views,
authorities. They meet and engage with the broad policy issues with a global or national roadshows and Q&A sessions. We engage expectations and perspectives. We undertake
communities living around our operations reach, as well as local matters that affect with the media at global, national and risk-based due diligence on our supply chain,
to share information about our activities the communities close to our operations. local levels on topics of public interest. Our both for the goods and services we procure
that may affect them, key risks and control We welcome constructive feedback on our approach is one of transparency and timely as well as the third-party commodities we
measures, and to help us understand their activities, and seek to engage with all our communications to support fair disclosure. purchase. We are active in many industry
views and address any concerns raised. We critics or, at the very least, respond to their initiatives, where we work to promote the safe
adapt our approach to reflect the operational concerns to increase understanding. use and handling of our products. We share
and cultural environment and it can include the specifications of our products and any
open-house sessions, formal engagements, associated risks with our customers.
face-to-face discussions and local grievance
mechanisms.
Key concerns in 2020 Key concerns in 2020 Key concerns in 2020 Key concerns in 2020
• Health, economic and financial support • Role of business in responding • Impact of Covid-19 on business • Addressing Covid-19 through the supply
in response to Covid-19 to Covid-19 performance chain
• Local employment including • Expectations on businesses supporting • Financial performance • Procurement spend
strengthening diversity, and the delivery of the UN SDGs • Operational performance • Contractor management and oversight
procurement opportunities • Human rights • Integration of sustainability • Responsible sourcing and supply
• Engagement with First Nations, • Tailings storage facilities • Transparency in payments to • Bribery and corruption
Indigenous Peoples and Traditional
• Social incidents government • Human rights
Authorities
• Public health • Bribery and corruption • Legal compliance with laws
• Socio-economic development projects
• Operational and environmental • Legal compliance with laws and regulations
• Social transition for post-mining
management and regulations
environment
• Socio-economic development projects • Climate change
• Delivery of agreed commitments
• Transparency • Tailings storage management
• Environmental management
• Industrial relations • Human rights
• Potential site closure
• Security • Industrial relations
• Operational impacts
• Tailings storage facilities
• Legal compliance with regulations
• Security
and permits


Stakeholder engagement continued
Peer companies Participation in external initiatives Fines can be imposed for non-
At both global and national levels, we engage We participate in a wide range of external
compliance.
with other mining and extractive companies initiatives, including global, national and
through various platforms. These ICMM and regional organisations. Our participation In November 2020, the
the Voluntary Principles on Security and supports our commitment to ongoing
Switzerland
referendum (eidgenössische
Human Rights. These initiatives provide an improvement in our approach and
Volksabstimmung) narrowly
opportunity to learn from best practice and performance. Our activities in these In 2020, the public campaign
rejected the RBI, and the
to find industry-wide solutions to common organisations varies, ranging from reporting on the Swiss ‘Responsible
challenges. At an operational level, we often our progress to taking a role in driving government will implement
Business Initiative’ (RBI),
work with other multinational and domestic strategic change. A number of external its counter-proposal. Glencore
or ‘Unternehmensverant-
mining companies through nationally organisations assess and publicly report on welcomes the implementation
run chambers of commerce to deliver an our performance. We are also members of a wortungsinitiative’, was at the
of the indirect counter-proposal,
industry-consistent voice during engagement number of other industry- and commodity- centre of stakeholder attention
as it is internationally-aligned
on industry topics. specific organisations that encourage the and engagement activities in
and promotes the protection of
extractive sector to adopt and implement Switzerland, the location of our
human rights and environment
a consistent approach. head office.
through new transparency and
The RBI was originally filed in due diligence measures.
Key concerns in 2020 Key concerns in 2020
2016 by a coalition of Swiss civil
Recognising the need to inform
society organisations, asking for a
our stakeholders in Switzerland
change to the Swiss Constitution
about the way we operate, we
• Sector response to Covid-19 • Sector response to Covid-19 to introduce mandatory human
took a proactive engagement
• Occupational health and safety • Transparency in payments rights and environmental due
approach across different
• Public health to government diligence for Swiss companies
communications channels. In
• Climate change • Product life cycles and their activities abroad,
late 2020, we launched a long-
• Climate change coupled with parent company
• Tailings storage management term promotional campaign that
• Impact of emerging regulation liability in Switzerland.
• Transparency in payments to provides information about our
government and policy development Following extensive consultations, business, addresses potential
• Land management, site closure the Federal Parliament agreed concerns about the way we
and water on a possible indirect counter- operate, and raises awareness of
• Security and engagement with proposal to the RBI. The the importance of our products
civil society counter-proposal focuses on to enable the transition to a low-
mandatory ESG disclosure as carbon economy in a sustainable
well as mandatory due diligence and responsible way.
on conflict minerals and in areas
where there is a risk of reasonable
suspicion of child labour.


About This Sustainability Report has been

prepared in accordance with the Global
We exclude environmental data from our
warehouses, silos, ports and other small
In some instances, we have restated
figures from previous years to reflect
this report Reporting Initiative (GRI) Sustainability

Reporting Standards, core option,
non-producing sites, with the exception
of any environmental spills if they occur,
improvements in our data collection,
analysis and validation systems. All
including the metals and mining sector as their contribution to these indicators is figures stated in this Report represent the
Further information supplement. Our online ESG Data Book immaterial. Our corporate and marketing latest available data unless referenced
and GRI Index 2020 provides further offices do not report on environmental, in the text. Some of the totals shown
about our general details: glencore.com/sustainability/ health and safety data. may reflect the rounding up or down
approach and position reports-and-presentations.
Closed sites (or sites in the care and
of subtotals.
on various sustainability Deloitte LLP has independently assured maintenance phase of their life Glencore seeks to report on every
this Report’s GRI compliance (see the cycles) report on a limited indicator incident in the period when it occurs.
issues is available Assurance statement in the Additional set, reflecting their reduced activities Occasionally, our incident reporting
at glencore.com/ information section). and workforce. may take place later due to an improved
sustainability Glencore is a signatory to the principles This Report contains data for the full year
understanding of the incident or revisions
to its classification. Where this results in a
of the United Nations Global Compact 2020. Acquisitions are only included if
restatement of previously reported data,
(UNGC) and this Report serves as our they were integrated before 1 July 2020.
we will publicly disclose the restatement
advanced level UNGC Communication Data from divestments is included until
and its rationale.
on Progress, outlining our support for its the month before disposal.
broader development objectives and our Deloitte LLP has not undertaken
We base workforce numbers on their
work on implementing the principles. It additional work to review accuracy
end of year status, making them the
also fulfils our reporting requirements as and completeness for restated data for
exception to this rule. As a result, this
members of the International Council on previous reporting years and has not
Report does not include workforce
Mining & Metals (ICMM). provided assurance for restated data.
data from assets that were disposed
Boundaries and scope of in 2020. We may change our approach to how
This Report includes information and we report our data in future sustainability
Data and information
data from our industrial and marketing reports without prior announcement; we
Glencore’s internal reporting systems
activities, including only assets where we may also change the reporting of specific
capture and retain the data in this
have operational control, and excluding data and its interpretation.
Report. The metrics in this Report reflect
investment and holding companies.
those used in the commodity markets
Read more and sectors in which we operate and
here
are primarily based on GRI indicators,
including indicators from the GRI metals
and mining sector supplement.

Catastrophic Hazard Workplace Health Responsible Responsible Sourcing

Climate Change Water Land Stewardship Human Rights Our People
Management and Safety Citizenship and Supply
Material
topics
Catastrophic Hazard Management 19 Human Rights 49

Workplace Health and Safety 24 Responsible Citizenship 58
Climate Change 30 Responsible Sourcing and Supply 67
Water 36 Our People 72
Land Stewardship 42


Material topics Our material topics for 2020 were:
Our reporting on our Catastrophic Hazard Management

Catastrophic events in the natural
Workplace Health and Safety
We prioritise the safety and health
Climate Change
As one of the world’s largest diversified
sustainability performance resource sector can have disastrous of our employees and contractors resource companies, we have a role to
impacts on workers, communities, the and recognise that the success of our play in enabling the transition to a low-
and progress focuses on environment and corporate reputation, business is dependent on a safe and carbon economy. We seek to lower the
the topics we identify as as well as a substantial financial cost.
We are actively identifying, monitoring
healthy workforce; this is our top priority.
We take a preventative approach towards
carbon footprint of our own operations,
and to support national programmes to
material to Glencore’s and mitigating the catastrophic hazards health and safety to establish a proactive achieve the goals of the Paris Agreement.
within our business. safety culture.
performance and progress,
as well as to our future Water Land Stewardship Human Rights
prospects. Water is an essential resource for many
of our industrial activities. Some of our
Our assets around the world have direct
and indirect impacts on the land. From
We recognise we have the potential to
impact human rights directly through
assets are located in areas with high and project design to operational closure, we our operations, and indirectly through
extremely high water baseline stress and focus on reducing our physical footprint our relationships with joint ventures,
share access to water with other local on the land, identifying, managing and contractors and suppliers. We are
We regularly undertake materiality water users. Our assets undertake detailed addressing our potential impacts by committed to respecting human rights
assessments to establish these focus assessments of their local environmental applying the principles of the mitigation and actively support our workforce,
areas. Their findings guide our health, conditions during the operational hierarchy (avoid, minimise, restore/ business partners and suppliers
changes in their life cycle, to develop water mitigate and offset). We look for ways to understand and meet this
safety, environment and community and
management strategies that maximise to improve our land stewardship, reduce commitment.
human rights (HSEC-HR) strategic review the efficient and sustainable use of this our impact on landscapes and enable
and our reporting disclosures. This year, we have included our
important natural resource. sustainable land use following the closure
previous standalone Human Rights
of our operations.
Our materiality assessments consider Report in this Report.
topics at global and local levels, as well
as information relating to our business
and the wider natural resources sector,
Responsible Citizenship Responsible Sourcing and Supply Our People
regulatory requirements and the topics
Mining activities can make a significant We seek to incorporate social, ethical Attracting and retaining entrepreneurial,
raised during engagement activities with contribution to the national, regional and and environmental considerations focused and dedicated people is
local communities, investors, the media, local economies in which they operate, in our relationships with suppliers fundamental to our future success.
governments and non-governmental through employment, tax and royalty and customers. In particular, we are We thrive by having a workforce from
organisations. payments, local procurement and social committed to understanding and different backgrounds, cultures and
development. Our aim is to minimise addressing the risk of human rights beliefs. This diversity brings the new
At each of its meetings, the Board HSEC adverse impacts from our activities and to violations in our supply chains. ideas, innovation and different ways
Committee receives an update on our build partnerships to support sustainable of working that are a core part of who
progress on the management of the development and growth. we are at Glencore.
identified material topics.


Catastrophic Hazard Major or catastrophic

incidents
In 2019, we strengthened our
Tailings Storage Facility and
Management 0
Dam Standard and aligned
Kroondal it with the Canadian Dam
mine
Association Guidelines.
Catastrophic events in the natural 2019: 0
The updated Standard
resource sector can have disastrous classified the Kroondal TSF
SDGs Meeting our updated
impacts on workers, communities, as an ‘extreme’ consequence
requirements TSF, largely due to the
the environment and corporate
proximity of the informal
reputation, as well as a substantial In South Africa, our Kroondal settlement. Our updated
financial cost. mine’s tailings storage facility Standard specifies both
(TSF) began operations in higher Factors of Safety than
2002 to store tailings from those prescribed by South
the processing of chrome ore. African regulations and
Kroondal originally designed the requirement to apply
and constructed the TSF loading criteria based on the
to meet all of South Africa’s consequence classification.
regulatory requirements. To meet the Standard’s
requirements, we concluded
Following its construction,
that buttressing of the
an informal settlement was
dam walls was required
established near to the facility
to strengthen the TSF to
and has expanded over time.
withstand both potential
As part of our Dam Safety
increases in water levels
Assurance programme, we
within the TSF and a one
identified that the prescribed
in 10,000 years earthquake
Factor of Safety under the
event, as well as with the
South African regulatory
higher prescribed Factors
requirements was less
of Safety. We completed the
than that recommended
construction of an additional
by international standards.
buttress in 2020. Going
Our assessment also
Read more forward the TSF is included in
indicated that for seismic
Further information on our management of our global InSAR monitoring
catastrophic hazards is available here
stability, Kroondal’s TSF could
agreement, which provides
fail under a one in 1,000 years
ongoing information on its
earthquake event.
performance.


Catastrophic Hazard Management We completed buttressing works at

continued Kroondal in South Africa and at Kazzinc’s Highlights
Altyntau Kokshetau.
Our ambition
Although Covid-19 delayed
To become a leader in the prevention of • Finalising and rolling out our
engineering investigations at
HSEC incidents through a proactive risk- Tailings Storage Facility Policy
Chashinsky (Kazakhstan), Kazzinc
based approach.
plans its construction of buttressing • Establishing an online Tailings
Our approach
Performance to commence in 2021. Kazzinc has also Manager Academy
Recognising the exceptional nature of
We describe catastrophic events as those scheduled buttressing for completion
catastrophic events, our approach is • Extending our satellite
that have the potential to have severe at Talovsky in 2021 and at Zyranovsky
to prevent them through catastrophic monitoring coverage
consequences that could cause multiple in 2024.
management plans and critical controls
loss of life, unconfined and widespread
management supported by rigorous In Zambia, an emergency spillway to pass
environmental damages, significant
monitoring and reporting. the ‘probable’ maximum flood for an
social/community or major reputational
extreme consequence was completed
We have a suite of hazard protocols and/or financial damage for Glencore.
and the decant pipe was grouted and
that set out the requirements for the
In 2020, we achieved our strategic decommissioned – aligning with the
prevention of fatalities and catastrophic
priority of zero major or catastrophic requirements of our Tailings Storage
incidents at our assets. The protocols
environmental incidents (see ‘incident Facility and Dam Standard.
provide minimum requirements to
classification’ in the glossary for
manage hazards. Our commodity In 2020, our nickel team commenced
classification details).
departments implement assurance construction of the ‘Narrows Dam’
programmes, which include compliance During the year, we made good progress project at the Strathocona/Onaping TSF
with the protocols. These usually take in the work programmes for our tailings with a targeted completion at the end
place on a three-year cycle and include storage facilities (TSFs) identified with of 2021.
first, second and third party assessments. potential stability issues during extreme
We continue to enhance these protocols weather or seismic events.
on a risk-based priority basis. Our
approach reflects international leading
practice and the International Council
on Mining & Metals’ guidance.


Catastrophic Hazard Management

continued Mina
Andaychagua
Risk Management Applying the

We are committed to eliminating requirements of
catastrophic incidents at our assets.
the Global Industry
Our approach supports a consistent Standard for Tailings
application of standards across the Management
business for the identification and
management of catastrophic hazards.
In the Andes Mountains of
We require all departments to conduct
Peru, our Volcan zinc asset’s
regular verification of the implementation
Andaychagua TSF began
of critical controls, which the corporate
operations in 1990 – over 25
team review through quarterly reporting.
years prior to the acquisition
Our commodity departments monitor of our interest in Volcan. The
through to closure the outstanding TSF has two downstream
actions relating to controlling walls with a maximum height
catastrophic hazards identified by the of 67 metres and the original
HSEC audit team during site visits. design and construction met
The HSEC audit team also return to sites Peruvian regulations.
around eight to 12 months later to verify
In 2019, we classified the
that the site has addressed and closed To address a potential We consider that the
TSF as having a potentially Emergency spillway
the identified corrective actions. overtopping of the dam completed works meet constructed at
‘extreme’ consequence Andaychagua in Peru.
during an extreme flood the requirements of the
Our Board HSEC Committee reviews in the event of failure and
event, we decided to recently published Global
the status and results of these reports. our dam safety assurance
construct an emergency Industry Standard for Tailings
programme identified that
spillway. The design and Management.
the TSF’s original design was
construction of this spillway
appropriate for a smaller flood
commenced in 2019 and,
event than the ‘Probable
despite interruptions caused
Maximum Flood’ required
by Covid-19, Volcan largely
by the CDA Guidelines for an
completed the works in 2020.
extreme consequence facility.


Catastrophic Hazard Management Group TSF management Satellite monitoring Tailings Manager Academy
continued Our assets generate tailings (residues In 2020, we entered into a global In 2020, recognising that there are limited
of mineral processing) that are stored in agreement to extend satellite monitoring courses externally available for engineers
purpose-built TSFs. We are committed to over half of our facilities, prioritising to learn about TSFs, we launched our
to aligning the design, operation and on a basis of their consequence online Tailings Manager Academy (TMA).
closure of our TSFs with international classification. This is the largest industry
The development of the TMA has been
best practice, namely the Global Industry agreement to date for specific satellite
supported by external subject matter
Standard for Tailings Management monitoring of TSFs.
experts in geotechnical, hydrogeology,
(GISTM). We continually review and
Satellite monitoring measures our environmental, and emergency response
strengthen our TSF management
TSFs’ surface movements every 11 planning fields.
system through our catastrophic hazard
days, currently the maximum available
evaluation programme. The TMA builds on our employees’
frequency for this type of data
existing knowledge and skills and
We have developed a robust governance collection. The data is available via a
increases their capacity for decision-
process, Policy and management cloud-based platform, ensuring its
making on the design, construction,
approach for tailings management, continuous availability and the ability
operation, monitoring and maintenance
which aligns with the GISTM. for rapid decision making in the event
of TSFs.
of unexpected movements, as well as
In 2020, we finalised our Tailings Storage
supporting independent oversight by our The TMA has 12 learning modules
Facility Policy (the Policy), which
corporate and external auditors. including technical, governance,
articulates the fundamental elements
environment, closure, emergency-
of our approach and commitment to While the focus of the satellite-
response planning and stakeholder
the safe, responsible and sustainable monitoring programme is our TSFs,
engagement aspects.
management of our TSFs. The Policy some of our assets use the data to
commits us to preventing TSF failures supplement other terrestrial monitoring We have tailored the TMA to three
through designing, constructing, techniques for their operational activities, different management levels ranging
operating and closing our TSFs in such as open pits, waste piles and areas from operators and technicians to
a responsible manner. prone to subsidence. responsible persons and engineers to
dam owners, managers and accountable
executives.


Catastrophic Hazard Management Managing oxygen-related risks External engagement

continued We use oxygen in our industrial assets In 2020, the Global Tailings Review, Next steps
and some of our assets produce it. Our made up of the ICMM, UN Environmental
oxygen safety programme describes the Programme and Principles for
hazards associated with oxygen-enriched Responsible Investment, published • Complete the work
atmospheres and liquid oxygen spills a new GISTM. programme to upgrade
and sets out minimum requirements to TSFs identified with potential
We participated in the development
manage them. stability issues during
of the GISTM through our membership
extreme weather or
A key part of the programme is our of the ICMM. We are mapping its
seismic events
Oxygen Management Academy (OM requirements against our existing
Academy), which helps employees and management approach and will • Roll-out the Tailings Storage
contractors be aware of and understand implement any variations. On 5 August Facility Policy
the fundamental principles and practices 2020, all ICMM members, including • Continued training via the
relating to the use and production Glencore, committed to implement the Tailings Manager Academy
of oxygen. GISTM. We expect that all of our TSFs
with ‘Extreme’ or ‘Very high’ potential • Map and address any gaps
Industry experts inputted into the between the GISTM and our
consequences will be in conformance
development of the OM Academy’s existing Tailings Policy
with the GISTM by 5 August 2023.
courses, which strengthen awareness
We expect that all of our other TSFs • Work towards complying
on oxygen as a fire hazard and good
not in a state of safe closure will be with the GISTM within its
practices for safe handling, maintenance
in conformance with the Standard recommended timeframes
and emergency response, as well as the
by 5 August 2025.
approach to minimise and manage risks.
Participants in the OM Academy include We participate in ICMM’s TSF working
operators, supervisors, managers and group that is investigating the removal
engineers. of water from tailings and reducing
their volume.
Air Products VSA Plant at
our Nikkelverk Refinery in
Norway, which produces
60 tonnes per day of
oxygen with 85% purity for
use in the on-site copper
roaster operation


Workplace Health LTIFR

(per million hours worked)
HPRIs
and Safety
0.94 399
In line with our Values, our first priority 2019: 0.99 2019: 574
in the workplace is to protect the health
and wellbeing of all of our people. Our TRIFR New occupational
(per million hours worked) diseases
goal is continuous improvement in
the prevention of occupational disease
and injuries. Compliance with our 2.6 111
Group Safety and Health Policy is non- 2019: 2.9 2019: 106
negotiable. However, we recognise
that each region, commodity, asset SDGs
and workplace is unique and our
assets implement our management
approach to reflect local health and
safety practices and systems. We
tailor behavioural safety activities to
be appropriate and relevant to the
local context, without compromising
any of the minimum performance
expectations.
Read more
Further information on our approach
to workplace health is available here
Read more
to workplace safety is available here

Workplace Health and Safety Performance fatalities and, as such, we do not target
continued We are saddened to report that during a reduction in this metric. Highlights
2020, eight people lost their lives at our
They allow for the identification of
operations, compared to seventeen
activities that we need to prioritise in
during 2019. We believe all loss of life is • Refreshed SafeWork
order to advance further our learning
unacceptable and we are determined to and reinforced safety
and safety performance. The majority
eliminate fatalities across our business. performance expectations
of HPRIs related to mobile equipment
Our approach and behaviours
During the year, both our lost time and working at height and nearly 80%
The health and safety of our people is our
injury frequency rate (LTIFR)1,2 and total resulted in no injuries. • Eight deep dive SafeWork
top priority and we believe all fatalities,
recordable injury frequency rate (TRIFR)3 assessments completed
injuries and occupational diseases are As reported in our 2019 Sustainability
were slightly lower than the previous in Kazakhstan, Zambia,
preventable. Through strong safety Report, our ten assets with the poorest
year at 0.94 (2019: 0.99) and 2.6 (2019: 2.9) the DRC, Peru and the
leadership, we can create and maintain safety performance are part of the copper
respectively. Philippines
safe workplaces for all our people. and zinc commodity departments (which
While our year-on-year LTIFR and are also the departments with the largest • Major fatality reduction
Risk management is at the heart of
TRIFR decreased, we did not meet number of assets). In February 2020, interventions at Mopani5
our approach. We let our people know
our ambitious five-year targets of 50% both the copper and zinc commodity and Kazzinc
that we expect every individual, both
reduction of Group LTIFR by the end departments presented safety cases • The copper and zinc
employees and contractors, to take
of 2020 against a 2015 baseline4 of 1.34 presentations to the Board’s HSEC commodity departments
responsibility for their own safety as well
and 50% reduction of Group TRIFR by Committee and gave a progress update presented safety cases to the
as for the safety of their colleagues and
the end of 2020 against a 2014 baseline4 later in the year. Board HSEC Committee that
the communities in which they work.
of 5.02. We have fed the learnings from set out the actions they are
We recorded a small increased number
improving our performance into the work implementing to achieve
of new cases of occupational disease,
we have undertaken on reviewing and zero fatalities
111 cases (2019: 106).
revising our SafeWork programme.
Our ambition During 2020, our health working group • Fatal Hazard Protocols
In 2020, our high potential risk reviewed and updated
To become a leader in safety and create a implemented management plans as part
incidents (HPRIs) fell to 399 (2019: 574).
workplace free from fatalities and injuries, of the Group’s response to Covid-19 in the • Online training sessions
The reporting of HPRIs represents a
while protecting and improving the workplace (see case study on page 28). to improve incident
supportive part of our strategy to reduce
wellness of our people and communities. It also undertook work to strengthen our investigation process,
health management practices through capabilities and reporting
1 Lost time injuries (LTIs) are recorded when an employee or contractor is unable to work following an incident. We reviewing and revising where needed the
record lost days as beginning on the first rostered day that the worker is absent after the day of the injury. The day of
the injury is not included. LTIs do not include restricted work injuries (RWIs) and fatalities.
fundamental elements of our approach.
2 The lost time injury frequency rate (LTIFR) is the total number of LTIs recorded per million hours worked.
3 The total recordable injury frequency rate (TRIFR) is the sum of fatalities, lost time injuries (LTIs), restricted work injuries
(RWIs) and medical treatment injuries (MTIs) per million hours worked. The metric represents all injuries that require
medical treatment beyond first aid.
4 Baseline figures include Viterra, formerly known as Glencore Agriculture.
5 Glencore completed the sale of its interest in Mopani Copper Mines plc in March 2021.



continued Nikkelverk
This work will be complemented by Nikkelverk’s SafeWork

identifying and prioritising hazardous Centre opens doors to
contaminants to define Group-wide
safety training
exposure action limits (EALs). In 2021, we
will roll out and implement our revised
approach. After two years of planning,
design and construction,
Risk management Nikkelverk’s state-of-
In 2013, we launched SafeWork as a the-art SafeWork Centre
Company-wide initiative to eliminate officially opened in 2020.
fatalities and serious injuries. It identifies Every Nikkelverk employee
and manages workplace hazards and contractor is required
through establishing minimum to complete a four-hour
expectations, mandatory fatal hazard foundation session. The
protocols, life-saving behaviours and requirements of the workers’
safety tools. SafeWork was predominantly role then determines their “The training at the SafeWork By the end of 2020, 400
an asset-based programme and its additional courses, which may Nikkelverk’s state-of-the-
Centre has taught me what employees and contractors art SafeWork Centre
implementation had an immediate include practical approaches life-saving rules and Fatal had completed training
impact on safety performance, reducing to tasks, working in small Hazard Protocols actually on Glencore’s Fatal Hazard
fatalities and serious injuries. interactive groups and lessons mean. We focused on ‘the Protocols (FHPs).
for all functions and levels. essentials’. There are many
The content of each training important things when it
“We learned in training
module centres on the comes to safety, but we
principle of ‘learning-by- learned in the training that by that by having the
Listen to Peter doing’. Theoretical training is having the most important most important
Freyberg, emphasised through hands- things under control, we will
things under control,
Head of Industrial on experiences to support the stay safe.” Jarle Johannessen,
Assets, explain effective application of the Supervisor we will stay safe.”
why safety is lessons learned.
important to him. Jarle Johannessen,
Supervisor


Workplace Health and Safety Improving our safety performance The key finding was that these sites
continued Between August 2019 and April 2020, had not fully implemented SafeWork.
we undertook eight deep dive SafeWork In particular, there was a lack of definition
leadership assessments at our Kazzinc of and understanding on the roles,
assets in Kazakhstan, Mopani in responsibilities and accountabilities Implementing
Zambia, KCC in the DRC, Antapaccay regarding its implementation. Our SafeWork at
and Volcan sites in Peru and Pasar in findings support our belief that SafeWork Glencore
the Philippines. We also completed is the right approach. However, we
major fatality reduction interventions at recognised that it needed refreshing
Mopani and Kazzinc to identify and fix to clarify and reinforce our safety
unsafe conditions and behaviours and performance expectations.
establish a new baseline for performance
During 2020, we looked at how to
improvement.
implement SafeWork in all of our
Our zinc and copper commodity assets consistently and reset safety
departments presented safety cases expectations at both asset and
to the Board HSEC Committee. These commodity department levels. This work
define and describe the actions they included clarifying how we assess and
are implementing to achieve our goal of verify SafeWork, establishing a leadership
zero fatalities. In September, we initiated approach and strengthening roles and
a verification process to confirm the responsibility.
effective implementation and close-out
We are rolling out a strengthened
of the corrective actions identified during
approach to SafeWork during 2021.
the assessments. Our focus during 2021
is to close-out the outstanding corrective
actions.



continued Responding to Covid-19 We encouraged and We enforce the wearing
in our workplaces supported working from of masks and social
home where possible distancing for planes, buses,
and when required by light vehicles and shaft
In response to the
Preventing fatalities government guidance. conveyances, while on site
global pandemic, we
In 2013, we developed and rolled out our When working in an and travelling to and from
introduced measures in our
Fatal Hazard Protocols. During 2020, we office environment, social site. At the point of accessing
workplaces to minimise
reviewed the Protocols against industry distancing rules are in place the site, local teams maintain
the risk of infection within
best practice and our learnings from our for all meeting rooms. Our social distancing. In crib
our workforce and host
own fatal incidents and HPRIs. As a result, offices, control rooms, rooms and mess halls,
communities. Our corporate
and as part of our Policy Architecture mobile equipment and high we have closed buffets with
Incident Management Team,
Project (see page 10), we have reduced touch areas undergo regular only pre-packed meals
established to coordinate
the number of Protocols to those that sanitisation cleaning. available with staggered meal
our response to Covid-19,
are common to the majority of our sites times to reduce congestion.
provided practical guidance Our assets work with our
and the remainder have become safety
for our sites to implement. external health adviser and At operations with on-site
standards.
government officials to accommodation, we have
During the year, we held two online implement, where possible, taken measures to ensure
training sessions to improve our incident temperature checks, testing social distancing and
investigation process. The training and health screening of provided isolation rooms for
considered data organisation, analysing employees. suspected Covid-19 cases.
learnings and identifying root causes.
We provide appropriate PPE We have provided Group-
Our fatalities and HPRIs investigations to our workforce and, in many wide helplines and free-
found that for some of our operating places, to local communities to-access health advisory
regions the application of our Electrical and frontline workers. We services, which includes
Safety Protocol was inadequate, have installed hand hygiene mental health support.
particularly where domestic electrical stations and implemented 1.5
legislation is weak. We identified that to 2 metre social distancing at
particular electrical systems for detecting our operations.
faults and disconnecting power, as well
as standards of installation, required
improvement. We strengthened our
Protocol and provided further guidance
on electrical safety. In addition, we carried
out projects to identify and address
shortcomings.



continued
Next steps
Mining Technology Steering Team It supported existing
Our vehicle interaction working group training programmes on
has continued to work with the commodity No Plan. No Work. the fundamental skills • Roll-out of improved
departments to define technology pathways on planning, which are SafeWork approach
campaign
for fatigue monitoring and collision mandatory for coordinators • Improve the management
avoidance by 2020 with implementation and superintendents, as well of learnings from HPRIs
In early 2020, our coal
on priority equipment by 2025. The working as job safety analysis training
business in Australia launched • Roll-out and implement
group has developed an action plan given to all operational
a ‘No Plan. No Work.’ our revised approach to
structure to show what those pathways employees, supervisors, line
communication campaign. health and EALS
should include and guidance on the managers and contractors (as
The campaign targeted
investment plans required. required). • Complete health risk
key stakeholders including
The ICMM’s tailings working group has operators, supervisors, A campaign reinforcement assessments for silica,
identified continuous mining – mechanical superintendents and programme provided lead and diesel particulate
rock cutting as a priority technology to managers. refresher training, toolbox matters
eliminate or reduce tailings generation. talks and in-field coaching. • Continue to participate
The purpose of the campaign
We are participating in a global consortium was to create awareness of The approach increased in ICMM working groups
on future changes in underground mining the need for planning as awareness and drove
to understand better the value from an essential element of any behavioural change through
continuous mining. We are also evaluating activity. Its principal message utilising strong visual
the downstream impacts of rock cutting in is that if you do not have a elements.
terms of ore sorting and grade engineering plan, you do not start the
as well as the likely reduction in tailings work, supported by the
generation. messaging of ‘Plan Right,
Finish Right’, to emphasise
External engagement
the individual benefit to
In 2020, we contributed to the development
planning properly.
of ICMM’s guidance to support the
implementation of its new health and safety
performance expectation.
We have a role in Eurometaux’s human
health taskforce. Eurometaux represents
non-ferrous metals producers and recyclers
in Europe.


Climate Change CO2e Scope 1 emissions

(million tonnes)
CO2 Scope 2
location-based
15.0
emissions (million tonnes)
As one of the world’s largest diversified

resource companies, we have a role to 2019: 18.3
9.3
2019: 11.0
play in enabling the transition to a low-
carbon economy. We do this through CO2e Scope 3 emissions Carbon Scope 1 and Scope 2
our well-positioned portfolio that (million tonnes) location-based intensity
271
(GHG/tCu)
includes the commodities that underpin
energy and mobility transformation, as
well as through supporting emission- 2019: 343
3.78
reducing technology such as CCUS. 2019: 3.93
We seek to decarbonise our own Total energy use

operational footprint and support (petajoules)
180
national programmes that strive
to achieve the goals of the Paris
Agreement. In 2020, we announced a 2019: 210
1.5ºC-aligned target of an absolute 40%
reduction of total emissions by 2035 on SDGs
2019 levels and ambition of achieving
a net zero total emissions footprint
by 2050.
Read more
to climate change is available here


Climate Change Performance

continued In line with the Greenhouse Gas Protocol, Highlights
we divide our operational emissions into
Our ambition Scope 1 and Scope 2 (location-based)
To provide commodities that are emissions, measuring both the direct • Announced a 1.5ºC-aligned
essential to the transition to a low- and indirect emissions generated by the target of an absolute 40%
carbon economy in a manner industrial activities, entities and facilities reduction of total emissions
Our approach consistent with the Paris Goals. To where we have operational control. by 2035 on 2019 levels and
We recognise climate change science deliver a strong investment case to ambition of achieving a net
Scope 1 (measured in CO2e) includes
as set out by the United Nations our shareholders through investing in zero total emissions footprint
emissions from combustion in owned or
Intergovernmental Panel on Climate assets that are resilient to regulatory, by 2050
controlled boilers, furnaces and vehicles/
Change. We believe that the global physical and operational risks related
vessels and coal seam emissions (direct • Published a review of our
response to climate change should to climate change. To fully integrate the
emissions). Scope 2 location-based industry organisations’
pursue twin objectives: both limiting management of climate change-related
emissions (measured in CO2) applies the positions on climate change
temperatures in line with the goals of risks and opportunities into all systems
grid emission factors to all our purchased • Exceeded our five-year target
the Paris Agreement (the Paris Goals) across our business.
electricity, regardless of specific to reduce our Scope 1 and
Articles 2.1(a)1 and 4.12; and supporting the
renewable electricity contracts (indirect 2 greenhouse gas emission
United Nations Sustainable Development
Further information emissions). intensity by 5% compared
Goals, which include universal access to
We publish further information on our to the 2016 baseline
affordable and clean energy. During 2020, we emitted 15.0 million
progress in climate change matters
in our Annual Report (a standalone, tonnes CO2e of Scope 1 (direct emissions)
We are prioritising our capital investment
climate change chapter, as well as from our consumed fuel (2019: 18.3
to grow the production of commodities
content integrated into the business million tonnes). This figure includes
essential to the energy and mobility strategy). Our 2020 Climate Change: emissions from reductants used in our
transition and which support the Pathway to Net Zero sets out how we
metallurgical smelters. It also includes
growing needs of a low-carbon economy. will meet our target and ambition, as
well as detailing our portfolio’s resilience CO2e of methane emissions from our
We are also taking steps to decarbonise
against three climate change scenarios coal and oil operations, which is around
our own operational footprint.
(Current Pathway, Rapid Transformation 24% of our Scope 1 emissions. The
and Radical Transition). We also publish reduction in Scope 1 emissions was
each year a Review of our Industry
mainly due to lower production volumes
Organisations’ Positions on Climate
Change. All of these publications are owing to the Covid-19 pandemic, as well
available on our website. as some operational abatement and
production changes.
1 Article 2.1(a) of The Paris Agreement states the goal of “Holding the increase in the global average temperature to well below 2°C above pre-industrial levels and pursuing efforts to
limit the temperature increase to 1.5°C above pre-industrial levels, recognizing that this would significantly reduce the risks and impacts of climate change.”
2 Article 4.1 of The Paris Agreement reads: “In order to achieve the long-term temperature goal set out in Article 2, Parties aim to reach global peaking of greenhouse gas emissions as
soon as possible, recognizing that peaking will take longer for developing country Parties, and to undertake rapid reductions thereafter in accordance with best available science, so
as to achieve a balance between anthropogenic emissions by sources and removals by sinks of greenhouse gases in the second half of this century, on the basis of equity, and in the
context of sustainable development and efforts to eradicate poverty.”


Climate Change
continued
It is Australia’s most advanced We expect the CTSCo project
onshore CCUS project and to lay the foundation for
focuses on: commercial-scale onshore
In 2020, we emitted 9.3 million tonnes Developing Carbon, • Capturing CO2 from a coal-
CCUS from industrial
CO2 of Scope 2 location-based (indirect Capture, Utilisation processes and power
fired power station
emissions) (2019: 11.0 million tonnes). generation in Queensland’s
and Storage (CCUS)
The reduction of our Scope 2 emissions • Permanently storing the Surat Basin. It can also provide
mainly reflects reduced consumption
technology CO2 deep underground a technology pathway for
of power due to the Covid-19 pandemic in Queensland’s southern establishing a hydrogen hub,
and some assets being on care and Meeting the energy Surat Basin materially reducing Australia’s
maintenance. requirements of a rising overall carbon footprint,
CTSCo has the potential to
global population while help federal and state
In addition to Scope 1 and 2 GHG store significant volumes of
simultaneously reducing governments achieve their
emissions, our activities include Scope 3 CO2 and deliver the critical
emissions is a key global stated emissions reductions
emissions. These relate to the indirect infrastructure to reduce
challenge. We support a targets, and provide a
GHG emissions across our value chain. and remove existing and
technology-neutral approach technology pathway for many
These include upstream emissions future sources of industrial
to help address this challenge. of our international end-use
associated with the products and emissions. This storage
The Intergovernmental Panel customers to reduce CO2
services we purchase from suppliers component provides a
on Climate Change and the emissions.
and downstream emissions that include potential pathway to an
International Energy Agency
emissions resulting from our customers’ industrial scale storage hub During the past year, the
analysis identifies CCUS as
use of the fossil fuels that we produce, in Queensland capable of CTSCo project has progressed
an essential technology to
their processing of our metals and servicing multiple industrial to execution-ready stage
support the delivery of the
concentrates, and the emissions resulting users including coal, natural following a successful sub-
goals of the Paris Agreement.
from time-chartered vessels. gas and hydrogen. surface appraisal of the
We have been a long-term proposed storage location
Our total Scope 3 emissions were 271 Since the project’s inception,
supporter of CCUS technology at a depth of 2km and
million tonnes CO2e, a decrease on the CTSCo has brought together
to reduce emissions from completing the engineering
343 million tonnes CO2e in 2019. The a range of scientific and
fossil fuels and to service design work for the proposed
decrease was primarily due to reduced technical experts from the
the hydrogen economy. Our CO2 capture plant.
energy demand due to lower economic Universities of Queensland,
wholly owned subsidiary, the
activity because of the global pandemic. Melbourne and Texas
Carbon Transport and Storage
to review independent
Company Pty Ltd (CTSCo),
modelling, testing and
is aiming to demonstrate
analysis in order to determine
CCUS on an industrial scale
the suitability of storing CO2
in Queensland.
deep underground.

Climate change The most significant contributor to our We have exceeded our target to reduce Risk management
continued Scope 3 emissions was our customers’ our Scope 1 and Scope 2 greenhouse We understand the role the commodities
usage of the fossil fuels we produce; this gas emission intensity by 5% in 2020 we produce and market have in meeting
totalled 253 million tonnes CO2e (2019: compared to the 2016 baseline with a the needs of daily lives. The diversity of
326 million tonnes CO2e). We exclude 13.2% reduction achieved. We achieved our portfolio underpins our strategic
emissions resulting from customers’ use this reduction by a range of measures ambition to support the decarbonisation
of the oil products refined at the Astron including abatement and production of global energy demand through
refinery from our Scope 3 emissions total changes at our operations, as well as providing metals such as copper, cobalt,
as we neither originate nor consume lower coal seam emissions due to the zinc and nickel that are essential to the
the products. closure of a coal underground operation transition to a low-carbon economy.
in Australia.
Our 2020 Environmental, Social We recognise our responsibility to
Governance Data starting on page 84 Energy is a key input and cost to our contribute to the global effort to achieve
provides a full disclosure on the Scope 3 business as well as being a material the goals of the Paris Agreement by
categories that are relevant and material source of our carbon emissions and we decarbonising our own operational
to our activities. recognise the importance of continued emissions footprint. We believe that
reductions of greenhouse gas emissions our contribution should take a holistic
Our 2020 carbon Scope 1 and Scope 2
from our operations. approach and have considered our
location-based intensity, measured in
commitments through the lens of our
terms of tonnes of greenhouse gases During 2020, our total energy use of
total emissions footprint.
emitted per tonne of copper equivalent 180PJ was a decrease on the 210PJ
industrial production (tGHG/tCu), is reported in 2019, primarily due to the We recognise the need for action. We
3.78tGHG/tCu (2019: 3.93tGHG/tCu; 2018: impacts of the Covid-19 pandemic as have set ourselves a 1.5oC pathway
4.13tGHG/tCu; 2017: 4.40tGHG/tCu; 2016: well as some operational abatement aligned target of an absolute 40%
4.35tGHG/tCu). and production changes. Renewable reduction of our total emissions (Scope 1,
energy sources deliver 13.3% of our total 2 and 3) by 2035 on 2019 levels, consistent
energy needs (2019: 12.5%). The primary with the midpoint of IPCC’s 1.5oC
contributors are the Bukhtarma hydro scenarios and the 1.5oC pathways set out
power plant in Kazakhstan, which we by the International Energy Agency (IEA).
operate, and the low-carbon, hydropower Post 2035, we set ourselves the ambition
electricity suppliers to our operations in to achieve, with a supportive policy
eastern Canada and the DRC. environment, net zero total emissions
by 2050.


Climate change In South Africa, our Ferroalloys business

continued is investigating the feasibility of working We plan to deliver our ambition of net zero total
with a third party independent power emissions by 2050 through seven core actions:
purchaser for the installation and supply
of approximately 400 MW of renewable
Supporting lower-carbon solutions power, with the potential to reduce Scope Managing our footprint
We work with global specialists and 2 emission by approximately 1.17 million
draw on the local expertise within our tonnes per annum. Its Rhovan operation
operational teams to identify ways is working on a potential community
to reduce further our Scope 1 and 2 involvement project to install a solar farm Footprint Reduction Capital
emissions. This approach has led to the on-site that will deliver 11 MW for nearly
implementation of initiatives that reduce nine hours a day at 80% efficiency. The Managing our Reducing Scope 3 emissions Allocating capital
operational footprint Our diverse portfolio uniquely to prioritise
these emissions, while continuing to ferroalloys business is also investigating a
Reducing our Scope 1 allows us to address this transition metals
meet our obligations to our customers. number of projects to convert waste gas and 2 emissions Growing the metals
portion of our footprint through
into power at its smelters. investing in our metals portfolio, that the world needs
Our Group-wide marginal abatement
reducing our coal production
cost curve (MACC) identifies and In Canada, we have designed our
and supporting deployment of
quantifies opportunities to reduce our Onaping Depth Project, a deep nickel low emission technologies
carbon footprint. This includes utilising mine currently under development, to
more power from low-carbon sources utilise state of the art battery electric
and delivering operational improvements mobile mining equipment, maximised
and technologies that enhance real-time remote operation, monitoring Contributing to global decarbonisation
efficiencies, resulting in emissions and management utilising advanced
reductions. Our assets undertake a range Wi-Fi systems. The benefits include the
of measures to reduce and mitigate their elimination of diesel emissions and the
emissions profiles. reduction of noise pollution. The design
Partnership Abatement Technology Transparency
includes the use of innovative ventilation
technology, with cooling systems Collaborating with Supporting Utilising Transparent
designed to be energy efficient, while our value chains uptake and technology to approach
coping with ambient rock temperatures Working in integration improve resource Reporting on
partnership with of abatement use efficiency our progress and
that can reach 40oC at depth. Contributing to the
our customers An essential performance
and supply chain contributor to circular economy
to enable greater achieving low or
use of low-carbon net zero carbon
metals and support objectives
progress towards
technological
solutions


Climate change In 2020, we completed a US$400 External engagement

continued million refurbishment of hydropower During the year, we have engaged with Next steps
infrastructure in the DRC, in partnership a range of stakeholders, such as Climate
with the government. We expect this Action 100+ and the Transition Pathway
initiative to deliver economic growth and Initiative, on our approach to climate • Support the delivery of
employment opportunities. change. We have formulated our climate our 2035 target and 2050
change strategy in partnership with key ambition
In northern Canada, our Raglan Mine’s
stakeholders.
location means it cannot connect to
the provincial power grid and needs to We were an early supporter of the
use diesel to produce electricity. In 2014, voluntary guidance on consistent
together with TUGLIQ Energy, Raglan climate-related financial disclosures
Mine built its first wind turbine, the first produced by the Taskforce on Climate-
use of renewable energy in Québec’s related Financial Disclosures (TCFD).
Arctic territory. It built its second in 2018. Our reporting on climate change in
our Annual Report includes a section
The two wind turbines produce about
addressing the TCFD guideline. We
10% of the mine’s total energy, saving
expect to further our alignment over
approximately 4.4 million litres of diesel
the coming years.
annually and reducing GHG emissions by
about 12,000 tonnes each year. Our ongoing engagement activities
are core to our commitment to inform
Over the last decade, Raglan Mine
stakeholders on our progress towards
implemented several initiatives in order
meeting our 2035 emissions target
to reduce its GHG emissions, including
and our ambition to achieve net zero
the wind power project. These initiatives
total emissions by 2050, as well as
have helped it to reduce its Scope 1 and
demonstrating our portfolio resilience
Scope 2 location based GHG emission
under a range of scenarios.
intensity by about 30%.


Water Water withdrawn

(million m3)
Water is an essential resource for many

of our industrial activities. Some of
1,027 Horne
Smelter
2019: 1,017
our assets are located in areas with
high to extremely high water baseline Piloting ICMM’s
SDGs
stress and share access to water with catchment-based
other local water users. Other assets approach at Horne
manage surplus water that may
involve dewatering activities and flood During the year, we
continued to pilot the ICMM’s
protection measures. Regardless of catchment-based water
their location, our assets undertake management approach at
detailed assessments of their local our Horne Smelter in Canada.
environmental conditions during the Through this initiative, Rouyn-
Noranda council and Horne
operational changes in their life cycle, Smelter are collaborating on
to develop water management an analysis of the local Dufault We expect the risk analysis
strategies that maximise the efficient Lake’s watershed, to identify to complete in 2022. In the
and sustainable use of this important potential risks that could interim, the Horne Smelter
cause deterioration in water has already expanded its data
natural resource. quality or available volumes. collection programmes to
identify and assess additional
The pilot study is progressing
potential risks arising from
and we expect to complete
inactive sites, as well as to
the project in 2022.
support the development
of appropriate corrective
measures.
Read more
Further information on our approach to water
is available on our water microsite and here


Water Performance and implemented recommendations

continued In 2020, we withdrew 1,027 million m3 of arising from the investigation. Highlights
various types of water1 (2019: 1,017 million • The second incident occurred at our
m3). The small year-on-year increase in ferroalloys asset, Wonderkop Chrome
withdrawn water is primarily due to the • Established a global water
Smelter, in South Africa in October.
calculation methodology improvements working group comprised
A routine inspection of an on-site
implemented at a smelter operation that of internal subject matter
tailings storage facility identified a
Our approach utilises seawater for cooling purposes. experts representing all
small puddle of wastewater resulting
We recognise access to safe and clean We also restated 2019 data to amend the regions and commodity
from an on-site sump overflow. In
water and sanitation as a salient human double-counting of water supplied to a departments
response, Wonderkop treated the
right. We seek to fully understand and local community by our KCC asset in the water with a reducing agent. Following • Enhanced water-
minimise our operational water footprint DRC, as well as to reflect water reporting its treatment, analysis confirmed that related governance and
and manage our activities in a way that improvements by Cerro de Pasco in Peru. the water was within drinking water management approach to
protects our shared water resources. limits. There were no off-site impacts.
In 2020, we recorded two ‘moderate’ complement our 2018 Water
We are committed to ensuring good An investigation of the incident
water-related environmental incidents Management Guideline
water management is in place at all confirmed that the overflow resulted
(2019: one moderate incident – see • Developed internal and
of our assets and undertake detailed from an obstruction in a pipeline and,
‘incident classification’ in the glossary external water targets
assessments, target setting, monitoring in response, Wonderkop implemented
for classification details).
and implementation of corrective recommendations and corrective • Developed a standalone
actions. Our assets consult their host • The first incident occurred at the Badila Water Report and created a
actions to prevent a potential
communities and other relevant local oilfield in the Republic of Chad in dedicated water microsite to
reoccurrence.
water users to understand local priorities July, which experienced heavy rainfall improve stakeholder access
and to collaborate on sustainable solutions. that contributed to the unplanned We investigate all complaints and, where
to our water stewardship
discharge of wastewater. The majority appropriate, work with local authorities
performance and reporting
of the discharge was retained on-site, to address any operational impacts on
however, a slight sheen was reported water sources.
on a nearby drainage channel. The In 2020, we received four water-related
Our ambition Badila team promptly commenced fines totalling approximately US$10,000
To minimise our operational water response measures, which included (2019: 18 fines totalling US$841,000).
footprint and encourage fair and clean up, water and soil sampling The majority of the fines relate to minor
equitable access for all water users. and monitoring of the affected area. non-compliant water discharges and
Analysis of the samples confirmed the affected assets have implemented
that there were no environmental measures to avoid reoccurrences.
impacts outside of the facility
because of the wastewater release.
1 Water withdrawn includes precipitation directly or
indirectly captured in our water dams and ponds, as
Following the incident, the asset
well as precipitation that requires treatment ahead of undertook a detailed investigation
discharge to meet applicable discharge limits


Water
continued Glencore’s overall water balance 2020 (GL)1
Share water used in task/process vs water input 55%
Water input (by source) 1,041 Water used, reused/recycled 1,098 Water output (by source) 1,045
Risk management on-site
During 2020, we established a Surface water – withdrawn 193 Water discharged to surface water 435
Water used in a task or process 574
water working group, comprised of Sea water – withdrawn 170 Water discharged to sea water/ocean 172
internal subject matter experts, made Water recycled 137
Groundwater – withdrawn 349 Water discharged to groundwater 5
up of representatives from all our Water reused 387
Rainwater – withdrawn 200 Water discharge to off-site
operating regions and commodity Recycling and reuse efficiency rate* 48% treatment or disposal locations 11
departments. The purpose of the Potable (drinking) water
imported or withdrawn 18 Change in water in storage -4 Water exported to a third party 47
working group is to strengthen our
approach to water management, Other (non potable) water Water lost to evaporation
imported from a third party 96 and other losses 330
governance, and development of both
Total water withdrawn 1,027 Water entrained in waste
internal and external water targets. material and final product 46
The following summarises the new Water entrained in ore
that is processed 14
external water target:
“All managed operations located

Diversions and water transferred to others 81
in water-stressed regions to
finalise the assessment of their Surface water diversions 22
material water-related risks, set Aquifer interception diverted 35

local targets, and implement Water supplied to others 23
actions to reduce impacts and
improve performance by the end
of 2023” Total water input by quality** 1,041 Total water output by quality** 1,045
Category 1 – Water withdrawn 228
Category 2 – Water withdrawn 459 Category 1 – Water discharged 474

Category 3 – Water withdrawn 354 Category 2 – Water discharged 436
Category 3 – Water discharged 135
Our approach
Water input Water use Water output Water diversion / transferred to others
to water
management * Recycling and reuse efficiency rate = Total water recycled/reused divided by sum of Total water used in a task or process + Total water recycled/reused.
** Water quality categories reflect the effort required to treat water to achieve drinking water quality. Category 1 is minor through to Category 3 for significant efforts.


Water The purpose of our management We also recognise that some of our
continued approach is to provide enhanced assets are located in remote locations
and updated water management that either rely on drinking water from
requirements, focused on our our operations’ on-site treatment facilities
commitment to identify, manage and or upon delivery by trucks. At these
In 2018, Glencore rolled-out its Water address the potential water-related assets, we strive to support access to
Management Guideline (the Guideline), impacts affecting our business by water and sanitation, wherever possible.
which aligns with ICMM’s position applying the principles of the mitigation
statement on water1 and its water hierarchy (avoid, minimise, restore/
management framework2. mitigate and offset).
The majority of our assets have reported Further, our approach recognises that San Juan
de Nieva
full implementation, and ongoing successful risk management needs
implementation efforts are primarily a sound understanding of both the
underway at recently acquired sites asset-level water context and the wider
or those with substantial operational water stresses and opportunities in the
changes. The Guideline applies a catchments within which we operate. Commitment
risk-based approach and covers the to reducing
As a result, our approach requires
minimum requirements for water freshwater use
proactive water stewardship actions
governance, the identification and
to support the long-term sustainability
evaluation of water-related risks and In 2004, our San Juan de
of our business and the environment
opportunities, the mitigation of identified Nieva zinc smelter in northern
in which we operate, by identifying
risks and impacts, the management of Spain began to identify ways
and addressing water challenges, and
water in terms of quality and quantity to reduce the fresh water
seeking opportunities to reduce our fresh water. San Juan saw
and engagement with relevant it used in its processes. In
water operational footprint wherever annual improvements
stakeholders. 2004, its water consumption
possible. through the reuse of water
The Guideline forms a supportive base was 4.7 million m3; by 2020
for cooling and mechanical
Our approach aligns with the consumption had reduced by
for our enhanced approach to water processes and cathode
requirements of our Group nearly 20% to 3.7 million m3,
management. We initiated the revision cleaning.
Environmental Policy, our 2018 Water despite an 8% increase in the
of our approach in late 2020 to support
Management Guideline and our internal volume of zinc produced. Reducing fresh water
the implementation of effective, efficient
and external commitments (ICMM consumption also had a
and consistent water management It achieved this reduction
Performance Expectations, United direct impact on wastewater
at all operations and to drive our by identifying and analysing
Nations Global Compact Principles discharges, leading to an
assets to integrate water-related risks all of the processes that use
and Sustainable Development Goals). almost 12% reduction from
and opportunities into their business and discharge water, as well
2 million m3 in 2004 to
decision-making. as investigating alternative
1.7 million m3 in 2020.
1 https://www.icmm.com/water-ps processes that do not need
2 https://www.icmm.com/water-stewardship-framework


Water
continued
Utilising biological The plant is supported by
treatment processes to remote monitoring and uses
preventative engineering
remove contaminants
In 2019, we reviewed our assets’ and artificial intelligence to
provision of WASH services. While all from water adapt to various scenarios.
our sites provide these services, we The approach removes
identified opportunities to improve Activities such as mining, contaminants and delivers
consistency of performance across other industrial operations, water for recycling and
the Group. To address this, throughout the release of partially treated re-using.
2020, we installed additional sanitation sewage and agricultural
practices can potentially The system can integrate with
and hygiene facilities, where required,
result in contaminants such other technologies, such as
reviewed and improved signage to
as nitrate, metals, hexavalent different chemical reductants,
differentiate between drinking and
chromium and sulphate into absorbents, exchange or
non-drinking water and increased
South African water resources. membrane technologies,
communications on good hygiene
Glencore’s Wonderkop including effective filtering.
practices.
Smelter and iWater (Pty) A pilot phase successfully
External engagement Ltd have developed, treated groundwater, groundwater treatment.
At Group level, we continue to participate implemented and optimised Containerized
removing 10-ppm Hexavalent Through managing and piloting unit
in the ICMM’s water working group, a sustainable, cost-effective chromium, 100-ppm nitrate adapting the approach, it can
supporting the evolution of water technology to remediate site and 200-ppm sulphate from remove contaminants, which
stewardship initiatives in the mining contaminants from water groundwater resources in turn lower environmental
industry. that uses biological treatment within 10 hours. Wonderkop risks and produce release-
Recognising the importance of this processes. then up scaled the plant to quality water.
topic to our external stakeholders The biological system uses treat larger volumes and
and to increase transparency on our site-adapted microorganisms adapted the system to treat
performance, during 2020 we published to perform chromium, nitrate higher hexavalent chromium
a standalone Water Report and launched and sulphate detoxifications. concentrations (>200-ppm), if
a dedicated water microsite. The system could also required. By adding modular
detoxify other contaminants, units, Wonderkop can
On a regional basis, our assets participate
if they were present at the increase treatment volumes
in environmental initiatives sponsored by
treatment site. with low capital input costs.
various national associations, for example,
the Mining Association of Canada’s The systems are adaptable for
Towards Sustainable Mining Framework. high and low contamination
levels in surface and


Water
continued Antapaccay The increasing local In collaboration with the Next steps
population and expanding Ministry of Agriculture,
farming activities are creating Antapaccay funded pre-
stress on water availability. feasibility studies for the • Roll-out and implementation
Strengthening water In addition, the limited Jatarana-San Martin Dam of internal and external water
infrastructure in the region construction project, located targets
infrastructure in Espinar
is affecting the availability of in the upper part of the • Roll-out and implementation
water. Cañipia river basin. The of enhanced water
Antapaccay is located in
project will improve the management approach
Peru’s Espinar province, Antapaccay has put in place
infrastructure for distributing
an area of natural measures, such as monitoring • Update the dedicated water
water to local communities.
mineralisation. In Espinar, and water treatment, to microsite
the water is mineralised and ensure its activities do not The project includes the
naturally unfit for human affect water quality installation of an irrigation • Continued participation in
consumption. or availability. system for agricultural international water-related
production and hydraulic initiatives and working
Antapaccay has also groups, such as ICMM’s Water
infrastructure to collect dam
implemented a number Working Group
rainwater in the upper part of
of participatory monitoring
the basin for transferring to
programmes with local
the middle and lower basins.
communities. All participatory
It is anticipated that ten
and company monitoring
communities’ agriculture and
activities demonstrate that
livestock activities will benefit
Antapaccay operates in line
from the dam.
with Peruvian law.
Antapaccay is also promoting
During 2020, the participatory
water projects in Espinar
monitoring programme
city, as well as in the Tintaya-
was cancelled due to
Marquiri and Alto Huarca
the restrictions imposed
communities.
by Covid-19. However,
Antapaccay continued
to comply with the
environmental quality
standards for animals
drinking water and vegetables
irrigation imposed by
the national authorities.


Land Stewardship Land rehabilitated

(hectares)
From project design to operational

1,986
closure, we focus on reducing 2019: 2,313
our physical footprint on the land,
Land disturbed
identifying, managing and addressing (hectares)
our potential impacts by applying the
principles of the mitigation hierarchy
(avoid, minimise, restore/mitigate and
2,046
offset). We seek opportunities to restore 2019: 6,842
and rehabilitate areas that have ceased
SDGs
industrial activities and, at a minimum,
comply with all applicable relevant
regulations. Where possible, we identify
opportunities to align to international
best practice. We look for ways to
improve our land stewardship activities
to enable sustainable conditions within
the ecosystems in which we work, and
for the communities and species that
depend on them.
Read more
Further information on our approach to land
stewardship is available here


Land Stewardship We are committed to identifying and Performance

continued addressing the potential impacts We are a large landowner and currently Highlights
of our business on ecosystems own, lease or manage about 2.3 million
services and achieving no net loss of hectares. Our activities have disturbed
biodiversity through the application around 6% of this land (128,000 hectares). • Established global
of mitigation hierarchy. We support During 2020, we disturbed 2,046 biodiversity and land
species’ preservation and biodiversity hectares and rehabilitated nearly 2,000 stewardship and closure
Our approach conservation through integrated land use hectares (2019: 6,842 hectares disturbed planning working groups
We are committed to managing our planning and management practices, and 2,313 hectares rehabilitated). • Initiated development
land in a productive and sustainable partnerships and research. This supports
Of the total land disturbed, we have of enhanced group-level
manner ensuring proactive stewardship the long-term sustainability of our
rehabilitated 26 % (33,000 hectares), with governance, including
of our landholdings, including those that business and the environment in which
95,000 hectares requiring rehabilitation. updating the Environmental
have not undergone industrial activity. we operate, by seeking opportunities
We tailor our rehabilitation efforts Policy and strengthening our
We are also committed to identifying, to reduce our operational footprint,
to reflect the local landscape and land stewardship, biodiversity
recording and protecting, in alignment wherever possible, and addressing
community needs. Where possible, and closure planning
with local regulatory requirements and biodiversity impacts. We require all
rehabilitation takes place as mining management approaches
best practice, cultural heritage and operations to develop risk-based
activities cease in an area. • Established asset,
archaeologically sensitive locations on biodiversity action plans and site-level
our landholdings. We respect legally biodiversity targets, to drive progress in During the year, we reviewed and commodity department and
designated areas and commit to neither this critical area. enhanced the Group Environmental Group internal biodiversity
mine nor explore in World Heritage Sites. Policy (the Policy), including extensive and progressive land
consultation with both internal and rehabilitation targets
We require our industrial assets
external international environmental • Conducted pilot studies, at
to implement land stewardship
experts. selected assets, of ICMM’s
management systems, including Our ambition
progressive land rehabilitation target To effectively integrate land stewardship new Closure Maturity
setting tied to life of asset planning, that and biodiversity risks and opportunities Framework
includes standard elements such as an into all business decision-making, and
environmental policy, data collection and implement effective and consistent
monitoring, adaptive management, and management of land stewardship and
continuous improvement. biodiversity issues by promoting no net
loss, natural capital and use of nature-
based solutions.


Land Stewardship
continued The vision of CFWRS is to
South
Africa secure a viable black and white
rhino breeding population in
protected areas through the
Risk management Supporting the integration of community
Our assets have robust and effective conservation of one involvement and the inclusion
land stewardship and biodiversity of sustainable solutions.
of nature’s most
programmes. In 2020, to improve our
performance Group-wide, we initiated
endangered species “CFWRS is very dependent
work to strengthen our land stewardship on sponsors, donors and
and biodiversity management approach. Rhino poaching incidents kill volunteers,” says Nico
three rhinos every day and Dooge, Group Manager for
Assets are required to implement results in a large number of Environment at Glencore
systems to manage biodiversity orphaned rhinos. This led to South Africa. “After visiting the
conservation and compliance, and project in March, we decided to
establish biodiversity baselines for use in
the establishment of the Care “We’re very proud that,
for Wild Rhino Sanctuary donate ZAR100,000 to help the
the completion of risk-based materiality (CFWRS). The CFWRS rescues, CFWRS team protect one of with this funding,
assessments. These form the basis for rehabilitates, releases and the world’s most endangered Glencore will help not
the identification and management animals while creating
of biodiversity-related risks and
protects orphaned, injured, or only just the rhinos,
sick rhino in need of refuge. job opportunities for local
opportunities, including natural capital community members.” but also the residents
(ecosystem services) and nature-based
The sanctuary is in an area with
of the communities
solutions2, as well as consideration of any
emerging requirements. many communities located close to the sanctuary,”
nearby. CFWRS provides
education, training and work Nico Dooge
for these communities. This Group Manager for Environment at
helps community members Glencore South Africa
to develop long-term
livelihoods and a commitment
to the conservation of their
surrounding environment.
It also grows vegetables,
2 In addition to the human wellbeing and biodiversity
benefits, nature-based solutions are also increasingly
using the rhino dung as
being used as a carbon offsetting opportunity. fertilizer, which are sold to the
Protection and enhancement of biodiversity within
operational and value chain landholdings can deliver surrounding communities.
carbon removal.


Land Stewardship
continued Mina risks. The mine then sells the recyclable caps for
Andaychagua
appointed working groups, donations to those in need.
led by team members. Andaychagua’s efforts have
contributed to the provision of
These employees act as
Protected areas and biodiversity Transforming the ‘guardians’ of their risk area,
wheelchairs and crutches; and
We own, lease or manage 105,000 landscape through and are chosen specifically • An annual recycled art
hectares adjacent to protected areas
environmental for their expertise and their competition, where
and 188,000 hectares adjacent to high
biodiversity areas. Assets are required
leadership and role’s relationship to the operational teams compete
innovation issue. This helps to embed to take typical waste materials,
to develop risk-based land stewardship
environmental respect, such as used tyres, boots and
and biodiversity action/management
responsibility, action and containers, creating works of
plans to manage material biodiversity In the central mountains of
management throughout the art, which are then installed
aspects and to integrate these plans into the Peruvian Andes, lies the
business. around the site at various
core business planning processes. Where Andaychagua mine, part of
points of interest.
we have non-operational buffer lands, Volcan’s Yauli Mining Unit, Next, the mine launched
our plans support the continuation of one of the world’s largest a comprehensive In addition to these initiatives,
existing land practices, including grazing producers of zinc, lead communication campaign Andaychagua has invested in
and other agricultural activities. and silver. to raise widespread transforming the mine entrance
environmental awareness. area with over 7,000m2 of new
During 2020, we established a global For a long time,
It displayed posters providing vegetation, serving as a visual
working group of subject matter Andaychagua’s greenery
information, colourful notices reminder to all workers of their
experts, representing all departments was minimal. While
and performance indicators in collective responsibility for
and regions, to strengthen our land rehabilitation was
the site’s most visited areas. environmental performance and
approach towards biodiversity and land being practiced, general
sustainability. Andaychagua also
stewardship and targets. Our approach environmental awareness Finally, Andaychagua
constructed a site greenhouse
applies to all our landholdings, including was a concern, with reports launched a variety of contests
using recycled materials. While
those that have not undergone industrial of discarded plastic bottles, to raise environmental
initially built to grow plants as
activity, such as peripheral lands used for used tyres and other waste awareness and support local
environmental controls (such
agriculture. materials littered across charities, including:
as, eco-friendly plant-based oils
the site. Now, all this has
• An annual bottle cap for use in dust suppression),
changed due to an innovative
collection contest, it has now become a relaxing
environmental initiative that
rewarding the team who sanctuary where employees can
has led to some creative
collects the most plastic find a peaceful moment to de-
employee engagement.
Our expectations bottle caps, for donation stress and reconnect with nature.
on land Andaychagua first worked to to Tierra y Ser, a local
management identify its top environmental environmental NGO, that


Land Stewardship Consistent with our membership of

continued the ICMM, our approach reinforces
our commitment to ‘no net loss of
biodiversity’.
Rehabilitation at
We require that all our assets undertake Glendell coal mine
biodiversity surveys and use their data in Australia
to identify risks and opportunities and
to develop mitigation plans. We monitor
progress against these plans through
biodiversity report cards.
Rehabilitation
We recognise that we are custodians
of the land on which we operate and
are committed to responsible land
ownership and meeting community
expectations. Where feasible, we conduct
progressive rehabilitation on previously
disturbed areas once active operations
have completed.
During 2020, the relevant state
government regulators assessed four
of our Australian coal rehabilitation
areas at Oaky Creek and Collinsville in
Queensland and Ulan and Westside
in New South Wales as “achieving
rehabilitation completion”. This,
in addition to previous successful
rehabilitation assessments,
demonstrates our commitment to
meeting the requirements of agreed final
rehabilitation outcome for our sites.


Land Stewardship
continued Mangoola was the first site in The oldest rehabilitated
Mangoola
Australia to adopt the natural area is now 10 years old.
landform approach in 2011, Here, many of the trees and
and it shares its learnings shrubs are showing regular
Mangoola coal within Glencore and with a cycles of flowering and
operation rehabilitation range of other stakeholders seed production. Second
including other mining generation seedlings are
companies, the government, evident across rehabilitation
As at many of our assets, our
the community and other areas seeded between 2011
Mangoola coal operation
industries to support the and 2014.
undertakes progressive mine
evolution of rehabilitation
rehabilitation. Its rehabilitation This is evidence of trending
practices.
differs slightly as it is following towards ecological restoration
a full natural-landform, By early 2021, Mangoola with a self-sustaining
ecosystem-restoration has rehabilitated over vegetation community.
approach, a revolutionary 750 hectares of mined
Since 2012, Mangoola has
process that other Australian land restoring a range of
undertaken a long-term
mines are now adopting. vegetation communities
translocation and research Rehabilitation
on the shaped post mine work at Mangoola
project on two species
landform during the last ten coal mine
of endangered terrestrial
years. Fauna monitoring in
orchids, Prasophyllum
the rehabilitated area has
petilum and Diuris tricolor.
identified wombats, red-
This is the largest research
necked and swamp wallabies,
project for translocation of
eastern grey kangaroos,
terrestrial orchids in Australia
wallaroos, short-beaked
and the only one attempting
echidnas, brushtail possums
re-establishment into
and microbats. In addition,
mine rehabilitation. It has
there is a range of reptiles
significantly contributed to
including lace monitors,
advancing knowledge for the
bearded dragons, brown
conservation of these species.
snakes and eastern longneck
turtles and over 70 woodland
bird species. Read more
here


Land Stewardship Closure human rights. A global closure planning

continued Mining is, by definition, a temporary land ‘vision-setting’ workshop was held in Next steps
use and, at the end of its operational late 2020 to undertake a detailed review
life cycle, the land transitions to a of risks, opportunities and mechanisms,
post-mining land use. We develop culminating in strengthening our • Global roll-out and
closure plans and financial estimates to management approach for closure. implementation of enhanced
complete this post-mining restoration environmental governance,
Our approach to closure planning
well before the end of operations, with including the Environmental
recognises that limiting our
financial assurance typically provided Policy, strengthened
environmental footprint from the outset
to government agencies prior to management approaches
of operations reduces closure-related
development or expansion. In addition, for land use, which includes
impacts and liabilities in the long term,
our assets are required to develop closure archaeological and cultural
and aligns with our commitment to
plans that include social frameworks resources, biodiversity and
source responsibly the commodities
and to identify progressive rehabilitation closure planning
needed for our daily lives. As such,
targets to encourage reclamation of • Advance implementation of
our closure planning begins in an
areas where operations have ceased prior internal biodiversity and land
asset’s design phase and continually
to the overall closure of the asset. rehabilitation targets
updated throughout its operational life,
In addition to managing environmental incorporating the principles of adaptive • Expand the implementation
risks, our approach to closure includes management. of the ICMM Closure
progressing robust social transition Framework Tool
External engagement
planning that minimises impacts on
We actively participated in the • Identify and assess
our workforce, local suppliers and
development and refinement of the constructive partnerships
communities. We undertake closure
ICMM Closure Maturity Framework, a tool to advance integrated land
activities in areas where industrial
for building a common understanding stewardship and biodiversity
activities have occurred and where,
of closure concepts across an asset’s projects
either entirely or partly, operations
life cycle and across mining disciplines.
have completed.
The Framework aligns with ICMM’s
During the year, we established a Integrated Mine Closure Good Practice
global closure planning working group Guide. During 2020, we conducted pilot
to develop enhanced closure-related testing of the tool at six representative
governance. The working group assets. We will expand the testing
comprised of subject matter experts during 2021.
from all commodity departments
and operating regions, as well as key
corporate functions such as corporate
communications and communities and


Human
Rights


Human Rights Zero serious or major

human rights incidents
We recognise we have the potential to

impact human rights directly through
0
2019: 0
our operations, and indirectly through
our relationships with joint ventures, SDGs
contractors and suppliers. We are
committed to respecting human
rights and actively support our
workforce, business partners and
suppliers to understand and meet
this commitment.
Read more
Further information on our approach towards
human rights is available here


Human Rights Supporting a successful School readiness

continued return from lockdown In September 2020, as
schools began to return, the
GCSA-WESSA partnership
Our coal business in South
provided each school with
Africa (GCSA) is partnering
Our commitments hygiene units and soap, as
with the Wildlife and
We uphold the dignity, fundamental well as presenting a Covid-19
Environment Society of South
freedoms and human rights of our awareness programme.
Africa (WESSA) to support
people, communities and others Food security
17 Glencore-WESSA
potentially affected by our activities. All 17 Eco-Schools have
Eco-Schools.
We seek to apply relevant international sustainable food gardens.
The schools are close to
standards to understand, control and At five schools, the
GCSA’s operations, and we
mitigate our impacts. We are committed partnership has also installed
identified a need for small-
to implementing the United Nations food-producing tunnels,
scale investments to improve
(UN) Guiding Principles on Business water tanks for irrigation
the quality of learning.
and Human Rights and uphold the UN and vegetable seedlings
Declaration of Human Rights and the During 2020, GCSA and to support the schools’ As food production becomes
International Labour Organization (ILO) WESSA identified three nutrition programmes. established, the money
Declaration on Fundamental Principles priority areas to support the generated from the sale
The tunnels enable the
and Rights at Work. successful return of schools of the vegetables creates
schools to maximise their
following the end of the opportunities for the schools
We operate in accordance with the yield through protecting the
national Covid-19 lockdown: to generate funding that it
Voluntary Principles on Security and crops during harsh weather
curriculum support, schools can use to pay for school trips
Human Rights, International Finance conditions, extending
readiness and food security. and assisting learners from
Corporation’s Standard 5 and ICMM’s the gardening season.
Curriculum support disadvantaged families with
position statement on Indigenous Composters manage the
In response to schools food and school uniform.
Peoples and Mining. schools’ food waste and
closing, the Department improve the soil. As the entire school
We support the UN Global Compact and of Basic Education revised benefits from the resources
follow the principles set out in the OECD The schools are now
the curriculum to focus on provided by the Glencore-
Guidelines for Multinational Enterprises providing fresh food to
core subjects and to support WESSA partnership, there
and OECD Due Diligence Guidance for vulnerable learners and their
students in passing their are considerable indirect
Responsible Supply Chains of Minerals from families during the Covid-19
grade exams. The Eco-School benefits. In 2020, the initiative
Conflict-Affected and High-Risk Areas. pandemic. They are also using
team assisted teachers directly benefited 150
the food tunnels as outdoor
We articulate these commitments in by providing educational learners and 70 educators
classrooms for subjects such
our Code of Conduct and Group Human materials and lesson plans and indirectly 14,538 learners
as mathematics, natural
Rights Policy. specifically designed for the and 1,893 educators.
science and technology.
revised curriculum.


Human Rights The Board’s Health, Safety, Environment Our assets tailor the implementation of
continued and Communities (HSEC) Committee the Group Human Rights Policy to reflect
provides oversight on the management local cultures, regional challenges and
Our approach of community and human rights issues. to leverage opportunities while meeting
We demonstrate respect for human the expectations established by the
Our Group Human Rights Policy
rights and seek to manage human rights policies. They conduct human rights due
articulates the fundamental elements
risks at each stage of our business and, diligence to identify, prevent and mitigate
of our approach and how we fulfil our
Our ambition for industrial assets, at every stage of human rights risks and impacts across
commitment to respect human rights.
To uphold and promote respect for the project life cycle from exploration our business.
Its main areas include:
human rights within the Group and through to closure.
If assets have caused or contributed to
throughout our value chain to enable • Labour rights, including fair
We expect every leader across our an adverse human rights impact, they
people’s basic rights and freedoms. recruitment and employment
business to be a strong role model for are required to investigate and report
We aim to: practices, occupational health and
acting with integrity and promoting an the incident internally and to provide
safety, freedom of association, child
• avoid causing, or contributing to ethical culture that respects the dignity or participate in effective remediation,
labour, forced, compulsory or bonded
adverse human rights impacts; and equality of all people. giving particular attention to vulnerable
labour, human trafficking and any
• prevent or mitigate adverse human and disadvantaged groups.
Our Code of Conduct sets out our other form of slavery
rights impacts linked to our operations, commitment to respect human rights in We operate grievance processes
• Inclusion and diversity
products or services through our a manner consistent with the Universal designed to be legitimate, accessible,
business relationships; and Declaration of Human Rights. Together, • Discrimination and harassment predictable, equitable, transparent,
• make a positive contribution to our Glencore Values and Code of • Indigenous Peoples rights compatible, a source of continuous
the advancement of human rights Conduct underpin our Group policies, learning, and based on engagement and
• Resettlement
of all people, including vulnerable which together detail the behaviour and dialogue. Where people have complaints
performance expectations for all assets • Security or grievances, we aim to investigate and
groups. In the event that we cause
or contribute to an adverse impact and offices where we have operational • Human Rights Defenders resolve them at the local level (see Social
on human rights, we provide for, or control. We expect our business partners Performance).
• Conflict
cooperate in, processes to enable to share our commitment and leverage
• Transparency of payments Through our HSEC-HR assurance
appropriate remedy. our business relationship to advance
to governments. model, every asset undertakes an
human rights.
annual self-assessment against Group
Everyone working for Glencore, regardless policy implementation. The commodity
of location or role, must comply with our departments use the self-assessments
Code of Conduct. We expect each of results to inform their annual HSEC-HR
our commodity departments to embed risk assessment and planning processes.
respect for human rights throughout
What human
their activities. Our senior managers are
rights means
to Glencore accountable for identifying and managing
human rights risks and potential impacts.


Human Rights How our salient risks present across our business activities:
continued
Industrial activities Marketing activities

Exploration
Salient risks Labour Rights Extraction Processing Blending and Logistics
acquisition and
Our salient risks assessment considers and production and refining optimisation and delivery
development
risks to people. Our material topic
assessment considers both impact to Sub-standard working conditions, slavery, forced labour, child labour, industrial relations, discrimination
business and impact to rightsholders.
As a result, our salient risks and our
material topics do not align perfectly.
Injuries and fatalities
We identified six salient human rights Safety
risks across the Group: labour rights,
safety, health, security, inequality
and water. Occupational diseases
Health
Dust SO₂/NOx emissions,

hazardous chemicals
Violence or abuse by private or public security forces

Security
Access to grievance mechanisms

Inequality
Bribery & corruption
Artisanal & Small-Scale Mining
Lack of transparency
Water Access to water & sanitation


Human Rights Delivering our human rights programme

continued
Process Objectives Key Group activities in 2020
Risk management • Identify, assess, manage and mitigate human • Reviewed and updated our management approach
Performance rights risks for human rights
During the year, we reviewed and • Started a comprehensive review of cultural heritage
risk exposure and management controls
updated the Group Human Rights Policy
• Developed human rights risk rating tool
(the Policy) to reflect our commitments
to a range of international human rights
Community and stakeholder • Identify relevant, potentially impacted stakeholders • Updated our management approach for social
instruments. As part of the review, we performance (includes stakeholder engagement
engagement • Inform human rights risks assessments and/or impact requirements)
consulted with external stakeholders assessments
and the communities where we operate. • Determine if risk management activities are appropriate
and effective
The Policy articulates the fundamental
• Consult on design and effectiveness of
elements of our approach and sets grievance mechanisms
out how we fulfil our commitment • Participate in multi-stakeholder forums to understand
and discuss best practice/lessons learned
to respect human rights. The revised
version strengthens our approach to
human rights. Due diligence • Identify and manage human rights risks related to our • Continued implementation of enhanced due diligence
business partners against the Supplier Standards and Know Your
customer process
The Policy aligns with the ICMM’s Mining
Principles and the UN Sustainable
Grievance and complaints • Provide at least one channel for stakeholders to raise • Conducted review of local grievance mechanisms
Development Goals. We developed mechanisms* and seek redress for impacts to their human rights (can against the UNGP effectiveness criteria (see also
include dedicated phone lines, registers in public places, Training)
it with input from people across our SMS hotlines or community offices)
Company, leading human rights experts,
and members of societies where we Monitoring and evaluation • Review the effectiveness of human rights activities • Enhanced guidance on human rights incident
operate including local residents, business to continually improve human rights performance evaluation and reporting
(including audits)
partners, government and civil society. • Completed third line audits on implementation of the
Voluntary Principles on Security and Human Rights at
four assets
We continue to support the Extractive
Industries Transparency Initiative (EITI)
Training • Build a consistent understanding amongst • Webinars on best practice for complaints and grievance
and transparency in the industry. We the workforce on the importance of respecting mechanisms
participate in the EITI’s commodity human rights
trading working group. During the year, • Provide guidance to the workforce, including
management personnel, on our expectations for
the working group finalised reporting demonstrating respect for human rights including
how to implement and monitor human rights
management controls
* Neither Glencore’s Raising Concerns platform nor local
grievance mechanisms impede access to judicial or
administrative remedies. Glencore cooperates with
state-based non-judicial grievance mechanisms.


Human Rights Community and stakeholder • Continuing work with an ASM

continued engagement consultant to help develop and
The restrictions imposed by Covid-19, implement an ASM Implementation
meant adapting our stakeholder Plan to address ASM activities on
engagement strategies from face-to-face Fighting the KCC’s properties and in the immediate
guidelines for companies purchasing meetings to virtual sessions. root causes community;
oil, gas and minerals from resource-rich of child labour
Artisanal and small-scale mining • Training for former ASM workers
countries. wanting to pursue alternative
Artisanal and small-scale mining (ASM)
Glencore’s EITI disclosure in its annual represents an important livelihood and livelihoods and the development of an
As detailed in our previous report, in June Enterprise Development Programme
Payments to Government Report income source for many poverty-affected
2019, a tragic incident at our Kamoto to promote local businesses.
reflects these guidelines. In line with populations around the world. The sector
Copper Company (KCC) operation in the
our commitments, we will consider is largely unmechanised and informal
DRC resulted in multiple fatalities and
how to promote increased transparency in nature so it often presents significant
injuries of trespassing ASM miners who As a major producer and marketer of
in the industry. safety and human rights risks. A key
were operating illegally at KCC. cobalt, we support efforts to establish
issue is the participation of children in
Risk management greater transparency in the value chain,
the sector. A further issue occurs when Following this incident, we implemented
We developed an innovative human and actively participate in third-party
artisanal miners illegally trespass on the and strengthened various mitigating
rights rating tool to enable consistent assurance of our responsible sourcing
property of large-scale mines, which measures:
assessment of the human rights risk approach under the Responsible
introduces security and safety challenges.
level of each asset across the Group. • Completion of a 32km boundary wall Minerals Initiative. We apply our due
We developed the tool in consultation In the DRC, ASM is a source of to prevent intrusions into open pits diligence processes to ensure ASM
with internal and external human rights employment for around 2 million and surface operations; material does not enter our supply chain.
experts who helped identify country people. It is particularly prevalent near • Ongoing risk assessments, training During the year, we reviewed our overall
and local risk indicators for each of the our operations, where artisanal miners and internal controls that align with the approach to ASM in recognition of the
Group’s salient risks. The tool comprises mine cobalt. Due to the link between Voluntary Principles on Security and important and sustainable role that
20 indicators from credible, international child labour and artisanal mining, we Human Rights for security personnel responsible and transparent ASM could
sources and 29 internal indicators from conduct assurance to demonstrate to and are applied during engagement have in the supply chain. We became
across our assets. our stakeholders in our value chain that activities with public security forces; a member of the Fair Cobalt Alliance
our product does not contain ore sourced
An asset’s risk rating will determine the • Hosting summer camps during school (FCA), collaborating with other supply
from artisanal mining. Our engagement
minimum actions required to manage holidays to discourage children’s chain companies and non-industry
with those involved in ASM focuses
human rights risks. The tool aligns involvement in ASM. The measures stakeholders. The FCA’s mission is to
on how ASM and large-scale mining
with the Corporate Risk Management implemented to address Covid-19 transform ASM in the DRC in a positive
can sustainably co-exist as distinct yet
Framework and we will roll it out meant the 2020 summer camp was manner through eliminating child
complementary sectors of a successful
during 2021. replaced with kiosks that children and forced labour, supporting the
mining industry in the DRC.
utilised for book reading and professionalisation of ASM through
sports activities; the adoption of responsible mining


Human Rights In 2014, the resettlement of Plan Bonito At Zonnebloem, all of the families have Closure and Care and Maintenance
continued was completed. The resettlements of relocated as part of the first phase. See the Our People section
El Hatillo and Boqueron are not yet Planning for the life of mine indicates that
completed. one additional family will need relocating Read more
by 2027. This family has requested a rural here
In response to the COVID-19 pandemic,
practices, and identifying and supporting relocation and Zonnebloem is currently
Prodeco suspended its mining
alternative livelihoods to help increase investigating possible site options.
operations in March 2020. In February Due Diligence
incomes and reduce poverty.
2021, Prodeco announced that it is Engagements are ongoing with the See the Responsible Sourcing
Further information on how we commencing the process of handing two affected families at iMpunzi. The and Supply section
responsibly source and supply our its mining titles back to the Republic of two families have asked for an urban
products is available in our Responsible Colombia through the National Mining relocation and iMpunzi is identifying Read more
Sourcing and Supply chapter. Agency (ANM). Prodeco’s commitment suitable alternate accommodation. The here
to the resettlement project is unaffected families have viewed several options and
Resettlement
by this announcement. we anticipate a decision shortly.
We seek to avoid resettlement wherever
possible. When unavoidable, we proceed CNR recently entered in bankruptcy In the DRC, our KCC asset is resettling Grievance mechanisms
in accordance with IFC Performance protection proceedings and suspended the community of Kapata as part of its See the Responsible Citizenship section
Standard 5: Land Acquisition and its involvement in the resettlement extension of the East Mashamba dump.
Involuntary Resettlement. Throughout, process. While the government assesses The process for identifying, investigating Read more
our priority is to ensure that all affected the impact of CNR’s non-participation, and engaging with the community here
stakeholders have full participation. the resettlement process is suspended. began late in 2019. The assessment
Following any resettlement, through Drummond and Prodeco are working identified households likely to be
ongoing monitoring, we seek to ensure outside of the resettlement project to impacted by the mine’s future activity.
the communities involved can maintain support the most vulnerable members Due to restrictions imposed by Covid-19,
productive livelihoods. of those communities with a contingency KCC has suspended the resettlement
plan. project.
In 2010, the Colombian Environmental
Ministry issued an order for Prodeco, In South Africa, our Goedgevonden
Drummond and Colombian National complex completed the construction
Resources (CNR), to pre-emptively resettle of houses for the remaining six families
the communities of Plan Bonito, El Hatillo in late 2020, in line with the settlement
and Boqueron due to the prospective and relocation agreement agreed in
impacts of mining on air quality in these 2018. Five of the six families relocated in
communities. The resettlement order was December 2020, and engagements are
not due to actual levels of contamination ongoing with the remaining family.
but future expected air quality in these
areas caused by the mining operations
of the three companies.


Human Rights Monitoring and evaluation Guidance materials include definitions

continued During the year, we initiated a project to and numerous scenarios to support Next steps
improve our classification of events with teams across the Group apply the
human rights impacts. We consulted framework and build a more consistent
with an international human rights understanding of events with human • Roll-out our strengthened
expert, and his contributions were fed rights impacts. approach to human rights
into our internal discussions. • Implement human rights risk
Training
The resulting framework considers two In line with the Voluntary Principles for rating tool
elements: the Company’s relationship to Security and Human Rights (Voluntary • Improve complaint and
an event and the severity of the event. Principles) and our own Security Protocol, grievance mechanism design
we provide human rights training for our
We base our relationship to an event on • Roll-out and monitor our
private security teams.
the UN Guiding Principles on Business improved human rights’
and Human Rights (UNGPs). The three Due to Covid-19, our training-related incidents classification
relationship levels specified in the UNGPs activities were limited during the year.
are: Our assets implementing the Voluntary • Internal audits on our
Principles continued their training implementation of the
1. The company causes the event (it has Voluntary Principles
programmes for their security teams.
control over the activity);
Our South African coal and ferroalloys
2. The company contributes to the event
businesses also established and
(it has partial control over the activity);
rolled out awareness campaigns on
or
gender-based violence as part of their
3. The company is linked to the event (it stakeholder engagement activities.
has very limited control, however, it is
linked to the event through its business
activities).
After it has been determined if
Glencore has caused, contributed or is
linked to an event we use a dedicated
human rights consequence matrix to
assess the severity of the event. The
combination of the relationship level
to and severity of the event determines
the necessary management actions
and reporting requirements.


Responsible Tax and royalty

payments
Citizenship
(US$ billion)
5.8
South
Africa
Mining activities can make a significant

contribution to the national, regional 2019: 7.7
Supporting
and local economies in which they communities’ wellbeing
Community Investments
operate through the provision of (US$ million)
95
employment and training, tax and In 2019, Glencore Coal South
Africa (GCSA) undertook a
royalty payments to governments for
socio-economic baseline
essential services, local procurement, study, which built on an
2019: 90
social development and environmental external human rights impact
GCSA equipped a mobile centre
stewardship. Our aim is to minimise Community complaints
assessment it completed in 2017.
The study included metrics to to test for diseases, including
adverse impacts from our activities (number received)
HIV, diabetes, hypertension,
understand the prevalence of
1,272
and to build partnerships to support mental health illnesses in the respiratory diseases such as
sustainable development and growth. communities. It found that a tuberculosis, as well as Covid-19.
significant percentage of the Individuals identified during the
2019: 1,149 sample population, showed screening process as high risk
some negative mental health receive further testing, diagnosis
SDGs symptoms with the potential to and treatment.
affect a person’s wellbeing and a GCSA’s partnership with the
high correlation between income Department of Health will
poverty, food security and poor continue post Covid-19, working
mental health. on other wellness programmes
In response to the findings, within the community. The
GCSA established a Community programme will also collaborate
Resilience Programme, which with the SHE Conquers
includes resources to assist with Programme for young women
psychosocial issues. and girls to address issues such
Read more
Further information on our approach to as teenage pregnancy and
responsible citizenship is available here
GCSA launched the Programme HIV, as well as support to other
in collaboration with the key population groups such as
Department of Health to support LGBTQI+ and sex workers.
its response to Covid-19.

Responsible Citizenship During the year, our payments to

continued governments totalled US$5.8 billion Highlights
(2019: US$7.7 billion), reflecting the
Our ambition value we contribute through the taxes
To be an active and valued participant and royalties we pay in our operating • US$95 million spent on
in all the communities that host us, to countries for our marketing and industrial community development
understand and manage our negative activities. The decrease was mostly due programmes, including
Our approach impacts and identify where we can make to lower corporate income tax payments, US$19 million specifically
Through meaningful stakeholder the most effective positive contribution. directly attributable to the decline in pre- on Covid-19 relief initiatives
engagement and integration of our social tax profits in many of our key operating
Performance
performance into our core business, we jurisdictions and royalty payments that
In 2020, we revised our Social
support the advancement of the mutual decreased in line with lower prices and
Performance Policy, which the Board
interests of our host communities and production curtailments.
approved in early 2021. As part of
our assets. With activities ranging from
the review process, we consulted During 2020, we spent US$95 million on
exploration and development projects,
with external stakeholders and the community development programmes
to mines and mineral processing facilities,
communities where we operate. The (2019: US$90 million). In response to the
warehousing, and assets in closure, we
Social Performance Policy aligns with global pandemic, we launched a US$25
are present in a hugely diverse range of
the ICMM’s Mining Principles and the million Glencore Community Support
geographies and cultures around the
United Nations Sustainable Development Fund to provide additional support
world. Some of our businesses operate
Goals and people across our company, to new and existing local community
in challenging contexts and we remain
social science experts, and members of efforts by our teams. See page 62 for
committed to working, with others, to
societies where we operate inputted into further details.
help find and implement solutions to
its development. The Social Performance
social issues and to build resilient and At the end of 2020, we had spent US$19
Policy articulates the fundamental
peaceful communities. million on Covid-19 related initiatives.
elements of our approach to our
In addition to local employment and engagement and participation in society.
business development, voluntary social
In 2020, we received 1,272 community
investment forms part of our contribution
complaints (2019: 1,149 complaints). The
to the communities in the regions where
majority, 34%, related to damage caused
we operate. We support programmes in
by flood water runoff from the Badila and
community development, enterprise and
Mangara operations in Chad. Our expectations
job creation, health, education and the on land
environment. Other complaints from around the Group management
related to odour/fumes and noise, which
accounted for 17% and 14% of our total
complaints, respectively.


Responsible Citizenship Socio-economic contribution scorecard

continued
Stakeholder group Value flows 2020 results
Employees • Wages and benefits • 96% of our workforce is local to the country where
Socio-economic contribution we operate
One way of measuring our social
impact is through our socio-economic
Suppliers, contractors • Procuring goods and services • 80% of our global procurement spend is with suppliers
contribution scorecard. The scorecard and contractors local to the countries where we operate
and small businesses • Skills and enterprise development
demonstrates our efforts to meet both
• Nearly 80,000 people benefited from our enterprise
societal and business objectives. development and economic diversification investments
The scorecard examines the key value

flows that our assets create for four Local communities • Community development • US$95 million spent on programmes supporting local
principal stakeholder groups. community development, including about US$9.6
• Use of shared public-use infrastructure million on enterprise development and economic
• Education and skills development diversification of local entrepreneurs
• Around 2.6 million people living near to our assets have

benefited from our community investment activities,
including environmental initiatives, healthcare facilities,
education programmes and enterprise development
• US$1.3 million spent on infrastructure for water

processing and distribution, including more than
15 kilometres of pipework and infrastructure
• US$2.1 million spent building or maintaining over

72 kilometres of roads
• US$0.55 million invested in power distribution

infrastructure generating 232 Megawatts per year
Local and national • Taxes and royalties • US$5.8 billion paid to host governments in taxes
governments and royalties


Responsible Citizenship Social Issues The Group peacefully left the land and
continued In addition to Covid-19 presenting Mopani continued to work with local
unprecedented health and medical communities on poverty alleviation
challenges globally, it has exacerbated initiatives. In March 2021, Glencore
inequalities in many of the regions where completed the sale of its 90% interest
Economic value added in 20201 we operate. The financial impacts of in Mopani to ZCCM Investments
loss of revenue due to business closures Holding plc, the existing owner of the
North South Rest of
US$ million Group Africa Australia America America World and increasing costs of public health remaining 10% interest.
demands have placed significant • In Peru, the impact of Covid-19
Revenues2 179,717 9,579 8,851 23,611 9,112 128,564 pressure on governments. led to social unrest in the Espinar
Payments to suppliers In 2020, we had a series of incidents region, affecting a number of mining
(operating costs)3 166,739 8,869 6,991 22,231 6,926 121,723 operations in the region, including our
involving interaction between local
Economic communities and police forces. Antapaccay asset. The unrest escalated
value added 12,978 711 1,860 1,381 2,186 6,840 and the protestors burnt pastureland
• During June and July, several thousand
Royalties, duties and blocked all of the roads around
and taxes4,5 5,794 1,914 1,862 307 778 932 individuals invaded land owned by
Antapaccay, affecting all movements
our asset Mopani in Zambia and
Employee wages in and out of the site. Approximately
and benefits6 4,649 935 1,245 694 436 1,339 began clearing over 300 hectares of
1,800 workers were confined at the
land for housing. While sympathetic
Sum of payments to site between 21 July and 8 August.
providers of capital7 2,338 160 270 453 177 1,279 to the needs of people involved, this
In addition, protestors broke into the
Community land is part of an industrial site and
site and damaged the water plant
investments 95 24 8 3 18 43 therefore not safe or appropriate for
that supplies the mine and two
Sum of capital the establishment of housing. Despite
surrounding communities of Tintaya-
expenditure 3,274 873 823 580 407 590 ongoing requests by both Mopani and
Marquiri and Cocareta.
Economic value local authorities to vacate the land, and
retained/contributed -3,172 -3,194 -2,348 -656 370 2,656 notices published in the local media In response to the situation, the
informing the illegal group on the government dispatched around
need for them to leave the land, they 340 police officers to secure the site.
remained in place. The issue was resolved following
engagement with the community
In mid-July, Zambia’s High Court
1. For presentation purposes, figures are rounded to the nearest unit. and the agreement by Antapaccay
authorised local police to remove
2. Revenues include sales, intercompany sales and other income. to provide additional support to the
3. Operating costs include all cost of goods sold excluding salaries, employee benefits, taxes, community investments, people occupying the land. Mopani
depreciation, impairment and M2M. community of Espinar to mitigate the
engaged with the police to outline its
4. Does not include total net refunds from governments on VAT, GST and sales tax amounting to US$1,382 million. impacts of the pandemic.
5. Does not include income taxes paid in Colombia, Peru and Chile, relating to Glencore’s proportionate ownership expectations in terms of observing
interest in joint ventures (Cerrejón, Antamina and Collahuasi) amounting to a total of US$383 million. human rights and use of minimum
6. Excludes all costs relating to contractors; these are shown in operating costs.
7. Consists of dividend payments and interest expenses to third parties and inter-Group entities. Payments to providers force necessary to remove the people.
do not include any repayments of loan principal.


Responsible Citizenship It initially prioritised assistance to local

continued health authorities and community
organisations to help them respond
to the immediate impacts of the
crisis. Imperatives such as access to Moving resources However, the travel
Risk management clean water, hygiene products and online to continue restrictions, school closures
Supporting local communities medical equipment were important and limits on gatherings
learning through
The Covid-19 pandemic is an in some regions. caused by the global
unprecedented challenge for all of
the pandemic pandemic meant LSF was
In others, our efforts focused on enabling
us, including our colleagues, families, unable to deliver its planned
students to continue learning, despite Learning for a Sustainable
local communities and society. The programmes. Rather than
schools closing, through providing free Future (LSF) offers innovative
scale and diversity of our operations postpone these activities,
Wi-Fi hotspots. educational programmes
means that the impact of the virus LSF saw a great opportunity
varies by location. In addition, many of In addition to the Fund, our offices and that provide young people to adapt and transform
our operations are located in remote assets mobilised their skills and resources with the knowledge, skills, resources on their online
areas with limited public health care to provide local in-kind support. We values, perspectives and database to provide easy to
systems. Our teams are working closely adapted and tailored some of our practices that are essential use on-line activities that
with governments, health agencies and existing social investment programmes to a sustainable future. parents and teachers can do
other key responders to identify their to address the changing social needs Over the last ten years, with their children at home.
needs to provide the most effective during the crisis. Glencore’s nickel business With Glencore’s support and
response possible. partnered with LSF in its
We also participated in collaborative reallocation of funding, LSF
To support their efforts, we established responses with our peers. For example, delivery of K-12 sustainability created a series of weekly
a US$25 million Glencore Community in South Africa, the Minerals Council education initiatives through activities, available in both
Support Fund (Fund). We designed the of South Africa established regional its operations in Canada, New English and French. Parents
Fund to be flexible and responsive and government collaborative platforms Caledonia and Norway. and teachers around the
to complement existing efforts by our to coordinate the efforts and resources Glencore’s funding for LSF world can view and download
local teams to provide the support their of the mining companies’ response to in 2020 was to go towards the programmes as they
communities need most at this time. the pandemic. LSF’s face-to-face professional work hard to continue their
development workshops, children’s daily learning and
youth engagement development.
programmes and stakeholder
engagement.


Responsible Citizenship
continued Raglan • Constant collaboration One such initiative is the Akkivik
between Raglan Mine programme. Akkivik means ‘to
and Inuit stakeholders; give a leg up’ in Inuktitut and
supports projects that provide
• Financial provisions
Grievance mechanisms direct and long-term social
to ensure that Inuit
All our operations are required to have Celebrating 25 years of beneficiaries derive direct
and economic development,
in place local complaints and grievance the Raglan Agreement at a local level, in Kangiqsujuaq
economic benefits;
processes that are legitimate, accessible, and Salluit.
predictable, equitable, transparent and • Promotion of employment
In 1995, Glencore became The focus of the Akkivik
rights-compatible and in line with the for Inuit beneficiaries;
the first mining company in programme is to provide
United Nations’ Guiding Principles (UNGP)
Canada to sign an Impact and • Safety of all land users and seed money and in-kind help
effectiveness criteria. These processes
Benefit Agreement (IBA) with employees; and it provides support in a
encourage people to raise concerns
an Indigenous population. We number of sectors that include,
with us without fear of recrimination. We • The Inuits’ direct enjoyment
have become the benchmark culture, community health
commit to investigating all concerns in of social and economic
and model for other similar and wellbeing, education,
a manner that respects the rights of the advantages throughout the
agreements, which numerous training and leadership
complainant. active life of Raglan Mine;
mining companies and development, entrepreneurial
and
During 2020, we undertook a Group-wide industrial operations have capacity development and
project to assess our local complaints and since created with various • Facilitation of the job creation, food security
grievance processes against the UNGP Indigenous populations across development and and energy security.
effectiveness criteria. the country. operation of the Raglan
Since its inception in 2018, the
Mine project in an efficient
We identified areas for improvement, In 1995, Raglan Mine’s programme has assisted 27
and environmentally
including the need for more robust operations had not begun projects. One such project was
sound manner.
mechanisms to measure the and would not begin until a trail marking initiative, which
effectiveness of the process, including 1997. The IBA summarised Over the last 25 years, through flagged snowmobiling trails
feedback from potentially affected the mutual agreement the Agreement, the Raglan as a way to reduce the risk of
stakeholders. Over the next year, assets between Makivik Corporation, Mine has established social riders getting lost in inclement
will strengthen the design of their the northern villages of and community engagement weather. Another was the
complaints and grievance processes. Salluit and Kangiqsujuaq initiatives, developed and launch of The Sewing Centre,
and Société Minière Raglan implemented preventative a project that preserves sewing,
We followed this assessment with
du Québec Itée (Raglan Mine). and proactive health and one of the important traditional
learning webinars focused on challenges
It is a comprehensive social safety approaches, supported skills of the Inuit, in order to
and good practices in complaints and
and economic agreement Inuit employment and training keep the culture thriving.
grievance process implementation in
that addresses critical and made environmental
early 2021.
issues including: improvements.


Responsible Citizenship Guidelines for Multinational Enterprises Throughout 2020, we continued the Indigenous People and
continued by Cerrejón and its shareholders, Anglo actions we initiated in 2019, to support cultural heritage
American, BHP and Glencore. Cerrejón the victims and their families through Our business interacts with many diverse
is an independently managed and covering medical support in the DRC and communities around the world. We
operated joint venture, and the Anglo care and accommodation in South Africa, appreciate and respect the importance
Over 150 operational managers American, BHP and Glencore groups are as well as providing income support for of their cultural heritage and seek to
and social, environment and legal equal shareholders in the joint venture the affected families. avoid, or where avoidance is not possible,
professionals attended the sessions that company. Cerrejón has responded minimise impacts from our operations
In 2019, following a security-related
spanned seven geographical regions and publicly to the news of the complaint. and activities on places, items or
incident, we engaged external human
four languages. other aspects of historical and cultural
We support Cerrejón management in rights experts to undertake an
significance.
In 2020, three human rights organisations abiding by Colombian law and applying independent human rights review to
lodged a complaint with the UK’s recognised international industry build an understanding of stakeholder Some of our assets are located on or
National Contact Point (NCP) for the standards for environmental and social perceptions and concerns about near the traditional lands of Indigenous
Organization for Economic Co-operation management. The complaint refers to Antapaccay. Peoples. We engage in open and
and Development (OECD), in relation to several ongoing legal and institutional continuous dialogue with local and
During 2020, Antapaccay further
alleged breaches of the OECD Guidelines processes within Colombia. The NCP Indigenous communities affected by
strengthened its human rights
for Multinational Enterprises by Glencore process is ongoing. our activities to better understand their
management by implementing
UK Ltd. (GUK) in connection with certain culture, views, and aspirations, and work
Responding to social incidents an operational plan with specific
events at the Badila oilfield in the with them to minimise adverse impacts
See the human rights section for details objectives to strengthen management
Republic of Chad. GUK participated in and create enduring benefits.
on the work we have undertaken to mechanisms and support compliance
the UK NCP’s initial assessment of the
improve our classification of events with with human rights guidelines. A number of our assets have formal
complaint and, on 8 February 2021, GUK
human rights impacts. agreements in place with Indigenous
notified the UK NCP of its decision to Antapaccay also focused on risk
groups including Indigenous Land Use
accept its offer to facilitate a mediation As reported in last year’s report, we management, establishing control
Agreements in Australia and Impact
process with the three organisations. were deeply saddened by a fatal truck mechanisms, training, strengthening
Benefit Agreements (IBA) in Canada.
accident indirectly associated with our complaints and grievances processes,
In early 2021, a group of NGOs filed a Our Raglan Mine in Nunavik, Quebec,
Mutanda Mining Sarl (Mumi) operations communications and meeting the
complaint before the NCPs of Australia, negotiated the first IBA in Canada in
in February 2019. requirements of the Voluntary Principles.
the UK, and Switzerland alleging 1995. In South Africa, our alloys business
As part of this approach, Antapaccay
breaches of certain of the OECD engages with First Nations, Indigenous
established a risk matrix with supporting
Peoples and Traditional Authorities living
actions, which included an intensive
close to its operations.
training programme for its private
security contractors with information
on its policies and performance
expectations. It also strengthened its
complaints and grievance platforms
through launching a web-based channel.


Responsible Citizenship We have monitored the Australian During 2021, our Board HSEC Committee We welcome fiscal transparency, as it
continued Parliamentary inquiry into the Juukan will discuss the findings of these reviews encourages the responsible management
Gorge incident and reviewed key and expert recommendations. We will of revenues from extractive activities.
outcomes from its interim report with also use the findings to strengthen our We are a supporter of the Extractive
our Board HSEC Committee, as well as cultural heritage management. Industries Transparency Initiative (EITI)
At all assets, our activities focus on commissioned an expert third party to and its principles of transparency and
We have incorporated a new cultural
practical and meaningful measures present the learnings from the incident accountability. We participate in in-
heritage commitment in our recently
that can enhance the socio-economic to our relevant teams. country forums supporting the EITI, as
revised Social Performance Policy.
capacity and well-being of our local and well as participate in the EITI Commodity
Building on the Australian review, We will operationalise this with new
Indigenous communities. Our approach Trading Transparency working group on a
in early 2021 we commenced a risk- requirements in our Social Performance
aligns with the ICMM Position Statement corporate level.
based review of our assets globally to and Land Stewardship and Biodiversity
on Indigenous Peoples and Mining1,
better understand the extent to which Standards. Our annual Payments to Governments
demonstrating respect for Indigenous
our operations may affect cultural Report includes information required
People’s rights, interests, special Payments to government
heritage on or near their sites, along by the EU Accounting Directive,
connections to lands and waters, and We pay all relevant taxes, royalties and
with the management systems and detailing payments by country, project
perspectives. levies required by local and national
organisational structures they have in and recipient. We also include our EITI
regulation in our host countries. The
We have been closely following the place. We are currently analysing the disclosures on our payments to state-
payments we make to the governments
Australian inquiry process following information. owned enterprises in EITI-member
of the countries in which we operate
events in Western Australia in 2020 where countries for the purchase of oil, minerals
This is supported by a report that we include local, national, sales and
mining activities affected internationally and metals.
commissioned into the cultural heritage employment taxes, government royalties
significant cultural heritage.
protection laws in the international and licence and permitting fees. External engagement
In the light of this incident, we jurisdictions where we operate to We continue to actively participate
In addition, we contribute to local
established an Indigenous Relations and assess those laws against international in the ICMM, which during the first
economies through our use of local
Cultural Heritage Working Group with standards. The report identified countries half of 2020, focused on supporting
suppliers, wages and employee benefits,
representatives from all our Australian with strong legal protection of cultural the industry’s Covid-19 response by
voluntary support of socio-economic
assets to review our approach to heritage and others where the rule of accelerating member learning and
initiatives such as health and education
Indigenous engagement and assess law was quite weak and where we will improving the flow of communications
projects and infrastructure development.
our current heritage management need to meet or exceed internationally between members and countries. As
governance, standards and practices. accepted good practice. ICMM members transitioned from
Independent experts from Australian response to recovery, attention shifted
Cultural Heritage Management to enhancing companies’ actions and
supported the design and analysis engaging stakeholders in the industry’s
of the review. contribution to economic recovery and
long-term resilience.
1 The statement requires members to adopt and apply engagement and consultation processes that ensure the meaningful participation of Indigenous communities in decision
making, through a process consistent with their traditional decision-making processes, based on good faith negotiation. It expects members to work to obtain the consent of
Indigenous People prior to undertaking development of new projects and changes to existing projects where significant adverse impacts on Indigenous Peoples are likely to occur.


Responsible Citizenship
Oaky Creek
continued Complex The 26-week programme, Next steps
which includes training and
site-based work, works with
An outcome of the work was the unemployed Indigenous • Finalise and roll-out our
‘Building Forward Better Framework’, Supporting Indigenous Australians who are actively strengthened management
developed in partnership with Business seeking employment in the approach to social
employment
Fights Poverty and The Partnering resources sector. performance
Initiative, in consultation with the
In 2019, our Oaky Creek Mine In 2020, 14 of the 20 participants
Harvard Kennedy School’s Corporate
supported a pilot programme completed the programme
Responsibility Initiative. The Framework
that was developed and in Queensland. Of these
is a practical tool for mining and other
operated with DBS QLD Pty Ltd, 14 graduates, nine were
companies, to assess their own activities
an Indigenous-owned company initially successful in gaining
through examples, case studies and
and existing service provider to employment with contractors
resources.
the mine. The pilot programme associated with Glencore
Through the ICMM, we are participating had excellent results with operations. A number of
in an educational series intended to most graduates successful in other graduates secured
increase employee understanding of finding employment. It led to work in areas outside the
foundational principles and leading our Australian coal business resources sector. Unfortunately,
practices in cultural heritage. We are establishing an Indigenous restrictions related to Covid-19
also actively working with the Minerals Employment Pathways caused the suspension of the
Council of Australia (MCA) in ongoing Program in 2020. NSW programme.
dialogue relating to legislative changes
In 2020, the coal team rolled Based on its success during
to cultural heritage laws and enhancing
out the Employment Pathways the year and the continued
member policies and practices. Glencore
Program at two hubs in support of the Traditional
is the chair of the MCA Indigenous
Queensland, Tieri near Oaky Owners associated with our
Working Group.
Creek Mine and Glenden near operations, we will implement
Newlands Mine, as well as in the Employment Pathways
New South Wales (NSW) near to Program during in 2021,
our Upper Hunter’s operations. with the NSW programme
commencing in March, and the
The aim of Employment
two Queensland programmes
Pathways Program is to provide
starting in late April.
real employment opportunities
for Indigenous Australians who
live in or with a connection to
the areas directly affected by
our coal operations.

Responsible Sourcing Screening on

environmental criteria
and Supply
(number of suppliers)
4,260
Murrin Murrin
In addition to operating responsibly,

we seek to incorporate social, ethical 2019: 5,579
Piloting the RMI’s
and environmental considerations
Screening on social criteria audit programme
in our relationships with suppliers (number of suppliers)
3,993
and customers. In particular, we are In February 2021, our KCC
committed to understanding and asset in the DRC undertook
addressing the risk of human rights an assessment, as part of
2019: 5,680 the Responsible Minerals
violations in our supply chains.
Initiative’s (RMI) pilot audit
New suppliers programme for crude cobalt
(number of suppliers) refiners. Murrin, which found that its
7,599
due diligence management
In 2019 and 2020, we worked
system conforms, in all material
with the RMI to pilot its
aspects, to the requirements of
Responsible Minerals
2019: 10,431 Assurance Process (RMAP)
the standard.
for cobalt at our Murrin We have published Murrin
SDGs Murrin asset in Australia. Murrin’s Responsible Minerals
The RMAP uses independent Assurance Process (RMAP) due
third-party assessments diligence report on our website
of smelter and refinery and will publish the KCC report
management systems once the RMI makes it available.
and sourcing practices to
The successful RMI assessment
validate conformance with
of Murrin Murrin complements
its cobalt standard. The RMAP
our refiners, who are on the
cobalt standard meets the
LBMA Good Delivery List. In
requirements of the OECD
Read more 2020, as in previous years,
Due Diligence Guidance.
Further information on our approach our refiners maintained their
to responsible sourcing and supply is In 2020, RMI announced successful LBMA responsible
available here the conclusions of the gold and silver accreditations.
pilot assessment at Murrin


Responsible Sourcing and Supply We are a major producer of cobalt in

continued the DRC and we are committed to the Highlights
responsible production of cobalt. We
Our ambition do not source any ASM material in the
To understand and address social, ethical, DRC, but we support the development of • Strengthened our supply
environmental and human rights risks in responsible ASM, working in partnership chain due diligence process
our supply chains in line with our values. with others. During the year, we became and rolled it out to two
Our approach a member of the Fair Cobalt Alliance commodity departments’
Performance
As a vertically integrated commodity (FCA). The FCA’s mission is to transform marketing teams
During 2020, our industrial assets
supplier with a diverse commodity mix, ASM in the DRC in a positive manner
screened 7,599 new suppliers following • Became a member of the
we have a unique perspective on supply through eliminating child and forced
a risk-based approach (2019: 10,432). Fair Cobalt Alliance
chains and make a valuable contribution labour, supporting the professionalisation
The industrial assets assessed 4,260
across a range of responsible sourcing of ASM through the adoption of • Participated in the
suppliers against environmental criteria
initiatives. responsible mining practices, and development of the Copper
(2019: 5,579) and 3,993 suppliers on social
identifying and supporting alternative Mark’s Joint Due Diligence
Our responsible sourcing strategy criteria (2019: 5,680).
livelihoods to help increase incomes Standard for copper, lead,
considers production, sourcing of metals
In 2020, as in previous years, Glencore and reduce poverty. nickel and zinc
and minerals and procuring goods
did not produce, process or market
and services. Our policy and standards Due diligence and regulation
any conflict minerals originating from
framework captures our commitments In January 2021, the European Union’s
the conflict areas defined by the US
and expectations. We work collaboratively conflict minerals legislation came into
Dodd-Frank Act (tin, tungsten, tantalum
with experts, industry consortia, our force. Our approach incorporates this
and gold from the DRC and adjoining
peers and customers to understand fully legislation for the tin and gold in our
countries). Through our supply chain
the properties and potential impacts of supply chain. In addition, the London
due diligence processes, we continue
our products throughout their supply Bullion Market Association (LBMA) Good
to deliver on our commitment to
chains and life cycles. Delivery programme certifies our gold
responsible source and supply.
and silver refiners. The Good Delivery
As responsible participant in the List is only for refiners accredited by
commodity supply chain, we share the LBMA as having implemented its
relevant information with our customers. Responsible Gold and/or Silver Guidance
We also continued to work with industry and producing bars that satisfy its high
associations and due diligence agencies standards in terms of purity, quality and
to streamline information sharing physical appearance.
platforms.


Responsible Sourcing and Supply Some of our Australian assets require all Supply chain due diligence by our
continued new and renewing suppliers, as well as marketing teams
Brexit
suppliers bidding in large procurement Our supply chain due diligence (SCDD)
A key area of focus in 2020 was working
initiatives, to undertake a supplier self- process reflects the values embedded
on a smooth transition following Brexit,
assessment (SSA) against our Supplier in our Code of Conduct and identifies
the United Kingdom’s (UK) withdrawal
During the year, we participated in Standards and ‘know your customer’ ethical, environmental and human rights
from the European Union (EU). We
the EU’s public consultation on the (KYC) process. The SSA aligns with risks in our supply chain. Our risk-based
tracked and responded to the regulatory
Initiative on Corporate Due Diligence the new Australian Modern Slavery approach supports the identification,
developments for both jurisdictions and
and Sustainable Corporate Governance. legislation. prevention and mitigation of potentially
put in place appropriate processes to
We recognise the significance of this adverse impacts that could negatively
ensure we could continue to deliver an The SSA questionnaire evaluates each
proposal as a vehicle to further advance affect people, environment or company
undisrupted supply to both our UK and supplier against criteria defined by
responsible and ethical business conduct reputation.
EU-based customers. the Supplier Standards. The Vendor
in our industry. The proposed directive is
Management Team review the We use international tools for ethical and
an opportunity to underpin the progress On 1 January 2021, the Brexit transition
submitted questionnaire, sending any responsible business, as set out in our
already made in the extractive sector period ended and the UK formally left
potential red flags to the appropriate Supplier Standards, to help us evaluate
on responsible sourcing and supply. We the EU. As a result, the UK is no longer
department for investigation. The team the business practices of our suppliers.
support a clear, transparent, consistent part of the EU’s customs union nor its
then approve, reject, or approve with
and practical approach for due diligence Registration, Evaluation, Authorisation We procure and purchase metals and
required remediating actions. A database
on companies that focus on addressing and Restriction of Chemicals (REACH) minerals for processing at our own
hosts the questionnaire and any
the material risks in metal and mineral territory. We are working towards operations or for our trading activities
supporting documents, which supports
supply chains. ensuring we comply with UK REACH that meet stakeholder expectations for
the avoidance of multiple screenings of
requirements. responsible production. Cognisant of
Our supply chain and due diligence a supplier.
the challenges in the supply chain of
experts collaborated with a broad range Procurement of goods and services
To date, this database contains minerals and metals, we perform risk-
of stakeholders in the Copper Mark’s by our assets
approximately 3,100 unique supplier based due diligence aligned with the
working group established to create the We published our Supplier Standards
entries. There have only been three recommendations of the OECD DDG for
Joint Due Diligence Standard for copper, (the Standards) in March 2019 and
outright rejections and around 30 have Responsible Supply Chains of Minerals
lead, nickel and zinc. This is the first due started to work with commodity
required some form of remediation from Conflict Affected and High-Risk
diligence standard covering base metals department teams to embed the
actions. Areas and its five-step framework, as we
that seeks formal alignment with the Standards into contracts and update
recognise it is the most authoritative due
OECD Due Diligence Guideline (OECD tools and processes to reflect the
diligence guidance in our industry.
DDG). The Standard is recognised by enhanced due diligence expectations.
the London Metal Exchange (LME) and We took a phased approach for Group-
will support our listed refiners and the wide implementation as our business
broader industry to meet the LME new is diverse and different commodity
responsible sourcing requirements that departments and geographic regions
come into force in 2022. experience varied risks within complex
supply chains.


Responsible Sourcing and Supply During the year, we launched an online While most of the cobalt we supply to External engagement
continued platform to manage the collection of the market is from our own operations, During the year, we continued to
due diligence information and supplier we also source some from a select group engage with our internal and external
assessment. The platform processes, of third-party suppliers. Recognising stakeholders to drive the development
tracks and archives relevant supplier the specific supply chain risks for cobalt, of and alignment with practical,
communication and documentation, we prioritised rolling-out our enhanced performance-driven responsible sourcing
and is aligned with existing compliance due diligence process to our cobalt and initiatives, standards and frameworks.
processes to ensure efficiency of nickel purchasing activities during 2020
Working with the Cobalt Institute
suppliers assessment. and found no significant adverse human
We work closely with the Cobalt
rights impacts.
As part of the risk identification process, Institute, chairing the Sustainability and
we identify conflict-affected and high- Responsible Sourcing Working Group.
risk areas (CAHRA), which we consider We are continuing to work with the
to constitute a red-flag. We determine Cobalt Institute on its Cobalt Industry
CAHRA through using well-established Responsible Assessment Framework
indices that rank countries’ performance (CIRAF). This framework strengthens
Our zero-tolerance
in corruption, governance and human approach to the ability of cobalt producers and
rights. child labour buyers to assess, mitigate and report
on responsible production and sourcing
In 2020, we rolled out our SCDD process
risks in their operations and supply
to two commodity departments’ We are supporting our assets that
chain. The CIRAF also enables a more
marketing teams and provided produce LME listed brands to comply
coherent and consistent approach
responsible sourcing training sessions with the LME’s new responsible sourcing
to cobalt due diligence and reporting
to relevant employees involved in requirements. The LME’s approach aligns
by the cobalt industry.
sourcing and trading of minerals and with the OECD DDG. We are on track
metals. We strengthened our internal to meet the LME’s due diligence first
organisational structures and formalised reporting requirements for refineries
our internal responsible sourcing by mid-2022.
network in recognition of the need for
close collaboration between our internal
supply chain due diligence experts and
commodity departments to implement
our due diligence process throughout
the Group.


Responsible Sourcing and Supply Engaging with our peers Regulatory compliance
continued We have strong relationships with We track regulatory developments with Next steps
a number of industry organisations, the potential to affect our products and
including the International Copper their sourcing, production, transport/
Association, RMI, LME, Eurometaux, and storage and marketing. Europe continues • Continue to roll-out
various industry associations of which to have a strong regulatory focus on the our supply chain due
we are members. Our participation in production and use of metals. Many of diligence to other
these organisations allow us to engage the proposed solutions to deliver the commodity departments’
with our peers and downstream users energy transition and EU’s Green Deal marketing teams
of our products, as well as providing rely on utilising the metals we supply. • Ongoing engagement
an opportunity to contribute to the Through our industry organisations, we with suppliers
development of industry standards. are engaging in regulatory developments
with a focus on strengthening health • Support assets and
During the year, we engaged on our commodity departments
approach for responsible production and environmental standards for
our products and promoting their to meet the LME’s 2022
and sourcing, as well as its challenges responsible sourcing
and opportunities, at several multi- responsible use.
requirements
stakeholder forums. These included Recognising that regulatory proposals
participating in the RMI’s annual such as the EU’s Battery Directive cut • Successfully complete the
conference as a panellist to discuss across multiple topics (responsible RMI assessment at KCC
progressive improvements of refiners product management, recycling,
in the cobalt supply chain. climate change, etc), we established an
Throughout the year, we continued to internal responsible sourcing network.
participate in the ICMM’s Responsible The network brings together subject
Sourcing Working Group. This is an matter experts from across Glencore and
opportunity to engage with peers and to improves our management of potential
identify opportunities for a coordinated and actual regulatory developments and
approach in demonstrating responsible evolving customer expectations.
supply chains.


Our People Workforce

(employees and contractors)
Monitoring our culture
and listening to our
We facilitate engagement
between our management
144,122
team, Board and front-line
employees
workers.
Our employees and contractors The restrictions on travel
2019: 159,345 We globally distributed our
are fundamental to our success. At 2020 Employee Survey to our during the year meant that a
Glencore, our people are at the heart Employee diversity
networked employees for number of our non-executive
the first time, inviting 30,000 directors engaged with our
of everything we do. We foster an (% female)
workforce via virtual town
16%
employees from 35 countries
environment where we support and to participate. hall meetings. During these
encourage different backgrounds, sessions, they took questions,
The survey measured the day-
cultures and beliefs. listened and responded to the
2019: 16% to-day employee experiences, viewpoints and issues raised.
their satisfaction with their
roles and career development, Ivan Glasenberg held a live-
Senior manager1 diversity
as well as vitally important stream in December during
(% female)
which he also answered
13%
concepts such as safety
and ethical behaviour – key questions from employees,
elements that underpin our and talked about the Group’s
strategy and our reputation culture, articulating how
2019: 18% it plays a central role in
as a responsible and ethical
operator. We measured the Company’s continued
SDGs employee engagement success.
through an engagement
score and benchmark this
score across our businesses,
against an external high-
1 A senior manager as defined in section 414C of the UK Companies
Act 2006 to include members of the management team and Glencore
performance benchmark and
appointed directors on the boards of subsidiaries. This definition is only against large-scale industrial
relevant to this data and does not apply to other references of ‘senior
management’ that are included in this Sustainability Report. businesses.
Our scores were very positive
with employee engagement
Read more scoring 85% against our
Further information on our people is available external benchmarks of 81%.
in our 2020 Annual Report and here


Our People Performance In 2020, we reviewed and amended

continued During the year, we have placed our Group Human Resources policies Highlights
considerable emphasis on reinforcing to ensure alignment to strategy and to
both our Purpose and our Values strengthen consistency of application
throughout the organisation. To engage across the world. We are finalising two • Responding to the Covid-19
with approximately 145,000 employees new Group policies, the Equality of pandemic
and contractors across the business Opportunity Policy, and the Diversity • Establishing a collaboration
Our approach around these principles, we launched a and Inclusion Policy. with the Institute for
We believe that diversity is essential to Group-wide internal communications
The Equality of Opportunity Policy will Management Development
our business and prohibit discrimination and employee engagement campaign in
set out our belief in, and commitment to,
on any basis. We do not tolerate any form November 2020 – the biggest of its kind
fairness and equality. The policy will make
of racial, sexual or workplace harassment. undertaken by the Company to date.
our expectations of high performance
We protect and uphold fundamental The campaign aims to foster discussion
and individual contribution explicit,
human rights around the Group, with about the Group’s culture, further embed
but will also provide details on how we
fairness, dignity and respect. We uphold expectations and develop behaviours on
ensure our processes are fair, transparent
the International Labour Organization how we do business in alignment with
and free from unlawful discrimination.
Declaration on Fundamental our Values.
The policy will also provide a global
Principles and Rights at Work. We
The first phase focused on the ways our commitment to mechanisms such as
recognise and uphold our people’s
Purpose and Values shape our culture grievance processes to assist in resolving
rights to a safe workplace, freedom of
and explored what they mean to our complex employee relations issues.
association, collective representation,
people. The next phases will unpack
just compensation, job security and The Diversity and Inclusion Policy will
the commitments and expectations of
development opportunities. set out our commitment to diversity
how we do business as laid out in our
of thought, our belief in constructive
refreshed Code of Conduct.
challenge and our desire to create
To ensure that our people understand an inclusive culture. It will provide
our expectations of them regardless of a commitment to monitoring our
Our ambition their location or function, the Purpose demographic make-up, educating
To be recognised as a top employer and Values phase of the campaign ourselves on issues of bias and equal pay
in all of our operating regions and to has been consistent in its high-level for equal work in each of our companies.
foster an environment that supports messaging but adapted where necessary
and encourages different backgrounds, to serve local needs and objectives,
cultures and beliefs. allowing for regional and cultural
differences across our diverse operations.


Our People Risk management At our assets and offices around the • Care and maintenance measures
continued Protecting the welfare of our people world, we made comprehensive – if required then guidance for
During the Covid-19 global pandemic, changes to how we work to reduce the managing tailings facilities, pit
looking after the health of our people has number of people working on-site and slopes, underground operations and
been our top priority. In late January 2020, introduced other measures to facilitate metallurgical facilities
we established an Incident Management social distancing and the monitoring and • Communications – preparing
Team (IMT) that reports to our CEO and recording of employees’ health , in line consistent and informative updates
provides regular updates to the Board. with our Global Data Protection Policy. to internal and external stakeholders
The cross-functional IMT supported the These included:
development of a Group-wide Global
• People – providing guidance for assets
Infectious Disease Response Plan, which Further steps included asking vulnerable
and offices on travel restrictions,
provided the business guidance on key groups to self-declare to their local
social distancing, hygiene matters,
controls to implement and monitor. human resources function and continued
screening, quarantine protocols,
We implemented measures to limit the working from home as required.
camp management, remote working
spread of the virus within our workforce
including employee assistance For many of the communities located
and local communities.
programmes and health advisory where we operate, Covid-19 caused
We set up a global health advisory platforms extraordinary socio-economic hardships.
service, with input and expertise from • Tools – resources to inform local In April 2020, we launched a US$25
medical experts at International SOS. The response plans including Trigger million Glencore Community Support
service provided up-to-date guidance on Action Response Plans (TARP), a Global Fund as part of our commitment to
health protection measures and acted Infectious Disease Response Plan and protect the safety and health of the
as a co-ordination point for collating advice notes on health controls, testing people in our host communities.
statistics on infections at our operations and restarting after periods on care Further details on our responses to the
worldwide. We held video webinars and maintenance pandemic is available in this Report, as
with medical experts and recordings
• Monitoring – daily review and well as at: glencore.com/media-and-
distributed through the Group intranet in
assessment of Covid-19 trends, insights/Updates-regarding-COVID-19
an effort to provide support and counter
misinformation regarding the pandemic government responses, the health Our Corporate Affairs teams
and health protection measures. of our people and the impact on our coordinated regular and accurate
business multi-lingual communications, offering
• Business continuity – measures to timely, consistent and transparent
enable assets to continue to operate communications that inform, dispel
where possible myths and reassure our workforce.


Our People The Queensland Minerals and Energy Closure and Care and Maintenance participants receive advice and support
continued Academy is a partnership between In March 2020, our Colombian coal asset, from the centre to support decisions
the Queensland Government and the Grupo Prodeco, placed its two mines on compensation packages, this
Queensland Resources Council that on care and maintenance (C&M) due to includes investments in entrepreneurial
provides a pipeline of employees into the the Covid-19 pandemic. In June 2020, initiatives or finding other employment
Developing our talent pipeline resources sector. Prodeco applied for an extension of the opportunities.
Attracting and developing entry-level C&M in order to allow for market recovery
In Switzerland, we employ around One of the main objectives of Prodeco’s
graduate engineering talent is part and to secure approvals to develop
15 apprentices as part of a partnership social performance policy has been to
of our wider set of talent initiatives, the mine further. In January 2021, the
with BildX Zug. work with its local communities and
which also includes bursaries, summer National Mining Agency (ANM) declined
governments to avoid dependence
vacation placements, internships and During 2020, we entered into a Prodeco’s request.
on its operations. Since 2015, Prodeco
apprenticeship programmes. relationship with the Institute for
Following the ANM’s decision to decline has worked with the United Nations
Management Development (IMD) in
The numbers of students choosing Prodeco’s request, Prodeco conducted Development Programme (UNDP) to
Switzerland to develop a comprehensive
engineering and geological careers another operational review to identify identify economic and labour alternatives
leadership development offering for
has declined in recent years in some further cost efficiencies, given that the for a post-mining period.
our zinc business’s general managers.
geographies and our talent sourcing ANM expected prices to remain low in
The modular programme supports Through this work, Prodeco has
strategy focuses on school leaver and Prodeco’s target markets. The conclusion
the communication of the zinc supported several high impact social
apprentice programmes alongside of the review was no different to previous
business’s Industrial strategy, provides projects that generate employment
traditional graduate recruitment in ones conducted by the business: it
an opportunity to share best practice for the region and develop economic
many jurisdictions. It also includes continues to remain uneconomic to
across the group and enable us to alternatives beyond mining for the local
direct engagement with educational recommence operations. Prodeco has
leverage IMD’s expertise in technical communities. These include:
institutions and active participation in commenced the process of handing
and financial matters, while also
collective industry efforts. its mining titles back to the Republic of • Forest offset programmes, such
equipping our leadership with the
Colombia through the ANM. The mines as agro-forestry (cacao and coffee)
In Australia we are active in initiatives skills and competencies to manage the
will remain on C&M until the formal projects, tourism and agricultural
facilitated by the NSW Minerals Council. operational complexity and increasing
process of relinquishment is completed. investments;
These include the Pathways to Resource ESG requirements applicable to their
Industry and Mining Employment businesses. Prodeco offered a voluntary redundancy • Commercial fish-farming;
(Prime), a two‐year partnership between plan (VPR) that allowed eligible • Establishing an Entrepreneurial and
the Council and Regional Development employees to leave the business with Employment Centre (C-Emprende),
Australia to implement industry‐skilling a significantly more attractive package which provides support to ex-
and workforce development initiatives than that legally mandated. In addition employees and community members
to enhance awareness of the mining to the VPR, Prodeco, in partnership with during the transition period to find
industry and its career opportunities. the Employment and Entrepreneurship new jobs and set up enterprises; and
How we support Centre, offers an outplacement
our graduate programme to former employees.
recruits Following their departure from Prodeco,


Our People • Strengthening community and Industrial relations

continued government infrastructure and We uphold the International Labour Next steps
institutions to prepare for the Organization (ILO) Declaration on
economic and social transition from Fundamental Principles and Rights
a mining dependent economy to of Work. We recognise and uphold • Finalise and roll-out our
a more diverse one. the rights of our colleagues to a safe Equality of Opportunity
workplace, freedom of association, and Diversity and Inclusion
Further information is available here
collective representation, collective Policies
In 2019, we announced that due to bargaining, just compensation, job • Ongoing engagement
market conditions we were placing our security and development opportunities. with educational institutions
Mutanda Mining asset on C&M. We believe in managing union and active participation in
Mutanda put in place a comprehensive relationships locally, where issues are collective industry efforts
C&M plan to manage the operation, considered part of the responsibility to promote participation in
which included making none of the of our local management teams. engineering and geological
Congolese workers redundant. For During 2020, we experienced one careers
those employees not required as part instance of industrial action lasting
of the C&M plan, Mutanda has arranged longer than one week. The strike lasted
training on a broad range of topics, such for 15 days and took place at our Pasar
as safety, operational activities, languages operation in the Philippines during
and computer skills. negotiations for the site’s collective
Mutanda’s emergency response team bargaining agreement, which was
and hospital have remained operational successfully signed. There were seven
and functioning as normal. Similarly, strikes lasting less than seven days.
its security teams are at close to full
complement and continue to protect
the asset and its equipment.

Commodity Assurance Important

ESG Data Glossary
Department overview Statement notice
Additional
Information
Commodity Department Overviews 78 Assurance statement 149

2020 ESG Data 84 Important notice 152
Glossary 144 Contact us 153


ESG Data Glossary
Coal
KPIs 2020 2019 2018
We are a leading producer and
Fatalities at managed operations 0 1 1
exporter of bituminous thermal coal
Lost time injury frequency rate (LTIFR) 0.90 0.99 1.39
and an important producer of both (per million hours worked)
premium hard and premium semi- Total recordable injury frequency rate (TRIFR) 2.16 2.09 2.65
soft coking coal. We supply customers
New cases of occupational diseases 50 27 15
from a wide range of industries and
CO2e Scope 1 (million tonnes) 5.9 6.7 6.9
locations, including major utilities CO2 Scope 2 – location based (million tonnes) 1.2 1.2 1.2
across three continents. We have Total energy use (petajoules) 36 45 40
interests in various operating coal Water withdrawn (million m3) 114 114 102
mines in Australia, South Africa Community investment spend (US$ million) 6.7 7.9 6.2
and Colombia. Number of employees and contractors 19,146 24,835 23,826
Proportion of female employees (%) 16% 16% 16%
Key
Operating highlights Own sourced coal
1. Prodeco
Coal production of 106.2 million tonnes production 2. Cerrejón1
was 33.3 million tonnes (24%) lower (mt) 3. Goedgevonden
106
4. Tweefontein
than in 2019, reflecting the impacts of 5. iMpunzi
the pandemic via stopped or reduced 7 6. Izimbiwa
work periods in Colombia and South 8 7. Collinsville
9 8. Newlands
Africa, extended care and maintenance 2019: 140 2 10 9. Hail Creek
at Prodeco, plus market-related supply 1 11 10. Oaky Creek
11. Rolleston
reductions in Australia in H2 2020. Marketing volumes sold 13 12. Clermont2
Thermal and metallurgical coal 12 14 13. Ulan
3 4 15 14. Mangoola
(mt) 5 16 15. Hunter Valley Operations1,3
68.4
6 17 16. Liddell
17. Mount Owen
18
1 Independent JV. 18. Ravensworth
19
2 Glencore equity accounts its 25.05% interest, manages the 19. Integra
operation and markets 100% of the v olumes sold. 20 20. Bulga
2019: 93.2 3 Glencore holds a 49% stake and manages theoperation jointly with Y
ancoal,
with marketing rights dividedbetween both companies by geography.


ESG Data Glossary
Copper
KPIs 2020 2019 2018
We mine and process copper ore and
have a sizeable smelting and refining
capacity. We have assets in the major (per million hours worked)
copper-producing regions. We are one Total recordable injury frequency rate (TRIFR) 2.58 2.90 2.89
of the world’s largest copper suppliers
and third largest producer of mined
copper. We are one of the largest CO2 Scope 2 – location based (million tonnes) 1.6 1.5 1.7
producers of cobalt, a by-product from Total energy use (petajoules) 38 40 44
our DRC copper assets. Water withdrawn (million m3) 350 344 369
Community investment spend (US$ million) 30.8 37.0 38.9
Number of employees and contractors 41,346 48,420 50,843
Key
Operating highlights Own sourced copper
1. Horne smelter
Own sourced copper production production 2. San José Recycling
of 1,258,100 tonnes was 113,100 (mt) 3. CCR refinery
1,258
tonnes (8%) lower than 2019, mainly 1 4. Rhode Island Recycling
3 5. Blue Oak Recycling
reflecting Mutanda being on care and 2 4 6. Antamina1
7. Antapaccay
maintenance in 2020 (partly offset by
5 8. Collahuasi1
Katanga’s successful ramp-up), with 2019: 1,371 9. Lomas Bayas
Covid-19 related suspensions being 14 10. Altonorte
6
11. Katanga
a much smaller factor. Copper metal and 11 13
7 8 15 12. Mopani
9 12 17 13. Mutanda
concentrates marketing 16
volumes sold 10 18 14. Pasar
15. Ernest Henry Mining
(mt) 16. Mount Isa Mines
3.4
17. CSA mine
18. Townsville Copper refinery
1 Independent JV
2019: 4.1

ESG Data Glossary
Ferroalloys
KPIs 2020 2019 2018
We deal in bulk and noble ferroalloys.
We are one of the world’s largest
integrated producers of ferrochrome (per million hours worked)
and primary vanadium. Total recordable injury frequency rate (TRIFR) 3.90 2.91 3.09
CO2 Scope 2 – location based (million tonnes) 4.1 5.7 6.3
Total energy use (petajoules) 22 29 31
Water withdrawn (million m3) 10 12 12
Key
Operating highlights Own sourced ferrochrome
1. Rhovan Vanadium
Attributable ferrochrome production of (kt) 2. Boshoek smelter
1,029
1,029,000 tonnes was 409,000 tonnes 3. Boshoek mine
4. Rietvly mine
(28%) lower than 2019, reflecting the 5. Rustenburg smelter
South African lockdown and resulting 6. Waterval mine
7. Kroondal mine
suspension of smelting operations in
2019: 1,438 8. Wonderkop smelter
Q2, with a phased restart thereafter. 9. Chartech
Lydenburg smelter has been placed 10. Lion smelter
Ferroalloys marketing 1 11. Thorncliffe mine
on extended care and maintenance. volumes sold 12. Lydenburg smelter
The remaining four smelters were 2 10
(mt) 13. Helena mine
3 11
8.5
fully operational from Q4, resulting in 4
14. Magareng mine
12
materially higher quarter on quarter 5 13
production. 6 9 14
7
2019: 9.5 8


ESG Data Glossary
Nickel
KPIs 2020 2019 2018
We are a leading global nickel
producer and trader. We deal in
metal, concentrates, intermediates (per million hours worked)
and ferronickel, as well as producing Total recordable injury frequency rate (TRIFR) 3.52 4.27 4.98
associated by-products such as
copper, cobalt, precious metals and
platinum metals. CO2 Scope 2 – location based (million tonnes) 0.04 0.05 0.06
Total energy use (petajoules) 31 33 32
Water withdrawn (million m3) 126 116 123
Key
Operating highlights Own sourced nickel production
1. Raglan Mine
Own sourced nickel production of (kt) 2. Sudbury Integrated
110
110,200 tonnes was 10,400 tonnes (9%) Nickel Operations
1 3 3. Nikkelverk
lower than 2019, reflecting Koniambo 4. Murrin Murrin
operating as a single-line operation 2 5. Koniambo Nickel
for the majority of 2020, with Covid-
2019: 120.6
related mobility restrictions affecting its
maintenance schedule. The expected
Nickel marketing
decline in grades at the existing Sudbury volumes sold
mines (INO) also contributed. (mt) 5
4
149
2019: 181


ESG Data Glossary
Oil
KPIs 2020 2019 2018
We source and trade crude oil and
oil products and have additional
interests in oil and gas production (per million hours worked)
sharing contracts. We also operate Total recordable injury frequency rate (TRIFR) 1.24 1.33 2.16
and have joint venture interests in
storage, transportation and fuels
distribution infrastructure as well as CO2 Scope 2 – location based (million tonnes) 0.0317 0.1089 0.0004
operate an oil refinery and lubricants Total energy use (petajoules) 2 11 10
manufacturing plant. Water withdrawn (million m3) 1.0 1.6 0.2
Key
Operating highlights Own sourced oil
1. Chemoil Terminals, Carson
Entitlement interest oil production (mbbl) 2. C hemoil Terminals,
3.9
of 3.9 million barrels was 1.6 million Long Beach
3. Chemoil Energy
barrels (29%) lower than 2019. Operated 4. Asfaltos Mesoamericanos
fields in Chad were placed on care and 5. Ale Combustiveis
maintenance in March/April 2020 and 1 3 6. XStorage, Ramallo
2019: 5.5 2 7. Chad oil assets (Mangara
are yet to be restarted, given continued 4 and Badila)
7
pandemic-related challenges in 8. X Storage, Beira
Crude oil and oil products 9. Astron Energy South Africa
international mobility (2.3 million barrels marketing volumes sold and Botswana
decrease). The balance reflects year-over- (mbbl) 5 8
1,529
year production increases in Equatorial 6 9
Guinea and Cameroon since new wells
were drilled.
2019: 1,752
* Non-operated JV and equity
share assets are not shown


ESG Data Glossary
Zinc
KPI’s 2020 2019 2019
We are one of the world’s largest
zinc miners and producers. Our
assets include underground and (per million hours worked)
surface mines, smelters, refineries, Total recordable injury frequency rate (TRIFR) 2.79 3.31 3.58
concentrators, hydroelectric facilities
and warehousing. We trade in zinc
and lead concentrates and valuable CO2 Scope 2 – location based (million tonnes) 2.4 2.5 2.5
by-products such as sulphuric acid. Total energy use (petajoules) 50 52 51
We also deal in gold and silver as by- Water withdrawn (million m3) 425 428 415
products of zinc mining and copper. Community investment spend (US$ million) 49.9 36.9 37.9
Key
Operating highlights Own sourced zinc production
1. Matagami
Own sourced zinc production of 1,170,400 (kt) 2. Kidd operations
1,170
tonnes was 92,900 tonnes (9%) higher 5
3. General Smelting
than 2019, mainly reflecting: higher zinc 1 4. CEZinc refinery

6 9 5. Nordenham
content from Antamina (40,000 tonnes); 2 3 6. B ritannia Refined Metals
7
improved output from the Mount Isa 4 7. A sturiana de Zinc
2019: 1,078 8 8. P ortovesme
operations (27,800 tonnes); and the net 9. Kazzinc
positive effect of 18,700 tonnes from 10. Volcan
Zinc metal and concentrates 11. Los Quenuales
other South American assets, owing to marketing volumes sold 10 12. Perubar
restarting the short-life Iscaycruz mine in 11 13 16 15
(mt) 13. S inchi Wayra/Illapa
2.8
Peru, offset by Covid-related suspensions 12 14 17 14. Aguilar
15. Lady Loretta mine
and shutdowns. 16. McArthur River mine
17. Mount Isa Mines
2019: 3.1


ESG Data Glossary
Environmental,
Social and
Governance
data
Standard Disclosures 85 Additional Greenhouse

Specific Standard Disclosures 95 Gas Emissions Information 140
– Economic 95
– Environmental 99
– Social 122
– Society 135
– Product Responsibility 138


ESG Data Glossary
Environmental, Social and Governance data 2020

GRI standard/ Response/Cross reference/ UNGC ICMM
Disclosure number Description Unit of measurement 2018 2019 2020 principles principles SASB Comments
STANDARD DISCLOSURES
Organisational profile
GRI 102 102-1 Name of the organisation Glencore plc
GRI 102 102-2 a. A description of the Glencore SR:
organisation’s activities. At a glance (p. 2)
b. Primary brands, products, and Glencore AR:
services, including an Our business – At a glance (p. 3)
explanation of any products or Business model (pp. 8-9),
services that are banned in Glencore website:
certain markets. Who we are
GRI 102 102-3 Location of organisation’s Baarermattstrasse 3

headquarters CH-6340 Baar
Switzerland
GRI 102 102-4 Number of countries where the Glencore SR:
organisation operates, and At a glance (p. 2)
names of countries with either Glencore AR:
major operations or that are Our business – At a glance (p. 3)
specifically relevant to the Business model (pp. 8-9),
sustainability issues covered in Glencore website:
the report Who we are
GRI 102 102-5 Nature of ownership and legal Glencore AR:
form Shareholder information (p. 243)
GRI 102 102-6 Markets served (including Glencore SR:
geographic breakdown, sectors At a glance (p. 2)
served, and types of customers/ Glencore AR:
beneficiaries) Our business – At a glance (p. 3)
Business model (pp. 8-9),
Glencore website:
Who we are
GRI 102 102-7 Scale of the reporting Glencore SR: EM-MM-000.B
organisation, including: number At a glance (p. 2) Total number of
of employees, net sales, total Glencore AR: employees,
capitalisation, and quantity of Financial statement (pp. 117–217), percentage
products provided Production by quarter (pp. 228-234) contractors /
EM-MM-000.A
Production of (1)
metal ores and (2)
finished metal
products
Key
*Independently assured by Deloitte LLP for 2020 For all references to the SR, go to www.glencore.com/sustainability/reports-and-presentations
n/a = not applicable

ESG Data Glossary

GRI 102 102-8 Information on the organisation’s Glencore SR: EM-MM-000.B All numbers represent data as at
workforce Our people (p. 72) Total number of 31/12/2020
employees,
Total Workforce Total workforce 158,508 159,345 144,122
percentage
Total employees 86,621 89,092 87,822 contractors
Total contractors 71,887 70,253 56,300
Employee breakdown by role Executive/senior/middle 4% 4% 4%
type management (%)
Supervisors/administrators/ 27% 26% 25%
technical (%)
Operational/production/ 69% 70% 71%
maintenance/security (%)
Employee breakdown by Full-time Employees 85,000 87,704 86,109
employment type
Part-time Employees 995 1,083 1,202
Employees – casual 626 305 511
Employee breakdown by Permanent (%) 94% 94% 94%
employment contract
Temporary (%) 6% 6% 6%
GRI 102 102-9 Describe the organisation’s Glencore SR: 5,8
supply chain including its main At a glance (p. 2),
elements as they relate to the Glencore AR:
organisation’s activities, Our business model (pp. 8-9),
primary brands, products, and Our marketing business (pp. 52-53)
services Market review and outlook (pp.
54-59)
Glencore website:
Who we are
GRI 102 102-10 Significant changes during the Glencore SR:
reporting periods regarding Chief Executive Officer’s review (p.
size, structure, ownership or its 6-7),
supply chain, including the Glencore AR:
location of or changes in Chief Executive Officer’s review (pp.
operations, including facility 2-4),
openings, closings and Financial review (pp. 44-49)
expansions; changes in the
share capital structure and
other capital formation,
maintenance and alteration
operations; and changes in the
location of suppliers, the
structure of the supply chain,
or in relationships with
suppliers, including selection
and termination


ESG Data Glossary

GRI 102 102-11 Explanation of whether and Glencore SR: 7 1,2

how the precautionary Sustainability governance (pp. 9-11)
approach or principle is ESG A-Z:
addressed by the organisation Governance
GRI 102 102-12 Externally developed Glencore SR: 1,3,4, 1, 2 In 2014 we signed up to the United
economic, environmental, and ICMM performance expectations (p. 5,6,10 Nations Global Compact and
social charters, principles, or 12), became a member of the
other initiatives to which the Stakeholder engagement (pp. 13-15), International Council on Mining &
organisation subscribes or About this report (p. 16), Metals (ICMM). In 2015, Glencore
endorses Human rights (pp. 49-57), joined the Plenary Group of the
Responsible citizenship (pp. 58-66), Voluntary Principles on Security and
Responsible sourcing and supply Human Rights Initiative.
(pp. 67-71), For further initiatives refer to the
ESG A-Z: provided references.
Governance
GRI 102 102-13 Main memberships of industry Glencore website: 1

or other associations, and Appendix Two –
national or international Industry organisations of ‘Review of
advocacy organisations our industry organisations’ positions
on climate change 2020’
Strategy
GRI 102 102-14 Statement from the most Glencore SR: 2

senior decision maker in the Chief Executive Officer’s review (p.
organisation about the 6-7)
relevance of sustainability to
the organisation and the
organisation’s strategy for
addressing sustainability.
GRI 102 102-15 Description of key impacts, Glencore SR: 2, 4

risks and opportunities Material topics (pp. 17-18)
Glencore AR:
Our strategy for a sustainable future
(pp. 10-13),
Risk management (pp. 70-84)


ESG Data Glossary

Ethics and Integrity
GRI 102 102-16 Organisation’s values, ESG A-Z: 1,2,3, 1, 2,3 EM-MM-510a.1
principles, standards, norms of Ethics 4,5,6, Description of the
behaviours such as codes of Glencore SR: 7,10 management
conduct and codes of ethics Sustainability governance (pp. 9-11) system for
Glencore AR: prevention of
Our strategy for a sustainable future corruption and
(pp. 10-13) bribery
Ethics and compliance (pp. 38-43) throughout the
Glencore website: value chain
Code of Conduct
Our Values
GRI 102 102-17 Internal and external Glencore AR: 1,2,3, 1, 2, 3

mechanisms for (i) seeking Ethics and Compliance (pp. 38-43) 4,5,6,
advice about ethical and Glencore website: 7,10
lawful behaviour, and Code of Conduct
organisational integrity; (ii)
reporting concerns about
unethical or unlawful
behaviour, and organisational
integrity
Governance
GRI 102 102-18 Governance structure of the ESG A-Z: 1

organisation, including Governance
committees of the highest Glencore SR:
governance body; committees Sustainability governance (p. 9-11)
responsible for decision- Glencore AR:
making on economic, Corporate governance (pp. 85-116)
environmental, and
social topics
GRI 102 102-19 Process for delegating Glencore SR: 1

authority for economic, Sustainability governance (pp. 9-11)
environmental and social Glencore AR:
topics from the highest Corporate governance (pp. 85-116)
governance body to senior
executives and other
employees


ESG Data Glossary

GRI 102 102-20 Whether the organisation has Glencore SR: 1,2,3,4,5, 1
appointed an executive-level Sustainability governance (pp. 9-11) 6,7,10
position or positions with Glencore AR:
responsibility for economic, Corporate governance (pp. 85-116)
environmental and social
topics, and whether post
holders report directly to the
highest governance body
GRI 102 102-21 Processes for consultation Glencore AR: 1,2,3, 1

between stakeholders and the Corporate governance (pp. 85-116) 4,5,6,
highest governance body on Glencore website: 7,10
economic, environmental and Board committees: glencore.com/
social topics. If consultation is who-we-are/governance
delegated, describe to whom
and any feedback processes to
the highest governance body
GRI 102 102-22 Composition of the highest Glencore AR: 1

governance body and its Corporate governance (pp. 85-116)
committees Glencore website:
Board committees: glencore.com/
who-we-are/governance
GRI 102 102-23 Whether the Chair of the Glencore AR: 1

highest governance body is Corporate governance (pp. 85-116)
also an executive officer Glencore website:
Board committees: glencore.com/
who-we-are/governance
GRI 102 102-24 Nomination and selection Glencore AR: 1

processes for the highest Corporate governance (pp. 85-116)
governance body and its
committees, and the criteria
used for nominating and
selecting highest governance
body members
GRI 102 102-25 Processes for the highest Glencore AR: 1

governance body to ensure Corporate governance (pp. 85-116)
conflicts of interest are avoided
and managed


ESG Data Glossary

GRI 102 102-26 Highest governance body’s Glencore AR: 1,2,3,4,5, 1

and senior executives’ roles in Corporate governance (pp. 85-116) 6,7,10
the development, approval,
and updating of the
organisation’s purpose, value or
mission statements, strategies,
policies, and goals related to
economic, environmental and
social impacts
GRI 102 102-27 Measures taken to develop and Glencore AR: 1,2,3,4,5, 1
enhance the highest Corporate governance (pp. 85-116) 6,7,10
governance body’s collective
knowledge of economic,
topics
GRI 102 102-28 Processes for evaluation of the Glencore AR: 1,2,3,4,5, 1
highest governance body’s Corporate governance (pp. 85-116) 6,7,10
performance with respect to
governance of economic,
topics
GRI 102 102-29 Highest governance body’s role Glencore SR: 1,2,3,4,5, 1
in the identification and Material topics (pp. 17-18) 6,7,10
management of economic, Glencore AR:
environmental and social Corporate governance (pp. 85-116)
impacts, risks, and
opportunities
GRI 102 102-30 Highest governance body’s role Glencore AR: 1,2,3,4,5, 1
in reviewing the effectiveness Corporate governance (pp. 85-116) 6,7,10
of the organisation’s risk
management processes for
social topics
GRI 102 102-31 Frequency of the highest Glencore AR: 1,2,3,4,5, 1

governance body’s review of Risk management (pp. 70-84), 6,7,10
economic, environmental and Corporate governance (pp. 85-116)
social impacts, risks, and
opportunities.


ESG Data Glossary

GRI 102 102-32 Highest committee or position Glencore AR: 1

that formally reviews and Corporate governance (pp. 85-116)
approves the organisation’s
sustainability report and
ensures that all material
aspects are covered
GRI 102 102-33 Process for communicating Glencore AR: 1,2,3,4,5, 1

critical concerns to the highest Corporate governance (pp. 85-116) 6,7,10
governance body
GRI 102 102-34 Nature and total number of Glencore AR: 1,2,3,4,5, 1
critical concerns that were Corporate governance (pp. 85-116) 6,7,10
communicated to the highest
governance body and the
mechanism(s) used to address
and resolve them
GRI 102 102-35 Remuneration policies for the Glencore AR: 1,2,3,4,5, 1
highest governance body and Directors’ remuneration report (pp. 6,7,10
senior executives; and how 100-111)
performance criteria in the
remuneration policy relate to
the highest governance body’s
and senior executives’
social objectives
GRI 102 102-36 Report the process for Glencore AR: 1

determining remuneration Directors’ remuneration report (pp.
100-111)
GRI 102 102-37 Indicate how stakeholders’ Glencore AR: 1

views are sought and taken Directors’ remuneration report (pp.
into account regarding 100-111)
remuneration, including the
results of votes on
remuneration policies and
proposals, if applicable


ESG Data Glossary

Stakeholder Engagement
GRI 102 102-40 List of stakeholder groups ESG A-Z: 3 10

engaged by the organisation Stakeholder engagement
Glencore SR:
Stakeholder engagement (pp. 13-15)
Glencore AR:
Section 172 statement and
stakeholder engagement (pp.
24-26)
GRI 102 102-41 Report the percentage of total Percentage of employees covered 74% 71% 73% 3 3
employees covered by by collective bargaining agreement
collective bargaining
agreements
GRI 102 102-42 Basis for identification and ESG A-Z: 3 10 Gathered internally but not reported
selection of stakeholders with Stakeholder engagement externally.
whom to engage Glencore SR:
Sustainability governance (pp. 9-11),
Stakeholder engagement (pp. 13-15)
Glencore AR:
Section 172 statement and
stakeholder engagement (pp.
24-26)
GRI 102 102-43 Approaches to stakeholder ESG A-Z: We engage with all stakeholder
engagement, including Stakeholder engagement groups, at corporate, regional and
frequency of engagement by Glencore SR: local levels, to build meaningful
type and by stakeholder group, Sustainability governance (pp. 9-11), relationships and understand their
and an indication of whether Stakeholder engagement (pp. 13-15) expectations and aspirations. We
any of the engagement was Glencore AR: have fed our understanding of the
undertaken specifically as part Section 172 statement and topics of interest taken from this
of the report preparation stakeholder engagement (pp. engagement into our materiality
process 24-26) processes, to establish the areas of
focus for our sustainability strategic
review and the information we
disclose in our sustainability
reporting.


ESG Data Glossary

GRI 102 102-44 Key topics and concerns that Glencore SR: 1,2,3,4,5, 10
have been raised through Stakeholder engagement (pp. 13-15), 6,7,10
stakeholder engagement, and Material topics (pp. 17-18)
how the organisation has Other:
responded to those key topics Climate Report 2020: Pathway to
and concerns, including Net Zero
through its reporting, and
report on the stakeholder
groups that raised each of the
key topics and concerns
Reporting Practice
GRI 102 102-45 Entities included in the Glencore AR:

organisation’s consolidated Financial review (pp. 44-48),
financial statements Principal operating, finance and
industrial subsidiaries and
investments (pp. 215-217)
GRI 102 102-46 Process for defining report Glencore SR: 10

content and the Aspect Sustainability governance (pp. 9-11),
Boundaries and how the Stakeholder engagement (pp. 13-15),
organisation has implemented About this report (p. 16),
the Reporting Principles for Material topics (pp. 17-18)
Defining Report Content
GRI 102 102-47 Material topics identified in the Glencore SR: 2, 10

process for defining report Material topics (pp. 17-18)
content
GRI 102 102-48 Explanation of the effect of any Glencore SR: The effects of restatements are not
restatements of information About this report (p. 16) reported externally unless the data
provided in earlier reports, and was previously subject to assurance
the reasons for such by third parties.
restatement
GRI 102 102-49 Significant changes from Glencore SR: 2, 10 The ‘About this report’ and the
previous reporting periods in About this report (p. 16) ‘glossary’ sections of the
the Scope and Aspect Sustainability Report provide
Boundaries information on indicator definitions
and reporting boundaries and, if
applicable, material changes
compared to last year.


ESG Data Glossary

Report Profile
GRI 102 102-50 Reporting period for 1 January to 31 December 2020 10

information provided
GRI 102 102-51 Date of most recent previous 2019

report
GRI 102 102-52 Reporting cycle Annual 10
GRI 102 102-53 Contact point for questions info@glencore.com 10

regarding the report or its
contents
GRI 102 102-54 The claim made, if the report Glencore SR: 10
has been prepared in About this report (p. 16)
accordance with the GRI
Standards
GRI 102 102-55 GRI content index, which Glencore SR:

specifies each of the GRI About this report (p. 16),
Standards used and lists all Environmental, Social and
disclosures included in the Governance data 2020
report (this appendix of the Glencore SR)
GRI 102 102-56 a. A description of the Glencore SR:

organisation’s policy and Assurance statement (p. 149-151)
current practice with regard to Glencore AR:
seeking external assurance for Audit Committee report (pp. 97-98)
the report
Management Approach
GRI 103 103-1-a Explanation of the material Glencore SR: 2, 10

topic and its Boundary About this report (p. 16),
Material topics (pp. 17-18)
GRI 103 103-1-b/c b. The Boundary for the Glencore SR: 2, 10

material topic including a About this report (p. 16)
description of where the Material topics (p. 17-18)
impacts occur; the
organisation’s involvement
with the impacts
c. Any specific limitation
regarding the topic Boundary


ESG Data Glossary

GRI 103 103-2 The management approach Glencore SR:

and its components Introduction to each material topic
chapter (pp. 17-76)
GRI 103 103-3 Evaluation of the management Glencore SR:

approach Introduction to each material topic
chapter (pp. 17-76)
SPECIFIC STANDARD DISCLOSURES

ECONOMIC
Economic Performance
GRI 201 201- Disclosure on Management ESG A-Z: 9

DMA Approach Communities
Glencore SR:
Responsible citizenship (pp. 58-66)
GRI 201 201-1 Direct economic value ESG A-Z: 10 9 We do not currently collect data on
generated and distributed, Communities payments to local communities as
including revenues, operating Glencore SR: part of land use.
costs, employee compensation, Responsible citizenship (pp. 58-66)
donations and other Other:
community investments, 2020 Payments to Governments
retained earnings and Report
payments to capital providers
and to governments Total amount of payments to 5,739 7,674 5,794* 9 Data excludes VAT.
governments (US$ million) Responsible citizenship (pp. 55-63)
Total amount of community 95 90 95 9 Responsible citizenship (pp. 55-63)

investments (US$ million)


ESG Data Glossary

GRI 201 201-2 Financial implications, other Glencore SR: 9 4, 9 EM-MM-110a.1 Climate change-related financial
risks and opportunities for the Climate change and energy (pp. Gross global Scope 1 implications and other risks and
organisation’s activities due to 30-35) emissions, opportunities that may affect our
climate change Glencore AR: percentage covered business are disclosed in our
Climate change (pp. 16-21), under standalone report Climate Report
Risk management (pp. 82-83) emissions-limiting 2020: Pathway to Net Zero.
Other: regulation/ A cross-reference table to the Task
Climate Report 2020: Pathway to EM-MM-110a.2 Force on Climate-related Financial
Net Zero Discussion of Disclosures (TCFD) is presented on
long-term and page 21 of the Glencore AR.
short-term strategy
or plan to manage
Scope 1 emissions,
emissions reduction
targets, and an
analysis of
performance against
those targets
GRI 201 201-3 Coverage of the organisation’s Glencore AR: 9 4, 9

defined benefit plan Note 23 to the financial statements
obligations (pp. 188-193)
Market Presence

DMA Approach Communities,
Our people
Glencore SR:
Material topics (pp. 17-18),
Our people (pp. 72-76)


ESG Data Glossary

GRI 202 202-2 Proportion of senior Glencore SR: 9 In 2020, 96% of our workforce were
management and workforce Responsible citizenship (pp. 58-66) local to the countries in which we
hired from the local Other: operate, as were 83% of our
community at significant Social Performance Policy managers. No additional senior
locations of operation manager information is available.
Indirect Economic Impacts

Glencore SR:
GRI 203 203-1 Development and impact of Glencore SR: 9 Our socio-economic contribution
infrastructure investments and Responsible citizenship (pp. 58-66) scorecard focuses on understanding
services provided primarily for the tangible results of our
public benefit through investments. Over time, the data
commercial, in-kind or collected will show how our
pro-bono engagement development activities affect local
economies.
GRI 203 203-2 Significant indirect economic Glencore SR: 9

impacts, including the extent Responsible citizenship (pp. 58-66)
of the impacts
Procurement Practices

Glencore SR:
Responsible citizenship (pp. 58-66),
Responsible Sourcing and Supply
(pp. 67-71)
GRI 204 204-1 Proportion of spending on local Percentage of total spend with local 74% 75% 80% 2 This indicator only covers
suppliers at significant suppliers (%) procurement at industrial assets.
locations of operation The definition of local means
suppliers and contractors local to
the country in which the procuring
asset operates.


ESG Data Glossary

Anti-corruption
GRI 205 205- Disclosure on Management ESG A-Z: 10 EM-MM-510a.1

DMA Approach Ethics Description of the
Glencore AR: management system
Our strategy for a sustainable future for prevention of
(pp. 10-15) corruption and
Our people (pp. 27-31) bribery throughout
Ethics and compliance (pp. 38-43) the value chain
Other:
Global Anti-Corruption Policy
GRI 205 205-1 Total number and percentage ESG A-Z: 10 1 Detailed data is tracked and
of operations assessed for risks Ethics monitored for internal use only (due
related to corruption and the Glencore AR: to confidentiality constraints).
significant risks identified Our strategy for a sustainable future
(pp. 10-15)
Ethics and compliance (pp. 38-43)
Other:
GRI 205 205-2 Communication and training Glencore AR: 10 1

on anti-corruption policies and Our people (pp. 27-31)
procedures
GRI 205 205-3 Confirmed incidents of ESG A-Z: 10 1 Any cases of misconduct, including
corruption and actions taken Ethics the giving or receiving of gifts,
Glencore AR: entertainment, incentives or any
Our strategy for a sustainable future other financial advantage in return
(pp. 10-15) for improper performance of the
Our people (pp. 27-31) recipient’s function (corruption), are
Ethics and compliance (pp. 38-43) taken very seriously and disciplinary
Other: action is taken in accordance with
Global Anti-Corruption Policy internal policies. Due to possible
confidentiality restraints and/or the
possibility that an incident may be
connected to an ongoing or related
internal review or investigation, we
do not report this data publicly


ESG Data Glossary

Tax
GRI 207 207-1 Approach to tax Glencore’s Group Tax Policy:

glencore.com/group-tax-policy
(p. 3); and Glencore’s Payments to
Governments report: glencore.com/
payments-to-governments-report
(p. 38)
207-2 Tax governance, control, and Glencore’s Group Tax Policy:

risk management glencore.com/group-tax-policy (p. 4)
207-3 Stakeholder engagement and Glencore’s Group Tax Policy:

management of concerns glencore.com/group-tax-policy (p. 3)
related to tax
207-4 Country-by-country reporting Glencore’s Payments to We comply with all legal

Governments report: glencore.com/ requirements in accordance with
payments-to-governments-report OECD BEPS Action 13
ENVIRONMENTAL
Materials
GRI 301 301- Disclosure on Management ESG A-Z: 7,8 6

DMA Approach Environment
GRI 301 301-1 Materials used by weight or Materials used by weight (million 303 322 295 8 6, 8 Data reflects the total quantity of
volume tonnes) input, raw and process materials.
Other data are tracked internally but
are not reported externally.
GRI 301 301-2 Percentage of materials used Secondary materials and recyclable 0.8% 0.3% 0.3% 8,9 6,8
that are recycled input wastes, ie scrap (%)
materials


ESG Data Glossary

Energy
GRI 302 302- Disclosure on Management ESG A-Z: 7,8 6

DMA Approach Climate Change
Glencore SR:
Climate change and energy (pp.
30-35),
Glencore AR:
Our strategy for a sustainable future
(pp. 10-15),
Climate Change (pp. 16-21)
Other:
Climate Report 2020: Pathway to
Net Zero
GRI 302 302-1 Energy consumption within Direct Energy (PJ) 120 125 103* EM-MM-130a.1
the organisation (1) Total energy
– Coal (%) 16% 19% 19% 6 consumed, (2)
percentage grid
– Natural gas & Coal seam gas (%) 10% 10% 12% 6 electricity, (3)
percentage
renewable
– Mineral oil (%) 65% 60% 58% 6
– Renewable (hydropower etc) (%) 9% 9% 11% 6
– Other sources (%) 1% 1% 1% 6
Direct energy by commodity (PJ) 120 125 103 6
– Aluminium 0 0 0 6
– Coal 35 40 31 6
– Copper 19 18 16 6
– Ferroalloys 6 6 5 6
– Iron ore – – – 6
– Nickel 27 28 26 6
– Oil 10 10 2 6
– Zinc 23 24 22 6


ESG Data Glossary

Direct energy by region (PJ) 120 125 103 6 EM-MM-130a.1

(1) Total energy
– Africa 17 25 16 6 consumed, (2)
percentage grid
– Asia 16 15 15 6 electricity, (3)
percentage
renewable
– Australia 48 54 52 6
– Europe 1 1 1 6
– North America 8 8 7 6
– South / Latin America 30 22 12 6
Purchased electricity (PJ) 88 85 77 6
– Non-renewable (%) 85% 81% 83% 6
– Renewable energy (%) 15% 19% 17% 6 This includes electricity purchased
in low carbon grids (with a
country-wide grid emission factor of
25 gr CO2 per kWh or less).
Purchased energy by commodity 88 85 77 6

(PJ)
– Aluminium – – – 6
– Coal 5 5 5 6
– Copper 25 23 23 6
– Ferroalloys 25 23 17 6
– Iron ore – – – 6
– Nickel 5 5 5 6
– Oil 0.002 0.4 0.1 6
– Zinc 28 28 28 6
Purchased energy by region (PJ) 88 85 77 6
– Africa 36 33 26 6


ESG Data Glossary

– Asia 7 6 7 6 EM-MM-130a.1
(1) Total energy
– Australia 11 11 11 6 consumed, (2)
percentage grid
– Europe 14 14 14 6 electricity, (3)
percentage
renewable
Renewable energy share of total 12% 13% 13% 6 This is based upon Glencore’s own
energy usage (%) renewable energy generation and
from electricity purchased in
low-carbon grids (those with a
countrywide grid emission factor of
25 gr CO2 per kWh or less). Prior
reported percentages have been
restated following an update of
country grid emission factors by the
IEA for 2018 and onwards.
Renewable electricity share of total 23% 27% 25% 6 This is based upon Glencore’s own
electricity usage (%) renewable electricity generation
and from electricity purchased in
low-carbon grids (those with a
countrywide grid emission factor of
25 gr CO2 per kWh or less), minus
renewable electricity sold, divided by
total electricity consumed.
302-3 Energy intensity Percentage of operational spend on 10 - 10 - < 10% 6 This range reflects the total spend
energy 15% 15% on energy as a ratio to total
operational spend at industrial
assets.


ESG Data Glossary

Water and effluents
GRI 303 303- Disclosure on Management ESG A-Z: Water 7,8 6 EM-MM-140a.1
DMA Approach Glencore SR: (1) Total fresh water
Material topics (pp. 17-18), withdrawn, (2) total
GRI 303 303-1 Interactions with water as a 7,8 6 fresh water
shared resource Water (pp. 36-41) consumed,
Glencore AR: percentage of each
Water stress and water risk Key performance indicators (p. 23) n/a 32% 32% 7,8 6 in regions with High Water stressed areas are regions of
exposure – Proportion of sites or Extremely High high or extremely high water stress
situated in water stressed areas Sustainability (pp. 32-37) Baseline Water Stress or that are classified as arid & low
Other water use according to the WRI’s
Glencore Water Report 2019 Aqueduct Water Risk Atlas.
A breakdown of our water
Water microsite on our homepage withdrawals, discharges and
consumption on a country level and
river basin level can be found on our
water microsite.
GRI 303 303-2 Management of water 7,8 6 We treat water prior to discharge in
discharge-related impacts compliance with regulatory
approvals, permits and licenses.


ESG Data Glossary

GRI 303 303-3 Total water withdrawal Total water withdrawal (million m3) 1,020 1,017 1,027* 6 EM-MM-140a.1 The small year-on-year increase in
(1) Total fresh water withdrawn water is primarily due to
Surface Water (million m3) 198 208 193 6 withdrawn, (2) total the calculation methodology
fresh water improvements implemented at a
consumed, smelter operation that utilises
Freshwater (million m3) n/a 88 76 6 seawater for cooling purposes.
percentage of each
in regions with High We also restated 2019 data to
Other water (million m3) n/a 120 116 6
or Extremely High amend the double-counting of
Baseline Water Stress water supplied to a local community
Sea water (million m3) 148 147 170 6 by our KCC asset in the DRC, as well
as to reflect water reporting
Freshwater (million m3) n/a 50 49 6 improvements by Cerro de Pasco
in Peru.
Other water (million m3) n/a 97 121 6 Further breakdowns of our water
withdrawal are presented in the
Groundwater (million m3) 396 368 349 6 Glencore Water Report 2019 and on
the Water microsite on our
homepage.
Freshwater (million m3) n/a 68 64 6
Water quality categories are
reported using ICMM water quality
Other water (million m ) 3
n/a 300 285 6 categories (high and low water
quality) which do not align with GRI
Rainwater (million m3) 173 176 200 6 water quality categories. ICMM
categories are defined for the
Freshwater (million m3) n/a 24 21 6 mining and minerals sector; and are
based on a range of
physical-chemical-biological water
Other water (million m3) n/a 152 179 6 characteristics appropriate to the
local context (see ICMM Guidance
Potable Water (million m3) 19 22 18 6 Section 2.4.3).
Water entrained in ore is currently
Other water from third parties 86 95 96 6 not included in our total water
(million m3) withdrawal.
Water entrained in ore (million m3) 15 17 14 6


ESG Data Glossary

Total water withdrawal from Total water withdrawal (million m3) 118 125 120 6 EM-MM-140a.1 Water stressed areas are regions of
areas with water stress (1) Total fresh water high or extremely high water stress
Surface Water (million m3) 25 26 24 6 withdrawn, (2) total or that are classified as arid & low
fresh water water use according to the WRI’s
consumed, Aqueduct Water Risk Atlas.
Sea water (million m3) 0 0 0 6
percentage of each
in regions with High
Groundwater (million m3) 42 46 41 6
or Extremely High
Baseline Water Stress
Rainwater (million m3) 8 10 8 6
Potable Water (million m3) 10 11 9 6
Other water from third parties 33 32 39 6

(million m3)
Water entrained in ore (million m3) 5 5 5 6


ESG Data Glossary

GRI 303 303-4 Water discharge Total discharged water (million m3) 709 696 669* 6 Water quality categories are
reported using ICMM water quality
Freshwater (million m3) n/a 153 144 6 categories (high and low water
quality) which do not align with GRI
water quality categories. ICMM
Other water (million m3) n/a 542 525 6 categories are defined for the
mining and minerals sector; and are
Water discharges to surface water 488 469 435 6 based on a range of
(million m3) physical-chemical-biological water
characteristics appropriate to the
Freshwater (million m3) n/a 101 94 6 local context (see ICMM Guidance
Section 2.4.3).
Other water (million m3) n/a 368 341 6 Priority substance of potential
concern for which discharges are
Water discharges to sea/ocean 154 153 172 6 treated primarily involve heavy
(million m3) metals, mineral oils and chemicals
that are used for metal processing
(e.g. sulfuric acid) regarding our
Freshwater (million m3) n/a 51 49 6 metals and minerals operations and
mineral oils regarding our oil
Other water (million m3) n/a 102 122 6 operations.
We treat water prior to discharge in
Water discharges to groundwater 3 7 5 6 compliance with regulatory
(million m3) approvals, permits and licenses.
Water stressed areas are regions of
Freshwater (million m3) n/a 0 0 6 high or extremely high water stress
or that are classified as arid & low
Other water (million m3) n/a 7 5 6 water use according to the WRI’s
Aqueduct Water Risk Atlas.
Water discharges to offsite 12 12 11 6
treatment (million m3)
Water exported to a third party 53 54 47 6

(million m3)
Total water discharge from Freshwater (million m3) 4 11 9 6

areas with water stress
Other water (million m3) 61 42 39 6


ESG Data Glossary

GRI 303 303-5 Water consumption Total volume of water recycled and 546 528 524 8,9 6,8 EM-MM-140a.1
reused (million m3) (1) Total fresh water
withdrawn, (2)
Percentage of water recycled/ 35% 34% 34% 8 6,8 total fresh water The percentage reflects the quantity
reused (%) consumed, of water reused and recycled
percentage of each compared to the quantity of total
in regions with High water input, water reused/recycled,
or Extremely High and water taken from storage
Baseline Water Stress facilities (i.e. change in storage).
Evaporation and other losses 274 289 326 6

(million m3)
Entrainment (million m3) 52 49 46 6
Water consumption (million m3) 326 338 372 6
Change in water in storage -14 111 -4 6
Water consumption in areas Volume of water recycled and 75 76 72 6,8

with water stress reused (million m3)
Water consumption in areas with 80 93 88 6

water stress (million m3)
Biodiversity
GRI 304 304- Disclosure on Management ESG A-Z: 7,8 7 EM-MM-160a.1

DMA Approach Biodiversity Description of
Glencore SR: environmental
Land stewardship (pp. 42-48) management
policies and practices
for active sites
GRI 304 304-1 Operational sites owned, Areas owned, leased, managed, 282 275 294 8 7 EM-MM-160a.3 SASB EM-MM-160a.3:
leased, managed in, or located in, adjacent to, or that Percentage of (1) We do not currently disclose the
adjacent to, protected areas contain protected areas and areas proved and (2) percentage of (1) proved and (2)
and areas of high biodiversity of high biodiversity value outside probable reserves probable reserves in or near sites
value outside protected areas protected areas (1,000 ha) in or near sites with protected conservation status
with protected or endangered species habitat.
conservation status
or endangered However, we provide information
species habitat about those sites that are located in
or adjacent to protected areas or
areas with high biodiversity value in
our ESG A-Z on our homepage.


ESG Data Glossary

GRI 304 304-2 Description of significant ESG A-Z: 7,8 7 We do not disclose impacts on
impacts of activities, products Biodiversity biodiversity due to resettlements as
and services on biodiversity in Glencore SR: they are not considered material.
protected areas and areas of Land stewardship (pp. 42-48)
high biodiversity value outside
protected areas
MM1 MM1 Total land owned, leased or 1,000 ha 2,116 2,108 2,330 8 7
managed for mining
operations
Total land disturbed and not 1,000 ha 87 91 95 8 7

yet rehabilitated
(A: opening balance)
Total amount of land newly 1,000 ha 6 7 2 8 7

disturbed within the reporting
period (B)
Total amount of land newly 1,000 ha 3 2 2 8 7 In 2019, we redisturbed 171ha of land

rehabilitated within the that we had previously rehabilitated
reporting period to the agreed and in 2020, we redisturbed 280ha
end use (C) of land we had previously
rehabilitated. The redisturbed
rehabiliated land is reflected in our
2018 and 2019 numbers. The land
was redisturbed as areas were
re-mined at deeper levels.
Due to improved surveying

methods, we removed 45ha of
disturbed land from our Lady
Loretta mine dating back to 2016
and 61ha from Oaky Creek in 2019.
We acquired Hail Creek in 2019 and
we have now added additional
disturbed (3,698ha) and
rehabilitated (480ha) land that we
will be responsible for managing
and rehabilitating to a higher
standard which is shown in our 2019
numbers.
In 2014, we incorrectly reported
2,521ha of disturbed land at our
Kazzinc operations (a new
exploration lease was granted and
this land was accidentally all
reported as disturbed) which has
been corrected for all years.


ESG Data Glossary

Total land disturbed and not 1,000 ha 91 95 95 8 7

yet rehabilitated
(D= A+B-C; closing balance)
MM2 MM2 Number and percentage of ESG A-Z: 91% 91% 94% 8 7 EM-MM-160a.1
total sites identified as Biodiversity Description of
requiring biodiversity Glencore SR: environmental
management plans according Land stewardship (pp. 42-48) management
to stated criteria, and the policies and practices
number (percentage) of those for active sites
sites with plans in place.
Emissions
GRI 305 305- Disclosure on Management ESG A-Z: 7,8 6 EM-MM-110a.1 SASB: EM-MM-110a.1
DMA Approach Air emissions, Gross global Scope 1 Our Scope 1 emissions exclude HFCs,
Climate change emissions, PFCs, SF6 and NF3 as these
Glencore SR: percentage covered greenhouse gases are not material
Climate change and energy (pp. under emissions- to our business.
30-35), limiting regulation
Other: Our GHG emissions are calculated
Climate Report 2020: Pathway to on the basis of an operational
Net Zero controls approach.
5% of our Scope 1 emissions reported
in 2020 are covered under an
emissions-limiting regulation (ie
cap-and-trade or emissions trading
scheme).
GRI 305 305-1 Direct greenhouse gas (GHG) Direct emissions (thousand tonnes 18,788 18,266 15,029* 6 The reduction in Scope 1 emissions
emissions (Scope 1) CO2e) was mainly due to a lower
production volume because of the
Covid-19 pandemic, as well as some
operational abatement and
production changes.
Direct emissions by commodity 18,788 18,266 15,029 6

(thousand tonnes CO2e)
– Aluminium 0.02 0.03 0.01 6
– Coal 6,879 6,702 5,856 6
– Copper 1,725 1,578 1,328 6
– Ferroalloys 4,380 4,112 3,047 6
– Iron ore – – – 6


ESG Data Glossary

– Nickel 2,768 2,865 2,577 6 EM-MM-110a.1

Gross global Scope 1
– Oil 1,049 983 228 6 emissions,
percentage covered
– Zinc 1,987 2,028 1,992 6 under emissions-
limiting regulation
Direct emissions by region 18,788 18,266 15,029 6
– Africa 5,576 5,780 3,969 6
– Asia 1,221 1,176 1,198 6
– Australia 8,643 8,567 8,126 6
– Europe 352 367 346 6
– South / Latin America 2,193 1,603 800 6
Direct emissions by source 18,788 18,266 15,029 6

Fossil fuels 8,251 8,627 6,942 6
– Solid fossil fuels 1,861 2,285 1,896 6 GHG emissions from consumption
of coal and coke at our operations.
– Liquid fossil fuels 5,723 5,274 4,304 6 GHG emissions from consumption
of diesel and other oil products at
our operations.
– Gaseous fossil fuels 668 1,068 742 6 GHG emissions from consumption
of natural gas, refinery gas and
other gas-based fossil fuels at our
operations.
Reductants 5,576 5,200 4,082 6 Using carbon-based materials for

the chemical reduction of metal
oxides.


ESG Data Glossary

Emissions from fossil fuel extraction 4,572 4,044 3,617 6 EM-MM-110a.1 Coal seam emissions from the
Gross global Scope 1 production of coal and GHG
emissions, emissions from the extraction of oil.
percentage covered In both cases, this regards a mix of
under emissions- methane, CO2 and other GHG gases.
limiting regulation
– Underground 3,036 2,146 1,734 6 Coal seam emissions from
underground coal operations as well
as GHG emissions caused by the
extraction of oil. In both cases, this
primarily involves methane gases.
– Open pit and stockpiling 1,223 1,481 1,264 6 GHG emissions from open pit
mining as well as from stockpiling
coal prior to its sale.
– Decommissioned mines 313 417 618 6 GHG emissions from coal mines
which have been closed.
Other direct GHG emissions 389 395 389 6 Other GHG emissions, not covered
in the above, directly caused by
process activities.
Biogenic CO2 emissions Biogenic CO2 emissions (thousand 5 6 5 6

tonnes CO2e)
GRI 305 305-2 Scope 2 Location based Indirect emissions (thousand 11,670 10,972 9,315* 6 This applies the grid emission factor
tonnes CO2) to all our purchased electricity,
regardless of specific renewable
electricity contracts, as per the
updated guidelines from the GHG
protocol for Scope 2 emissions.
The reduction of our Scope 2
emissions mainly reflects reduced
consumption of power due to the
Covid-19 pandemic and some assets
being on care and maintenance.
Indirect emissions by commodity 11,670 10,972 9,315 6

(thousand tonnes CO2)
– Aluminium – – – 6
– Coal 1,168 1,159 1,155 6
– Copper 1,696 1,505 1,576 6


ESG Data Glossary

– Ferroalloys 6,252 5,690 4,091 6
– Iron ore – – – 6
– Nickel 62 54 37 6
– Oil 0.4 109 32 6
– Zinc 2,492 2,455 2,424 6
Indirect emissions by region 11,670 10,972 9,315 6

(thousand tonnes CO2)
– Africa 6,761 6,272 4,594 6
– Asia 1,231 1,131 1,192 6
– Australia 1,800 1,816 1,842 6
– Europe 1,003 1,012 992 6
305-2 Scope 2 Market based Indirect emissions (thousand 12,591 11,492 9,076 6 Where applicable and available, this
tonnes CO2) applies the supplier-specific
emission factor regarding the
purchased electricity contract,
especially at operations with large
volumes of purchased electricity in
Australia, Chile and Europe.
Otherwise, it applies the country’s
residual emission factor (for EU
countries) or the grid emission
factor.
This calculation rule has been
implemented in line with the
updated guidelines from the GHG
protocol for Scope 2 emissions.


ESG Data Glossary

305-1, Total greenhouse gas Total emissions (thousand tonnes 30,459 29,238 24,345 6 The reduction in Scope 1 emissions
305-2 emissions (Scope 1 + Scope 2 CO2e (Scope 1); thousand tonnes was mainly due to a lower
Location based) CO2 (Scope 2) production volumes because of the
Covid-19 pandemic, as well as some
operational abatement and
production changes.
The reduction of our Scope 2
emissions mainly reflects reduced
consumption of power due to the
Covid-19 pandemic and some assets
being on care and maintenance.
305-3 Other relevant indirect Total emissions (thousand tonnes 313,043 343,486 271,006 6 This Scope 3 total includes all
(Scope 3) greenhouse gas CO2e) categories of our Scope 3 emissions
emissions – total which are relevant and material to
our operations. The most material
category is the use of sold products,
relating to the use of produced coal
and oil.
Scope 3 emissions refer to data from
industrial operations, as defined in
further detail on p. 215 of the annual
report.
Scope 3 – Purchased goods & Total emissions (thousand tonnes 753 787 824 6 This covers the estimated Scope 3
services CO2e) emissions from third party copper,
lead, nickel and zinc feeds into our
combined mine and smelting/
processing facilities.
Scope 3 – Fuel- and Total emissions (thousand tonnes 930 851 712* 6 A major source of fuel- and
energy-related activities CO2e) energy-related Scope 3 emissions
results from transmission and
distribution losses of purchased
electricity.
The related CO2 emissions are
calculated by applying the country
specific transmission and
distribution losses as presented by
the World Bank and multiplying
these losses by the country specific
emissions from Scope 2 electricity
purchased.


ESG Data Glossary

Scope 3 – Upstream Total emissions (thousand tonnes 661 1,280 1,466 6 Marine fuel consumed for
transportation & distribution CO2e) time-chartered shipping, both
upstream and downstream
Scope 3 – Downstream Total emissions (thousand tonnes 661 1,280 1,466 6 transportation, applying GHG
transportation & distribution CO2e) protocol emission factors for the
specific fuel types.
This total was 50% allocated to
upstream and 50% for downstream
transportation.
The increase from 2018 to 2019 is a
result of a reclassification of
non-controlled vessels’ emissions
from Scope 1 to this Scope 3 metric.
Scope 3 – Processing of sold Total emissions (thousand tonnes 11,180 11,256 11,017 6 Applying GHG Protocol’s ‘average
products CO2e) data’ method to further processing
by our clients of copper, nickel, zinc,
ferrochrome and lead concentrates
and metal that we produce. To
estimate the Scope 3 emissions, our
produced volumes are multiplied by
the relevant embodied carbon
coefficient. For concentrates,
embodied carbon coefficients of
primary (virgin) product are applied,
representing the emissions of
cradle-to-gate processing. For
metals, embodied carbon
coefficients of secondary (recycled)
product are applied as a proxy for
processing the metals into the
product’s dominant use, like copper
wire in case of copper metal. The ICE
database (2011) from University of
Bath provides these coefficients for
copper, zinc, lead and stainless steel.
As ferrochrome and nickel are
predominantly used in production
of stainless steel, the embodied
carbon coefficient of stainless steel
is allocated to these two products by
applying the average content
percentages of these two products
in stainless steel. The reported
values incur some level of overlap
with Glencore’s Scope 1 and 2
emissions.


ESG Data Glossary

Scope 3 – Use of sold products Total emissions (thousand tonnes 296,246 325,705 253,134* 6 Scope 3 emissions from the use of
– operational control CO2e) sold products relate to the use of
saleable fossil fuels (coal and oil),
produced by industrial operations
under Glencore operational control,
on a 100% basis except for joint
ventures, where the Group’s
attributable share of production is
included. The volumes of saleable
products are taken from Glencore’s
publicly available Production Report.
Regarding coal, the emissions value
includes emissions from use of both
thermal and metallurgical coal
produced. Regarding oil, the
emissions value relates to the gross
production basis of our Glencore
operated oil production entity,
excluding emissions related to oil
refinery activities. The decrease in
2020 is based lower production
numbers as a result of the COVID-19
pandemic.
Scope 3 – Investments Total emissions (thousand tonnes 2,546 2,238 2,294 6 This represents Glencore’s share of
CO2e) Scope 1 and 2 emissions from the
following investments: Antamina
(Copper), Century (Alumina),
Cerrejón (Coal), Collahuasi (Copper)
and Viterra (formerly known as
Glencore Agriculture).
Where available, the Scope 1 and 2
total values as reported most
recently by these companies were
taken as input. In case no such data
was available, the Scope 1 and 2
emissions from a comparable
Glencore asset (eg within same
country and same business) were
extrapolated based upon
production totals.
Scope 3 – Other downstream: Total emissions (thousand tonnes 64 89 93 6 This value concerns GHG emissions
Coal seam emissions send to CO2e) from sending coal seam emissions
third party operated power (e.g. methane) from our coal
plant operations to third party operated
power plants.


ESG Data Glossary

Other Scope 3 categories 6 Other categories of Scope 3, as

structured by the Greenhouse Gas
Protocol, are not relevant or are
immaterial to Glencore. This applies
to:
• Capital goods
• Business travel
• Employee commuting
• Upstream leased assets
• End of life treatment of sold
products
• Downstream leased assets
• Franchises
• Other upstream emissions


ESG Data Glossary

Scope 3 – Use of sold products Total emissions (thousand tonnes 296,246 347,206 264,247 6 Scope 3 emissions from the use of
– attributable basis CO2e) sold products on an attributable
basis relate to the use of saleable
fossil fuels (coal and oil), produced
by industrial operations according to
Glencore’s attributable share of
production. Differing from Scope 3
emissions from the use of sold
products – operational control, this
alternative metric includes
attributable production from
non-operated joint ventures, most
notably Cerrejón. The volumes of
saleable products are taken from
Glencore’s publicly available
Production Report. Regarding coal,
the emissions value includes
emissions from use of both thermal
and metallurgical coal produced.
Regarding oil, the emissions value
relates to the net production basis of
Glencore’s operated and
non-operated oil production entities,
excluding emissions related to oil
refinery activities. This metric is a key
component of Glencore’s projection
of reductions in Scope 3 emissions
by 2035. As such, this metric should
be regarded as an alternative metric
to Scope 3 emissions from the use of
sold products – operational control
and should not be aggregated into
our reported total Scope 3
emissions.


ESG Data Glossary

GRI 305 305-4 Carbon Scope 1 and Scope 2 tGHG/tCu 4.13 3.93 3.78 6 Further synonyms of this metrics
location based intensity used in our reporting include carbon
emissions intensity and greenhouse
gas emissions intensity. The GHG
emission intensity is calculated as a
ratio of Scope 1 and 2 location-based
emissions of Glencore operated
industrial assets which were owned
by the end of the reporting year,
divided by their copper equivalent
production. Copper equivalent
production is weighting the
commodity’s production volume by
the baseline year ratio of the
average price of that commodity,
divided by the fixed 2016 baseline
average price of copper.
The baseline GHG intensity in 2016
was 4.35tGHG/tCu.
GRI 305 305-6 Emissions of ozone-depleting Ozone depleting substances are not
substances (ODS) material to our operations.


ESG Data Glossary

GRI 305 305-7 NOx, SOx, and other significant Total particulates: emissions – total 12,039 10,605 8,123 6 EM-MM-120a.1 Includes air emissions from our
air emissions mass (tonnes) Air emissions of the industrial operations and mobile
following pollutants: equipment. Excludes emissions
(1) CO, (2) NOx from time-chartered vessels but
(excluding N2O), (3) includes those from vessels that we
SOx, (4) particulate own.
matter (PM10), (5) SASB EM-MM-120a.1:
mercury (Hg), (6) lead We do not currently disclose the
(Pb), and (7) volatile emissions of carbon monoxide (CO),
organic compounds mercury (Hg), lead (Pb) and volatile
(VOCs) organic compounds (VOCs).
Our reported particulate matter
(PM) includes particle sizes that are
larger than 10 micrometers (PM10)
as it includes total suspended
matter (TSP) with a maximum
particle sizes of about 30
micrometers.
All of our operations have
abatement systems in place in order
to meet the locally applicable
threshold values.
NOx (oxides of nitrogen): emissions 74,050 60,865 50,293 6

– total mass (tonnes)
SOx (oxides of sulphur): emissions 382,129 455,421 360,572 6

– total mass (tonnes)
Waste
GRI 306 306- Disclosure on Management ESG A-Z: 7, 8 6 EM-MM-150a.3

DMA Approach Waste Number of tailings
impoundments,
Glencore SR: broken down by
Catastrophic hazard management MSHA hazard
(pp. 19-23), potential
Glencore AR:
Performance overview (pp. 34-35)
Stories from the year – Recycling: A
case study (pp. 50-51)
Risk management (pp. 81, 83)
Other:
https://www.glencore.com/
sustainability/esg-a-z/Tailings


ESG Data Glossary

306-1 Waste generation and 7, 8 6

significant waste-related
impacts
306-2 Management of significant 7, 8 6

waste-related impacts
GRI 306 306-3 Total weight of waste by type Total mineral waste (million tonnes) 2,264 2,461 2,026 6, 8 EM-MM-150a.2 Data refers to mineral waste
and disposal method Total weight of generated.
mineral processing
Hazardous mineral waste (million 223 177 164 6, 8 waste, percentage
tonnes) recycled
Non-hazardous mineral waste 2,041 2,284 1,861 6, 8

(million tonnes)
% mineral waste recycled 1% 1% 1% 6, 8
Total non-mineral waste (thousand 325 882 385 6,8 Data refers to non-mineral waste
tonnes) disposed of. Non-mineral waste
includes waste oils, spent cell lining,
% non-mineral waste recycled 41% 30% 31% 6,8 office, canteen and camp waste,
scrap steel, tyres and construction
waste.
MM3 MM3 Total amounts of overburden, Total amounts of overburden, rock, 2,264 2,461 2,026 6 EM-MM-150a.1 Data refers to total mineral waste
rock, tailings and sludges and tailings and sludges (million tonnes) Total weight of generated.
their associated risks tailings waste, SASB EM-MM-150a.1:
percentage In 2020, this included 144 million
recycled tons of tailings of which 9.4 million
tons were recycled.
GRI 306 306-3 Total number and volume of Number of significant spills and 5 1 2 6 EM-MM-140a.2 Significant spills are those reported
significant spills and environmental incidents Number of incidents under categories 3 (moderate), 4
environmental incidents of non-compliance (major) and 5 (catastrophic)
associated with water according to Glencore’s
quality permits, classification scheme (refer to the
standards, and water section of the Glencore
regulations Sustainability Report 2020 for
further information regarding the
reported spills).
No category 4 (major) or category

5 (catastrophic) incidents occurred
in 2020.
Volume of significant spills (m3) 294 20 54 6


ESG Data Glossary

Environmental Compliance
GRI 307 307- Disclosure on Management ESG A-Z: 7,8,9 1

DMA Approach Environment,
Environmental incidents
Glencore SR:
Sustainability governance (pp. 9-11)
Water (pp. 36-41)
GRI 307 307-1 Monetary value of significant Monetary value of environmental 2,203 1,663 284 7 6 EM-MM-140a.2 The fines related to various incidents
fines and total number of fines (US$ thousand) Number of incidents of non-compliances, such as
non-monetary sanctions for of non-compliance breaches of general environmental
non-compliance with associated with water conditions, exceedances of air
environmental laws and quality permits, emission limits, discharges into
regulations standards, and water sources etc. Many related to
regulations historic incidents.
Number of non-monetary sanctions 291 293 192 7 6 This indicator presents the number
(environmental prosecutions, of formally notified breaches of
regulatory actions/orders, regulatory environmental regulations which
non-compliance, and other includes regulatory actions/orders,
sustainability-related penalties) environmental prosecutions and
environmental fines.
SASB EM-MM-140a.2:
This includes four fines regarding
water related incidents totalling
approximately US$10,000.
Several Several Total environmental protection Water-related CAPEX (US$ million) 110 113 111 8, 9 6, 10 Data only covers water-related
expenditures and investments expenses.
by type
Water-related OPEX (US$ million) 139 165 162 8, 9 6, 10 Data only covers water-related
expenses.
Supplier Environmental Assessment
GRI 308 308- Disclosure on Management ESG A-Z: 7,8 6, 8

DMA Approach Supply chain due diligence
Glencore SR:
Stakeholder engagement (pp. 13-15),
Responsible sourcing and supply
(pp. 67-71)
GRI 308 308-1 Percentage of new suppliers Percentage of new suppliers 51% 53% 56% 8 6
that were screened using screened using environmental
environmental criteria criteria (%)


ESG Data Glossary

SOCIAL
Employment
GRI 401 401- Disclosure on Management ESG A-Z: 3, 4, 5, 6

DMA Approach Our people
Glencore SR:
Human rights (pp. 49-57),
Glencore AR:
GRI 401 401-1 Total number and rates of new Redundancies

employee hires and employee
turnover by age group, gender, Total redundancies 9,446 9,120 7,179
and region
Redundancies (%) 11% 11% 8%
Total turnover by region (%)
– Africa 5% 7% 6%
– Asia 13% 13% 8%
- Australia 12% 7% 11%
– Europe 8% 8% 5%
– North America 23% 23% 15%
– South / Latin America 18% 11% 8%
New employees:
Total number new employees 12,388 11,591 5,909
New employees (%) 15% 13% 7%
Labor/Management Relations
GRI 402 402- Disclosure on Management ESG A-Z: 3, 4, 5, 6

Glencore SR:
Glencore AR:


ESG Data Glossary

GRI 402 402-1 Minimum notice period(s) 3 Minimum notice periods vary across
regarding operational changes, the Group, ranging from 1 week to 6
including whether it is months (see also Our approach to
specified in collective sustainability: Our people)
agreements
MM4 MM4 Number of strikes and Number of strikes exceeding one 2 4 1 3 EM-MM-310a.2
lock-outs exceeding one week’s week’s duration Number and
duration duration of strikes
and lockouts
Number of lock-outs exceeding one 0 2 0 3
week’s duration
Occupational Health & Safety
GRI 403 403- Disclosure on Management ESG A-Z: 5 Health and safety data covers all
DMA Approach Safety, employees and contractors of those
Health, assets where we have operational
HIV/AIDS control.
Glencore SR:
Workplace health and safety (pp.
24-29)
GRI 403 403-1 Occupational health and safety ESG A-Z: 5 We require the industrial operations
management system Safety, under our operational control to
Health meet our expectations on health
Glencore SR: and safety processes for employees
Workplace health and safety (pp. and contractors, which have been
24-29) mapped to leading industry
practices and international
standards, such as ISO 45001.
However, certification to such
standards is not mandatory and is at
the discretion of the relevant
department and asset.
sustainability/esg-a-z/safety
sustainability/esg-a-z/health
GRI 403 403-2 Hazard identification, risk ESG A-Z: 5

assessment, and incident Safety,
investigation Health
Glencore SR:
24-29)


ESG Data Glossary

GRI 403 403-3 Occupational health services ESG A-Z: 5 Our industrial operations have
Safety, dedicated occupational health
Health functions, with appropriate skills to
Glencore SR: respond to local and site needs. Our
Workplace health and safety employees and contractors have
(pp. 24-29) access to these services. We assess,
monitor and control health risks to
prevent occupational diseases
among our workforce. We require
our assets to have formal plans,
processes and records to allow
routine monitoring of occupational
health, including spot checks.
Our focus is on early intervention. If

one of our people is injured at work
or suffers an occupational disease,
requiring rehabilitation, we support
the individual to return to work as
soon as possible. At some
operations, we operate clinics that
are also accessible for the local
community.
GRI 403 403-4 Worker participation, Percentage of sites with formal joint n/a n/a 78% 5 The majority of our operations have
consultation, and management-worker health and formal health and safety
communication on safety committees committees in place with both
occupational health and safety representatives of the workforce and
the management. These
committees meet and visit the sites
regularly and any findings are
actioned to prevent any health and
safety incidents and ensure
continuous improvement.
GRI 403 403-5 Worker training on 5 EM-MM-320a.1 Our employees and contractors
occupational health and safety (1) MSHA receive pre-shift training and safety
all-incidence rate, (2) inductions, as well as regular
fatality rate, (3) near workplace-specific training and in
miss frequency rate the event of operational changes. A
(NMFR) and (4) crucial element of these trainings
average hours of are our fatal hazard protocols and
health, safety, and our life-saving behaviours.
emergency response
training for (a)
full-time employees
and (b) contract
employees


ESG Data Glossary

GRI 403 403-6 Promotion of worker health 5 Our occupational health

management strategy addresses
the health risks facing our workforce,
their families and the communities
inside and outside our gates. The
strategy has three pillars, which
build on what has proved successful
at individual assets: Healthy
workplaces, Fit for work, and Fit
for life.
The Fit for life pillar identifies key
health issues, needs and interests of
our people and develop approaches
to inform and educate our people
regarding personal health risks,
public health risks, prevention and
harm reduction. It actively engages
local public health officials where
significant public health risks exist. It
actively participates in health
education, promotional
opportunities and contingency
planning activities that are
applicable to the communities in
which we operate.
The Fit for life pillar adapts to the
local context, for example, at some
sites, its focus may be on supporting
an aging workforce, at others it is
public health initiatives such as
preventing the spread of malaria
and/or HIV and AIDS
GRI 403 403-7 Prevention and mitigation of 5 https://www.glencore.com/

occupational health and safety sustainability/esg-a-z/safety
impacts directly linked by
business relationships


ESG Data Glossary

GRI 403 403-8 Workers covered by an – an occupational health and safety n/a n/a 67% 5 These metrics cover all industrial
occupational health and safety management system sites. All employees and contractors
management system: of a site that has implemented an
Percentage of employees and occupational health and safety
contractors covered by: management system are covered
by this system. Refer also to section
403-1.
– by an occupational health and n/a n/a 50% 5

safety management system that
has been internally audited
– by an occupational health and n/a n/a 31% 5

safety management system that
has been audited and certified by
an external party
GRI 403 403-9 Total number of fatalities Number of workforce fatalities 13 17 8* 5 EM-MM-320a.1 The total number of occupational
(employees + contractors) (1) MSHA fatalities includes all work-related
all-incidence rate, (2) fatalities affecting employees and
Number of fatalities of Number of employee fatalities 7 11 6 5 fatality rate, (3) near contractors working at Glencore’s
employees miss frequency rate managed sites. Incidents of violence
(NMFR) and (4) resulting in murder, other criminal
average hours of acts resulting in fatality, acts of God,
Number of fatalities of Number of contractors fatalities 6 6 2 5
health, safety, and and death of natural causes are not
contractors
emergency response considered occupational fatalities.
training for (a) Detailed data is tracked and
Total number of fatalities – by Africa 4 11 3 5 monitored for internal use only, due
full-time employees
region (employees + to confidentiality constraints.
and (b) contract
contractors) Australia 0 0 0 5 employees The 2019 fatalities include one
fatality that relates to an
North America 0 0 0 5 occupational disease.
South / Latin America 5 2 2 5
Rest of the world 4 4 3 5
Number of fatalities – by region Africa 1 7 3 5

(employees)
Australia 0 0 0 5
North America 0 0 0 5


ESG Data Glossary

Number of fatalities – by region Africa 3 4 0 5

(contractors)
Australia 0 0 0 5
North America 0 0 0 5
Fatality frequency rate (FIFR) Employees + contractors 0.036 0.046 0.027 5 Fatality frequency rate is the
number of fatalities per million
Employees 0.041 0.062 0.039 5 hours worked.
Contractors 0.032 0.031 0.014 5
Total recordable injury Employees + contractors 3.18 2.86 2.65* 5 The total recordable injury
frequency rate (TRIFR) frequency rate (TRIFR) is the sum of
Employees 3.35 3.01 2.82* 5 fatalities, LTIs, restricted work injuries
(RWIs) and medical treatment
injuries (MTIs) per million hours
Contractors 3.02 2.73 2.47* 5 worked. The metric represents all
injuries that require medical
treatment beyond first aid.
Lost time injury frequency rate Employees + contractors 1.06 0.99 0.94* 5 Lost time injury frequency rate
(LTIFR) (LTIFR) is the total number of LTIs
Employees 1.25 1.17 1.14* 5 recorded per million hours worked.
Lost time injuries (LTIs) are recorded
when an employee or contractor is
Contractors 0.89 0.83 0.72* 5 unable to work following an
incident. We record lost days as
beginning on the first rostered day
that the worker is absent after the
day of the injury. The day of the
injury is not included. LTIs do not
include restricted work injuries
(RWIs) and fatalities.
Near Miss Frequency Rate Employees + contractors 36 35 64 5 Near Miss Frequency Rate (NMFR) is
(NMFR) the total number of near miss
incidents recorded per million hours
worked.


ESG Data Glossary

High-consequence injury rate Employees + contractors n/a n/a n/a 5 Information currently not available
but will be reported starting from
Employees n/a n/a n/a 5 next year.
Contractors n/a n/a n/a 5
Hours worked Employees + contractors 357 369 300 5 Hours worked are reported in million
hours.
Employees 172 177 156 5
Contractors 186 191 145 5
Lost day rate % 0.1% 0.1% 0.1% 5 Lost day rate is expressed by
comparing the total lost days to the
total number of hours scheduled to
be worked by the workforce.
Absentee rate % 3% 4% 8% 5 The absentee rate is expressed by

comparing the total absent time to
the total time scheduled to be
worked by the workforce.
GRI 403 403-10 Work-related ill health ESG A-Z: 5

Health
Glencore SR:
24-29)
Fatalities due to occupational Employees + contractors 0 1 0 5 The fatality in 2019 is also included in
diseases the fatalities reported in section
Employees 0 0 0 5 403-9.
Contractors 0 1 0 5


ESG Data Glossary

Occupational diseases Employees + contractors 0.09 0.29 0.37 5 Occupational disease frequency rate
frequency rate (ODR) is the number of occupational
Employees 0.18 0.39 0.48 5 diseases per million hours worked.
The majority of occupational
diseases are associated with the
Contractors 0.01 0.19 0.25 5 musculoskeletal system and
connective tissue, ear and mastoid
process and cases of malaria that
affected seconded employees and
contractors originating from regions
where such diseases are not
prevailing.
Further information can be found
on pages 23-27, section ‘Workplace
health and safety’ of this report.
Training and Education

Glencore SR:
GRI 404 404-1 Average hours of training per Average training hours per worker 42 48 43 2 We do not collect this information
year per employee (employees + contractors) by gender as we treat male and
female employees equally.
Percentage of training hours Contractors (%) 39% 37% 39% 2

per employee category
Management (%) 1% 1% 1% 2
Operational, production, 49% 51% 50% 2

maintenance (%)
Supervisors, administration, 10% 11% 10% 2

technical (%)


ESG Data Glossary

Diversity and Equal Opportunity

Glencore SR:
GRI 405 405-1 Composition of governance Minority group membership 6 3 Glencore has operations in areas
bodies and breakdown of where minority group membership
employees per category data cannot be collected for privacy
according to gender, age, reasons. We therefore cannot
minority group membership provide an accurate number.
and other indicators of diversity
Number of female employees 12,961 13,848 13,875 6 3
Percentage of female employees 15% 16% 16% 6 3

(%)
Percentage of female managers (%) 16% 18% 18% 6 3
Number of female Board directors 2 2 2 6 3 Appointment of a third female

non-executive director in February
2021.
GRI 405 405-2 Ratio of basic salary of men to ESG A-Z: 6 3 Our basic salaries are not
women by employee category Our people differentiated by gender (1:1)
Glencore SR:
Non-discrimination

Glencore SR:
Glencore AR:
Other:
Code of Conduct
GRI 406 406-1 Total number of incidents of ESG A-Z: 5 1 0 6 3 Each reported case of discrimination
discrimination and actions Our people is carefully analysed and where
taken Glencore SR: confirmed, appropriate disciplinary
Our people (pp. 72-76) action is taken.
Glencore AR:
Other:
Code of Conduct


ESG Data Glossary

Freedom of Association and Collective Bargaining
GRI 407 407- Disclosure on Management ESG A-Z: 3 EM-MM-310a.1

DMA Approach Our people Percentage of active
Glencore SR: workforce covered
Our people (pp. 72-76) under collective
Glencore AR: bargaining
Ethics and compliance (pp. 38-43) agreements, broken
Other: down by U.S. and
Code of Conduct foreign employees
GRI 407 407-1 Operations and suppliers Number of assets 0 0 0 3 3

identified in which workers’
rights to exercise freedom of
association and collective
bargaining may be violated or
at significant risk, and
measures taken to support
these rights
Child Labour

DMA Approach Our people,
Human rights
Glencore SR:
(pp. 67-71),
Glencore AR:
Other:
Code of Conduct


ESG Data Glossary

GRI 408 408-1 Operations and suppliers ESG A-Z: 0 0 0 5 3 Employees younger than 18 do not
identified as having significant Our people, carry out any type of hazardous
risk for incidents of child labour, Human rights work.
and measures taken to Glencore SR:
contribute to the effective Human rights (pp. 49-57),
abolition of child labour Responsible sourcing and supply
(pp. 67-71),
Glencore AR:
Other:
Code of Conduct
Forced or Compulsory Labour

Human rights
Glencore SR:
(pp. 67-71),
Glencore AR:
Other:
Code of Conduct
GRI 409 409-1 Operations and suppliers Number of assets 0 0 0 4 3

identified as having significant
risk for incidents of forced or
compulsory labour, and
measures to contribute to the
elimination of all forms of
forced or compulsory labour
Security Practices
GRI 410 410- Disclosure on Management ESG A-Z: 1,2

DMA Approach Human rights
Glencore SR:
Glencore AR:
Other:
Code of Conduct


ESG Data Glossary

GRI 410 410-1 Percentage of security ESG A-Z: 86% 91% 89% 1,2 1, 3 Employed security personnel only.
personnel trained in the Human rights
organisation’s policies or Glencore SR:
procedures that are relevant to Human rights (pp. 49-57),
operations Glencore AR:
Other:
Code of Conduct
Rights of Indigenous Peoples
GRI 411 411-DMA Disclosure on Management ESG A-Z: 1, 2

Approach Human rights
Glencore SR:
Glencore AR:
Performance overview (pp. 34-37),
Risk management (pp. 83-84),
Other:
Code of Conduct
GRI 411 411-1 Total number of incidents of 0 0 0 1, 2 3 EM-MM-210a.2 No cases reported (refer also to
violations involving rights of Percentage of (1) MM6).
indigenous peoples and proved and (2)
actions taken probable reserves in
or near indigenous
MM5 MM5 Number of sites located on or 42 42 41 1, 2 3 land / SASB EM-MM-210a.2:
near indigenous people’s land EM-MM-210a.3 We do not currently disclose the
Discussion of percentage of (1) proved and (2)
engagement probable reserves in or near
Number of sites with n/a 23 25 1, 2 3
processes and due Indigenous lands.
operations in or adjacent to an
diligence practices
indigenous community that
with respect to
have an agreement with that
human rights,
community
indigenous rights,
and operation in
areas of conflict


ESG Data Glossary

Human Rights Assessment
GRI 103 103- Disclosure on Management ESG A-Z: 1,2 EM-MM-210a.1 SASB EM-MM-210a.1:
DMA Approach Our people, Percentage of (1) This information is not disclosed.
Human rights proved and (2)
Glencore SR: probable /
Human rights (pp. 46-54), EM-MM-210a.3
(pp. 64-68), Discussion of
Our people (pp. 69-73) engagement
Glencore AR: processes and due
Ethics and compliance (pp. 38-43) diligence practices
Other: with respect to
Code of Conduct human rights,
indigenous rights,
and operation in
GRI 412 412- Disclosure on Management ESG A-Z: 1, 2
areas of conflict
reserves in or near
Human rights
areas of conflict /
Glencore SR:
EM-MM-210b.1
Responsible sourcing and supply Discussion of process
(pp. 64-68), to manage risks and
Our people (pp. 69-73) opportunities
Glencore AR: associated with
Ethics and compliance (pp. 38-43) community rights
Other: and interests
Code of Conduct
GRI 412 412-1 Total number and percentage ESG A-Z: 1, 2 1, 3 EM-MM-210a.3 Our Group Human Rights policy
of operations that have been Our people, Discussion of requires our assets to conduct risk
subject to human rights Human rights engagement assessments for conflict and security
reviews or impact assessments Glencore SR: processes and due concerns. If these risks are identified,
Human rights (pp. 49-57), diligence practices our assets must align their practices
Responsible sourcing and supply with respect to with the Voluntary Principles.
(pp. 67-71), human rights,
Our people (pp. 72-76) indigenous rights,
Glencore AR: and operation in
Ethics and compliance (pp. 38-43) areas of conflict
Other:
Code of Conduct


ESG Data Glossary

GRI 412 412-2 Total hours of employee Total hours of employee training 50,728 63,667 22,549 1,2 1,3 Employed security personnel only.
training on human rights
policies or procedures Percentage of employees trained 86% 91% 89% 1,2 1,3 Employed security personnel only.
concerning aspects of human (%)
rights that are relevant to
operations, including the
percentage of employees
trained
GRI 412 412-3 Total number and percentage ESG A-Z: 1,2 1,3 We undertake due diligence of our
of significant investment Our people, major investments; human rights
agreements that include Human rights risks are considered as part of this
human rights clauses or that Glencore SR: process. We seek to ensure that all
underwent human rights Human rights (pp. 49-57), significant investment agreements
screening Responsible sourcing and supply include a requirement to comply, or
(pp. 67-71), demonstrate comparable practices,
Our people (pp. 72-76) with the Glencore Code of Conduct,
Glencore AR: including its provisions on respect of
Ethics and compliance (pp. 38-43) human rights. Figures are tracked
Other: for internal purposes but not
Code of Conduct externally reported.
SOCIETY
Local Communities
GRI 413 413- Disclosure on Management ESG A-Z: 1,2 EM-MM-210b.1 To help us consistently measure and
DMA Approach Stakeholder engagement, Discussion of process report on our contributions, we have
Communities to manage risks developed a socio-economic
Glencore SR: and opportunities contribution scorecard. Going
Human rights (pp. 49-57), associated with forward, we plan to integrate the
Responsible citizenship (pp. 58-66) community rights scorecard into our existing
and interests community and stakeholder
engagement systems.
GRI 413 413-1 Percentage of operations with ESG A-Z: 1,2 3 We do not report the total
implemented local community Stakeholder engagement, percentage. Our assets/operations/
engagement, impact Communities projects are required to identify and
assessments, and/or Glencore SR: assess issues, opportunities and risks
development programmes Human rights (pp. 49-57), throughout the lifecycle of their
Responsible citizenship (pp. 58-66) activities, and to have community
engagement and social investment
strategies in place, as applicable.
GRI 413 413-2 Operations with significant ESG A-Z: 1,2 3

actual or potential negative Stakeholder engagement,
impacts on local communities Communities
Glencore SR:


ESG Data Glossary

MM6 MM6 Number and description of ESG A-Z: 6 11 7 1,2 3 EM-MM-210a.3 There were 7 disputes relating to
significant disputes relating to Stakeholder engagement, Discussion of land use/ownership in 2020. These
land use, customary rights of Communities engagement related to Coal assets in South Africa
local communities and Glencore SR: processes and due (Middelkraal, Tweefontein), a Copper
indigenous peoples Human rights (pp. 49-57), diligence practices asset in Zambia (Nkana), two
Responsible citizenship (pp. 58-66) with respect to Ferroalloys assets in South Africa
human rights, (Lion Chrome Smelter and Rhovan)
indigenous rights, and an Oil asset in Chad. The
and operation in disputes primarily related to our
areas of conflict activities impacting private or
community properties, including a
sump overflow at our Chad
operation. In another case a
community is in dispute about the
amount of land given to them as a
compensation.
MM7 MM7 The extent to which grievance ESG A-Z: 1,2 3 We require each asset where we
mechanisms were used to Stakeholder engagement, have operational control to have a
resolve disputes relating to Communities complaint registration process. This
land use and customary rights Glencore SR: should include a formal grievance
of local communities and Human rights (pp. 49-57), and conflict resolution process for
indigenous peoples, and the Responsible citizenship (pp. 58-66) community members and others to
outcomes make complaints and raise
Total number of community 1,057 1,149 1,272 1,2 3 concerns. The process should
complaints include transparent procedures for
registering, evaluating and
responding appropriately to the
concerns raised. Complaints
regarding access to land are mainly
related to resettlement planning
activities, and have been addressed
through ongoing consultations
around these processes.
MM8 MM8 Number (and percentage) of Number of sites 7 7 7 1,2 Our approach to sustainability:
company operating sites where Community development
artisanal and small scale
mining takes place on, or Glencore SR:
adjacent to, the site; the Human rights (pp. 46-54),
associated risks and the actions Responsible citizenship (pp. 55-63)
taken to manage and mitigate
these risks
Sites (%) 6% 6% 6% 1,2 Our approach to sustainability:
Community development
Glencore SR:


ESG Data Glossary

MM9 MM9 Sites where resettlements took Number of sites with resettlements 2 3 2 1,2 Resettlements occurred at
place, the number of activities Calenturitas and Goedgevonden.
households resettled in each,
and how their livelihoods
where affected in the process
Number of resettled households 11 8 18 1,2
MM10 MM10 Number and percentage of ESG A-Z: 1,2 As required by our Group
operations with closure plans Closure Environmental Policy all our
Glencore SR: production and mining sites must
Land stewardship (pp. 42-48) have closure plans in place.
Supplier Social Assessment
GRI 414 414- Disclosure on Management ESG A-Z: 1,2,6,10 3,5,8 EM-MM-210a.3
DMA Approach Supply chain due diligence Discussion of
Glencore SR: engagement
Stakeholder engagement (pp. 13-15), processes and due
Human rights (pp. 49-57), diligence practices
Responsible sourcing and supply with respect to
(pp. 67-71) human rights,
indigenous rights,
GRI 414 414-1 Percentage of new suppliers Percentage of new suppliers 51% 54% 53% 1,2,6,10 3 and operation in
that were screened using social screened (%) areas of conflict
criteria reserves in or near
areas of conflict
Public Policy
GRI 415 415-1 Disclosure on Management ESG A-Z: 10 As part of our business principles
Approach Ethics Glencore does not permit any of its
Glencore AR: funds or resources to be used to
Ethics and compliance (pp. 38-43) contribute to any political campaign,
Other: political party, political candidate or
Global Anti-Corruption Policy any of their affiliated organisations.


ESG Data Glossary

PRODUCT RESPONSIBILITY
Customer Health & Safety
GRI 416 416- Disclosure on Management Glencore SR: 7,8,9 8

DMA Approach Responsible sourcing and supply
(pp. 67-71)
MM11 MM11 Programmes and progress Glencore SR: 7,8,9 8 Progress is tracked internally,
relating to materials Responsible sourcing and supply but not reported externally. Case
stewardship (pp. 67-71) studies have been provided in the
SR giving examples of programmes.
GRI 416 416-1 Percentage of significant Glencore SR: 7,8,9 8 All our products are thoroughly
product and service categories Responsible sourcing and supply assessed as part of the REACH
for which health and safety (pp. 67-71) registration and notification
impacts are assessed for process as well schemes in
improvement other applicable jurisdictions.
Marketing and Labelling
GRI 417 417-1 Requirements for product and Glencore SR: 7 8 Our sustainability framework
service information and Responsible sourcing and supply requires our commodity products to
labeling (pp. 67-71) conform with the regulations and
good practice guidelines pertaining
to the regions where we operate.
This also applies to the information
requirements of our products. In
Europe we have prepared and
submitted extensive dossiers for all
substances within our products in
line with REACH registration
requirements, containing
information on properties,
environmental impacts and
guidance for safe use. This
information is actively sent to all our
customers by means of safety data
sheets. For products not subject to
REACH requirements we have
documented information on
properties, environmental impacts
and guidance for safe use and make
this available to our customers as
safety data sheets.


ESG Data Glossary

Socioeconomic Compliance
GRI 419 419- Disclosure on Management ESG A-Z:

DMA Approach Ethics
Glencore AR:
Other:
GRI 419 419-1 Monetary value of significant ESG A-Z: Glencore AR: Financial Review.
fines and total number of Ethics Significant items (p. 46-47).
non-monetary sanctions for Glencore AR:
non-compliance with laws and/ Ethics and compliance (pp. 38-43)
or regulations in the social and Other:
economic area Global Anti-Corruption Policy
* Independently assured by Deloitte LPP for 2020


ESG Data Glossary
Additional greenhouse gas emission information

This section contains additional information on Glencore’s greenhouse gas emission reporting and performance. The information is complementary to Glencore’s climate change disclosures as part of the 2020 Annual
Report, 2020 Sustainability Report, Climate Report 2020: Pathway to Net Zero and the GRI section of the Glencore Environmental, Social and Governance data 2020.
EMISSIONS IN DEPTH
1. Additional greenhouse gas emission information: basis of reporting
Glencore’s greenhouse gas emission reporting is based upon the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised edition), applying the operational control boundary.
2. Greenhouse gas emission factors – Scope 1
Region Type Greenhouse Gas Value Unit Effective Date Description
Global Natural Gas Carbon Dioxide 56,100 kg GHG/TJ 01/01/2014 GHG Protocol Cross-Sector Tools – Stationary
Combustion – (April 2014)
Global Natural Gas Methane 5.00000 kg GHG/TJ 01/01/2014
Global Natural Gas Nitrous Oxide 0.10000 kg GHG/TJ 01/01/2014
Global Residual fuel oil Carbon Dioxide 3,127 kg GHG/t (metric) 01/01/2014
Global Residual fuel oil Methane 0.40400 kg GHG/t (metric) 01/01/2014
Global Residual fuel oil Nitrous Oxide 0.02424 kg GHG/t (metric) 01/01/2014
Global Anthracite Carbon Dioxide 2,625 kg GHG/t (metric) 01/01/2014
Global Anthracite Methane 0.26700 kg GHG/t (metric) 01/01/2014
Global Anthracite Nitrous Oxide 0.04005 kg GHG/t (metric) 01/01/2014
Global Coke oven coke Carbon Dioxide 3,017 kg GHG/t (metric) 01/01/2014
Global Coke oven coke Methane 0.28200 kg GHG/t (metric) 01/01/2014
Global Coke oven coke Nitrous Oxide 0.04230 kg GHG/t (metric) 01/01/2014
Global Other kerosene Carbon Dioxide 2.51938 kg GHG/L 01/01/2014
Global Other kerosene Methane 0.00035 kg GHG/L 01/01/2014
Global Other kerosene Nitrous Oxide 0.00002 kg GHG/L 01/01/2014
Global Gas/Diesel oil Carbon Dioxide 2.67649 kg GHG/L 01/01/2014
Global Gas/Diesel oil Methane 0.00036 kg GHG/L 01/01/2014
Global Gas/Diesel oil Nitrous Oxide 0.00002 kg GHG/L 01/01/2014


ESG Data Glossary
Global Naphtha Carbon Dioxide 2.51162 kg GHG/L 01/01/2014
Global Naphtha Methane 0.00034 kg GHG/L 01/01/2014
Global Naphtha Nitrous Oxide 0.00002 kg GHG/L 01/01/2014
Global Liquified Petroleum Gases Carbon Dioxide 1.61170 kg GHG/L 01/01/2014
Global Liquified Petroleum Gases Methane 0.00013 kg GHG/L 01/01/2014
Global Liquified Petroleum Gases Nitrous Oxide 0.00000 kg GHG/L 01/01/2014
Global Gasoline/Petrol Carbon Dioxide 8.59873 kg GHG/gal (US) 01/01/2014 GHG Protocol Cross-Sector Tools – Transport Fuel
Use – (April 2014)
Global On-Road Diesel Fuel Carbon Dioxide 10.13100 kg GHG/gal (US) 01/01/2014
Global Heavy fuel oil Carbon Dioxide 11.12500 kg GHG/gal (US) 01/01/2014
Global Methane combusted Carbon Dioxide 2.81016 t GHG (metric)/t 01/01/2006 Australian National Greenhouse Accounts (NGA)
(metric) factors 2006 – Table 2.3: (Coal mine waste gas that
is captured for combustion)
Global Limestone flux reductant CO2e 0.44000 kg GHG/kg 01/01/2006 GHG Protocol sector specific – Iron and steel 2008
3. Greenhouse gas emission factors – Scope 2, purchased electricity grid emission factors
Region Type Greenhouse Gas Value Unit Effective Date Description
Canada – Nova Scotia Purchased electricity Carbon Dioxide 0.72 kg GHG/kWh 01/01/2018 National Intensity Report 1990 – 2018, Canada’s
2020 UNFCCC Submission, Part 3, Table A13-4,
Canada – British Columbia Purchased electricity Carbon Dioxide 0.0123 kg GHG/kWh 01/01/2018 page 62, CO2 intensity (g CO2/kWh) for 2018. Link:
https://unfccc.int/sites/default/files/resource/
Canada – Quebec Purchased electricity Carbon Dioxide 0.0013 kg GHG/kWh 01/01/2018 can-2020-nir-14apr20_0.zip
Canada – Ontario Purchased electricity Carbon Dioxide 0.029 kg GHG/kWh 01/01/2018
Canada – New Brunswick Purchased electricity Carbon Dioxide 0.29 kg GHG/kWh 01/01/2018
US Egrid – ERCT Purchased electricity Carbon Dioxide 936 lb GHG/MWh 01/01/2018 USA e-Grid value for 2018. Source: tab SRL18,
column SRCO2RTA of 2020 file
US Egrid – CAMX Purchased electricity Carbon Dioxide 498.686 lb GHG/MWh 01/01/2018 https://www.epa.gov/energy/emissions-
generation-resource-integrated-database-egrid
US Egrid – NEWE Purchased electricity Carbon Dioxide 527.564 lb GHG/MWh 01/01/2018
US Egrid – NWPP Purchased electricity Carbon Dioxide 643.363 lb GHG/MWh 01/01/2018


ESG Data Glossary
Australia – New South Wales Purchased electricity Carbon Dioxide 0.81 kg GHG/kWh 01/01/2020 Australia National Greenhouse Account Factors
(NGER) update October 2020 Table 5 Indirect
Australia – Queensland Purchased electricity Carbon Dioxide 0.81 kg GHG/kWh 01/01/2020 (scope 2) emission factors for consumption of
purchased electricity from the grid, page 19, https://
Australia – Western Australia Purchased electricity Carbon Dioxide 0.68 kg GHG/kWh 01/01/2020 www.industry.gov.au/sites/default/files/2020-10/
national-greenhouse-accounts-factors-2020.pdf
Australia – Northern Territory Purchased electricity Carbon Dioxide 0.62 kg GHG/kWh 01/01/2020
Argentina Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 IEA CO2 Emission Factors (2020 edition): CO2
emissions per kWh from electricity generation.
Bolivia Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 Please note: this 2020 document contains the grid
emission factors valid as per 2018.
Chile Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 External dissemination of any IEA data requires
specific permission which is why the relevant
Colombia Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018 emission factors are not disclosed in this
document.
Democratic Republic of the Congo Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Germany Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Italy Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Kazakhstan Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Norway Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Peru Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
South Africa Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Spain Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
United Kingdom Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018
Zambia Purchased electricity Carbon Dioxide g GHG/kWh 01/01/2018


ESG Data Glossary
4. Global warming potential (GWP) values relative to CO2
Global
warming
Region Chemical formula Greenhouse Gas potential Unit Effective Date Description
Global CO2 Carbon dioxide 1 g CO2e/g CO2 All years IPCC Fifth Assessment Report, 2014 (AR5),
GWP values for 100-year time horizon
Global CH4 Methane 28 g CO2e/g CH4 All years IPCC Fifth Assessment Report, 2014 (AR5),
Global N2O Nitrous oxide 265 g CO2e/g N2O All years IPCC Fifth Assessment Report, 2014 (AR5),
5. Additional greenhouse gas emission information: participation in emission trading schemes in 2020
Emission trading
scheme name Carbon allowances allocated Carbon allowances purchased Verified emissions (t CO2e) Description
European Union ETS 647,071 99,856 290,450 Zinc operations in Germany, Italy and Spain
Quebec cap and trade system 289,835 15,930 323,009 Copper , Zinc and Nickel operations in
Quebec, Canada
6. Additional greenhouse gas emission information: break down of coal production by mine type
Mine type 2018 2019 2020 Description
Underground 13% 13% 15% Percentage of coal production from

underground operations
Surface 87% 87% 85% Percentage of coal production from

surface operations


ESG Data Glossary
Glossary A CDP
CDP is an international, not-for-
Concentrate
A natural commodity consisting of
profit organisation that provides a extracted and processed mineral ores;
ASM global system for companies and the first step towards producing refined
Artisanal and small-scale mining. cities to measure, share and disclose minerals and metals.
environmental information.
Copper equivalent
C
See cdp.net for further information
We calculate a product-specific
Closure plan production value by dividing the average
A formal document detailing a costed price of a specific product in a baseline
Carbon Scope 1 and Scope 2 location- conceptual outline of how Glencore year with the average price of copper in
based intensity will close an operation, taking into the same baseline year.
The carbon Scope 1 and 2 location- account the options available to deal
Critical control
based intensity is calculated as a ratio of with prevailing social and environmental
A control that is crucial to preventing
Scope 1 and 2 location-based emissions issues. We set aside funds specifically for
or mitigating the consequences of an
of Glencore operated industrial assets site closure, including land rehabilitation.
event. The absence or failure of a critical
owned at the end of the reporting year,
CO2e control would significantly increase the
divided by their copper equivalent
Carbon dioxide equivalent (CO2e) is risk connected to the relevant hazard,
production. Further synonyms of these
the universal unit of measurement for regardless of the existence of other
metrics used in this report include
the global warming potential (GWP) of controls. Controls include mitigation
‘carbon emissions intensity’ and
greenhouse gases (GHG), where one unit and management actions, devices and
‘greenhouse gas emissions intensity’.
of CO2e is the GWP for one unit of carbon technical systems.
Care and maintenance dioxide. This unit allows us to discuss the
CSIRO
A phase in the life cycle of an asset where equivalence of different GHGs in terms of
The Commonwealth Scientific and
mining, processing and/or operations their GWP. The GWPs used in this report
Industrial Research Organisation (CSIRO)
temporarily ceased and are placed into are one for CO2, 28 for methane and
is an Australian federal government
care and maintenance, ready to be 265 for nitrous oxide, as per IPCC’s 5th
agency responsible for scientific research.
restarted again, as circumstances allow. Assessment.
Its chief role is to improve the economic
CCUS Commodity department and social performance of industry for
Carbon capture, utilisation and storage. Glencore’s business is divided into a the benefit of the Commonwealth.
number of commodity departments,
CTSCo
including copper, nickel, ferroalloys and
Glencore’s wholly-owned subsidiary,
zinc. See glencore.com/who-we-are/at-a-
the Carbon Transport and Storage
glance/ for a full list
Company Pty Ltd (CTSCo), is developing
a CCUS project.


ESG Data Glossary
Glossary
continued E G H
EITI GHG Hazardous
The Extractive Industries Transparency Greenhouse gas. Dangerous, as defined by national
D Initiative (EITI) aims to strengthen

governance by improving transparency
Greenhouse Gas Protocol
legislation.
Standards and guidance for corporate HELE
and accountability in the extractives
accounting and reporting on GHG High-efficiency, low-emission.
Direct energy sector (oil, gas and mining). EITI promotes
emissions, which help governments and
Energy used and generated by our revenue transparency by monitoring and Hours worked
business leaders to understand, quantify,
operations, including energy generated reconciling payments from the extractive Total hours worked by employees
and manage GHG emissions (eg CO2).
by combustion in boilers, furnaces businesses and government revenues and contractors at our industrial sites,
The Greenhouse Gas Protocol separates
and vehicles owned or controlled by at country level, as well transparency in including overtime but excluding any
GHG emissions into different scopes
us. Sources include coal, coke, diesel, commodity trading. scheduled or unscheduled absence
depending on source.
gasoline, biomass, biodiesel, fuel oil, jet (eg holidays or sickness) during the
ESG
fuel, kerosene, LPG, naphtha, natural gas, GRI reporting year.
Environment, social and governance.
propane and electricity generated from The Global Reporting Initiative (GRI) is
HPRIs
renewable source or recovered on-site an international independent standards
F
High-potential risk incidents (HPRIs)
See ‘indirect energy’. organisation that develops and
could potentially result in a catastrophic
disseminates voluntary sustainability
DPM or major outcome. See ‘incident
reporting frameworks; there is a specific
Diesel particulate matter. Ferroalloys classification’
supplement for the mining and metals
Various iron alloys that have a high industry. HSEC-HR
proportion of one or more other Health, safety, environment and
elements, eg manganese, chrome Grievance process
communities and Human Rights.
or silicon. A formal grievance process/mechanism
for local community members or
other stakeholders to use to register
any concerns about real or perceived
I
actions by nearby operations, with the
objective of resolving problems before ICMM
they escalate. The International Council on Mining
& Metals (ICMM) is an industry trade body
dedicated to establishing and promoting
leading sustainability practices.


ESG Data Glossary
Glossary Indirect energy LTIs Mining Technology Steering Team

continued Energy used by our sites, but supplied Lost time injuries (LTIs) are recorded (MTST)
by third parties, often as electricity. This when an employee or contractor is The MTST is an internal, cross-
includes electricity, steam and heating/ unable to work following an incident. departmental, technology working group
cooling. See ‘direct energy’. We record lost days as beginning on that investigates how technology can
ISCV the first rostered day that the worker is reduce the health and safety risks faced
Industrial activities
The ICMM’s Initiative for Safer Cleaner absent after the day of the injury. The day in our operations
Glencore term covering assets and
Vehicles is building an evolving industry of the injury is not included. LTIs do not
activities focused on exploring,
N
pathway towards the safest approach for include restricted work injuries (RWIs)
extracting, processing, refining and
controlling potential vehicle interactions. and fatalities.
delivering commodities, which provide
Incident classification a source of physical commodities for the LTIFR
We classify the severity of all Group’s marketing activities. The lost time injury frequency rate (LTIFR) NDCs
sustainability-related incidents against See ‘marketing activities’. is the total number of LTIs recorded per Nationally Determined Contributions
a five-point scale, 1: negligible, 2: minor, million hours worked. (NDCs) are the efforts by each country to
IPCC reduce national emissions and adapt to
3: moderate, 4: major and 5: catastrophic.
The United Nations Intergovernmental the impacts of climate change.
IFC
The International Finance Corporation
Panel on Climate Change (IPCC) assesses
scientific, technical and socio-economic
M
(IFC) is part of the World Bank Group;
it finances private sector ventures
information on the risk of human-
induced climate change. The United MACC
O
and projects in developing countries Nations Environment Programme and A marginal abatement cost curve (MACC)
and provides these with advice the World Meteorological Organization is an estimate of the volume and costs OECD
and guidelines. established the IPCC. of opportunities to reduce emissions in a The Organisation for Economic Co-
given year. operation and Development (OECD)
ILO is an international organisation that
The International Labour Organization
(ILO) is a United Nations agency for
L Marketing activities
Glencore term relating to the marketing
provides a forum in which governments
can work together to share experiences
the promotion of social justice and and trading of commodities, which and seek solutions to tackle economic,
internationally recognised human and LBMA focus on sourcing a diversified range of social, environmental and governance
labour rights. The London Bullion Market Association physical commodities from third‐party challenges.
(LBMA) is an international trade suppliers and from industrial assets in
ILO Declaration association, representing the London which Glencore has full or part ownership
In 1988, the ILO adopted the Declaration market for gold and silver bullion, which interests. These commodities are sold,
on Fundamental Principles and Rights promotes refining standards, trading often with value‐added services such
at Work, with the core categories of documentation and the development as freight, insurance, financing and/or
collective bargaining, discrimination, of good trading practices. storage, to a broad range of customers
forced labour and child labour. and industrial commodity.
See ‘industrial activities’.


ESG Data Glossary
Glossary
continued S Scope 2 – market-based emissions
This approach applies GHG emissions U
from contractual arrangements; we apply
SafeWork supplier-specific emission factors when United Nations Global Compact (UNGC)
A Glencore initiative to change attitudes relevant and available, but where they The UNGC is a voluntary initiative based
Occupational disease towards safety and bring about long- are not, the country’s residual or grid on CEO commitments to implement
Any chronic ailment or illness that occurs term sustainable change to eliminate emission factor is applied. We measure universal sustainability principles and to
as a result of work or occupational fatalities and serious injuries. our Scope 2 – market-based emissions take steps to support the UN Sustainable
activity; these are typically identified as in CO2. Development Goals.
Safeguard Mechanism
being more prevalent in a given body of
The Safeguard Mechanism provides a Scope 3 emissions United Nations Guiding Principles
workers than in the general population,
framework for Australia’s largest emitters Indirect greenhouse gas emissions (not The United Nations Guiding Principles
or in other worker populations. An
to measure, report and manage their included in Scope 2) that occur in our on Business and Human Rights are a set
occupational disease is different from
emissions. value chain, including both upstream of guidelines for states and companies
an occupational injury.
and downstream emissions. to prevent, address and remedy human
Scope 1 emissions
rights abuses committed in business
P
Greenhouse gas emissions from owned
T
operations.
or controlled sources (ie direct emissions),
including emissions from combustion Universal Declaration of Human Rights
The Paris Agreement in owned or controlled boilers, furnaces The Universal Declaration of Human
and vehicles/vessels and coal seam Tailings Rights is a common standard for all
An agreement within the United Nations
emissions. We measure our Scope 1 The residue of an industrial process, peoples and all nations that sets out
Framework Convention on Climate
emissions in CO2e. especially residue that contains fundamental human rights to be
Change, dealing with GHG emissions
mineral ore. universally protected.
mitigation, adaptation, and finance, Scope 2 – location-based emissions
signed in 2016. This approach applies grid emission TSF
Petajoule (Pj) factors to all purchased electricity,

regardless of contractual purchase
Tailings are stored in purpose-built
tailings storage facilities (TSFs). V
A measure of energy equivalent
to a thousand trillion joules, or 1015 arrangements. We measure our Scope 2 TRIFR
– location-based emissions in CO2. Voluntary Principles
joules, usually used to express energy The total recordable injury frequency
The Voluntary Principles on Security and
consumption by cities or major rate (TRIFR) is the sum of fatalities,
Human Rights (Voluntary Principles)
industries. LTIs, restricted work injuries (RWIs)
Initiative is a multi-stakeholder initiative
and medical treatment injuries (MTIs)
involving governments, companies and
per million hours worked. The metric
NGOs, which promotes a set of principles
represents all injuries that require
for oil, gas and mining companies to
medical treatment beyond first aid.
guide them in providing security for their
operations in a manner that respects
human rights.


ESG Data Glossary
Glossary Water quality Water withdrawal

continued The Water Accounting Framework for the Total amount of water drawn into the
Minerals Industry of the Minerals Council boundaries of the reporting organisation
of Australia assesses the quality of water from all sources for any use over the
into three categories: course of the reporting period. Includes
W • Category 1: water that is of a high

quality and requires minimal and
surface water, groundwater, rainwater,
potable water and non-potable water
imported from third parties.
inexpensive treatment (for example
Water discharge See ‘water input’.
disinfection and pond settlement
Total of water effluents discharged
of solids) to raise the quality to Workforce
over the course of the reporting period
appropriate drinking water standards. References to our workforce include both
to subsurface waters, surface waters,
• Category 2: water that is of a medium employees and contractors.
sewers, treatment facilities, etc.
See ‘water output’. quality with individual constituents
encompassing a wide range of
Water input values. It requires a moderate level
Total amount of water withdrawal plus of treatment such as disinfection,
water entrained in ore that is processed. neutralisation, removal of solids
See ‘water withdrawal’. and chemicals to meet appropriate
Water output drinking water standards.
Total amount of water discharged plus • Category 3: water that is of a low
water entrained in waste material, final quality with individual constituents
product and by-products, and water lost encompassing high values of total
to evaporation and other losses. dissolved solids, elevated levels of
See ‘water discharge’. dissolved metals or extreme levels of
pH (high or low). It requires significant
treatment to remove dissolved
solids and metals, neutralise and
disinfect to meet appropriate drinking
water standards.


ESG Data Glossary
Assurance • the approach that it has adopted

to identify and prioritise its material
Table 1: ICMM Subject Matter 4
statement sustainable development risks and

opportunities, described on pages
Material risks and
opportunities
Report
Page1 Key performance indicators
Assured
figure
Catastrophic hazard 85 Total number of major (Category 4) 0

17-18 of the Sustainability Report 2020
Independent assurance (ICMM Subject Matter 2);
management and catastrophic (Category 5) spills
report to Glencore plc on • the existence and status of

Workplace health and safety 34 Total number of Fatalities (employee
and contractor)
8
selected information in the implementation of systems and Total Recordable Injury Frequency Rate 2.65
2020 Sustainability Report approaches used to manage and (employee and contractor) (injuries per
million working hours)
report its material sustainable
Total Lost Time Injury Frequency Rate 0.94
development risks and opportunities (employee and contractor) (injuries per
An overview of the scope of our (ICMM Subject Matter 3); million working hours)
assurance work
Climate change and energy 36 Total direct and indirect energy 180
We have been engaged by Glencore plc • the Company’s reported performance consumption (PJ)
(Glencore or the Company) to perform during the given reporting period for
selected key performance indicators Total Scope 1 GHG emissions (million tonnes 15.0
a limited assurance engagement on of CO2e)
the following selected sustainability presented in Table 1 (ICMM Subject
Matter 4); and Total Scope 2 GHG emissions – location-based 9.3
information (Subject Matter) reported in (million tonnes of CO2)
the Glencore 2020 Sustainability Report, • its self-declaration of preparing the
Total Scope 3 GHG emissions – losses from 0.7
and its associated Environmental, Social Report in accordance with the Global transmission and distribution of electricity
and Governance data and GRI Index Reporting Initiative (GRI) Standards at a (million tonnes of CO2e)2
for the year ended 31 December 2020. core level, as stated in the Sustainability Total Scope 3 GHG emissions from use of sold 253.1
products (fossil fuels, million tonnes of CO2e)
Each of these are available on Glencore’s Report 2020 and its associated
website http://www.glencore.com/ Environmental, Social and Governance Water 32 Total water withdrawal (million m3) 1,027
sustainability. data and GRI Index (ICMM Subject
Matter 5). Total water discharge (million m3)2 669
Selected Subject Matter for assurance
Glencore’s disclosures in the 2020 Reporting Criteria
Responsible citizenship 9 Total amount of Payments made to 5,793
Sustainability Report regarding subject The above Subject Matter has been Governments (million USD)
matters 1 to 5 of the International Council assessed against the criteria provided
1 Page references are provided to the Sustainability Report 2020
of Mining and Metals (ICMM) Sustainable in the ICMM Sustainable Development
2 KPIs will be reported in the associated Environmental, Social and Governance data and GRI Index
Development Framework, including: Framework Assurance Procedure and
the definitions and approaches in the
• the alignment of its policies to the
GCP Detailed Indicator Definitions,
ten ICMM Sustainable Development
Version 1, dated 11 December 2019
Principles and Position Statements
(Glencore’s Reporting Criteria), which is
(ICMM Subject Matter 1);
available to users upon request.


ESG Data Glossary
Assurance statement Our responsibility is to express a The evidence gathering procedures for a • Conducting remote asset reviews
continued conclusion on the selected subject limited assurance engagement are more at a sample of assets, selected on a
matter based on our procedures. limited than for a reasonable assurance judgmental basis on materiality of
We conducted our engagement in engagement which is akin to a financial contribution to reported group KPI
accordance with the International audit, and therefore less assurance is data, geographic coverage (Europe,
Our assurance conclusion Standard on Assurance Engagements obtained than for a reasonable assurance South Africa, Australia, North America
Based on our procedures described in (ISAE) 3000 (Revised) Assurance engagement. and South America) and commodity
this report, nothing has come to our Engagements other than Audits Work performed coverage (coal, copper, ferroalloys,
attention that causes us to believe that or Reviews of Historical Financial Our limited assurance procedures nickel, and zinc). This work was
the selected Subject Matter, stated Information issued by the International included, primarily: performed to:
above and on the indicated pages of Auditing and Assurance Standards – Corroborate consistency in
the Sustainability Report 2020 and Board. This standard requires that we • Making enquiries of management
understanding and application of
associated Environmental, Social and comply with the independence and and senior executives to obtain
Glencore Reporting Criteria; and
Governance data and GRI Index, for the ethical requirements and to plan and an understanding of the overall
year ended 31 December 2020, have not perform our assurance engagement internal control environment, risk – Identify systemic challenges to data
been prepared, in all material respects, in to obtain sufficient appropriate management, materiality assessment measurement, collection, reporting
accordance with the Reporting Criteria. evidence on which to base our limited and stakeholder engagement and control processes, or issues
assurance conclusion. We performed processes relevant to the identification, pervasive to region, department
Respective responsibilities of Directors management and reporting of and / or group, for the selected
the engagement in accordance with
and independent assurance provider Glencore’s material sustainable performance indicators.
Deloitte’s independence policies, which
The Directors are responsible for cover all of the requirements of the development issues, and associated We believe that our evidence obtained
the preparation of the sustainability International Ethics Standards Board selected key performance indicators. is sufficient and appropriate to provide
information and statements contained for Accountants Code of Ethics and the • Evaluation of the design of controls and a basis for our limited assurance
within Glencore’s Sustainability Report. Financial Reporting Council Revised functionality of the Group sustainability conclusion.
They are responsible for determining Ethical Standard 2019 and in some areas information management and
Glencore’s sustainability objectives are more restrictive. The firm applies reporting database (GCP database) at
and for establishing and maintaining the International Standard on Quality a corporate level.
appropriate performance management Control 1 and accordingly maintains
• Analytical Reviews and trend analysis
and internal control systems from which a comprehensive system of quality
of reported data per commodity
the reported information is derived. control including documented policies
department;
and procedures regarding compliance
with ethical requirements, professional
standards and applicable legal and
regulatory requirements.


ESG Data Glossary
Assurance statement While we acknowledge that this report

continued will be published on the Glencore
website, the maintenance and integrity
of that website is the responsibility of
the Directors of Glencore. The work
Inherent limitations that we carried out does not involve
Inherent limitations exist in all assurance consideration of the maintenance and
engagements due to the selective integrity of that website and, accordingly,
enquiry of the information being we accept no responsibility for any
examined. Therefore fraud, error or changes that may have occurred to this
non-compliance may occur and not report and Glencore’s Reports since they
be detected. Additionally non-financial were initially presented on the website.
information, such as that included in
Deloitte LLP
Glencore’s Sustainability Report 2020,
London, United Kingdom
and Glencore’s website page ‘ESG A-Z’ is
subject to more inherent limitations than 14 April 2021
financial information, given the nature
and methods used for determining,
calculating, and sampling or estimating
such information.
Our work has been undertaken so that
we might state to the Company those
matters we are required to state to them
in this report and for no other purpose.
To the fullest extent permitted by law, we
do not accept or assume responsibility to
anyone other than Glencore for our work,
for this report, or for the conclusions we
have formed.


ESG Data Glossary
Important notice By their nature, forward-looking

statements involve known and unknown
Neither Glencore nor any of its associates
or directors, officers or advisers, provides
The companies in which Glencore plc
directly and indirectly has an interest are
risks and uncertainties, many of which any representation, assurance or separate and distinct legal entities. In
are beyond Glencore’s control. Forward- guarantee that the occurrence of the this document, Glencore, Glencore group
Important notice concerning this report looking statements are not guarantees of events expressed or implied in any and Group are used for convenience only
including forward-looking statements future performance and may and often forward-looking statements in this where references are made to Glencore
do differ materially from actual results. document will actually occur. You are plc and its subsidiaries in general. These
This document contains statements
Important factors that could cause these cautioned not to place undue reliance collective expressions are used for ease
that are, or may be deemed to be,
uncertainties include, but are not limited on these forward-looking statements of reference only and do not imply
forward-looking statements which are
to, those disclosed the Principal Risk that only speak as of the date of this any other relationship between the
prospective in nature. These forward-
and Uncertainties section of the Annual document. companies. Likewise, the words we, us
looking statements may be identified by
Report 2020. and our are also used to refer collectively
the use of forward-looking terminology, Except as required by applicable
to members of the Group or to those who
or the negative thereof such as outlook, For example, our future revenues from regulations or by law, Glencore is not
work for them. These expressions are also
plans, expects or does not expect, is our assets, projects or mines will be under any obligation and Glencore
used where no useful purpose is served
expected, continues, assumes, is subject based, in part, on the market price of the and its affiliates expressly disclaim any
by identifying the particular company or
to, budget, scheduled, estimates, aims, commodity products produced, which intention, obligation or undertaking, to
companies.
forecasts, risks, intends, positioned, may vary significantly from current levels. update or revise any forward-looking
predicts, anticipates or does not These may materially affect the timing statements, whether as a result of new
anticipate, or believes, or variations of and feasibility of particular developments. information, future events or otherwise.
such words or comparable terminology Other factors include (without limitation) This document shall not, under any
and phrases or statements that certain the ability to produce and transport circumstances, create any implication
actions, events or results may, could, products profitably, demand for our that there has been no change in the
should, shall, would, might or will be products, changes to the assumptions business or affairs of Glencore since
taken, occur or be achieved. Forward- regarding the recoverable value of our the date of this document or that the
looking statements are not based on tangible and intangible assets, the effect information contained herein is correct
historical facts, but rather on current of foreign currency exchange rates on as at any time subsequent to its date.
predictions, expectations, beliefs, market prices and operating costs, and
No statement in this document is
opinions, plans, objectives, goals, actions by governmental authorities,
intended as a profit forecast or a
intentions and projections about future such as changes in taxation or regulation,
profit estimate and past performance
events, results of operations, prospects, and political uncertainty.
cannot be relied on as a guide to
financial condition and discussions
future performance. This document
of strategy.
does not constitute or form part of any
offer or invitation to sell or issue, or any
solicitation of any offer to purchase or
subscribe for any securities.

Contact us Our sustainability communications

Our Sustainability Report 2020 forms part
of Glencore’s annual corporate reporting
Glencore plc suite. It expands on the information
Baarermattstrasse 3 provided in our Annual Report 2020
CH-6340 Baar and details how we address our material
Switzerland sustainability risks and opportunities.
Tel: +41 41 709 2000 In addition to this report, we also publish
Fax: +41 41 709 3000 an annual Modern Slavery Statement
E-mail: info@glencore.com and Payments to Governments report,
glencore.com as well as regular updates on our activities
via our website and social media platforms.
Further information on our stakeholder
engagement activities is available in
our 2020 Annual Report (Section 172
Statement on page 24) and on our website:
www.glencore.com/sustainability/
stakeholder-engagement
Find us on:
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Building for

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Material topics Quick links

Go to page 24 Go to page 30 Go to page 49 Go to page 58

Glencore Sustainability Report 2020 1

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

At a glance Where we operate

We are one of the world’s largest natural resource

Safety Integrity Responsibility

Openness Simplicity Entrepreneurialism

Glencore Sustainability Report 2020 2

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

1200 300 4.5 100

Glencore Sustainability Report 2020 3

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Chairman’s I am pleased to introduce Glencore’s

Glencore Sustainability Report 2020 4

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Glencore Sustainability Report 2020 5

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

CEO’s review Business overview

with Ivan world and its impacts on our lives was an

Glasenberg We took rapid steps to adjust workplace

Glencore Sustainability Report 2020 6

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Glencore Sustainability Report 2020 7

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Purpose and strategy

Glencore Sustainability Report 2020 8

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Sustainability Our portfolio aligns with our purpose,

Glencore Sustainability Report 2020 9

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

The project considered the

Glencore Sustainability Report 2020 10

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Risk Management Health Safety

Glencore Sustainability Report 2020 11

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

ICMM The Mining Principles comprise ten

Performance eight position statements that include

Expectations from biodiversity to water management,

sustainability reports of compliance at site and corporate levels.

Glencore Sustainability Report 2020 12

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

engagement stakeholders has been the impact of

Glencore Sustainability Report 2020 13

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Stakeholder engagement continued

Glencore Sustainability Report 2020 14

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

Stakeholder engagement continued

Glencore Sustainability Report 2020 15

Where we Performance Chair’s Purpose and Sustainability Stakeholder About this

About This Sustainability Report has been

this report Reporting Initiative (GRI) Sustainability

Glencore Sustainability Report 2020 16

Catastrophic Hazard Workplace Health Responsible Responsible Sourcing

Catastrophic Hazard Management 19 Human Rights 49

Glencore Sustainability Report 2020 17

Catastrophic Hazard Workplace Health Responsible Responsible Sourcing

Material topics Our material topics for 2020 were:

Our reporting on our Catastrophic Hazard Management

Share water used in task/process vs water input 55%