1. 1 Sustainable Development in Umicore Mark Dolfyn2007, April 19

2. 2 From Mining & Base Metals to Materials technology 1906:Union Minière du Haut Katanga: Copper and Cobalt mining (nationalised in 1967) 1989:Union Minière merger with Metallurgie Hoboken and Vieille Montagne Base metals refining and some specialty materials 2001:Name changed to Umicore Focus on building specialty materials business 2003:Acquisition of former Degussa precious metals products and catalyst business (PMG) 2005:Umicore (materials technology) spins off Cumerio (copper) 2006:Carve-out Zinc Smelting/Alloys business with planned JV with Zinifex

3. 3 Committed to Leadership #3WorldAutomotive catalysts #1WorldDiesel catalysts Advanced Materials Precious Metals Products & Catalysts Precious Metals Services Zinc Specialties #1WorldPrecious metals recycling #4WorldPGM Refiner #1 WorldZinc specialty products #1WorldZinc recycling #1WorldCobalt & Germanium based materials #1WorldRechargeable Battery Materials

4. 4 17,000 people in more than 50 industrial locations around the world Headcount numbers 7,383 Europe Associates ConsolidatedTotal 1,804 9,187 Africa Asia-Pacific Australia S-America N-America 202 644 2,343 60 581 1,310 2,396 0 29 426 1,512 4,739 60 1,070 610

5. 5 Sustainability definition “Sustainability may be best defined as the capacity for continuance into the long term future. Anything that can go on being done on an indefinite basis is sustainable. Anything that cannot go on being done on an indefinite basis is unsustainable. In that respect, sustainability is the end goal or desired destination for the human species. By contrast, sustainable development is the process by which we move towards sustainability” (Jonathan Porrit – Capitalism as if the world matters)

6. 6 The World is full of unsustainable trends climate change, reduction of biodiversity, deterioration of ecosystems, resource depletion, excessive income disparity,... Need to correct the course sooner rather than later Business cannot be the only driver, and not even the prime driver, but should be part of the process - and part of the solution Business cannot succeed in societies that fail

7. 7 Umicore can not ignore these issues Because of the constraints it will create better to understand and anticipate than to react Because of the opportunities it may create better to integrate it early in the strategic thinking and innovation efforts Because of our reputation better to build credibility than to engage in damage control

8. 8 2000-2005 Focus on Environment & Safety 5-year target setting (quantified targets) Yearly environmental report 2006-2010 Including CSR 5-year target setting (management objectives) Yearly SD reported (integrated in Annual report) Reporting of Key Performance indicators Stakeholder dialogue Picture of clean room with wafer A Journey towards Sustainable Development

9. 9 All sites must develop and implement a local plan for: 1) Accountability for local community 2) Preferred employer 3) Constructive dialogue and open communication 4) Learning & Development 5) Human Rights and Equal Opportunity Management Objectives on Environment (5) Health & Safety (1) and Social (5)

10. 10 2006: introduction of new objectives at site level 2010: 100% of sites are expected to have implemented their plans Additional social KPI’s - Gender ratio - Absenteeism - Voluntary leavers - Training hours - Strike days Progress Monitoring and External Reporting

11. 11 2006 Baseline measurement Progress Monitoring and External Reporting

12. 12 KPI reporting, Regional differences

13. 13 Depends on the maturity of own (Umicore) organisation Depends on the role of local authorities Depends on local cultural practices in CSR Important to stress the use of ethical business practices Picture of zinc sheets in rolls CSR in an international perspective

14. 14 The Umicore Way sets out the Group’s basic philosophy Umicore’s inclusion in numerous indices for Socially Responsible Investments underscores its commitment to Sustainable Development