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  • Environmental

    Economic

    Social

    2003 Sustainability Report

  • CEO Statement

    We hope these improvements allow a broader and timelier exploration of our global performance than can be accomplished purely between the covers of a printed report. In response to input from external stakeholders, we have improved the usability of the Sustainability Report with, for example, the inclusion of an index based on Global Reporting Initiative (GRI) indicators. We hope that index makes it easier to com- pare our performance with other organizations using the GRI report- ing guidelines.

    Read in its entirety, the information presented on alcoa.com shows strong progress in all our economic, envi- ronmental, and social activities. The following highlights serve to illus- trate that:

    ● Our total shareowner return for 2003 was more than 71%, mean- ing US$100 invested (with divi- dends reinvested) at the beginning of the year would be worth more than US$171 as of December 31, 2003. In comparison, the Dow Jones Industrial Average, of which we are a component, returned approximately 28% during the same period.

    ● Since we published our strategic environmental targets in 2000, we’ve reduced water use by 16%, landfilled waste by 44%, and greenhouse gas emissions by 25% (from 1990). Our rapid integration process will ensure that we see sim- ilar progress in the waste streams that come to us through our acqui- sitions.

    28 71

    0 20 40 60 80 100

    2003

    Total Shareowner Return

    (percent)

    ■ Alcoa ■ Dow Jones

    Industrial Average

    251

    0 20 40 60 80 100

    2003 44 16

    Strategic Environmental Targets

    (percent reduction since 2000)

    ■ Water ■ Landfilled Waste ■ Greenhouse

    Gas Emissions

    1Reduction from 1990.

    Alain J. P. Belda Chairman and Chief Executive Officer

    Performance rather than talk is Alcoa’s way of demonstrating

    progress toward a sustainable future. Through our 2020 strategic

    framework, we have established clear targets to support our

    vision of becoming the best company in the world. In this report,

    we offer you a collection of data and information that measures

    our progress.

    This is Alcoa’s second Sustainability Report, the latest offering in

    a long tradition of reporting. This year, for the first time, we are

    releasing it simultaneously with our 2003 Annual Report to offer

    you a comprehensive view of the company. We are also fully

    integrating the Sustainability Report within alcoa.com and its

    associated regional and location websites.

  • ● In 2003, we had the best lost work- day and total recordable injury rates in the company’s history. Our lost workday rate improved to 0.12 from 0.15 the previous year, and our total recordable rate was 1.66, down from 2.22 in 2002. More than 99.8% of our 120,000 employees worked through 2003 without incurring a lost workday injury. Regrettably, despite this improvement, we experienced four fatalities. That is why we are increasing our emphasis on identi- fying difficult-to-predict, low-prob- ability events that have potential for catastrophic consequences — and why we are analyzing the caus- es of human error and how to pre- vent them.

    ● As we went to press with this report, we were again named one of Fortune Magazine’s “Most Admired Companies.” We also ranked second in terms of social responsibility among all companies in all industries. In addition, we were the number one company in the metals category.

    In addition to the data in our report- ing, we are playing an active role in international efforts on sustainable development. We are helping lead the Aluminum Sustainable Development Initiative of the International Aluminum Institute, and we have committed to report against the Sustainable Development Principles developed by the International Council on Mining and Metals.

    From all this, I trust you can see that Alcoa considers sustainability report- ing an important tool for providing meaningful information to our many stakeholders. But it is just that; a tool to assess our performance. What really counts is how we are doing on the ground. As this commitment to reporting is shared with customers, suppliers, shareholders, employees, and representatives of communities where we have a presence world- wide, I hope it will be used to help identify areas where we can collabo- rate even more productively in pur- suit of a sustainable future.

    I invite you to submit your com- ments about this report through our dedicated e-mail address — sustainability@alcoa.com — or via our online survey.

    Alain J. P. Belda Chairman and Chief Executive Officer

    0.12

    0 0.5

    2002

    1.0 1.5 2.0

    2001

    2003

    1.7

    2.0

    0.16

    0.18

    Lost Workdays

    2000

    1.8

    ■ Lost Workdays ■ US Industry Average

    2003 industry average not available

    0.15

  • Table of Contents Social Performance Indicators .............................................28 Work Environment...............................28 Health and Safety..........................30 Human Rights.......................................34 Society......................................................35 Product Responsibility .......................41

    Economic Performance Indicators .............................................42 Long-term

    Shareholder Value ......................42 Customers...............................................47 Supplier Relationships........................49 Public Commitment ............................49

    Awards and Recognition ............50 Internal Awards and

    Recognition................................50 External Awards and

    Recognition........................................53

    Case Studies......................................57

    GRI Content Index ..........................58

    Vision and Strategy..........................3

    Organizational and Report Profile.......................................6 Organizational Profile...........................6 Report Scope............................................6 Report Profile...........................................7

    Governance Structure and Management Systems ....................8 Structure and Governance...................8 Stakeholder Engagement ...................14 Overarching Policies and

    Management Systems .....................14

    Environmental Performance Indicators .............................................16 Material Use ..........................................16 Energy......................................................17 Water........................................................19 Biodiversity ............................................19 Emissions, Effluents, and Waste......21 Products and Services .........................25 Environment, Health, and Safety

    Compliance ........................................26 Capital Expenditures ..........................27

    Reporting Framework As yet, there are no Generally Accepted Accounting Principles for reporting social and environmental performance. We continue to use the reporting framework emerging from the voluntary Global Reporting Initiative as well as criteria established by other organiza- tions to guide the structure of this report.

    Forward-looking Statement Certain statements in this report relate to future events and expectations and as such constitute forward-looking statements. Forward-looking statements also include those containing such words as “anticipates,” “believes,” “estimates,” “expects,” “hopes,” “targets,” “should,” “will,” “will likely result,” “forecast,” “outlook,” “projects” or similar expressions. Such forward-look- ing statements involve known and unknown risks, uncertainties and other factors that may cause actual results, performance or achievements of Alcoa to be different from those expressed or implied in the forward-looking statements. Important factors that could cause actual results to differ materially from those in the forward-looking statements include material adverse changes in economic or aluminum industry conditions generally, including global supply and demand con- ditions and prices for primary aluminum, alumina and other products, or material adverse changes in the markets served by Alcoa; the company’s inability to achieve the level of cost sav- ings, productivity improvements or earnings growth anticipated by management, whether due to significant increases in energy, raw materials or employee benefits costs or other factors; changes in laws or governmental regulations or policies in the countries in which Alcoa operates, includ- ing those affecting environmental, health or safety compliance; relationships with and financial and operating conditions of customers and suppliers; and the other risk factors summarized in Alcoa’s Form 10-K for the year ended December 31, 2003 and other SEC reports.

  • Vision and Strategy

    3

    Our commitment to sustainability has a long history and is evident everyday — from the way we live our Values to the following strategic framework for sustainability sup- ported by measurable objectives for guiding our operations.

    ● Supporting the growth of customer businesses.

    ● Standing among the industrial companies in the first quintile of return on capital among Standard & Poor’s Industrials Index.

    ● Elimination of all injuries and work-related illnesses and the elimination of waste.