《Freeport-McMoRan Copper & Gold Inc. (FCX) 2024年CSR報告「NYSE」.pdf》由會員分享，可在線閱讀，更多相關《Freeport-McMoRan Copper & Gold Inc. (FCX) 2024年CSR報告「NYSE」.pdf（156頁珍藏版）》請在三個皮匠報告上搜索。
1、P O W E R I N G P R O G R E S S2024 ANNUAL REPORT ON SUSTAINABILITY2024 ANNUAL REPORT ON SUSTAINABILITY2ABOUT FREEPORT-MCMORANFreeport-McMoRan Inc.(FCX or Freeport)is a leading international metals company with the objective of being foremost in copper.Headquartered in Phoenix,Arizona,FCX operates l
2、arge,long-lived,geographically diverse assets with significant proven and probable mineral reserves of copper,gold and molybdenum.FCXs portfolio of assets includes the Grasberg minerals district in Indonesia,one of the worlds largest copper and gold deposits;and significant operations in North Ameri
3、ca and South America,including the large-scale Morenci minerals district in Arizona and the Cerro Verde operation in Peru.Cover Photo:An employee surveys haulage operations at the Safford mine,U.S.RECENT AWARDS AND RECOGNITIONP O W E R I N G P R O G R E S S Coppers Transformative Role in Human Progr
4、essCannot be Overstated.For over 10,000 years,copper has shaped civilizations and enabled us to meet the challenges of each era through technological advancements,improving both health and quality of life.As we move toward an increasingly connected,electrified and decarbonized future,copper continue
5、s to be a critical metal for a rapidly changing world.Its versatile.Durable.Infinitely recyclable.And is superior at conducting electricity.From urban development to everyday electronics and data centers,transportation to grid infrastructure,renewable energy systems to electric vehicles Copper is es
6、sential in Powering Progress3OUR APPROACH6 Our Strategy9 Stakeholder Engagement and Materiality 13 Ambitions and Performance Objectives15 Our Strategy in Action:Responsible ProductionROBUST GOVERNANCE 19 Governance 22 Business Conduct24 Human Rights 30 Responsible Value Chains EMPOWERED PEOPLE AND R
7、ESILIENT COMMUNITIES 39 Health,Safety and Well-Being 46 Workforce 54 Communities and Indigenous Peoples 64 Economic Contributions THRIVING ENVIRONMENTS67 Climate 78 Water Stewardship 84 Nature 88 Biodiversity 90 Tailings Management 98 Non-Mineral Waste Management 100 Mine Closure and Reclamation 102
8、 Environmental Compliance ABOUT THIS REPORT106 Independent Accountants Assurance Statements ESG PERFORMANCE DATAMorenci contractors lay side-slope drip lines,one of the many innovative solutions to extract more copper from existing stockpiles.LETTER TO OUR STAKEHOLDERS Dear Stakeholders,I am pleased
9、 to share our 2024 Annual Report on Sustainability which highlights progress for our value-driven sustainability strategy Accelerate the Future,Responsibly supporting our business strategy of being Foremost in Copper and informing our decisions and our core values.The health,safety and well-being of
10、 our workforce remains our top priority.I commend the tireless efforts of our operations teams to set clear expectations,spend dedicated time in the field,enhance accountability and drive a safety-first culture.In 2024,we achieved our best total recordable incident rate(TRIR)in more than a decade.De
11、spite our progress,we mourned the deaths of two logistics contractors delivering materials in North America and continued to experience a significant number of high-risk events.In October,we held a global safety stand-down to reinforce our safety commitment.Across our operations,we facilitated meani
12、ngful conversations about safety performance,emphasized hazard recognition and reminded our employees and contractors of their obligation to stop work if safety concerns are identified.Technology and innovation continue to play an increasingly pivotal role in our operations.The implementation of new
13、 and innovative technologies and practices,such as our leaching initiatives and the advancement of autonomous haulage aim to increase copper production while improving operational efficiency,safety and environmental performance.Our Bagdad team is making substantial progress in converting our haul tr
14、uck fleet to operate autonomously by year-end 2025.With several trucks already operating,our team has been learning and adapting to this new technology.Although commercially viable electrification of haul trucks is still years in the future,in early 2025,Sierrita received one of Caterpillars prototy
15、pe battery-electric haul trucks to trial at our site.We are eager to test its capabilities and support the further advancement of new technologies.We recognize the need to balance our environmental impacts with our mission to deliver the copper and metals necessary for modern life and the global eco
16、nomy.In 2024,we added new energy sources in the Americas and progressed PTFIs natural gas-fired power plant at Grasberg.Reliable water supplies are integral to our mining operations,and innovation and technological advancement will play a key role in enhancing our water stewardship in the future.To
17、further this,our dedicated Tailings Innovation Group is exploring opportunities to improve tailings management and reduce water consumption at our tailings facilities.As we embrace this exciting period of innovation and advancement,our commitment to sustainability and operational excellence remains
18、unwavering.We are driven by our goal to responsibly meet current and increasing demand for the metals we produce and will continue to innovate and improve as we are“Powering Progress.”Kathleen L.Quirk2024 ANNUAL REPORT ON SUSTAINABILITY4Kathleen L.QuirkPresident and Chief Executive Officer(CEO)APRIL
19、 23,20255MESSAGE FROM OUR CORPORATE RESPONSIBILITY COMMITTEE CHAIRDear Stakeholders,On behalf of Freeports Corporate Responsibility Committee(CRC),I am honored to share Freeports recent sustainability-related progress and achievements.Freeport is dedicated to continually advancing its responsible pr
20、oduction practices in alignment with its business strategy and leadership role in the global copper industry.The CRC is aligned with managements priority of workplace safety and closely monitors the companys safety performance.We recognize that Freeports workforce faces challenging situations and ex
21、treme conditions every day and support managements unrelenting focus on hazard recognition and reducing the frequency of high-risk incidents.These efforts are delivering positive results with the company achieving its best TRIR in more than 10 years and several sites achieving their best individual
22、performance ever in 2024.Despite this progress,two logistics contractors delivering materials in North America were fatally injured.We will continue to monitor the companys performance and support managements efforts to strive for zero fatalities.We commend management for continuous improvement in t
23、he companys tailings management program,which has been evolving for more than two decades.The CRC provides active oversight of the companys tailings management,including its implementation of the Global Industry Standard on Tailings Management(the Tailings Standard)across its tailings storage facili
24、ties(TSFs)in the Americas.As part of the implementation,the company undertook a systematic process to identify,analyze and minimize the risk of failure scenarios associated with its TSFs.In Indonesia,PTFI continues to actively manage and improve the performance of the tailings management system and
25、the surrounding ecosystems.In 2024,the company completed a human rights assessment for its global operations to identify potential risks and opportunities related to its relationships with the workforce and host communities.The assessment confirmed that Freeports current focus areas and related prog
26、rams are aligned with key risks and stakeholder needs,reaffirming the business value these programs provide.Freeports connection to its host communities is built on a foundation of trust and shared value.In 2024,the company continued to strengthen its work with communities to support health,educatio
27、n and skills training.Freeport is dedicated to increasing the quality,availability and access to education and skills training for the communities and Indigenous Peoples living near its operations.With nearly 200,000 registered participants,programs such as DreamBuilder,which Freeport created in par
28、tnership with Arizona State Universitys Thunderbird School of Global Management,support entrepreneurs through practical workshops on digital marketing,finance,leadership,growth and economic autonomy.We are operating in a dynamic environment shaped by technological advancements,geopolitical complexit
29、y,broad ranging stakeholder input and numerous other factors.We are confident that Freeport will continue to seek continuous improvement,with an unwavering commitment to“Powering Progress.”Frances Fragos Townsend Frances Fragos TownsendCorporate Responsibility Committee ChairAPRIL 23,20252024 ANNUAL
30、 REPORT ON SUSTAINABILITY6OUR VALUES:SAFETY|RESPECT|INTEGRITY|EXCELLENCE|COMMITMENTCRITICAL ENABLERSRESPONSIBLE VALUE CHAINSCOLLABORATIVE PARTNERSHIPSOPERATIONAL EXCELLENCEThriving EnvironmentsEmpowered People and Resilient CommunitiesRobust GovernanceSUSTAINABILITY PILLARSHEALTHY AND ENGAGED WORKFO
31、RCEOUR STRATEGY Our sustainability strategy Accelerate the Future,Responsibly is designed to achieve enduring progress and is comprised of four components:our beliefs,our sustainability pillars,our critical enablers and our values.Our ApproachFCX is a leading responsible copper producer,supplying ap
32、proximately 8.5%of the worlds mined copper.Copper is essential for global progress,including in the technologies necessary for accelerating electrification.We recognize the interdependencies of growth and sustainability and the importance of managing our environmental and social impacts.FCX is commi
33、tted to meeting growing demand for metals through our sustainability strategy,Accelerate the Future,Responsibly.This strategy contributes to our objective of being Foremost in Copper by advancing responsible production and informing stakeholders of our values.We aim to enhance the future of copper a
34、nd mining practices,delivering shared value and addressing critical sustainability issues.Our sustainability strategy aligns with our core values and supports our company culture,helping to cultivate an ethical and engaged workforce capable of innovating the future of mining.Morenci operations,U.S.7
35、OUR BELIEFS The beliefs that shape our focus and drive action across our most important priorities:Increased global demand for copper should be met responsibly.We can,and we must,work to manage our impacts and positively contribute within and beyond our operational boundaries as we work to meet the
36、worlds needs for our products.The challenges of tomorrow demand innovation.The future of mining and responsible production requires ingenuity and evolution across the value chain.We embrace this fully.Sustainability expectations are an opportunity to create greater value.We take seriously our commit
37、ments to our shareholders and other stakeholders and acknowledge the important link between our sustainability performance and the trust and goodwill we earn from others.Our sustainability-related commitments challenge us to continually improve and become a better and more productive company.Resilie
38、nce and adaptability are essential characteristics and priorities for any organization striving to achieve enduring sustainability progress.Meeting the worlds changing needs requires a collaborative culture,the capabilities to evolve,people empowered to innovate and challenge the status quo,and the
39、financial strength necessary to chart new paths and weather any storm.Not only do we apply this internally,but we use the same lens in our work with external stakeholders,including with local communities and Indigenous Peoples.Transparency and accountability are crucial to building and maintaining t
40、rust.Trust takes time.It also takes transparency,authenticity and a two-way dialogue.We are committed to openly engaging with and listening to our stakeholders.We are also committed to transparently sharing our progress and holding ourselves accountable for our commitments.OUR VALUESOur culture is t
41、he bedrock of our sustainability strategy,aligning FCXs core company values to our work.Our core values direct the decisions we make as a company and as individual employees.These values represent who we are and how we work everyone,everywhere,every day.SAFETY We put safety first for ourselves,our c
42、o-workers and local communities by actively promoting safe practices and health and wellness.No job is so important and no schedule so urgent that time cannot be taken to plan and perform work in a safe manner.RESPECT We treat each other and our stakeholders with respect.We value the ideas,perspecti
43、ves and experiences of our employees and our stakeholders.INTEGRITY We are honest,transparent and responsible,and we do what we say we will do.EXCELLENCE We pursue excellence in our work by taking pride in what we do and always doing our best.We collaborate to create and implement innovative ideas a
44、nd to develop solutions to issues and concerns.COMMITMENT We are committed to contributing to the long-term sustainability of the environment and communities where we work.We hold ourselves accountable for our environmental and social performance.2024 ANNUAL REPORT ON SUSTAINABILITY8OUR SUSTAINABILI
45、TY PILLARS Our sustainability strategy seeks to create greater clarity on the outcomes we are working to achieve across our three sustainability pillars:OUR CRITICAL ENABLERS We seek to deliver our sustainability strategy through four critical enablers:HEALTHY,ENGAGED WORKFORCEEmpower our people to
46、deliver a sustainable and innovative mining future by providing pathways for skills development and career advancement.We support our people to work safely,acquire new skills and learn and embrace new technologies.We aim to recruit and retain talented employees.OPERATIONAL EXCELLENCESet the standard
47、 for responsible copper and molybdenum production.Continuous improvement enables us to drive the innovation needed to embrace new approaches,ideas and technologies that will help us meet or exceed,where feasible,future operational and sustainability-related expectations while consistently delivering
48、 stakeholder value.COLLABORATIVE PARTNERSHIPSEarn and maintain trust with communities and stakeholders.We seek to proactively and collaboratively engage our host communities,including Indigenous Peoples,to define and build a common vision for creating shared value.RESPONSIBLE VALUE CHAINSResponsibly
49、 deliver our products to the global economy.We seek to embed sustainability,integrity and compliance across our value chain both upstream and downstream to help ensure copper and molybdenum are produced and used responsibly.ROBUST GOVERNANCEGood governance depends upon dedicated leadership that inte
50、grates sustainability-related considerations into everyday operations and business decisions through effective internal structures and processes.We strive to embed a holistic approach into decision making by leveraging our internal culture as well as regulatory and technical systems and expertise.EM
51、POWERED PEOPLE AND RESILIENT COMMUNITIESPeople are at the core of our business.We are committed to supporting the health,safety and well-being of our people,including our workforce,host communities and Indigenous neighbors.We seek to do this in a manner that increases resiliency and empowers people
52、to thrive over the long term.THRIVING ENVIRONMENTSMining impacts the natural environment.We strive to conduct our operations with minimal adverse impacts on the environment,and we support the protection of ecosystems through responsible environmental stewardship.This commitment is embedded in our ma
53、nagement systems and our approach to continuous improvement.9Stakeholder Engagement and Materiality Our approach to stakeholder engagement is characterized by transparency,collaboration and meaningful dialogue,with the primary goal of fostering mutual understanding,trust and cooperation.We recognize
54、 the interests and concerns of our various stakeholders can change over time,which underscores the need for proactive and ongoing engagement to learn about their changing needs and perspectives.We believe effective stakeholder engagement can help reduce our sustainability-related risks by identifyin
55、g the risks early and enabling us to work in partnership with stakeholders to address them,ultimately supporting our endeavors to make positive contributions to society.For these reasons,we seek to maintain stakeholder engagement programs at both the corporate and site levels throughout the year.We
56、have a broad range of stakeholders with whom we engage,including shareholders,employees,host communities and Indigenous Peoples,customers and suppliers,industry associations,regulators and policymakers,local and national host governments,local community associations and nongovernmental organizations
57、(NGOs).Many individuals and teams across FCX are responsible for engaging with different stakeholder groups.Collectively,our stakeholder engagements inform managements decision making and the boards oversight,particularly in relation to our policies,practices,programs and initiatives.We believe our
58、dialogue with stakeholders strengthens FCX and helps us understand varying perspectives while simultaneously providing an opportunity to share information about our strategy,practices and performance.These engagements can range from informal and formal direct dialogue to anonymized,independent inter
59、views by our sustainability assurance provider or other independent due diligence consultants.For example,each Copper Mark and Molybdenum Mark assurance visit includes context-specific,culturally sensitive direct engagement with stakeholders to provide both the assurer and site management with a cle
60、ar view of how stakeholders perceive our practices.ENGAGING WITH INDUSTRY AND BUSINESS ASSOCIATIONS We are a member of various industry and business associations that provide a platform for advancing sustainability.Industry and business associations can be important vehicles for furthering industry
61、contributions at the global,national,regional and local levels.We recognize the importance of collaboration with other thought leaders to help drive change and progress,which is why we offer expertise to,and partner with,various external organizations and industry associations committed to our indus
62、try and to advancing sustainability.This work enables us to understand the views of a variety of stakeholders while also forming industry agreements and positions on our responsibilities across sustainability areas and throughout our value chains.Together with our internal commitments,these membersh
63、ips enable us to take meaningful action with and for our industry and our operations.2024 ANNUAL REPORT ON SUSTAINABILITY10GLOBAL BUSINESS COMMITMENTSThe UN Global Compact is a voluntary corporate sustainability initiative of CEO commitments to implement universal sustainability principles and to su
64、pport the Sustainable Development Goals(SDGs).FCX became a supporting member in March 2020 and seeks to contribute to achievement of the SDGs in its host communities and by responsibly producing metals.UNITED NATIONS&HUMAN RIGHTSBUSINESSONGUIDING PRINCIPLESThe United Nations Guiding Principles on Bu
65、siness and Human Rights(UNGPs or Guiding Principles)are the global standard on business and human rights,providing guidelines for companies to prevent and address the risk of adverse human rights impacts related to their business activities.FCXs Human Rights Policy includes a commitment to the UNGPs
66、.Extractive Industries Transparency InitiativeThe Extractive Industries Transparency Initiative(EITI)is the global standard to promote transparent and accountable governance in the extractives sector.FCX supports EITIs goal of promoting beneficial ownership transparency globally and has been committ
67、ed to EITI since 2008.The Voluntary Principles on Security and Human Rights(VPs)is a multi-stakeholder initiative that promotes implementation of principles that guide companies in providing security for their operations while also respecting human rights.The VPs are the guidelines for FCXs security
68、 programs,including interactions with host-government security personnel,private security contractors and our internal security employees.FCX was a founding member of the VPs in 2000 and remains an active member today,reporting annually and participating in plenary sessions on the VPs.Effective in 2
69、025,the Wildlife Habitat Council(WHC)and World Environment Center merged to form Tandem Global.Tandem Global takes the combined 75 years of experience of the two organizations to expand opportunities to collaborate with companies to halt and restore nature loss,improve water stewardship,enhance clim
70、ate and community resilience,and support the transition to a circular economy.FCX has been a member of the WHC since 2006.INDUSTRY ASSOCIATIONS AND COMMITMENTS The International Council on Mining and Metals(ICMM)is dedicated to a safe,fair and sustainable mining and metals industry,aiming continuous
71、ly to strengthen performance across the global mining and metals industry.As a member company,FCX is required to implement the 10 Mining Principles,which define good environmental,social and governance(ESG)practices,and associated position statements,while also meeting 39 performance expectations.Th
72、e International Copper Association(ICA)brings together the global copper industry to develop and defend markets for copper and to make a positive contribution to sustainable development through greater use of copper in applications that support sustainability.FCX has been a member since the ICAs inc
73、eption in 1989.FCXs Chief Administrative Officer served as Chair of the ICA Board of Directors from 2020 to 2022.FCX is a member of the International Molybdenum Association(IMOA),which was founded in 1989.IMOAs members represent approximately 95%of molybdenum mine production and almost all conversio
74、n capacity outside of China.IMOA raises awareness of molybdenum by promoting its applications in alloys among fabricators,engineers,designers and material specifiers.The Copper Mark is an independent,multi-stakeholder organization with a comprehensive responsible production assurance framework,devel
75、oped specifically for the copper industry and extended to other metals,including molybdenum.Copper Mark 2.0 addresses 33 ESG risk areas using a third-party validation system.FCX has achieved,and is committed to maintaining,the Copper Mark and Molybdenum Mark at all of its operating sites globally,as
76、 applicable.Business Roundtable is an association of Chief Executive Officers(CEOs)from leading U.S.companies working to promote a thriving U.S.economy and expanding opportunities for all Americans through sound public policy.FCXs CEO,Kathleen L.Quirk,is a member of the Business Roundtable.11POLITIC
77、AL ENGAGEMENT We are committed to maintaining the highest levels of ethical and legal conduct and transparency regarding our political activity and spending practices.This commitment includes seeking to comply with applicable laws and regulations.We exercise our right and responsibility to participa
78、te in public policy matters by staying informed on public matters important to our business and interacting,where appropriate,with elected and appointed government officials,regulators and their staff.Our membership in trade associations and other organizations provides information and assistance wi
79、th policy issues of concern to us.When we join a trade association,we do so because we believe the association generally represents FCXs best interests,although importantly,our membership does not mean we support or agree with an associations position on every issue.Outside the U.S.,we have signific
80、ant operations in Chile,Indonesia,Peru and Europe.We work cooperatively with local,regional and national governments,and with supranational bodies,such as the European Union(EU),as issues arise in these jurisdictions that may affect our business.With agreement from senior management,we may engage in
81、 dialogue with government officials on issues that affect our business goals and objectives,including the jobs that our businesses add to and support in local economies.Internationally,we engage in non-partisan political activity and spending as permitted by applicable laws and regulations,including
82、 the U.S.Foreign Corrupt Practices Act(FCPA)and similar anti-corruption and anti-bribery laws of the other jurisdictions in which we operate,on which employees are trained and empowered to report potential violations.FCXs political activity and spending practices are overseen and approved by senior
83、management.In addition,the boards CRC annually reviews our political activity and spending practices.Our political spending is also subject to legal review.For more information,refer to our Political Activity and Spending Practices webpage,which sets forth our expectations regarding this topic.These
84、 expectations apply to FCX and its affiliated political action committees(PACs).We do not make corporate contributions to individual political candidate committees.In Colorado and New Mexico,we may make corporate contributions to certain independent expenditure committees,which do not contribute to
85、candidate committees but can indirectly support or oppose candidates by funding campaign expenditures not controlled by or coordinated with any candidate.Separately,we sponsor a federal PAC as well as PACs in the states in which we operate.We believe all FCX-affiliated PACs are fully compliant with
86、applicable laws and regulations,and their activities are bipartisan.Political spending by these PACs is solely funded by the voluntary individual contributions of eligible employees.Information on our political contributions is publicly available on the Corporate Governance section of our website.Sa
87、fford operations,U.S.FCX has been a top-scoring company for its political spending disclosure and accountability for the last decade and remained a Trendsetter*by the CPA-Zicklin Index.*According to the 2024 benchmarking study released by the Center for Political Accountability and The Wharton Schoo
88、ls Zicklin Center for Governance and Business Ethics.2024 ANNUAL REPORT ON SUSTAINABILITY12SUSTAINABILITY MATERIALITY ASSESSMENTIn 2024,we conducted an externally led sustainability materiality assessment to incorporate impact materiality,as described by the Global Reporting Initiative(GRI)Standards
89、 and in reference to the topics included in GRI 14:Mining Sector Standards(published in 2024).This assessment helped us to prioritize the sustainability-related actual and potential,negative and positive external impacts of our business.A range of inputs were taken into consideration,including FCXs
90、enterprise risk management program and human rights saliency assessment,site-level sustainability risk registers,topics raised through shareholder and customer engagements,and industry standards and guidance.The understanding of impact materiality included an analysis of relevant topics by internal
91、subject matter experts;a direct survey completed by certain stakeholders,including customers and NGOs;and mapping of external evidence to validate the findings.In addition to the focus on external impact,we also considered the business context for each sustainability topic to evaluate the impact the
92、 topics could have on FCXs performance.Along with the previously mentioned inputs,this included interviews with the Sustainability Leadership Team(SLT)and a survey of FCXs sustainability workforce.The results were reviewed and approved by our SLT.By considering both external impact and internal cont
93、ext,we believe that we have identified the most relevant sustainability-related topics for our business and stakeholders.OBSERVATIONS AND OUTCOMESFollowing this assessment,our three strategy pillars(Robust Governance,Empowered People and Resilient Communities,and Thriving Environments)and our core s
94、trategic focus areas,remain unchanged from prior years,demonstrating the long-term nature of our sustainability strategy.In addition to the topics listed in the materiality matrix,the assessment identified several cross-cutting themes,including:(1)Governance,Compliance and Ethics,(2)Risk Management,
95、(3)Nature,and(4)Human Rights.Note:As used in this report,the term“materiality”is based on a different definition of materiality than used in U.S.federal securities laws and regulations or the disclosure requirements of the Securities and Exchange Commission(SEC).Please refer to Cautionary Statement
96、on page 105.BUSINESS CONTEXTAIR POLLUTIONNON-MINERAL WASTEMINERAL WASTECIRCULAR COPPERBIODIVERSITY RESPONSIBLE VALUE CHAINSECONOMIC CONTRIBUTIONSMINE CLOSURE AND RECLAMATIONSECURITY PRACTICESCONFLICT-AFFECTED AND HIGH-RISK AREASARTISANAL AND SMALL-SCALE MININGPUBLIC POLICYCYBERSECURITYWATER STEWARDS
97、HIPCLIMATEBUSINESS CONDUCTWORKFORCEHEALTH,SAFETY AND WELL-BEINGTAILINGS MANAGEMENTCOMMUNITIES AND INDIGENOUS PEOPLESENVIRONMENTAL/SOCIETAL IMPACTFCX SUSTAINABILITY MATERIALITY MATRIXMOST MATERIALTOPICS TO MONITOR13Ambitions and Performance ObjectivesIn alignment with our sustainability strategy and
98、informed by our materiality assessment and ongoing stakeholder engagement,we have established ambitions and performance objectives for each of our key focus areas,which are outlined in this section.ROBUST GOVERNANCEFOCUS AREAAMBITIONPERFORMANCE OBJECTIVES2024 PERFORMANCE UPDATEPAGEHuman RightsWe are
99、 an enabling partner for the respect and promotion of human rights within our own operations and across our value chain.2024 Target:Incur zero gross human rights violations at our operations by employees or contractors Achieved 262024 Target:Complete Human Rights Impact Assessment(HRIA)at Cerro Verd
100、eAchieved 272025 Target:Complete HRIA at PT Freeport Indonesias(PTFIs)new smelter and precious metals refinery(collectively referred to as the downstream processing facilities)Progressed HRIA;expected completion in 2025 272025 Target:Complete HRIA at Colorado operationsPlanning in progress272024 Tar
101、get:Complete global roll-out of new online human rights training to corporate-and site-level managementAchieved 25Responsible Value ChainsWe work with our supply chain and business partners to manage and promote responsible and sustainable practices.2024 Target:Complete implementation of site signif
102、icant supplier process globally and engage with at least 30 suppliers identified in the prioritization process at the FCX level Achieved312025 Target:Begin evaluation of tier 2 and tier 3 suppliers and their associated risksN/A31Business Conduct N/A2024 Target:Complete comprehensive training on Prin
103、ciples of Business Conduct(PBC),including certification of management-level employees Achieved222024 Target:Train 90%of selected employees on anti-corruption laws,regulations and company policies and procedures Achieved231.Gross human rights violation There is no uniform definition under internation
104、al law;however,FCXs ongoing data collection and review processes are guided by the United Nations Office of the High Commissioner report,“The Corporate Responsibility to Respect Human Rights An Interpretive Guide,”to identify such types of violations.In addition,FCX uses specific interpretation guid
105、ance for certain types of violations from various international organizations such as the International Labour Organization(ILO).2.Tier 2 suppliers are defined as FCXs suppliers suppliers or companies that subcontract to FCXs direct suppliers/contractors;tier 3 suppliers are those that are the suppl
106、iers or subcontractors of FCXs tier 2 suppliers.3.Ambition statements were not developed for compliance obligations.2024 ANNUAL REPORT ON SUSTAINABILITY14THRIVING ENVIRONMENTSFOCUS AREAAMBITIONPERFORMANCE OBJECTIVES2024 PERFORMANCE UPDATEPAGEClimateWe aspire to participate in and positively contribu
107、te to a 2050 net zero economy.2030 Target:Achieve greenhouse gas(GHG)emissions reduction targets(vs.2018 baseline)In progress68-702025 Target:Participate in the development of a science-based copper sectoral decarbonization approach(SDA)for the copper industry(completion anticipated in 2026)In progr
108、ess 742024 Target:Complete sulfur markets resilience study(necessary for our solution extraction/electrowinning(SX/EW)(leached)copper production)Achieved 76Water StewardshipAs responsible water stewards,we aim to minimize our impacts on shared resources,while supporting the long-term resilience of o
109、ur operations,host communities and the environment.2025 Target:Develop internal water stewardship plans for seven operations with the highest water stress ratings;complete Cerro Verde and El Abra plans by the end of 2024 and remaining plans by end of 2025In progress-Completed plans for Cerro Verde,E
110、l Abra,Morenci and Sierrita 82BiodiversityWe aim to avoid or minimize impacts from our operations on biodiversity while contributing to the conservation of biodiversity beyond our boundaries.2024 Target:Formalize internal biodiversity management plans for active mining sites in the U.S.Achieved89Tai
111、lings ManagementWe strive to continuously manage,enhance and innovate our tailings systems in a manner that minimizes impacts to stakeholders and the environment.2025 Target:Implement the Tailings Standard at remaining applicable TSFs by August 2025 In progress 912025 Target:Complete construction of
112、 a geostable tailings project at SierritaN/A92Environmental ComplianceN/A2024 Target:Incur zero significant environmental events(as identified by our sustainability risk register process)Achieved 1032024 Target:Incur zero penalties in amounts exceeding$100,000 Achieved 1031.Includes$49 million in am
113、ounts accrued and reserved for future projects and programs in Central Papua,Indonesia.2.Ambition statements were not developed for compliance obligations.EMPOWERED PEOPLE AND RESILIENT COMMUNITIESFOCUS AREAAMBITIONPERFORMANCE OBJECTIVES2024 PERFORMANCE UPDATEPAGEHealth and SafetyWe put safety first
114、 for ourselves,for each other and for local communities by championing a culture of health,safety and well-being wherever we do business.2024 Target:Incur zero workforce fatalities(employees+contractors)We regret to report two work-related fatalities of contract personnel 41-422024 Target:0.66 TRIR
115、Achieved 412025 Target:0.64 TRIR N/A41WorkforceOur culture is safety-focused,respectful and inclusive to empower our workforce to innovate,adapt and succeed.2024 Target:Complete upgrades at 40 facilities across 10 global sites to support safety and inclusion and diversity prioritiesAchieved 512025 T
116、arget:Implement four new critical lines of progression(LOPs)for North America frontline workforce into the LMS,enhancing career development and tracking N/A49Communities and Indigenous PeoplesWe work in partnership with our host communities and Indigenous Peoples to earn and maintain their trust and
117、 to contribute to long-term shared value and resilience.2024 Target:$228 millionFCX invested$211 million into community development and empowerment programs652025 Target:Pilot methods to better evaluate the effectiveness of our social programsN/A6315CONSOLIDATING VOLUNTARY RESPONSIBLE MINING AND MET
118、ALS STANDARDSThroughout 2024,the Copper Mark,Mining Association of Canada,ICMM and World Gold Council continued work to consolidate their individual voluntary responsible mining and metals standards into a single global responsible mining standard with a multi-stakeholder oversight system.This colla
119、boration aims to address feedback from investors,civil society,customers,policy makers and mining companies seeking a single,streamlined mining standard that is transparent,robust and encourages wider industry participation.FCX is involved in the consolidated standard development process as a member
120、 of the Industry Advisory Group and as a member of the Copper Mark Advisory Council.The new standard is anticipated to be available by 2027 and to replace the ICMM Mining Principles framework and performance expectations,becoming the new foundation for achieving the Copper Mark.Our Strategy in Actio
121、n:Responsible Production Consistently executing our sustainability strategy means integrating sustainability into everything we do and enhancing our dedication to responsible production.We are proud to play a leading role in setting the industry benchmark for responsible copper production by collabo
122、rating with stakeholders to innovate and drive change.THE COPPER MARK The Copper Mark is a comprehensive assurance framework that promotes responsible production practices.To achieve the Copper Mark,sites are committed to adhering to internationally recognized responsible operating practices and spe
123、cifically to a detailed framework based on the Responsible Minerals Initiatives Risk Readiness Assessment.The Copper Mark requires an independent external assurance process,including workforce and external stakeholder interviews,to assess conformance at each site.Awarded sites are required to be rev
124、alidated by the Copper Mark every three years and communicate routinely with the organization on action plans to meet any“partially meets”criteria.FCX has achieved,and is committed to maintaining,the Copper Mark and Molybdenum Mark at all of our operating sites globally,as applicable.View our site-l
125、evel assessment reports at coppermark.org.In 2024,we began working toward conformance with Copper Mark 2.0,which was released in 2023.FCX continues to play a role in the development of the Copper Mark by actively participating in the organizations multi-stakeholder processes,including its Advisory C
126、ommittee and several technical committees.Through our participation in the Copper Mark,we demonstrate our responsible production practices to our customers and original equipment manufacturers(OEMs).We continue to encourage our stakeholders,peers,customers and downstream users to join,collaborate an
127、d promote uptake of the Copper Mark validation process globally,with the ultimate goal of transparently demonstrating responsible production all the way to the end user.COPPER MARK CHAIN OF CUSTODY AWARDIn April 2024,FCXs Morenci mine received the Copper Mark Chain of Custody award.This certificatio
128、n enables increased transparency as Morencis copper cathode will now be able to retain its Copper Mark status from the mine through to OEMs,depending on uptake of the Copper Mark by downstream members of the value chain.Uptake continues to grow,with several semi-fabricators joining the Copper Mark a
129、s partners,participants and recipients in 2023 and 2024.ICMM PERFORMANCE EXPECTATIONS ICMM is an organization dedicated to a safe,fair and sustainable mining and metals industry.ICMM member companies,including FCX,are required to comply with its 39 performance expectations and its 10 Mining Principl
130、es for sustainable development.These expectations,along with topic-specific position statements and assurance and validation requirements,define ICMMs membership commitments.The 39 performance expectations must be validated by a third-party assurance provider at the site level with annual activities
131、 published,including how expectations will be met.2024 ANNUAL REPORT ON SUSTAINABILITY16RISK MANAGEMENT We implement several processes to identify and assess sustainability-related risks,including our sustainability risk register,our enterprise risk management(ERM)program and our global climate scen
132、ario analyses.SUSTAINABILITY RISK REGISTER We translate our responsible production commitments to everyday work through the use of our sustainability risk register,which identifies,prioritizes,manages and tracks sustainability risks and actions at the corporate and site levels.Defined in a global st
133、andard operating procedure,the process uses a risk assessment matrix to prioritize risks by both their likelihood and consequence,based on customized impact definitions by functional area to drive action.All our sites review their operational risk profiles at least annually and prepare detailed acti
134、on plans for risks rated as actionable.Sites use the sustainability risk register to identify risks and opportunities in relation to their operation and stakeholders.Additionally,sustainability-related risks identified outside the sustainability risk register process are integrated into the register
135、s.The sustainability risk register prioritizes risks that could have significant negative consequences to our business,communities and/or other stakeholders in areas such as health and safety,human rights,environmental management,community development and economic impact.It also enables sites to ide
136、ntify and prioritize opportunities that could have positive consequences.The sustainability risk register and detailed action plans are the foundation of our internal and external assurance processes at both the corporate level and at operating sites.The risks included in the sustainability risk reg
137、ister are mapped to our external commitments,including ICMMs performance expectations and the Copper Marks requirements.Our sustainability risk register assists our teams to identify and prioritize the most significant risks to our business and our stakeholders.We work cross-functionally to implemen
138、t our various commitments,and our sustainability risk register enables site-level management teams to focus on priorities while promoting globally consistent implementation across our operations.In 2024,we continued to better integrate the views of rights-holders into our risk processes.EMBEDDING RE
139、SPONSIBLE PRODUCTION IN GROWTH PROJECTS We employ a variety of baselining and risk management tools to identify and evaluate the potential sustainability-related impacts of our operations.Together,these tools help us characterize the current social,economic and environmental conditions and provide a
140、 baseline against which we can measure our performance over time.We perform Environmental and Social Impact Assessments,which identify potentially affected stakeholders and potential impacts from the outset of new projects.We integrate human rights impacts into these assessments to be better informe
141、d about impacts to people from growth projects.As part of the internal risk review process,the Project Development Sustainability Review considers sustainability issues during the evaluation,and implementation of,potential mine expansion and development projects.The Project Development Sustainabilit
142、y Review process enables us to identify,prioritize and proactively manage potential risks before a project begins and throughout its development.The process complements our sustainability risk register process and serves as a key input to the sustainability risk register once a project is operationa
143、l,enhancing the integration of sustainability into decision making across FCX.Key focus areas identified at different project stages have included:access to water,energy and materials,potential impacts to hydrology,air quality,biodiversity,human rights,community receptivity,economic impacts,and land
144、 acquisition and resettlement.The process also supports preparation for future closure of operations.17ENTERPRISE RISK MANAGEMENTOur ERM program is designed to provide cross-functional executive insight across our business to identify and monitor risks,opportunities and emerging trends that can impa
145、ct our strategic business objectives.Sustainability-related risks embedded within FCXs ERM program include health and safety performance,human capital management,community engagement and climate change,as well as water and tailings stewardship.Human rights risks and impacts are considered when evalu
146、ating the stakeholder-related consequences of our portfolio of enterprise risks.Our ERM program provides the board with information about FCXs enterprise risk profile and allows the board to assess and monitor the risks over the short-,medium-and long-term,both within and outside our operational bou
147、ndaries.Our ERM management committee is comprised of senior leaders with responsibility across operations and core business functions,and with a breadth of knowledge,influence and experience covering the risks FCX faces.An annual report on our enterprise risks,including cybersecurity risks,is presen
148、ted to the audit committee and/or the full board.The ERM management committee is responsible for providing input and oversight on our ERM program,which seeks to link our global operations and business functions to(1)identify enterprise risks and opportunities,(2)analyze and prioritize risks,(3)revie
149、w risk control environments and determine additional management actions where warranted,and(4)monitor and report progress.Management and FCXs internal audit firm coordinate to align assurance activities with priority enterprise risk topics.CYBERSECURITY RISK MANAGEMENT Our cybersecurity risk managem
150、ent and strategy processes are led by our Chief Information Officer(CIO)and our Chief Information Security Officer(CISO),both of whom report to our Chief Innovation Officer.Our CIO is responsible for the strategy,deployment,operational effectiveness and risk management of our technology systems and
151、operations.Our CISO is responsible for protecting our global technology systems from cybersecurity incidents,which includes overseeing the deployment of cybersecurity controls,managing a team of cybersecurity professionals and reporting on cybersecurity matters to management and the audit committee
152、of our board.While management is responsible for the day-to-day management of cybersecurity risks,our board and its audit committee have ongoing oversight roles.Our cyber risk management program is designed to assess,identify,manage,mitigate and respond to cybersecurity threats and incidents and is
153、integrated into our overall ERM program.We regularly evaluate and assess the threat landscape and our security controls,including through audits and assessments,regular network and endpoint monitoring,vulnerability testing,penetration testing and tabletop exercises that include senior management.The
154、 underlying controls of our cyber risk management program are based on recognized best practices and standards for cybersecurity and information technology,including the National Institute of Standards and Technology Cybersecurity Framework.To learn more about our approach to cybersecurity-related r
155、isk management,strategy and governance,please refer to our annual financial reports on .Our cyber risk management program is designed to assess,identify,manage,mitigate and respond.El Abra operations,Chile.2024 ANNUAL REPORT ON SUSTAINABILITY18RELATED POLICIES RELEVANT RESOURCES 25%of procurement sp
156、end supported local businessesCompleted HRIA at Cerro Verde operationsRobust GovernanceFCXs governance structure is the foundation for delivering consistent,long-term stakeholder value,and reflects our commitment to sustainability-related matters.The governance structure is designed to support and m
157、aintain high standards of responsible production,aiming to earn the respect,trust and confidence of our stakeholders.Proxy Statement Board Committees and Charters Suppliers Portal UK Modern Slavery Act Statement Annual Report to the Voluntary Principles Plenary Principles of Business Conduct Respons
158、ible Sourcing of Minerals Policy Anti-Corruption Policy Business Partner Code of Conduct Human Rights Policy2024 PERFORMANCE HIGHLIGHTS99%of assigned employees completed PBC training Cerro Verde operations,Peru.19Governance WHY IT MATTERS Effective governance aligns company values,policies and pract
159、ices to inform robust decision making.Strong governance is essential to integrating sustainability broadly across a company by instituting practices that foster engagement and accountability at the highest levels.OUR APPROACH Sustainability is embedded in FCXs values and business strategy.Our commit
160、ment to sustainability begins at the highest levels of the company,with our CEO and with active oversight from our board.Under their leadership,FCX has designed and implemented rigorous policies and processes that drive broad engagement with,and strong accountability from,company leadership on our s
161、ustainability-related commitments.These policies and processes support our efforts to embed sustainability into company practices and everyday decision making,with day-to-day management by executive leadership and site-level management teams.Good governance requires focused and consistent leadership
162、 to ensure FCXs values and sustainability strategy are integrated into everyday operations and business decisions.Given the breadth and complexity of sustainability matters,our governance structure seeks to leverage our internal regulatory and technical expertise to identify sustainability-related r
163、isks and opportunities through the effective management and oversight of an interdisciplinary team.BOARD OF DIRECTORSThe board oversees and guides FCXs business strategy and monitors the management of risks that impact FCX,including sustainability-related risks.In its risk oversight role,the board r
164、eviews,evaluates and discusses with appropriate members of management whether the risk management processes designed and implemented by management are adequate in identifying,assessing,managing and mitigating material risks facing FCX,including financial,international,operational,social and environm
165、ental risks.Governance and oversight of sustainability-related matters ultimately reside with the board,with certain areas of the boards oversight delegated to its four standing committees:audit,compensation,corporate responsibility and governance.Each committee is comprised entirely of independent
166、directors and regularly reports to the full board.The charters of these committees outline their respective roles and responsibilities within FCXs governance framework.Together with the Corporate Governance Guidelines,they establish FCXs governance framework,reflecting the boards commitment to monit
167、oring the effectiveness of governance-related policy and decision making at both the board and management levels.Additionally,the board and its committees are responsible for reviewing and overseeing various company policies,which are available on our website.New smelter complex in Gresik,Indonesia.
168、2024 ANNUAL REPORT ON SUSTAINABILITY20BOARD OVERSIGHT OF SUSTAINABILITY Nine of the 12 members of the board have experience in sustainability matters,including Messrs.Dudley and Lance,who have climate expertise and Mr.Grant who has expertise in biological systems.The CRC,on behalf of the board,overs
169、ees FCXs environmental and social policies and implementation programs and related risks.The CRC receives reports from management and reviews the effectiveness of FCXs strategies,programs and policy implementation with respect to health and safety,responsible production frameworks,tailings managemen
170、t and stewardship,climate,water stewardship,biodiversity,nature and land management,waste management,human rights,stakeholder relations,social performance and Indigenous Peoples,responsible sourcing,and political activity and spending practices.During 2024,the CRC had four regularly scheduled meetin
171、gs.Additionally,each of the audit,governance and compensation committees oversees key sustainability-related matters.The audit committee oversees our global compliance program and corporate compliance procedures and our information technology security and cybersecurity processes and procedures.Addit
172、ionally,tax matters are included within the audit committees financial oversight responsibilities.The governance committee maintains our Corporate Governance Guidelines and oversees our corporate governance practices,policies and procedures.The compensation committee oversees our executive compensat
173、ion program and human capital management policies,programs,practices and strategies,including those relating to,among other things,workforce recruitment,retention and development.2024 KEY SUSTAINABILITY-RELATED TOPICS Board Meetings Workforce health and safety Stockholder engagement feedback and upd
174、ate on sustainability initiatives Leadership development and succession planning Technology and innovation initiatives Annual adoption of UK Modern Slavery Act Statement(as recommended by the CRC)Corporate Responsibility Committee Meetings Workforce health and safety Climate strategy and progress up
175、date Human rights program,policy and performance,including progress on human rights impact assessments and saliency assessment Tailings management,including progress implementing the Global Industry Standard on Tailings Management(Tailings Standard)in the Americas Social performance and charitable c
176、ontributions Political spending review Responsible sourcing of minerals and metals annual update Responsible production frameworks update Compensation Committee Meetings Workforce health and safety Workforce recruitment,retention and development Audit Committee Meetings Information technology securi
177、ty processes and procedures,including risks and internal controls associated with information technology security and cybersecurity Enterprise risk managementEl Abra operations,Chile.21EXECUTIVE SUSTAINABILITY LEADERSHIP Our CEO has ultimate responsibility for our sustainability performance,with act
178、ive oversight from the board.Our cross-functional SLT includes members of management tasked with defining our sustainability strategy and implementing policies,systems and programs across the organization to achieve integrated decision making for responsible production and performance.The SLT provid
179、es oversight of our sustainability work in each focus area,with the programs directed and managed by our corporate and site-level sustainability teams.The SLT is sponsored by our Chief Administrative Officer and led by our Chief Sustainability Officer,with active participation from our five business
180、 unit presidents and senior leadership from functional groups including health and safety,security,supply chain,human resources,sales,legal,compliance,sustainability,energy,land,water and finance.In 2024,the SLT met 10 times to review the companys overall sustainability strategy,related performance
181、and external drivers and trends.Members of the SLT regularly reported on key environmental and social matters to executive leadership,including our CEO,and to relevant board committees and periodically to the full board.Executive officers are held accountable for FCXs ESG performance in part through
182、 FCXs performance-based annual incentive program(AIP)via pre-determined metrics aligned with our key commitments and priorities.In 2024,ESG metrics collectively accounted for 25%of the AIP(15%safety and 10%sustainability),with the sustainability scorecard including performance metrics associated wit
183、h the Copper Mark and Molybdenum Mark,climate,human rights,tailings management and workforce priorities.The scorecard used to measure 2024 sustainability performance can be found in the Compensation Discussion and Analysis section of our latest Proxy Statement.30+45+15+10+J25%ESG45%Operational30%Fin
184、ancial10%Sustainability15%Safety2024 ANNUAL INCENTIVE PROGRAMBOARD OF DIRECTORSEXECUTIVE LEADERSHIPSITE GENERAL MANAGERSFUNCTIONAL DEPARTMENT DIRECTORSSUSTAINABILITY LEADERSHIP TEAMGLOBAL SUSTAINABILITY NETWORKBusiness Unit PresidentsSenior Leadership Functional DepartmentsCorporate Responsibility C
185、ommittee Governance CommitteeAudit CommitteeCompensation CommitteeOPERATIONSCORPORATERead our Corporate Governance Documents 2024 ANNUAL REPORT ON SUSTAINABILITY22Business Conduct WHY IT MATTERSBy prioritizing responsible business practices,a company is able to demonstrate its commitment to making a
186、 positive impact.Codes of conduct and associated policies help ensure that a workforce both understands behavioral expectations and has the tools and resources necessary to comply.Consistent execution of these expectations can help enhance a companys reputation and build trust among employees,suppli
187、ers,customers,regulators and the wider community.OUR APPROACHIntegrating responsible business practices across our global operations requires comprehensive and disciplined efforts.FCX is guided by its Principles of Business Conduct(PBC),the cornerstone of our commitment to ethical business practices
188、.It defines the expected behavior of all our employees and the board and sets forth the global principles that our workforce must follow in all activities from complying with laws,to avoiding conflicts of interest,to treating colleagues and stakeholders with dignity and respect.The PBC highlights ou
189、r core values Safety,Respect,Integrity,Excellence and Commitment and provides guidance for the application of these values to our business.Our PBC and Corporate Governance Guidelines,along with the charters of our board committees,provide the framework for the governance of FCX and reflect our commi
190、tment to monitor the effectiveness of policy and decision making at both the board and management levels.We conduct comprehensive annual training on our PBC,including certification by management-level employees and induction training for all new employees.PBC training is assigned to active and appli
191、cable employees.In 2024,99%of assigned employees completed comprehensive annual training on our PBC.This process consists of in-person or computer-based training,requiring employees to certify both their understanding of,and compliance with,the PBC and to report any known or suspected instances of n
192、on-compliance.The training covers health and safety concepts,addressing harassment and discrimination,dealing with inappropriate behavior,preventing conflicts of interest and retaliation from co-workers,and reminding employees how to raise concerns via the Compliance Line.Board members sign an annua
193、l statement acknowledging their understanding of the expectations contained in our PBC.Managers and supervisors also are responsible for ensuring their direct reports understand these principles,and business partners,including suppliers and contractors,are expected to have read and comply with our B
194、usiness Partner Code of Conduct and associated policies and procedures,which are incorporated into our contracts.Our internal audit firm and external legal counsel perform annual company-wide compliance program and risk assessments,which inform the next years assessment strategies.Business controls
195、developed based on periodic fraud risk assessments are tested and reviewed regularly at our corporate offices as well as at our Grasberg,Cerro Verde,El Abra and Atlantic Copper operations.ANTI-CORRUPTION FCX aims to work exclusively with business partners who uphold the highest standards of honesty,
196、ethics and professionalism in the conduct of their businesses.We acknowledge that any violation of the FCPA or other anti-corruption and anti-bribery laws in any jurisdiction where we do business could lead to substantial criminal or civil fines and penalties,litigation,or loss of operating licenses
197、 or permits,as well as significant reputational damage.FCX has zero tolerance for corruption of any kind.This standard applies not only to our employees but also to our business partners.We neither seek nor obtain any business advantage through bribery,improper payments,kickbacks or any other illega
198、l means.No employee or business partner may offer,pay,solicit or accept bribes in any form,including facilitation payments.By integrating ethical standards into every aspect of our operations,we pave the way for a more sustainable and equitable future.23FCXs compliance program is designed to identif
199、y potential compliance violations before they occur and covers regulatory compliance in areas such as anti-corruption,sanctions and other international trade controls,conflicts of interest,discrimination and sexual harassment,forced labor and other subjects addressed in our PBC.We are currently inve
200、stigating whether activities of PT Smelting may have violated the FCPA or other laws,and we have voluntarily notified U.S.authorities of this investigation.PT Smelting is an Indonesian joint venture between PTFI and Mitsubishi Materials Corporation.Our comprehensive anti-corruption infrastructure is
201、 designed to detect,mitigate and remediate violations of legal and regulatory requirements.Our Anti-Corruption Policy and internal guidelines require compliance with the FCPA and other applicable laws of the countries and jurisdictions where we do business.In addition to our mandatory annual PBC tra
202、ining,we provide annual anti-corruption training for specific groups of employees,based on their role and potential exposure to corruption risk.In 2024,99%of employees selected for additional anti-corruption training completed the online course.Given the potential legal and reputational liability th
203、at could result from the actions of our business partners and contractors under the FCPA and other laws,FCX operates an online due diligence platform,the Freeport Compliance eXchange(FCeX).FCeX is a survey-based software platform designed to assess business partner risk in areas such as corruption,i
204、nternational trade,human rights and responsible sourcing,and includes several sustainability-related questions.FCeX enhances our ability to identify,assess and mitigate these compliance risks.The survey is administered to new vendors and,as of late 2024,customers,as an initial step in our value chai
205、n due diligence,and existing business partners are reevaluated periodically.FCX decides whether to enter into or continue contractual relationships based in part on responses to the survey.Learn more in the Responsible Value Chains section.COMPLIANCE LINE AND WORKFORCE GRIEVANCE MECHANISMSOur Compli
206、ance Line,along with our other reporting mechanisms,provides guidance and assistance to our workforce on any questions or concerns related to our PBC,policies or procedures.To encourage reporting of potential business conduct violations,our Compliance Line allows for anonymous reporting and is compl
207、iant with applicable international data privacy regimes.During annual mandatory employee training on our PBC,we remind employees how to raise complaints and concerns via the Compliance Line and reiterate that FCX prohibits retaliation by co-workers against employees who raise any complaints and conc
208、erns.Our business partners also have access to our Compliance Line,as detailed in our Business Partner Code of Conduct.For information on community grievance mechanisms please refer to the Communities and Indigenous Peoples section.We acknowledge Compliance Line reports by sending a confirmation to
209、the reporting party,and,if substantiated after investigation,appropriate disciplinary action is taken,up to and including termination of employment.Our goal is to respond to grievance reports promptly and impartially,aiming to close cases within 30 days of receipt.However,the time required for a tho
210、rough investigation depends on the context and location of each case.In 2024,we received 377 Compliance Line reports,the majority of which were human resources-related.About 11%of reports received were fully or partially substantiated.For workplace-related grievances,our workforce can report informa
211、tion to the compliance department via the phone,email or web portal.Reports are documented,reviewed and assigned for investigation as appropriate.Our global human rights team is engaged for human rights-related complaints.In addition to reporting through the Compliance Line,we encourage our workforc
212、e to engage directly with human resources or compliance team members at the site level to address topics best understood by those with local knowledge.For more information on reporting workforce grievances and our investigation process,please see the Labor Relations section,FCXs grievance reporting
213、website and PTFIs grievance reporting website.2024 ANNUAL REPORT ON SUSTAINABILITY24Human Rights WHY IT MATTERS People have the right to be treated with dignity and respect.Human rights are internationally recognized,defined in the Universal Declaration of Human Rights and codified in international
214、law.Mining activities have the potential to impact the way people enjoy these rights,whether they are employees,contractors,suppliers,community members,human rights defenders or members of other groups.Businesses have a responsibility to respect human rights,avoid infringing on the human rights of o
215、thers and address any adverse human rights impacts with which they are involved.OUR APPROACH FCX believes respect for human rights is a business imperative.We are dedicated to the recognition and respect of human rights wherever we do business.Our core values of safety,respect,integrity,excellence a
216、nd commitment underpin this imperative.We respect the rights of all individuals,including employees,contractors,business partners,host communities,Indigenous Peoples and others who may be impacted by our business activities.We strive for continuous improvement and expect everyone in the organization
217、 to play a role in upholding this commitment and expect the same from our business partners.Our Human Rights Policy,which was amended in 2024,outlines our commitment to implementing the UNGPs,the Organisation for Economic Co-operation and Development(OECD)Guidelines for Multinational Enterprises and
218、 the VPs.It reaffirms our commitment to respect internationally recognized human rights as set out in the International Bill of Human Rights,the International Labour Organizations Declaration on Fundamental Principles and Rights at Work and the UN Declaration on the Rights of Indigenous Peoples.Addi
219、tionally,our PBC and other core policies support the application of our Human Rights Policy.Based on our PBC,our Business Partner Code of Conduct outlines the expectations for our business partners,including suppliers,contractors,customers and recipients of charitable giving.These expectations cover
220、 areas such as safety,human rights,anti-corruption,community and environment.We mandate human rights standards through our contracts with business partners.We also are committed to complying with the UK Modern Slavery Act as demonstrated by our annual statement outlining our efforts to minimize the
221、risk of modern slavery throughout our business and supply chain.HUMAN RIGHTS SALIENCY ASSESSMENTWe completed an update to our corporate-level human rights saliency assessment,which provided a current overview of the global human rights risk profile for FCX.The assessment sought to identify and prior
222、itize human rights risks based on the severity(scope,scale,remediability)and likelihood of risks.The saliency assessment evaluated our site-level HRIA results,including grievance trends and risk registers,as well as benchmarking of peer companies.The following global salient human rights risks were
223、identified:Community Well-being and Standards of Living Discrimination and Harassment Healthy Environment and Water Indigenous Peoples Rights Labor and Working Conditions Modern Slavery Occupational Health and Safety SecurityIn 2024,the outputs of the assessment informed updates to our Human Rights
224、Policy and workplan as well as our materiality assessment.CORPORATE HUMAN RIGHTS BENCHMARKFCX ranked 6th out of 110 Extractives and Apparel companies,4th in the Extractives sector and 2nd among mining companies by the Corporate Human Rights Benchmark in its 2023 assessment.25We aim to promote human
225、rights through proactive engagement with governments and communities and by educating stakeholders,including training our employees and contractors.We also participate in multi-industry dialogues on human rights,including BSRs human rights working group;World 50 groups;ICMM working groups;and the Vo
226、luntary Principles Initiative,to gain insight from peer companies and experts in the field to learn how best practices are evolving.These initiatives,along with local and international-level stakeholder engagement,shape our human rights approach.We also receive support from third-party human rights
227、consulting firms on our UNGPs implementation and HRIAs.The VPs serve as guidelines for our security and human rights programs,including interactions with government police,military personnel and private security contractors.We primarily focus our implementation on Indonesia and Peru,which are higher
228、-risk jurisdictions for security and human rights.We report annually on security matters at and near our operations to the Voluntary Principles Plenary.At the board level,the CRC provides oversight of our human rights program by periodically,receiving reports on relevant human rights strategy update
229、s,HRIA results and actions,and significant incidents.At the management level,the SLT provides oversight of our human rights workplan,with the program directed and managed by our corporate and site-level sustainability teams.Our cross-functional human rights working group is focused on driving our st
230、rategy globally and supporting site-level implementation of the UNGPs and integration of human rights considerations across our business.We do not condone any form of threats,intimidation or violence against those who peacefully promote and defend human rights,and we expect the same from our busines
231、s partners.We value an active and open society supported by the rule of law and believe stakeholders should express their opinions safely without fear of reprisal or persecution.HUMAN RIGHTS TRAINING Regular training is a core component of embedding respect for human rights across our business.Human
232、 rights considerations are reflected in our annual PBC training and employee onboarding,which employees are required to undertake.We developed and launched a new global human rights training module for use across FCX,at both the corporate and operational levels.The training module is available in En
233、glish,with Indonesian and Spanish versions to be completed in 2025.The focal point of the training is on company and employee responsibilities when it comes to the promotion of and respect for human rights,including modern slavery,workplace health and safety,discrimination and harassment,grievance m
234、anagement,and security and human rights,within the context of our operations.Dedicated human rights compliance officers lead trainings in Indonesia and Peru,where both human rights risks and security risks are higher.PTFI and Cerro Verde conduct training on our human rights policy and commitments,in
235、cluding the VPs,for new and current workforce members.Pre-deployment training is also provided to all public security personnel assigned to the sites under memorandums of understanding and support agreements at PTFI and Cerro Verde,respectively.As part of its training,PTFI maintains a Human Rights A
236、mbassador program designed to extend education and awareness of human rights to on-site contractors in Papua and Gresik.Ambassadors are volunteers from contractor companies who are trained by PTFI and then tasked with promoting human rights and conducting human rights training in their respective co
237、mpanies.Notably,ambassadors provided culturally sensitive human rights induction training to more than 58,000 employees,contractors and security personnel during the Indonesia smelter construction phase.PTFIs human rights team has been developing topic-specific in-person training tailored to the ope
238、rational and social-cultural context.These trainings,which are expected to begin in 2025,will focus on a variety of topics,including the topics identified as priority areas of action during the PTFI Grasberg HRIA in addition to modern slavery in the supply chain,worker rights and labor standards and
239、 security and human rights.Additionally,members of PTFIs community relations team participated in the 2024 UN Global Compact Gender Equality training program,a nine-month program designed to support meaningful action toward promoting womens representation,participation and leadership in business.202
240、4 ANNUAL REPORT ON SUSTAINABILITY26In addition to its regular training,Cerro Verdes workforce training during 2024 included a leadership-driven anti-harassment training campaign for all employees.Additionally,Cerro Verde staff participated in a two-day training organized by ICMM in Lima,Peru on oper
241、ationalizing human rights due diligence.MANAGING RISKS OF TEMPORARY WORKERS In 2024,PTFI continued its monthly social and human rights inspection process for temporary workers as its new downstream processing facilities transitioned from the construction phase to the operational phase.PTFI expects t
242、o continue to use this process to evaluate items such as the prohibition of recruitment fee payments by workers,conditions of employment,minimum wage,overtime hours,number of working days,insurance,worker age requirements,anti-harassment and safety and living conditions.The evaluation involves a rev
243、iew of various documents,including worker contracts and pay slips,as well as informal and formal interviews with randomly selected employees across a range of categories,including gender,job position(skilled/unskilled labor),contract status and accommodation arrangements.Findings are documented and
244、tracked until they have been addressed.Comply?NOHuman Rights Inspection ChecklistHuman Rights Inspection ImplementationContinuous Improvements and Lesson LearnedMonitoring(Interview)Determination of Remedial ActionsHuman Rights Incident RecordsYESHUMAN RIGHTS INSPECTION PROCESS FOR INDONESIA PROJECT
245、S New smelter complex in Gresik,Indonesia.Read our Reports to the PlenaryRead our statement on UK modern slavery27DUE DILIGENCE As we seek to further embed respect for human rights across our organizational activities,we have various due diligence processes that help to identify and assess which hum
246、an rights topics are most salient at the site-level so we can manage and integrate these risks into our ongoing operational work.We use our sustainability risk register process to identify risks to people,including human rights risks,at our existing operations.Our Project Development Sustainability
247、Review process for greenfield projects and brownfield expansions includes a risk identification process to address potential and actual impacts on rights-holders.We create action plans for specific site-level operating environments and refine our approach to human rights through ongoing stakeholder
248、engagement,grievance management and the findings from our HRIAs.We continue to work to enhance these processes to better assess the severity and likelihood of risk to people from a human rights perspective.HRIAs,conducted by third-party consultants using methodologies aligned with the UNGPs,are our
249、primary method for conducting human rights due diligence at our active operations.These assessments involve direct input from a broad cross-section of internal and external rights-holders and their representatives,including a sampling of employees,on-site contractors,local suppliers and community me
250、mbers.The process supports continuous improvement of our management systems by testing their effectiveness in identifying and addressing potential,actual and perceived human rights risks and impacts.Findings from the HRIAs also help to inform our approach when pursuing potential expansion opportunit
251、ies and updating corporate and site-level practices.We also are integrating human rights into social baseline studies for our operations as well as the social baseline studies and impact assessments conducted for greenfield projects and brownfield expansions.Our responsible sourcing programs require
252、 human rights due diligence on suppliers of both goods and services,and minerals and metals for further processing.The development of these programs is informed by our HRIA findings.In 2024,we further advanced our approach to assessing supplier human rights and other sustainability-related risks,whi
253、ch we discuss in more detail in the Responsible Value Chains section.HRIA AT CERRO VERDE In 2023 and 2024,we engaged a third-party global sustainability consultant,BSR,to conduct the second HRIA at our Cerro Verde operations in Peru.The first Cerro Verde HRIA was completed in 2017.The HRIA was desig
254、ned to assess progress made in managing human rights risks and impacts as well as to gain an updated understanding of potential human rights risks and impacts at the site.Throughout the process,relevant documents were reviewed,170 internal and external stakeholders were interviewed and a field asses
255、sment was conducted.Overall,the company demonstrated a solid commitment to human rights,with well-established policies and procedures.Where the findings identified actual or potential gaps in human rights-related management systems and processes,actions have been,and continue to be,taken to drive co
256、ntinuous improvement.This may include establishing new measures to further investigate,prevent and/or remedy human rights risks and impacts.In 2025,we intend to leverage our existing engagement mechanisms to communicate key findings and to involve relevant stakeholders in the development of our acti
257、on plans,where appropriate.We expect to disclose a summary of the process,findings and areas prioritized for action once the plans are finalized.HRIA AT INDONESIA SMELTER PTFI,with TwentyFifty and Daemeter serving as consultants,initiated an assessment of the new smelter project in Gresik,Indonesia
258、in 2024.The HRIA focused on PTFIs processes and systems to support the business in establishing effective human rights due diligence for its ongoing operation.Interviews with internal stakeholders were completed in 2024,while interviews with external stakeholders will be conducted in early 2025.The
259、consultants will develop recommendations on how to strengthen human rights due diligence in line with ICMM,OECD guidelines and Copper Mark expectations.The site has begun to develop action plans following preliminary observations and recommended steps received by the consultants.The consultants are
260、on schedule to deliver their final report in second-quarter 2025.RECENT HUMAN RIGHTS IMPACT ASSESSMENTSYEAR COMPLETED20182021202220232024IN PROGRESSPLANNINGSite/RegionNew Mexico sitesEl AbraArizona sitesPTFI GrasbergCerro VerdeIndonesia SmelterColorado sites2024 ANNUAL REPORT ON SUSTAINABILITY28GRIE
261、VANCE MECHANISMS AND REMEDY We maintain grievance mechanisms for employees,community members,members of our supply chain and others to report potential human rights concerns.These mechanisms support our commitment to remedy by helping us address concerns early and remediate impacts directly.We promo
262、te awareness of these mechanisms through a variety of means,including through posters,company webpages,stakeholder engagement and training.We have dedicated human rights compliance officers in Indonesia and Peru who receive,document and follow up on reported human rights incidents,grievances and all
263、egations.To the extent a grievance is material to the business,the grievance is communicated to the CRC.In 2025,as part of the HRIA action plan on stakeholder engagement,PTFI plans to reevaluate Grasbergs community grievance mechanism with input from community stakeholders and its internal grievance
264、 mechanisms with input from workforce members using the UN effectiveness criteria.PTFI is planning a campaign to promote its grievance mechanisms to internal and external stakeholders.While we seek to avoid causing and contributing to adverse impacts on people and communities,we acknowledge they may
265、 occur.We are committed to providing for,and cooperating in,the remediation of adverse impacts related to our business as well as collaborating with value chain stakeholders to address impacts linked to our business relationships,where appropriate.Remedy can take a range of forms,including cessation
266、 of impact or business relationship,apology,restoration of what was lost,cash or in-kind compensation and rehabilitation.Remedy can also involve the identification of lessons learned and steps taken to prevent re-occurrence.Use of our internal and external grievance mechanisms does not preclude acce
267、ss to judicial or other non-judicial grievance mechanisms.In the event of accusations made through a state based,non-judicial grievance mechanism,we are committed to participating in related proceedings constructively,cooperatively and in good faith.To learn more,please refer to the Business Conduct
268、 and Policies section and the Communities and Indigenous Peoples section.El Abra operations,Chile.29ILLEGAL ARTISANAL MINING At PTFIs Grasberg operations in Indonesia,illegal artisanal miners(illegal miners)seek economic opportunity by panning for unrecovered gold from milling operations in the cont
269、rolled riverine tailings system.While mining within PTFIs area of work is illegal under Indonesian law,approximately 6,300 illegal miners(including family members associated with the illegal miners)have established camps at various points within the lowlands and highlands as of December 2024.About 8
270、5%of illegal miners in the lowlands come from outside Central Papua and represent many different Indonesian ethnic groups,while illegal miners in the highlands are 95%Indigenous Papuans.Many of the illegal miners do not have expertise operating in hazardous conditions,including the remote terrain an
271、d varied climatic conditions experienced at Grasberg.Additional safety challenges exist as illegal mining activity occurs alongside ongoing levee maintenance and earthworks,which are needed to responsibly manage the controlled riverine tailings system.PTFI utilizes a cross-functional management plan
272、 to help mitigate the potential social,security,safety,environmental and operational risks associated with illegal mining.The aim of the plan is to reduce the number of illegal miners within the Grasberg operating area and related disruptions to operations.Continued efforts include educational campa
273、igns,monitoring the environment for mercury use,strengthening check points,increasing unmanned aerial systems patrols and focusing on joint patrols with third-party security personnel.Joint patrols,which include representatives from PTFIs workforce,local police and private security personnel,monitor
274、 the area occupied by panners and when issues are identified,such as social,environmental,safety or security issues,the patrols inform the cross-functional team.The cross-functional team reviews drone surveillance filmed by PTFIs aviation group and coordinates with the joint patrols,which play a key
275、 role in socialization of educational campaigns and problem solving within the illegally occupied area.To integrate illegal mining issues into PTFIs planning and decision making,the cross-functional team meets regularly to update leadership.PTFIs community liaison officers,the PTFI security team and
276、 third-party contractors seek to proactively and continuously engage through bi-weekly joint patrols with the illegal mining communities on operational changes in an effort to manage their expectations,encourage them to seek alternative livelihoods,and to minimize risks to the operations and to the
277、illegal miners and their families.They also seek to inform the illegal miners in advance of planned levee maintenance work and equipment movements to minimize safety risks.PTFI cannot address illegal mining on its own.A multi-faceted approach including government involvement,security risk management
278、,stakeholder engagement and socioeconomic development for alternative livelihoods is essential.To that end,PTFIs illegal mining management plan includes regional and national objectives to help build strategic partnerships for a multi-stakeholder illegal mining strategy.For example,in September 2024
279、,a multi-stakeholder forum was facilitated by the local government,in collaboration with PTFI,to discuss challenges associated with illegal mining activity,including risks to women and children.The forum involved representatives from police,military,Indigenous councils and notables,civil society org
280、anizations,churches and PTFI.The forum resulted in the development of an action plan with short-,medium-and long-term goals and initiatives to reduce the number of women and children living in illegal mining camps.Initiatives include education and health programs,and vocational and entrepreneurship
281、training.PTFI has organized regular follow-up meetings with the local government and law enforcement agencies to help ensure that the agreed-upon goals are being put into action.For more information about the controlled riverine tailings system and the dangers associated with illegal mining,please r
282、efer to the Tailings Management section and the Health,Safety and Well-being section.A multi-faceted approach including government involvement,security risk management,stakeholder engagement and socioeconomic development for alternative livelihoods is essential to address the challenges of illegal m
283、ining activities.2024 ANNUAL REPORT ON SUSTAINABILITY30Responsible Value Chains WHY IT MATTERSHow a company sources goods and services can have a significant impact across environmental and social matters.Globally,human rights and environmental issues in supply chains have been receiving increasing
284、scrutiny from consumers,NGOs,regulators and stakeholders.As a result,users of minerals and metals,such as automotive and electronics OEMs,have taken steps to improve due diligence in their own supply chains,which has led to more attention within the mining industry.This pressure heightens expectatio
285、ns and responsibility for robust due diligence by mineral and metal producers globally.OUR APPROACH FCX is committed to sourcing,producing and distributing metals and minerals responsibly across our entire value chain.This includes working to ensure continuity of supplies necessary for our operation
286、s in a responsible manner.We are committed to identifying and mitigating risk in our supply chains while striving to meet the requirements of global markets and increasing demands from our customers,end users and traders who sell our products.FCX continues to work diligently to advance its supply ch
287、ain management by incorporating sustainability risks into its systems and tools for decision making and supplier management.Our responsible value chains strategy is centered around three key activities:(1)identifying and mitigating risk in our supply chains through our own responsible sourcing effor
288、ts for goods,including minerals and metals,and services,(2)product stewardship to manage the in-use risks of our products and by-products,and (3)working to better understand the full life cycle impacts of our products.RESPONSIBLE SOURCINGThrough our responsible sourcing programs,we seek to embed sus
289、tainable and responsible business practices into the preliminary supplier selection process as well as the duration of our working relationship with a supplier.This is a significant undertaking,as it covered more than$18 billion of spend and more than 20,000 first-tier suppliers in 2024 that provide
290、 a wide variety of goods and services from small catering businesses in remote locations to large multinational corporations that manufacture large equipment or produce mineral and metal feedstock materials.With more than 85%of our suppliers residing in at least one of the seven countries where we h
291、ave operations,we have first-hand knowledge of the risks and complexities where most of our suppliers operate.Approximately 61%of our suppliers have been working with FCX for six or more years,and of those,approximately 78%have conducted business with us for 10 or more years,demonstrating our commit
292、ment to establishing and maintaining mutually beneficial,long-term relationships.Our Business Partner Code of Conduct is at the foundation of our responsible sourcing program for all suppliers globally.The Business Partner Code of Conduct is supported by various other FCX policies,such as our Safety
293、 and Health,Environmental,Human Rights,Anti-Corruption and Social Performance policies.All on-site contractors are expected to abide by applicable FCX policies and site-based procedures that apply to our own employees.The process shown below outlines the overall approach for the program,beginning wi
294、th the Business Partner Code of Conduct and strategy.STRATEGY AND BUSINESS PARTNER CODE OF CONDUCTMONITORINGDUE DILIGENCETRACKING PERFORMANCE AND REPORTINGRISK ASSESSMENTPREVENTION/MITIGATIONRESPONSIBLE SOURCING FRAMEWORKSUPPLIER ENGAGEMENT31SUPPLIER EVALUATION AND MONITORING We continue to improve
295、our systems and processes related to due diligence,risk monitoring and in-depth assessments to allow for quicker access to supplier data and information as well as streamlined risk identification.We use a combination of tools to understand and monitor supplier risk and to encourage compliance with o
296、ur Business Partner Code of Conduct.While all suppliers(goods and services and minerals and metals)undergo the same initial screening process,minerals and metals are then subject to a secondary diligence process specifically designed to meet the OECD Due Diligence Guidance for Responsible Supply Cha
297、ins of Minerals from Conflict Affected and High-Risk Areas(OECD Guidance),which is covered in more detail in the Responsible Sourcing of Minerals and Metals section.We utilize a risk-based decision-making process to identify higher risk suppliers where closer collaboration may be warranted.We aim to
298、 identify and assess industry and location-based risks,confirm whether they are present in our supply chain and build capacity as necessary.Through the risk prioritization framework,we have focused on five high-risk industries to identify suppliers that require enhanced due diligence and engagement.
299、Through these engagement discussions,84%of the suppliers were determined to have sufficient policies and processes to lower the perceived risk.The other 16%,or 37 suppliers,required additional engagement.Ongoing engagement is in process for these suppliers.FCeX is an online due diligence platform th
300、at allows us to distribute a compliance questionnaire addressing anti-corruption,international trade,human rights,environment,and health and safety risks,among others.This survey-based software platform enhances our ability to communicate relevant FCX policies as well as to screen suppliers internal
301、 policies and key personnel,owners and associated third parties.FCeX also provides data analytics and important metrics that help FCX assess supplier commitments and actions for minerals and metals sourcing.The survey is utilized for new vendors as our first line of due diligence in our responsible
302、sourcing program.Suppliers assessed in FCeX as low risk are reevaluated every three years,while higher risk suppliers are reevaluated annually.Only 1%of the suppliers evaluated in FCeX in 2024 were deemed to be high risk.SAP Ariba Supplier Risk Management and Supplier Lifecycle and Performance(Ariba
303、)tools consolidate data from external sources and help us monitor supplier risk on an ongoing basis.In particular,these tools enhance our compliance and supplier risk assessment across four risk domains:(1)operations,(2)regulatory and legal compliance,(3)environmental and social,and(4)financial.They
304、 provide us with the capability to conduct more in-depth risk-based assessments,when needed.We have integrated relevant country-and industry-level sustainability risk indices from Verisk Maplecroft,a third-party consultant,into the Ariba platform based on our potential supply chain risks.We have als
305、o implemented various alerts,which monitor approximately 600,000 data sources for reputational,compliance,financial,human rights,sustainability and operational risks associated with all of our suppliers.In 2024,the responsible sourcing team identified 14 companies with credible high-risk alerts.Of t
306、hese,one was identified to the relevant site for follow up.In 2024,we completed steps to identify site-level significant suppliers at all of our operating sites.The identified suppliers are critical to the business and/or pose significant sustainability-related risk.Each FCX operating site is respon
307、sible for defining its list of significant suppliers based on its unique operating requirements and potential industry and location-based risks.Significant supplier lists are reviewed annually.In support of this work,our responsible sourcing team conducts a desktop review of each significant supplie
308、r to assess their policies and procedures against FCX expectations,as defined in our Business Partner Code of Conduct.In cases where there are gaps,the site or relevant FCX relationship owner works with suppliers to raise awareness of policy expectations.2024 ANNUAL REPORT ON SUSTAINABILITY32LOCAL A
309、ND DIVERSIFIED PROCUREMENT FCX remains committed to supporting our local communities and businesses and recognizes the key role they play in our daily operations.Globally,we seek to train and encourage buyers and contract administrators to provide opportunities to local suppliers when possible and i
310、n alignment with our business needs.Each operating site works with its community development managers,local NGOs and Indigenous partners(where applicable)to identify initiatives to enhance opportunities for local suppliers.Examples of such initiatives include participating in supplier fairs,roundtab
311、les,chamber of commerce meetings and open house events and promoting our economic empowerment and small business training and certification programs(such as DreamBuilder and WEConnect International).We continue to prioritize greater transparency in our local procurement spending,with a focus on expa
312、nding opportunities for local suppliers,where feasible.We have implemented standard operating procedures and/or plans emphasizing local procurement across our operations and include this information in our ongoing training with our site procurement teams.FCX continues to support qualifying small-and
313、 medium-sized local businesses by providing opportunities such as reduced payment terms in support of local procurement.In line with the Mining Local Procurement Reporting Mechanism,we continue to disclose local procurement spending by site and additional information for existing and potential suppl
314、iers on the Suppliers page of our website.In addition to initiatives to support local suppliers,FCX seeks to support small businesses and diverse suppliers.New and existing suppliers are able to self-register in Ariba as a woman-owned,minority-owned or small business.We are active members of WEConne
315、ct International,a global network that connects women-owned businesses to qualified buyers around the world.Buyers and contract administrators are able to cross check the WEConnect database to identify potential women-owned suppliers that may meet their needs.RESPONSIBLE SOURCING OF MINERALS AND MET
316、ALS While all of our suppliers(goods and services and minerals and metals)undergo the same initial screening process,we maintain a specialized process specifically for suppliers of minerals and metals.This process is in alignment with our Responsible Sourcing of Minerals Policy,which commits us to p
317、roducing and sourcing minerals and metals responsibly,including respecting human rights;preventing bribery,fraud and corruption;and implementing the OECD Guidance.Our policy and implementation of the OECD Guidance is also a requirement of the ICMM Mining Principles Framework,Copper Mark,Molybdenum M
318、ark,Responsible Steel and the London Metal Exchange(LME)Policy on Responsible Sourcing of LME-Listed Brands.We have implemented the policy across all of our global operations including:copper smelting,refining and semi-fabrication;molybdenum roasting;and ferromolybdenum production.In preparation for
319、 the start-up of PTFIs new smelter and precious metals refinery,we began reviewing potential suppliers of other minerals and metals that may be in scope for those operations in the future.The boards CRC receives an annual update on our responsible sourcing of minerals program and at the management l
320、evel,the SLT oversees and receives regular updates on our performance.FCX has established a Responsible Sourcing of Minerals and Metals Standard Operating Procedure,which defines the process,roles and responsibilities across our organization.Implementation of this procedure is supported by our Respo
321、nsible Sourcing Working Group and dedicated committees made up of individuals from FCXs business units and corporate office.The committees meet periodically to review outcomes of the source review process.View more data in the ESG Performance Data SectionOECD 5-STEP FRAMEWORK1Establish strong compan
322、y management systems1Identify and assess risks in the supply chain2Design and implement a strategy to respond to identified risks3Carry out independent third-party audit of supply chain due diligence4Report annually on supply chain due diligence51.www.OECD.org33MINERALS AND METALS SOURCE REVIEW PROC
323、ESS Our minerals and metals source review process guides our analysis from risk identification through mitigation.This process has three main steps:(1)risk screening,(2)enhanced due diligence and risk assessment,and(3)committee review.1.Risk Screening There are two parts of our risk screening step,w
324、hich are carried out in parallel:(1)identifying potential risks or“flags”in our mineral and metal supply chains related to conflict-affected and high-risk areas(CAHRAs),as defined by the OECD Guidance and(2)identifying risks associated with our suppliers business activities.If flags are not identifi
325、ed in either the CAHRA or supplier risk screenings,no further action is required.CAHRA RisksWe utilize the TDi Copper Due Diligence Tool(TDi Tool),developed and maintained by the ICA and TDi Sustainability,a global sustainability consultancy,to screen the origin and transit countries of mineral and
326、metal sources and determine the presence of potential CAHRA risks.The TDi Tool rates the likelihood that a country meets the OECD Guidance definition of a CAHRA by assessing it against a set of ten indicators related to corruption,human rights and governance(e.g.,issues associated with the risks des
327、cribed in Annex II of the OECD Guidance).The results are classified into green,orange or red flag countries as defined by thresholds established by TDi Sustainability.FCX reviews these thresholds annually against other tools(e.g.,the Responsible Minerals Initiative Country Risk Map and the CAHRA lis
328、t developed for the EU Conflict Minerals Regulation)and our own experiences in our compliance program,operations and supplier engagements,to determine if the thresholds are adequate or require adjustments.If an orange or red CAHRA flag is raised in this step,enhanced due diligence is required.Minera
329、l and Metal Risk ScreeningSupplier Risk ScreeningEnhanced Due DiligenceRisk AssessmentContinue Sourcing With ConditionsImplement Risk Mitigation Actions or Risk Management PlanCease Sourcing or Do Not Enter RelationshipContinue Sourcing With No ConditionsCommittee ReviewCAHRA RiskSupplier RiskSOURCE
330、 REVIEWNO FURTHER ACTIONNOYESYESNONO FURTHER ACTION2024 ANNUAL REPORT ON SUSTAINABILITY34Supplier RisksSeparately,the potential for supplier risks is evaluated using FCeX and our assessment of whether the supplier has shareholder interests in,or is trading from or through,a CAHRA.If a supplier red f
331、lag is raised in this step,enhanced due diligence is also required.Confirming the presence of supplier red flags for mineral and metal traders presents a unique challenge.Because of complex legal and operational structures and the trading of myriad material types worldwide,it is often difficult to o
332、btain adequate information from all our trader suppliers to determine whether they have shareholder interests in,or are trading from or through,a CAHRA.Given these limitations,we assume that the potential for such risks is present for all trader suppliers,automatically raising a supplier red flag.To
333、 address these flags,reasonable efforts are made to verify that any material with a known origin being purchased through traders is not comingled with other materials that may have originated from or transited through a CAHRA.These efforts are in addition to our collection and evaluation of company policy,program and responsible sourcing-related information via FCeX.When the supplier is a trader,e
0731-84720580
sgpjbg002
工作日 9:30 - 18:00
研報
新質生產力
DeepSeek?
低空經濟
大模型
AI Agent
AI Infra
具身智能
自動駕駛
寵物
銀發經濟
人形機器人
企業出海
算力
微短劇
薪酬
白皮書
創新藥
人工智能
AI產業
信息科技
互聯網
消費經濟
汽車交通
電商零售
傳媒娛樂
醫藥健康
投資金融
能源環境
地產建筑
傳統產業
英文報告
其它
最新報告
中英對照
全文搜索
報告精選
PDF上傳翻譯
多格式文檔互轉
入駐&報告售賣
會員權益
機構報告
券商研報
財報庫
專題合集
英文報告
數據圖表
會議報告
其他資源
行業聚焦
芯片產業
熱點概念
全球咨詢智庫
人工智能
500強
新質生產力
會議峰會
新能源汽車
企業年報
互聯網
公司研究
行業綜觀
消費教育
科技通信
醫藥健康
人力資源
投資金融
汽車產業
物流地產
電子商務
傳統產業
傳媒營銷
其它
2025低空經濟/低空產業報告合集（共49套打包）
2025年智算中心/AIDC/AI數據中心研究報告合集（共37套打包）
AI、科技與通信
廣告、傳媒與營銷
消費、零售與支付
HR、文化與旅游
金融、保險與投資
能源、環境與工業
醫療制藥與大健康
物流、地產與建筑
其他行業
AI ? 科技 ? 通信
數字化
金融財經
智能制造
電商傳媒
地產建筑
醫療醫學
能源化工
其他行業
收藏
下載
2025-05-20
AI查數
行業數據
政策法規
商業模式
產業鏈
競爭格局
市場規模
產業概述
其它
2025年
AI讀財報
年報
一季報
半年報
三季報
IPO招股書
社會責任報告
A股
IPO申報
港股
美股&全球
新三板
掃碼登錄
手機快捷登錄
賬號登錄
