We recognise our impact and responsibility do not end when our operations cease, so we consider closure in the way we design, build and run every site.

We seek to create a consensus with stakeholders on a shared vision for the land, balancing environmental and community considerations with long-term capital implications associated with water treatment, repurposing and/or remediating land. Our goal is to leave a positive legacy, delivering value for the Group and our stakeholders.

Our approach to supporting regional economic development includes a strong focus on economic diversification. We endeavour to foster wider economic activities alongside national and local governments and community development plans. We provide career support and training opportunities to help the local workforce – including our own – transition to new opportunities as operations wind down. And we work with local Indigenous groups to ensure areas are looked after for future generations – right down to the kind of plants we use to regenerate land. This reflects our commitment to sustainability as well as our aim to have communities thrive long after our operations close.

Accordingly, we look for commercial opportunities to repurpose assets to reduce the social and economic impact of closure. At a number of our former assets, we are exploring options to repurpose the site for renewable energy, such as our pilot photovoltaic cells at Marignac, France, a former ferro alloy plant. At times we partner with universities and other companies to find opportunities to repurpose and reprocess waste and improve water and waste treatment. 

Over the next five years we will transition a number of assets into closure and to their next use.