DRIVING THE EVOLUTION OF METALLURGY - SEPTEMBER 2021
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SEPTEMBER 2021 DRIVING THE EVOLUTION OF METALLURGY
LEADERSHIP TO EMBED ESG INTO STRATEGY
The experienced management team are setting tone at the top
for Metalloinvest’s leadership in ESG
ALEXEY YURIY JULIA
VORONOV GAVRILOV MAZANOVA
DEPUTY CEO, CFO STRATEGY AND M&A DEPUTY CEO
MEMBER OF THE DIRECTOR, MEMBER FOR SUSTAINABLE
MANAGEMENT BOARD OF THE MANAGEMENT DEVELOPMENT
BOARD AND CORPORATE
In charge of green
COMMUNICATIONS
financing In charge of ESG strategy
NAZIM
ANDREY ANDREY MARIA
EFENDIEV
CEO, MEMBER OF THE BOARD
CHEREPOV BELYSHEV KOVALENKO
DEPUTY CEO DEPUTY CEO, PROCUREMENT
OF DIRECTORS CHAIRMAN OF
FOR HEALTH, SAFETY ORGANISATIONAL DIRECTOR
THE SUSTAINABLE DEVELOPMENT
AND ENVIRONMENT
COMMITTEE DEVELOPMENT In charge of responsible
AND HR DIRECTOR supply management
Committees under the Management
board with ESG mandates
Sustainable development committee
Environment, health and safety
committee
Risk committee
2
CONTENTS
4 Metalloinvest at a glance
5 ESG profile
6 Approach to sustainable development
7 Ambitions
8 Highlights
9 Environmental partner
16 Responsible business
19 Transparent private company
26 Contacts
3
METALLOINVEST AT A GLANCE
A global leader & national champion in producing materials
for low-carbon steelmaking
MARKET POSITION KEY PRODUCTION FACILITIES
GLOBALLY IN RUSSIA
#1 merchant HBI1 producer #5 steel producer
с. 50 % market share The only DRI-EAF steel producer
DR-pellets exporter from 2021-22
Materials for low-carbon steelmaking #1 HBI1/DRI2 producer The largest iron
ore deposit globally
focused on low-carbon steel
#2 pellet producer #1 iron ore & pellets producer
#2 iron ore reserve base The only HBI producer
с.14 bn t, life of mine of 136 years in Europe, Russia & CIS
UNIQUE BUSINESS MODEL KEY FINANCIALS 1H 2021
The only integrated
Full vertical integration USD 5.1 bn revenue steel DRI & EAF facility
in Russia
>70 % of High Value Added («HVA») USD 2.9 bn EBITDA
iron ore products 61.0 % EBITDA margin
Highly flexible production flows USD 2.1 bn net income
diversification of sales by markets 64% CapEx 316 mn
export revenue3
Integrated steel facility
(1) HBI – Hot Briquetted Iron; (2) DRI – Direct Reduced Iron; (3) 2020 focused on merchant pig
Source: Company data, public information iron and niche steel
4
ESG PROFILE
A strong business case for ESG combined with the Сompany’s
commitment and track record
ENVIRONMENTAL PARTNER RESPONSIBLE BUSINESS TRANSPARENT PRIVATE COMPANY
BUSINESS CASE
MARKET LEADERSHIP IN LOW-CARBON ATTRACT AND RETAIN TALENT, AS WELL BUILD STAKEHOLDER TRUST WITH
FEEDSTOCK MATERIALS TO HELP STEEL AS MAINTAIN A STRONG SOCIETAL TRANSPARENCY ABOUT OUR ESG
MAKERS MEET THEIR NET ZERO COMMITMENTS LICENSE TO OPERATE STRATEGY AND PERFORMANCE
PROFILE 1
Enabler of steel decarbonisation Key employer in Belgorod, Kursk High governance standards
100% use of electric arc furnaces (EAF) and Orenburg regions of Russia Sustainable development
Pledge to be carbon neutral by 2050 43k employees in total 1 committee chaired by CEO
#18 largest employer in Russia 3 40% women in top management 1
Responsible user of natural resources
Key taxpayer in the regions
Comprehensive environmental programme Open to stakeholders
of operations
(emissions, soil, waster, water) RUB 31bn taxes paid in total 2 Regular ESG reporting and stakeholder
Low-risk tailings management engagement Leading positions
Responsible buyer in ESG ratings 4
Contributor to circular economy
88% local supplier spend 2
(1) 2020 (2) FY 2020; (3) Forbes.ru 2020, (4) Ecovadis, Sustainalytics, ISS
Partner for local communities
Source: Company data, public information RUB 7bn social investment spend 2 5
APPROACH TO SUSTAINABLE DEVELOPMENT
Our approach helps to both future-proof the business and respond
to societal needs
IN RESPONSE TO KEY ESG IN SUPPORT OF THE UN SDGS
RISKS 1 ENVIRONMENTAL PARTNER
We most contribute to 5 SDGs,
Environmental protection while align our activities with 15
We have identified sustainability risks and Reducing climate risks
defined response strategies
Energy and water conservation
Developing successful, economically sustainable
Find out more in our sustainability report 2020 and competitive business Find out more in our sustainability report 2020
https://www.metalloinvest.com/upload/iblock/270/
metalloinvest_csr_2020.pdf https://www.metalloinvest.com/upload/iblock/270/
2 RESPONSIBLE BUSINESS metalloinvest_csr_2020.pdf
Care for staff, health and safety
Occupational safety
Staff development
IN LINE WITH BUSINESS IN CONSULTATION WITH
Guaranteed protection of human & labour rights
STRATEGY STAKEHOLDERS
Social and economic development of the regions
Sustainable development is one of the tree of operation and local cities We conduct materiality analysis to check
priorities of metalloinvest’s strategy our actions against what is important to our
PRIVATE TRANSPARENT COMPANY stakeholders
3
Sustainability report verified by independent auditor.
Find out more on our website Audited GHG emission data for Scopes 1, 2, 3 Find out more in our sustainability report 2020
https://www.metalloinvest.com/en/development/ https://www.metalloinvest.com/upload/iblock/270/
metalloinvest_csr_2020.pdf
6
AMBITIONS
Our ambitions are supported with significant investment
and regular performance review
ENVIRONMENTAL PARTNER RESPONSIBLE BUSINESS TRANSPARENT PRIVATE COMPANY
Grow market share of low-carbon products Shift in safety culture & transformation Leading positions in ESG ratings
(DR-pellets and HBI) of overall corporate culture
Regular reporting in line with GRI
Climate and energy efficiency strategies Gas and transport safety programmes and SASB
reduce its own direct emissions (Scope 1) and USD 75mn invested in H&S programmes TCFD expected in 2021 report
indirect energy emissions (Scope 2) by 6% by in 2018-2020
2025 and 77% by 2035, relative to 2019 levels. External validation of the Сompany’s approach
Сarbon neutrality by 2050. Supplier engagement on health and safety to sustainable development
https://www.metalloinvest.com/en/media/press- Consolidation of social investment
releases/590256/
USD 97 mn social investment spend in 2020
Risk management and mitigation
USD 306 mn is expected to be spent
on the environmental programme by 2025
7
HIGHLIGHTS
Step-by-step improvements to bring longer-term ambitions
to life and address immediate challenges
ENVIRONMENTAL PARTNER RESPONSIBLE BUSINESS TRANSPARENT PRIVATE COMPANY
# 2 pellet producer 1.15 LTIFR1 in 2020 (vs. 1.25 in 2019) 95 % of suppliers declare commitment to the
among employees & contractors company’s sustainable development principles
# 1 merchant HBI producer
c. 50% market share 2.34 TRIFR2 in 2020 (vs. 2.62x in 2019) Improved positions in EcoVadis and ISS ESG
↓ 8 % GHG emissions y-o-y among employees ratings in 2021
↑ 12% average wage growth in 2020 65 score (+5 points y-o-y) vs. 43 points industry
Scope 1, 2020 vs 2019 average, C, 25% increase over 2020 result
4.7 days of training per employee Received the highest score in WWF
OEMK – LOWEST-CARBON STEEL PLANT
USD 40 mn invested to support medical environmental transparency rating
Scope 1 GHG emissions, as compared institutions to combat covid Public discussion of SD report 2020
to Russian peers
70 % of staff received covid vaccine Membership in UNGC, Worldsteel and RSPP
STABLE SOILS AT THE BASE OF DUMPS
not exposed to the loss of structural strength
8
ENVIRONMENTAL
PARTNER
9
SEIZING THE DECARBONISATION OPPORTUNITY
IN STEEL MAKING
Strategies of steel producers are geared towards decarbonisation
The Net-Zero Steel Pathway
Most global steel Methodology Project
producers have net
zero strategies (across
Europe, US and Asia)
Low emission WIDER USE OF EAFs
technologies and APPLICATION OF HBI/DRIs IN EAFs
secondary steelmaking
help reduce carbon SWITCHING TO LOW-CARBON FUEL (COAL NATURAL GAS HYDROGEN)
footprint CARBON CAPTURE AND STORAGE
Global merchant HBI market (mtpa) Share of EAFs in steel production (2020)
Increasing demand for + 51 % Consistent
premium feedstock 14.6 % premia over iron ore 73 %
9.6 % expected in the long 43 %
term
11 %
2020 2030 China EU US
Source: Public information, Wood Mackenzie, company estimates based on CRU and AME
10METALLOINVEST’S LOW-CARBON COMPETITIVE
ADVANTAGE
As a #2 pellet and #1 merchant HBI producer, Metalloinvest
helps to decarbonise the steel value chain
Blast furnace (BF) – Basic Oxygen furnace (BOF) Electric arc furnace (EAF)
TWO MAIN
STEELMAKING
PROCESSES 73 % 27 %
OF GLOBAL STEEL OF GLOBAL STEEL
PRODUCTION PRODUCTION
DR-grade pellets are used
Coke/coking coal in production of HBI/DRI
KEY FEEDSTOCK /
SIMPLIFIED MATERIAL + BF-grade
pellets
FLOW
or
+
Iron ore Pellets Hot metal Steel Scrap HBI/DRI Steel
Up to 6 x On its own, not Up to 35 %+ reduction
High CO2 in CO2 vs blast furnace
less CO2 suitable for high
emissions vs iron ore Supporting circular economy – ability to
quality steel due
sinter recycle impure scrap and to decrease
to impurities
CO2 by up to 75 %+
Essential for high quality steel
11JOURNEY TO ENVIRONMENTAL SUSTAINABILITY
We are reducing GHG emissions through modernisation,
energy transition and efficiency
Climate strategy Modernisation (budget: > USD 300 mn) Introduction of green hydrogen Carbon neutrality
2020 2025 2036 2050
Reduce its own direct emissions 2025 targets approved by the ↓ 77 % GHG emissions 0 GHG emissions
(Scope 1) and indirect energy Board of Directors Scopes 1, 2, baseline 2019 Scopes 1, 2, 3
emissions (Scope 2) by 6 %
by 2025 and 77 % by 2035,
relative to 2019 levels. Transition to clean hydrogen
Transition to low-carbon
Сarbon neutrality by 2050. Improved Iron ore product in the technological process
production of DRI
quality will be improved Improved energy efficiency
Emission reductions in the Optimisation of coke, sinter of other processes
and pig iron production
steelmaking process Offsetting of unavoidable
processes emissions
Energy efficiency programme (USD 326 mn)
2020 2025
Electricity and gas consumption by 8 % relative to 2017 levels Reduce consumption of all energy resources
0 incidents at energy objects Reduce the cost of energy resources
Reliability of energy supplier to Tier-1 customers at MGOK Ensure implementation of comprehensive development programmes at the
Sufficient energy capacity for new development projects enterprises, explore new growth areas
Ensure energy security and power supply continuity
12JOURNEY TO ENVIRONMENTAL SUSTAINABILITY
The corporate Environmental programme helps to mitigate
adverse environmental impacts
Environmental programme (Budget: USD 306 mn)
2019 2025 PRIORITIES
Business dimension Social dimension Legal dimension
↓ 7 % emissions to the atmosphere
Reduced environmental Improved social and Compliance with legal
↓ 32 % overburden formation impacts, recycling, and environmental situation requirements
100% processing of technological waste increasing resource efficiency in the fence line regions State initiatives that impact
Transition to closed-loop water recycling Concessional funding Environmental culture and Company’s activities
system 100% at MGOK, OEMK, Ural Steel for green projects education
50% at LGOK
BREAKDOWN OF SPEND IN 2019-2020 TOTAL SPEND ON ENVIRONMENTAL MANAGEMENT, USD MN
Recycling 5.1%
Biodiversity 8.9 % > 50 % Incl. the environmental programme
R&D development, environmental
1.6 %
impact mitigation, recycling OF ACTIVITIES PLANNED
Zero Waste FOR THE PERIOD UNTIL USD 128 mn
USD 106 mn
Regulatory compliance 2025 WERE COMPLETED
Compliance with legislation
Improving the environmental
USD IN 2020
86.9 % 80.3 %
situation in the regions of operation
Clean Water
18 mn
Clean Soil 20.6 %
Capex
Clean Air 13.1 % 19.7 % Opex
Environmental monitoring 53.4 %
Improving efficiency of environmental 2019 2020
protection equipment 8.6 %
13CLOSE UP: TAILINGS MANAGEMENT
We have a Systematic approach to security and maintenance
of tailing storage facilities (TSFs)
KEY PRINCIPLES MEASURES OF CONTROL
Our approach covers managing the whole lifecycle of Modern, environmentally efficient technology with
tailing storage facilities (TSFs) – from design through significant dust reduction
operation and eventual closure
Multilevel control of technical conditions by state authorities
Matters related to TSFs regularly reviewed by the Board and 3rd party experts
of Directors, clear responsibilities split at management
1,500 devices used for monitoring
level
Stable soils at the base of dumps, which are not exposed
Plain type facilities, modern environmentally efficient
to the loss of structural strength
technology with significant dust reduction
Technologies for recycling and reuse of mineral
materials from TSFs are being developed
Low-risk facilities SECTIONAL DESIGN OF TSF
AT LGOK ALLOWING FOR
– No accidents HIGH STABILITY AND LOW
– Categorized as ‘Low risk’ in accordance with Russian RISK
state classification, fully in line with state safety
requirements
– Dams stability with large margin
– Stable soils at the base of dumps
14ENVIRONMENTAL PERFORMANCE AND 2021 PLANS
Step-by-step progress towards carbon neutrality and reducing
overall environmental impact
ENERGY CONSUMPTION PER T OF STEEL TOTAL GHG EMISSIONS PER T OF STEEL SELECT PLANS FOR 2021
VS WORLDSTEEL BENCHMARK VS WORLDSTEEL BENCHMARK
↓ 4 % TOTAL GHG EMISSIONS Y-O-Y OEMK IS A CARBON INTENSITY LEADER Climate strategy and Energy
↓ 8 % DIRECT GHG EMISSIONS Y-O-Y ↓ 2 % DIRECT GHG EMISSIONS YOY IN URAL STEEL efficiency programme
MT CO -E 2 T CO2-E PER T OF STEEL, SCOPE 1 Reactive power compensation
52,2 and reduction of electric grid losses
2020 2,3 2,4
13,2 2,3 1,9 2 Modernisation of propulsion systems
4,1 1,6 1,8
of electric locomotives
0,9
53,5 Improving reliability and cost efficiency
2019
14,3 of electricity supply
4,1
OEMK UralSteel NLMK EVRAZ MMK Severstal EU EU
Scope 1 Scope 2 Scope 3 (top-10%) average Environmental programme
Design a new tailings storage facility
WATER WITHDRAWAL STAYED AT 2019 LEVELS ↓ 7 % WASTE GENERATION Y-O-Y at LGOK
105 621 1 267 Rehabilitation of LGOK landfills industrial
2020 2020 9 060
45 047 waste at LGOK
4 568 9 907 Switching to a closed-loop recycled water
20 supply system at MGOK and OEMK
104 656
2019 Biodiversity conservation research
45 365 2019 1 597
4 268 10 064 at LGOK and MGOK
10 127
20
Surface water Ground water Water provided by third parties KT Overburden rock Related overburden Loose soil Tailings
15RESPONSIBLE
BUSINESS
16RESPONSIBLE EMPLOYER AND INVESTOR IN SOCIETY
We are responding to immediate needs of employees and society,
while investing for the future
HR management principles Health and safety goals Social investment goals
Mutual trust and respect for the opinions of colleagues Ensure safe working conditions, preserve Improve the quality of life and wellbeing
employees’ lives and health of local residents
Mutual assistance when solving task
Retain our leading position among Russian M&M Deliver programmes with sustainable
Openness to cooperation companies results
Position of partnership in the business environment Ensure a world-class industrial safety and
Respect for the labour rights of all employees production culture
Respect for basic human rights Reduce frequency of accidents, injuries and
occupational diseases
Covid-19 response Evolution of HSE management system
New HSE committee under management board
C. 70% of staff vaccinated All employees are regularly New HSE directorate headed by deputy CEO for
provided with personal HSE
protective equipment Increased seniority of HSE focal points at the
enterprises
Full operational
capability retained All employees received Programme for reduction of incident frequency
financial support approved by the Board of Directors
Development of safety culture
~USD 40 mn invested Liquid oxygen donated for Accountability of chief engineers and production
in a large-scale programme medical needs leads
to combat Covid-19 (2020)
Improvement of risk management and accident
investigation process
17SOCIAL PERFORMANCE AND 2021 PLANS
We are stepping up to ensure health, safety and wellbeing
of our employees and local communities
Stable headcount Diverse staff Select plans for
5.8 % employee turnover rate 2021
32 % women in top management
№ of employees 27 % women among all staff
Talent management
2020 22 021 11 091 9 618 in line with other Russian M&M Сompanies
Тransform the corporate culture
2019 22 400 11 365 9 688 Improve efficiency of HR processes
Remuneration and support
Digitalise the recruitment process
Belgorod region 12 % average wage growth Ensure sustainable talent pipeline
Kursk region 22 % spending on employee social programmes Reshape the HR function
Orenburg region USD 150mn invested in 2018-2020
Health and safety
Тransform the corporate culture
Improve efficiency of HR processes
On a journey to goal zero Investment in local communities Digitalise the recruitment process
17 less injury incidents vs 2019 20 % growth in social investment spend Ensure sustainable talent pipeline
119 in total, 10 fatalities RUR 2bn to support large-scale Reshape the HR function
1.15x LTIFR1 in 2020 (vs. 1.25x in 2019) healthcare institutions during the pandemic
among employees & contractors 8% Social investment
19 %
2.34x TRIFR2 in 2020 (vs. 2.62x in 2019 Developing socio-cultural environment Consolidate portfolio under
one brand
among employees Supporting education USD 6%
USD 75 mn iinvested Deliver territory development
Improving healthcare services quality 97 programmes
in health and safety (2018-2020) Supporting sports 39 % mn
Relaunch our champions
5% of annual payrol spent on health and Supporting vulnerable groups of populationt and our future programmes
28 %
safety compliance incentives
Develop corporate volunteering
18TRANSPARENT
PRIVATE COMPANY
19CORPORATE GOVERNANCE SYSTEM
Our well-established corporate governance systems enables a balance
of interests of all stakeholders
Management board
While Metalloinvest Finance, budget and strategy committee Audit committee Remuneration committee
is a private company,
we adhere to the highest
standards of corporate CEO, Chairman of the management board
governance expected
of a listed company
Management board
Well-structured
management bodies Sustainable Financial
Environment, health Risk Investment
development Risk
Transparency and and safety committee committee and growth committee
committee committee
еffective mechanisms
for stakeholder
engagement
Deputy CEO for sustainable development and communications
Integration of ESG
principles
in decision-making
Functional leaders
Liability insurance
Compliance with Sustainable Corporate Personel safety and Organisational Department Finance and
legislation development communications management environmental management of strategic economics
department division division protection division division development division
Other functional units
Operational business units
20CORPORATE GOVERNANCE SYSTEM
Audit Finance, Budgeting Remuneration
Name Category Company Committee Committee
& Strategy Committee
1 (1) USM Management LLC;
Balanced Board Ivan Streshinsky Non-executive
(2) Committee Chairman;
Chairman
of Directors (3) CEO of Management
Company METALLOINVEST
structure 2
LLC
combining sector Galina Aglyamova Source: Company data
and finance
expertise 30%
—
Valery Kazikaev Independent
3 INEDs out
Dmitry Tarasov
of 10 Board
members
Uluç Ergin
10-year presence
in global debt Maxim Poletaev
capital markets —
Non-executive
3 Eurobonds
issued for the Irina Lupicheva
total amount of
USD 2.55bn
Pavel Mitrofanov
Transparent Vakhtang Kocharov
disclosure, IFRS Deputy Chairman
reporting since Executive
2008 Nazim Efendiev
CEO3
21INTEGRATION OF SUSTAINABLE DEVELOPMENT
IN GOVERNANCE
Our refreshed governance structure is designed to set and deliver
on sustainable development strategies
Board of directors Management Board
Sustainable development committee (est. 2020)
The experience and independence of the Board
of Directors allow it to make better strategic decisions Chaired by the CEO
for the benefit of shareholders and wider stakeholders Consists of members of the management board
Helps to put sustainable development strategy into
10 members action and resolve issues at management board level
Three independent directors
Escalates most material issues to the board of directors
Two female directors
ESG issues review by the board of directors in 2020 Environment, health and safety committee (est. 2020)
(among others) Chaired by the CEO
Energy efficiency programme Consists of members of the management board
Construction of an HBI factory in Kursk Region KPIs of the Develops corporate HSE strategy
Environmental Programme for 2025
Ensures coordination of HSE activities at business
Proposals to improve occupational health and safety units
functions
Evaluates HSE performance of business units and
managers
Develops relevant HSE policies
22RESPONSIBLE SUPPLY CHAIN
As a major buyer in Russia, we are encouraging and helping
our suppliers improve ESG performance
Procurement
principles Performance in 2020 Supplier code
The Code reflects our commitment to
our business partners and society, as
Equal rights of contractors Introduced the Supplier Code well as our expectations of suppliers in
and transparency of terms of professionalism, information
B2B-Centre digital platform for interaction
procurement activities security, decent working conditions,
with suppliers (>480k suppliers registered)
Absence of discrimination OHS, environmental protection, social
The Board of Directors approved the
and unreasonable responsibility, audit and transparency of
Corruption Risks Register
restrictions on procurement documentation, and legal compliance
participants
Long-term, mutually Supporting the Russian economy
beneficial partnerships 88 % purchases with Russian companies
with reliable and qualified
Select plans for 2021
suppliers Engaging suppliers on ESG
Zero tolerance for corruption Include sustainable procurement indicators
95 % of suppliers declare commitment to in the KPIs of the Procurement Director
the company’s SD principles
Consideration for the and procurement staff
environment and mitigation 50 % of suppliers have internal SD
of negative environmental regulation Incorporate the Supplier OHS Qualification
impacts assessment into the contractor selection
Preventing corruption process
Strict observance of human
rights 54 % of employees took part in anti- Rank major suppliers of goods and services
corruption e-training based on the results of a sustainability
questionnaire (taking into account the
materiality of relations with individual
suppliers)
23ESG RATINGS, RANKINGS AND MEMBERSHIPS
Our reputation and leading positions in ESG ratings
and rankings allows us to attract green finance
International ESG ratings Sustainability rankings & memberships Green financing 1 As of September 2020; 2 The
Russian Union of Industrialists
and Entrepreneurs (RSPP);
Top 7 % globally 2 One of the leaders in In 2019, Metalloinvest 3 Metalloinvest is a member
of the Industrial Safety
the ‘Responsibility and became one of the first
transparency’ and ‘Sustainable Committee of RSPP
65 score (+5 yoy) companies in Russia
vs. 43 for industry development vector’ indices to sign a “GREEN
average FINANCE” agreement
Awarded at the National
Achieved score allowed competition ‘Russian ING Bank opened
to decrease the interest business leaders: dynamics, Metalloinvest’s credit line
rate on ING green financing responsibility, sustainability’ for up to USD 100 mn
credit line
Top 5 in the field of
environmental transparency
Top 10 out among Russian M&M industry The interest rate is linked to the
of 145 industry peers1 Сompany’s EcoVadis rating that
1st place among Russian iron was improved in Jan 2021
31.8 score ore mining & steel peers
in ESG Risk Rating
In 2020, Metalloinvest became the
first Russian M&M company to
incorporate SUSTAINABILITY-
LINKED provisions in
3
PRE-EXPORT FINANCE
C rating FACILITY (PXF)
Score above industry average in the amount of EUR 200 mn
24ESG REPORTING IN LINE WITH INTERNATIONAL
STANDARDS
Over the last decade, we have become one of the most transparent
M&M companies despite being private
ESG disclosures Thought leadership and engagement on ESG
Sustainable Development
Report 2020 Discussing the Company's decarbonization journey
at Environmental wellbeing forum, 2021
Prepared in accordance with
GRI & SASB standards (TCFD Discussing the future of green metallurgy at the
standards planned from 2021) presentation of the sustainable development report, 2021
Assurance was received from PwC,
Sharing plans to decarbonise production and introduce
public assurance was received
from RSPP hydrogen at Innoprom, 2021
Supplemented with ESG Databook Sharing the Company’s approach to doing business
responsibly at the ‘Sustainable development. For the
Policies & corporate governance: common advantage’ forum, 2021
Environment, Health & Safety, Sustainable Development, Participating in the ’ESG-transformation of corporate
Anti-Corruption, Social, Human Rights policies strategies’ session at the St. Petersburg International
Code of Ethics, Supplier Code of Conduct Economic Forum, 2021
Sustainable Development Committee was established Sharing Metalloinvest’s experience in raising green funds
under the Management Board at positive Transformation conference, 2021
International certificates: Fostering collaboration with local enterprises in the Kursk
region, 2021
Industrial safety (ISO 45001 / OHSAS 18001)
Presenting the Climate Strategy at the MGIMO.GREEN
Environmental protection (ISO 14001) Forum, 2021
Quality Management (ISO 9001 / ISO 10004)
Promoting safety culture at Ural Steel, 2021
Energy Management (ISO 50001)
25CONTACTS
Artem Lavrischev
Director of Finance & Economics
Development Department
T: +7 (495) 981 55 55, ext. 7243
E: IR@metalloinvest.com
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