DRC_2011_SustainabilityReport

Driving
Sustainability
2011 Sustainability Report

Driving Sustainability, the theme of our 2011 Sustainability Report, reflects
two major, companywide efforts under way in 2011: the development of
Sustainability Principles to guide the organization, and an internal focus
on ensuring our employees understand our vision, mission, values and
business strategy.
Our 2011 report follows Global Reporting Initiative (GRI) application level C
guidelines, set by an international governing body. We invite you to read more
about what we hope to accomplish and our commitments to our employees,
shareholders, communities and other stakeholders in the stories within.
Cover Story: A Clear View of Sustainability
What does it mean for Doe Run to become more sustainable? We
contemplated that question and have been moving toward increased
sustainability for several years. In 2011, Doe Run assembled a team to
develop a sustainability framework, and establish eight Sustainability
Principles. These principles provide the clarity the company needs to
answer that question well into the future. Page 5
Message from the CEO
and COO. . . . . . . . . . . . . . . . . . . 1
Organizational Profile. . . . . . . . . 2
GRI Index (According to
GRI G3.1 indicators) . . . . . . . . . . 28
Social
Doe Run’s success is dependent on
the support of various stakeholders.
Our employees and communities
are two groups critical to our
success. We’ve outlined our efforts
to collaborate with community
leaders and employees to meet
our social responsibilities.
Envisioning a New Future. . . . . . 9
Empowering Employees. . . . . . . 12
Economic
What does it take to create value?
Innovation is certainly a part of it;
talented employees are another
key to economic vitality. The
stories below share how Doe Run
generates value.
Redefining Our
Business Strategy . . . . . . . . . . . . 15
Driving Innovation
Beyond Lead . . . . . . . . . . . . . . . 18
Environmental
We inhabit one earth. The minerals
we mine are vital to society in so
many ways. Recovering minerals and
recycling metals in a responsible
manner is important to all of us.
Building a Cleaner Future. . . . . . 21
Rethink, Restore, Revitalize . . . . 25
On the cover: As part of Doe Run’s Sustainability Principles, employees strive to effectively
manage water used in the company’s operations.

Message from the Chief Executive Officer and Chief Operating Officer
Building a Strong Organization from Within
Welcome to Doe Run’s third sustainability report, a progress report on our efforts
to operate more sustainably by balancing our social, environmental and economic
responsibilities. The phrase, making tomorrow better than today, has been a part of
our culture for decades, and reminds us never to be satisfied with our achievements.
Driving Sustainability
Successful businesses have, at their core, the goal of sustaining
the organization long term. In 2011, we supported that goal
by establishing eight Sustainability Principles to guide our
future actions (see pages 5 – 7).
Broader Trends
Strong metal prices in 2011 helped the industry rebound from
the economic downturn. Global demand for lead continued
to grow, and the auto market saw improvements. However,
projected global growth rates were tempered by economic
instability around the world.
Our Vision
Doe Run’s vision is to be stewards of the mineral resources
in our care while providing premium services and products
to people who share our belief in enhancing the quality of
life. We have established values and goals that drive us
toward this vision. In 2011 and early 2012, we shared our
vision, mission, values, strategy and goals with all employees
in a series of meetings and workshops (see pages 15 – 17).
2011 Highlights
Doe Run made progress on many projects in 2011, several
of which are highlighted in this report.
• We completed a two-year pilot water treatment
project, and installed new water collection and
pumping facilities at two mines, as part of our effort
to improve water management (see page 21).
• We initiated work at our secondary smelter to equip
the plant to meet new standards for sulfur dioxide
emissions (see pages 6 and 21).
• We continued work with Herculaneum-area leaders
to envision a new purpose for Doe Run property in
Herculaneum (see pages 8 – 9).
• We spent more than $47 million on environmental
and remediation projects (see pages 21– 22 and 25 – 27).
Our Priorities and Challenges
Looking ahead, we must carefully manage our commitments;
delivering on promises we have made while striving to expand
our business in a capital-intensive industry. Our exploration
activities must increase to meet the global demand for metals,
and the important products these provide for our vehicles,
our medical and technology fields, our homeland security
and more.
Our workforce is crucial to our success. We must ensure
our educational institutions are preparing the next generation
of professional and skilled workers. In addition, we must
improve our outreach and communication to all stakeholders
so they understand why the lead, copper, and zinc concentrates
and metals we provide are essential to our nation and the
global economy.
In December 2013, the only primary lead smelter in the
U.S., our smelter in Herculaneum, will close. Our focus in 2012
will be to help prepare our employees for new opportunities.
We will also work to find a new purpose for the property, so
the community of Herculaneum can prosper. We take our role
in society seriously, and invite your comments.
Sincerely,
Bruce Neil
President and
Chief Executive Officer
Jerry Pyatt
Vice President, North American Operations
and Chief Operating Officer
jpyatt@doerun.com
Note: At the time of this report’s publishing, President and Chief Executive
Officer Bruce Neil had retired. Jerry Pyatt has since been named President and
Chief Executive Officer. Any correspondence should be sent to Jerry Pyatt.

Dedicated to environmentally responsible metal production, Doe Run
manages the lead lifecycle, including exploration, mining, milling,
smelting, fabrication and recycling. Lead is used daily to provide ignition
for vehicles, back up power for hospitals and telecommunications,
medical and nuclear protective shielding, as well as alternative energy
storage for hybrid vehicles and wind and solar power.
Exploration Mining Milling
Primary Smelting
Fabrication
Recycling
Lead
Lifecycle
Organizational Profile
2 THE DOE RUN COMPANY

FARMINGTON
GLOVER
SULLIVAN
PACIFIC
MISSOURI RIVERMISSOURI RIVER ST. LOUIS
VIBURNUM
M
ISSISSIPPI RIVER
M
ISSISSIPPI RIVER
HERCULANEUM
Fabricated Products Inc.
Fabricated Products Inc. (FPI) is a wholly owned
Doe Run subsidiary. FPI’s Vancouver, Wash., location
primarily produces lead oxide for the manufacturing
of lead-acid batteries. Lead metal fabrication takes
place at the Casa Grande, Ariz., location. The facility
produces sheet lead for roofing; lead shielding to
block sound waves, X-rays and nuclear radiation;
storage containers for radioactive waste; lead anodes
for copper and zinc electrowinning; bullet materials;
and specialty extruded shapes. Annually, FPI
manufactures 30,000 tons of lead products.
Bill Wold, General Manager
wwold@doerun.com
Buick Resource Recycling Division
The Buick Resource Recycling Division (BRRD) serves
the battery manufacturing industry with the capacity
to recycle and recover more than 160,000 tons of
refined lead and lead alloys from more than 13.5 million
recycled lead-acid batteries annually. Since opening
in 1991, BRRD has served as one of the world’s largest
single-site lead recycling centers and helps complete
the lead lifecycle. Other recycled materials include
ammunition, submarine ballasts, lead-bearing glass
and lead-based paint chips.
Steve Arnold, General Manager
sarnold@doerun.com
DOE RUN HEADQUARTERS
Southeast Missouri Mining
and Milling Division (SEMO)
Primary Smelting Division
Buick Resource Recycling
Division (BRRD)
Fabricated Products Inc. (FPI)
Southeast Missouri Mining and Milling Division
The lifecycle of lead starts with exploration, which
has helped to identify and locate the six operating
underground mines of the Southeast Missouri Mining
and Milling Division (SEMO). Here, ore containing lead
(galena), zinc (sphalerite) and copper (chalcopyrite) is
located, blasted, hauled, crushed and hoisted to the
surface, then concentrated at Doe Run’s four mills.
In southeastern Missouri’s Viburnum Trend, mining
and milling has taken place for more than 50 years
and produces approximately 250,000 tons of lead
concentrates annually.
Steve Batts, General Manager
sbatts@doerun.com
Locations
The transformation of lead concentrates into some
of the world’s purest lead takes place at the
Herculaneum, Mo., smelter, operating since 1892.
The facility receives concentrates from Doe Run’s
SEMO division and begins the process of converting
lead concentrate into lead metal as “primary lead”
(versus recycled lead). Lead concentrates are smelted
and refined into pure lead metal and lead alloys. The
copper and zinc concentrates are sold to other metal
producers. (Doe Run’s Primary Smelting Division also
includes the Glover facility, which has ceased operations
as a primary smelting facility. A portion of it continues
to function as a warehouse and transloading facility.)
Herculaneum produced 129,905 tons of finished lead
metal and alloys in 2011.
Gary Hughes, General Manager
ghughes@doerun.com
2011 SUSTAINABILITY REPORT 38 Additional content online at sustainability.doerun.com

The concept of sustainability is
not new to Doe Run. After all,
Doe Run’s mantra of “making
tomorrow better than today” has
been around for decades. In
2011, Doe Run went through a
rigorous process to arrive at its
list of Sustainability Principles
and make recommendations
for how each will be measured.
Driving Sustainability

A Clear View of Sustainability
What does it mean for Doe Run to become more sustainable? Doe Run had been
contemplating that question and moving toward increased sustainability for several
years. In 2011, Doe Run took a major step forward and assembled a team to
develop a sustainability framework.
After several months of internal work, the company
established eight Sustainability Principles to provide the
clarity needed to answer that question well into the future.
These principles, shown on page 7, guide how Doe Run
approaches its business.
“Taking our philosophy and articulating it with principles,
measurements and goals is a significant step,” said Gary
Mard, treasurer and controller, and Sustainability Principles
Team project leader. “We want those who are inside and
outside the organization to know when we talk about a
commitment to sustainability, we are looking at our company
from across the entire organization.”
Laying the Groundwork
Doe Run assembled a cross-functional employee team
to consider how to approach defining the company’s
Sustainability Principles. Seven team members from
Environmental, Legal, Communications, Financial,
Operations, Supply Chain and Geology committed about
15 percent of their time in 2011 to the effort.
One of the team’s first tasks was to talk to key stakeholders,
including employees, customers, vendors, community
members, and nongovernmental organizations, to understand
their expectations for sustainability.
“We learned that there was a wide variety of understanding
and expectations for how a company should approach its
social, economic and environmental responsibilities,” said
Mard. “We also learned we needed to take a comprehensive
and balanced approach. Having a cross-functional team
helped us think through principles that would create the
right framework for our future efforts.”
By November 2011, the team had proposed the eight
principles and the indicators, metrics and targets that would
guide the company’s progress.
Doe Run now uses its Sustainability Principles as a lens
to view and evaluate business opportunities.
For example, employees who propose major projects for
upcoming years must include how the proposed project will
help deliver on one or more of the company’s social, economic
or environmental responsibilities. Adding this requirement
to the approval process encourages each employee to
approach a project with a holistic view, and better enables
leadership to make decisions that will benefit the company,
environment and community.
Sustainability: This logo represents Doe Run’s commitment to the three
pillars of sustainability detailed on pages 6 – 7.
“Having a cross-functional team helped us think through principles
that would create the right framework for our future efforts.
”— Gary Mard, treasurer and controller
Cover Story

Social Principles
In order to help Doe Run identify and
understand the communities’ values, interests
and concerns, the company initiated a plan
to conduct community surveys (slated to
start in 2012). The results of the survey will
help Doe Run better plan its community outreach efforts.
Doe Run also surveys employees to help identify
opportunities for improved communication about the
company’s business operations, and to obtain employees’
responses to workforce issues. These surveys help provide
insight for improved employee relations, and health and
safety performance.
“Our employees drive our business, so it is critical that
we work together toward our future,” said Mard.
Economic Principles
Doe Run provides fair wages to employees,
taxes to its communities, revenues to business
partners, returns to shareholders, and valuable
products to customers. The company also
generates economic vitality for the region.
The goal is to continue to be an economic engine to the
communities in which Doe Run operates, and to other
stakeholders, well into the future.
Environmental Principles
Doe Run recognizes its success relies on the
effective stewardship of natural resources.
Environmental efforts center on meeting air,
land and water standards, increasing recycling
of lead-based products, and responsibly
managing natural resources.
Acting on Principles
In 2011, the Buick Resource Recycling Division (BRRD) followed
the company’s sustainable approach for determining how to
meet more stringent National Ambient Air Quality Standards
(NAAQS) set by the Environmental Protection Agency (EPA)
for sulfur dioxide and lead.
The BRRD team tackled the challenge through a
sustainable approach, looking at what controls would
meet the environmental requirements and also address
occasional odor concerns. Any control strategy also had
to be cost-effective.
This holistic approach resulted in a transformational
change to the process BRRD uses to recycle lead-acid
batteries. Following multiple community meetings and
research, BRRD identified a dry lime scrubber that will
successfully reduce air emissions, while also eliminating sulfur
dioxide odors. Scrubber systems control air pollution by
capturing a gas, like sulfur dioxide, before it can be released.
The team also needed to determine how daily work
practices would change when the new air scrubber went
into use. After working with employees to establish new
procedures, BRRD employees received training on the new
process. The new equipment will go into use in 2012.
“Too often we work in silos,” said Steve Arnold, general
manager, BRRD. “As we went through the process overhaul
at BRRD, it was critical to collaborate across the plant, and
obtain feedback from our communities, to make the revisions
and ultimately drive the changes necessary to find a solution
for all of us. It was a lot of work, but well worth it in the end
— and proof of what is possible when we all work together.”
“Committing to sustainable operations is fast becoming
a necessity for businesses to operate,” added Mard. “In 2011,
Doe Run committed to an actionable plan to integrate its
new sustainability framework throughout the organization.”
Dry Lime Scrubber: Installation of a
dry lime scrubber at BRRD began in
2011. It’s one part of a major process
change to improve environmental
performance at the recycling facility
by reducing emissions.
Cover Story

At The Doe Run Company, we are committed to sustainability. We balance
social, environmental and economic considerations in our business decisions,
and we strive for continuous improvement in each of these areas. Our goal is
to achieve leading industry standards of health, safety and the environment, and
to contribute to the sustainability of communities where we operate. We engage
with our stakeholders in open dialogue, and commit to review our performance
and report it publicly.
●
We will respect community
values, priorities and interests
in our business decisions.
●
We will provide enduring
benefits that enhance our
communities.
●
We will protect the health
and safety of our employees,
contractors and communities.
●
We will respect and invest in
our people.
●
We will maximize the economic
benefits we provide to our
stakeholders.
●
We will minimize the impact
of our operations on the
environment.
●
We will take a leadership
role to improve the recycling
rates for our products
and the materials used in
connection with
our processes.
●
We will provide effective
stewardship of the minerals
we extract and the energy
and water we use.
Sustainability Policy Statement
PILLARS
Social Economic Environmental
PRINCIPLES

Driving Social Commitment
2
5
3
1
4
Site of new bridge
across Joachim Creek
in Herculaneum, Mo.
1. Bridge Groundbreaking: In October 2009, Herculaneum
community leaders broke ground on a bridge crossing
Joachim Creek on land donated by Doe Run.
2. Riverview Commerce Park: Preliminary plans to
repurpose Doe Run’s Herculaneum smelter site encompass
approximately 450 acres of land for redevelopment.
3. Bridge Construction: Construction progressed in 2010
and 2011 on the 340-foot bridge in Herculaneum.
4. Collaboration: Doe Run’s Chris Neaville shares information
on the proposed redevelopment of the smelter property.
5. Renewable Energy: One proposed concept for
redeveloping the site is a port. Another idea includes
renewable energy-related businesses.

Social
Envisioning a New Future
For more than 140 years, Doe Run and its predecessors have provided lead metal
manufacturing jobs and infrastructure to support the local area. As Doe Run
prepares to close its Herculaneum, Mo., smelting operations at the end of 2013,
the company is working diligently with area leaders and communities to help give
the site a new future.
“We are proud to be a partner to the community of
Herculaneum,” said Gary Hughes, general manager, Primary
Smelting Division. “As we approach the closure of our
Herculaneum smelter, we are working with our community
partners to determine what Doe Run can help put in place
so that the site can remain economically beneficial to
the community. It will take all of us working together to
create that future.”
Working Together
Doe Run, the city of Herculaneum and community members
have spent more than a decade on the planning and
construction of a new bridge across Joachim Creek in
Herculaneum. The bridge will give emergency vehicles better
access to the south side of Herculaneum, provide easy access
to Highway 55, and also divert heavy-duty truck traffic from
residential streets.
In October 2009, Herculaneum broke ground for the
bridge on land donated by Doe Run. The city made great
progress on construction in 2010 and 2011, and plans to open
the bridge in 2012.
“The bridge project is a great example of how public and
private organizations can successfully work together to find
solutions for our communities,” said Hughes. “In the future,
we envision that this bridge will provide access to a vibrant
port and industrial center.”
A New Purpose
Herculaneum residents and community leaders have rallied
around the idea of repurposing the Doe Run smelter site into
a Mississippi River shipping port. Working in partnership
with the Jefferson County Port Authority, Doe Run invested
$336,655 to support Phases I and II of the Jefferson County
Port Study. In 2011, Phase II findings and a master plan
estimated a Herculaneum port could create as many as
1,971 permanent jobs and 4,075 construction-related jobs
in Jefferson County.
In addition to the Mississippi River port, potential plans
to revitalize the site include commercial material distribution
and renewable energy production. Doe Run is pursuing a
renewable energy park designation that, if granted, could
help attract a renewable energy business to the site. A
conservation area and trail system has also been proposed
along Joachim Creek.
“Our vision for repurposing Doe Run’s Herculaneum
property is not only to bring new jobs to the area,” said Chris
Neaville, who grew up in Herculaneum and now serves
as Doe Run’s asset development director, guiding the
redevelopment of the smelter site. “We want to provide an
opportunity for economic growth, community benefit and
environmental stewardship to intersect.
“We’ve tried to incorporate environmentally sustainable
elements, like green spaces, in the potential uses for the
Herculaneum site,” added Neaville. “Conceptual plans
related to the smelter closing also include possible
community projects, like solar panels for Herculaneum
High School, which could provide energy cost savings to
the school and educational opportunities for students.”
Riverview Commerce Park Update
In March 2012, Riverview Commerce Park LLC, a development
group made up of St. Louis-based Environmental Operations
Inc. and J.H. Berra Construction, announced its intent to
purchase and develop around 450 acres of land, including
the current Doe Run Herculaneum facility, known as Riverview
Commerce Park.
“We want to provide an opportunity for
economic growth, community benefit and
environmental stewardship to intersect.
”— Chris Neaville, asset development director

Doe Run believes in being connected to the communities in which it operates. The company works
to identify common goals with stakeholders and communities to ensure efforts meet the needs of
nearby areas and have lasting benefits. Doe Run donated $213,549 to its communities in 2011.
Environmental
The Southeast Missouri Mining and
Milling Division (SEMO) and Buick
Resource Recycling Division (BRRD)
regularly collaborate to host community
meetings. In 2011, these gatherings
focused on environmental changes at
BRRD and SEMO. Community meetings
give Doe Run the opportunity to share
progress, plans and challenges, gather
residents’ feedback, and provide a
channel for future communication.
The meetings also give area leaders
a chance to discuss other community
issues, and how Doe Run may help
address those challenges.
Education
Doe Run places a strong emphasis
on education. In 2011, the company
continued its tradition of educating
students and neighbors about the past,
present and future of the mining and
metals industries.
Old Miners’ Day
This Viburnum, Mo., celebration honors
the many generations of Missouri
miners. SEMO employees help organize
festivities each October. Doe Run also
provides public tours of its underground
mines to familiarize residents with
a real-life mining environment.
Missouri University of Science
and Technology
Doe Run donated a total of $250,000
in 2010 and 2011 to the Department
of Mining and Nuclear Engineering
at Missouri University of Science and
Technology (Missouri S&T), the alma
mater of many Doe Run employees. The
donations went toward the construction
of a new mine engineering building.
Doe Run also collaborated with Missouri
S&T to host 60 high school students for
an Explosives Camp.
Scholarships
Doe Run supports the education
of students pursuing degrees in
engineering, chemistry, geology,
mining or geosciences. More than
$14,900 in scholarships was awarded
to students in 2011.
Backpack Programs
BRRD donated more than $4,000 in
2011 to school backpack programs
that provide food and other supplies
to needy families.
Public Safety
Doe Run regularly contributes to
organizations that provide vital
emergency services to the company
and community.
In 2011, BRRD and SEMO donated
$3,000 to support the Viburnum
Emergency Response Team’s (VERT)
first-responder training. BRRD also
donated $3,000 to the Dent County
Sheriff’s Department for equipment
to improve officer safety during
investigations.
A $24,500 donation to Iron County
Hospital made it possible to purchase
a state-of-the-art Steris System 1E™
sterilizer for an operating room in
early 2011, making Iron County the first
hospital in the United States to receive
the product. Doe Run has donated
a total of $74,500 to Iron County Hospital
since the facility opened in 2007.
(1) Other environmental impact and community
development efforts are mentioned
throughout the report. See pages 21 – 27
for environmental impact assessments.
See pages 8 – 9 for additional community
development and engagement.
Responsibility Runs Deep (SO1)(1)
Fall Rocks: Each year, the Missouri Department of Natural Resources hosts Fall Rocks! at the
Missouri Mines State Historic Site. Doe Run co-sponsors the event that teaches area residents about
Missouri’s rich mining history. Kids participate in hard-hat decorating, chocolate chip cookie mining,
minerals trivia, and other activities led by Doe Run employees.

2011 SUSTAINABILITY REPORT 11
Division (LA1)
(number of employees) 2009 2010 2011(2)
Male(1, 2)
Female(1, 2)
Southeast Missouri Mining and Milling Division (SEMO), 730 826 862 783 79
including remediation and demonstration plant
Primary Smelting Division (Herculaneum and Glover) 310 289 289 274 15
Buick Resource Recycling Division (BRRD) 292 292 295 271 24
Corporate Headquarters 73 74 72 42 30
Fabricated Products Inc. (FPI) 43 41 41 37 4
Total Number of Employees (includes internal temporary Doe Run employees) 1,448 1,522 1,559 1,407 152
Employment Type (LA1)
(number of employees) 2009 2010 2011 Male(1)
Female(1)
Hourly(2)
1,057 1,096 1,119 1,098 21
Salary(2,3)
391 407 420 312 108
Temporary (on Doe Run payroll) 0 19 20 17 3
Employment Contract (LA1)
(number of employees) 2009 2010 2011 Male(1)
Female(1)
Contracted employees(4)
5 5 6 6 0
Full or part-time Doe Run employees not under work contract (5)
1,429 1,503 1,556 1,424 132
Workforce Summary
2011 New Employee Hires by Gender (LA2)(1, 6)
Male Rate Female Rate
Total number and rate of 88 91.67% 8 8.33%
new employee hires entering
employment during the
reporting period broken
down by gender.
2011 Employees Leaving by Gender (LA2)(1, 6)
Total number and rate of 80 95.24% 4 4.76%
employees leaving employment
during the reporting period
broken down by gender. (7)
2011 New Employee Hires by Age Group (LA2)(1, 6)
Total number and rate of new employee hires entering employment
during the reporting period broken down by age group.
Total Number Rate
30 or younger 41 42.71%
31 to 40 22 22.92%
41 to 50 23 23.96%
51 and above 10 10.42%
Total 96
2011 Employees Leaving by Age Group (LA2)(1, 6)
Total number and rate of employees leaving employment during
the reporting period broken down by age group.(7)
Total Number Rate
30 or younger 12 14.29%
31 to 40 16 19.05%
41 to 50 20 23.81%
51 and above 36 42.86%
Total 84
2011 New Employee Hires by Region (LA2)(1, 6)
Total number and rate of new employee hires entering employment
during the reporting period broken down by region.
SEMO 47 87.04% 7 12.96%
Primary Smelting Division 23 100.00% 0 0.00%
BRRD 15 93.75% 1 6.25%
Corporate Headquarters 3 100.00% 0 0.00%
FPI 0 0.00% 0 0.00%
Total 88 8
2011 Employees Leaving by Region (LA2)(1, 6)
Total number and rate of employees leaving employment during the
reporting period broken down by region.(7)
SEMO 36 4.28% 1 0.12%
Primary Smelting Division 26 9.00% 0 0.00%
BRRD 15 5.08% 1 0.34%
Corporate Headquarters 3 4.17% 2 2.78%
FPI 0 0.00% 0 0.00%
Total 80 5.13% 4 0.26%
(1) 2011 numbers report workforce broken down by gender according
to G3.1 Guidelines.
(2) Excludes consultant employees, individuals working for temporary
agencies and three contract employees not on company payroll.
(3) 2011 total excludes three contract employees not on company payroll and
includes three employees under employment agreement on company payroll.
(4) Employees under a contract (Doe Run defines employees under a
contract either as consultants or those under an employment agreement).
Includes three contracted employees not on company payroll and includes
three employees under employment agreement on company payroll.
(5) Includes those on leave of absence.
(6) Does not include hiring or termination of temporary employees.
(7) The turnover rate is calculated by dividing the total number of terminations
in the reported calendar year by the total number of employees as of
December 31.

One Million Safe Hours
The Fabricated Products Inc. (FPI) facility in Casa Grande, Ariz.,
surpassed 12 years without a lost-time accident in 2011 and
reached one million safe work hours without a lost-time injury.
Sentinels of Safety
The Mine Safety and Health Administration and National
Mining Association’s Sentinels of Safety Award is the
highest safety honor in the U.S. mining industry. In 2011, the
Sweetwater Mine and Mill received a Sentinel of Safety award.
8 View more at sustainability.doerun.com.
Empowering Employees
Doe Run employees carry out the company’s commitment to making tomorrow
better than today. To achieve success, employees are empowered through robust
company development and safety programs.
In 2011, Doe Run launched its online Learning Management
System (LMS), making a significant stride forward in the data
collection and documentation of its training programs.
The program manages how Doe Run:
• Identifies training opportunities.
• Establishes a learning program specific to a job function.
• Determines training courses and materials.
• Guides employees through the learning process.
• Documents training.
• Evaluates training success and employee development.
“Learning is a process,” said Pat Garey, talent manager.
“Effective training provides the opportunity to apply the skills
on the job and receive feedback on performance.
“The Learning Management process helps us guide
employees through each step, including identifying goals,
applying skills and evaluating results to continue improvement,”
added Garey.
Through the online LMS, critical courses can be offered
via computer, which can be more efficient than waiting for a
group class to be offered. The company will begin tracking
learning hours and results in 2012 to benchmark against
standard industry practices.
The training program focuses on four key areas:
1. Helping employees perform job functions well.
2. Teaching employees standardized business processes
that work toward the company’s growth strategy.
3. Developing employees’ business and leadership skills.
4. Promoting regulatory compliance.
Paths to Safety
Doe Run maintains a commitment to protect the health
and safety of its employees, and has built an award-winning
culture where co-workers take responsibility for the safety
of one another.
For example, Doe Run received one of the highest mine
safety honors in the nation in 2011, and also reduced its injury
incident rate nearly 35 percent from 2008 to 2011. Doe Run
continues to build upon its safety practices to proactively
reduce incidents and injuries.
In 2011, Doe Run
launched the Health
and Safety Maturity
Path, a safety
management system
to guide and
measure progress on
implementing safety
and health practices.
The path starts by
outlining steps to
promote continued compliance with the Occupational Safety
and Health Administration (OSHA) requirements.
After completing training to address regulatory
requirements, the path outlines steps to incorporate
proactive safety measures, such as Behavior Based Safety
(BBS). BBS requires supervisors to monitor employee actions
to reward safe behaviors, or provide one-on-one feedback
to stop unsafe behaviors.
“Our Health and Safety Maturity Path helps us outline and
log all of our safety guidelines and steps for compliance, and
then identifies proactive safety measures,” said Mark Berrey,
corporate director of health and safety.
“The awards we win and our decreasing incident rates tell
us we’re moving in the right direction, but we won’t be satisfied
until we reach our goal of industry-leading performance, and
zero incidents,” added Berrey.
Awards and Achievements
Social

Safety and Health
Practices: Exposed
workers’ blood lead
levels are kept in check
through good hygiene
practices like wearing
proper protective gear,
and regular testing,
which helped to reduce
average blood lead
levels in 2011.
Health and Safety Performance (LA7)
Employee Blood-Lead Average
OSHA’s standard for medical reassignment of an employee is 50 µg Pb/100
grams. Doe Run sets its maximum limit at 40 µg Pb/100 grams. If any employee
has a blood-lead average that reaches 40 µg Pb/100 grams, they are
temporarily reassigned to other work.
2009
2010
2011
16.59
16.73
14.40
(in micrograms of lead per 100 grams of blood,
or µg Pb/100 grams) 2009 (1)
2010 2011
Southeast Missouri Mining and Milling 13.60 15.00 10.39
Division (SEMO), including remediation
and demonstration plant
Primary Smelting Division 20.10 18.77 17.70
(Herculaneum and Glover)
Buick Resource Recycling Division (BRRD) 20.13 19.55 19.41
Corporate Headquarters(2)
N/A N/A N/A
Fabricated Products Inc. (FPI) 8.43 8.35 7.82
Average 16.59 16.73 14.40
Number of Employees with Blood-Lead Average
Greater than 24 Micrograms of Lead per
100 Grams of Blood
Doe Run monitors and reports the number of employees with a blood-lead
average greater than 24 µg Pb/100 grams in the calendar year. OSHA’s
standard for medical reassignment of an employee is 50 µg Pb/100 grams.
Doe Run sets its maximum limit at 40 µg Pb/100 grams.
2009 2010 2011
SEMO (3)
14 4 27
Primary Smelting Division 61 45 31
BRRD 73 55 29
Corporate Headquarters (2)
N/A N/A N/A
FPI 0 0 0
Total 148 104 87
Total Lost-Time Accidents
According to OSHA, lost time is defined as a nonfatal traumatic injury that
causes any loss of time from work beyond the day or shift it occurred, or a
nonfatal nontraumatic illness/disease that causes disability at any time.
(number of employees) 2009 2010 2011
SEMO(4)
17 14 9
BRRD 3 3 0
Corporate Headquarters 0 0 0
FPI 0 0 0
Total number of work-related fatalities, companywide 1 0 0
Total (4)
24 18 12
Total OSHA Recordables and MSHA Reportables
Total OSHA recordables and MSHA reportables are incidents that require
lost time, restricted duty, prescription medication, involve broken bones
or stitches, involve imbedded matter in the eye, or burns of a defined size
and severity.
(number of incidents) 2009 2010 2011
SEMO(4)
31 28 24
BRRD 14 12 13
FPI 0 0 0
Total(4)
71 59 55
Total Case Incident Rate (TCIR)
TCIR is the number of OSHA recordable and MSHA reportable incidents
per 200,000 personnel hours worked. OSHA recordables are incidents that
require lost time, restricted duty, prescription medication, involve broken
bones or stitches, involve embedded matter in the eye, or burns of a defined
size and severity.
2009
2010
2011
5.34
4.08
4.10
(average number of incidents) 2009 (1)
2010 2011
SEMO (4)
4.38 3.52 2.71
Primary Smelting Division 7.55 6.16 6.30
BRRD 5.98 3.87 4.15
FPI 0 0 0
Average (4)
5.34 4.08 4.10
(1) 2009 numbers were misstated in the 2009 Sustainability Report. The
corrected numbers are reported in 2010 Sustainability Report and
shown here.
(2) Employees at corporate headquarters are not tested for blood-lead
average.
(3) The SEMO 2009-2010 numbers only included the number of employees with
a blood-lead average greater than 24 micrograms Pb/100 grams at the end
of December. 2011 numbers report the total number of employees who
crossed the threshold in the calendar year.
(4) Remediation and demonstration plant recordables were not included in
2009-2010 Sustainability Reports. The corrected numbers are shown here.
BRRD changed its policy to require employees
with a blood-lead average above 24 µg Pb/100
grams to wear a full-face respirator, which
helped improve employee blood-lead levels.

Drive from Within
Drive to Success: Doe Run
executives met with employees
at each division to help
everyone better understand
the company’s mission, vision,
values and strategy.

Redefining Our Business Strategy
“Studies show high-performing companies have a workforce that understands
the business strategy and their role in delivering that strategy,” said Bruce Neil,
president and chief executive officer. “We used 2011 as an opportunity to promote
dialogue among our employees about how they personally carry out our business
objectives every day.”
Doe Run redefined its business strategy in 2011 to
provide a clear plan for how the company will drive change,
and deliver on its commitments to stakeholders. This
foundational step aligns the company and poises it for future
growth. The impetus for the change came from a 2010
employee audit that revealed only 30 percent of employees
reported that they knew the company’s business strategy.
The Executive Team kicked off the alignment process
by concisely defining Doe Run’s mission, vision and
values platform:
Doe Run’s Mission
To meet our customers’ needs for a sustainable supply of
select minerals, metals and services to meet a growing
world population’s changing needs.
Doe Run’s Vision
To be stewards of the mineral resources in our care while
providing premium services and products to people who
share our belief in enhancing the quality of life.
Doe Run’s Values
We believe we can enhance the quality of life by:
• Making tomorrow better than today.
• Demonstrating integrity in all we say and do.
• Being safe — protecting one another.
• Managing and making the most of the natural
resources in our care.
• Conserving scarce resources.
• Practicing environmental sustainability.
• Innovating to improve our processes.
• Collaborating with our stakeholders.
Launching the Business Strategy
Recognizing the essence of the company’s strategy needed
to be shared and understood by all employees, the Executive
Team assigned the challenge to a cross-functional business
strategy launch team. The team worked to develop a campaign
and materials that boiled down the business strategy into
five statements.
Inspired by the idea of a road map and how it is used to
determine the best route to reach any destination, the team
created the DRIVE business strategy acronym. The DRIVE
acronym represents core tenets of the redefined business
strategy that employees can easily remember and refer to in
their daily work.
Dedicated to a Complete Lifecycle Approach
We sustainably source and manage metallic minerals
throughout their lifecycle.
Responsible with Our Resources
We are committed to being responsible with the resources
entrusted to us.
Invested in Continuous Improvement
We push ourselves to make our company more productive
and our products more valuable while being responsive to
our stakeholders.
Value Safety and Sustainability
We are committed to running our operations safely, and to
balancing social, economic and environmental responsibilities.
Excel at Customer Satisfaction
We offer premium services and products to customers — who
share our beliefs — in order to add value to their goods.
Economic

To roll out the business strategy, Doe Run asked for
feedback from internal focus groups. These employees helped
Doe Run fine-tune the plan and the materials (pictured below)
developed to launch the DRIVE strategy companywide.
“As part of our process, we identified employee
ambassadors to share examples of how they ‘DRIVE Doe Run’
in their everyday work,” said Tammy Stankey, senior
communications liaison and business strategy launch
project manager. “To help employees relate the strategy
to their own jobs, we featured each of their stories in a
business strategy video, which was shared at our launch
meetings.”
As a part of the launch meetings, the business strategy
launch team, along with Doe Run executives, facilitated
several roundtable discussions at Herculaneum, Fabricated
Products Inc. (FPI) and the company headquarters in fall 2011.
Doe Run completed its series of meetings at the Southeast
Missouri Mining and Milling Division (SEMO) and the Buick
Resource Recycling Division (BRRD) in early 2012.
The systematic, collaborative process used to develop and
launch the business strategy was met with noticeable success.
“More than 90 percent of employees attended the DRIVE
sessions, and we’ve seen real examples of how employees are
incorporating their understanding of the strategy into their
work,” said Stankey. “Managers and supervisors have shared
several examples of how their staff has embraced the theme
of ‘I DRIVE Doe Run.’ Some team members are using the
message in their email signatures and in conversation with
co-workers. We’re pleased with the results.”
Doe Run will gather formal employee feedback in 2012
to benchmark adoption of the DRIVE concepts and guide
future communication.
“Demand for lead will multiply as the
world becomes more mobile, connected
and energy dependent. To answer this
call, we’re evolving into a sophisticated,
dynamic company. For the business
strategy to succeed, it was vital that our
employees not only understood the new
direction, but also believed in it.
”— Jerry Pyatt, chief operating officer
“I’m DEDICATED to a
complete lifecycle
approach.
”— Randy Kennedy, waste water treatment
technician, BRRD
“I’m RESPONSIBLE with
our resources.
”— Nick Mazzuki, general helper,
SEMO
I DRIVE Doe Run: Peer Champions helped to
illustrate the different tenets of the business strategy.
Posters created with these Peer Champions highlight
how employees have personal responsibility to drive
the company’s business success.
We sustainably source
and manage metallic
minerals throughout
their lifecycle.
We are committed
to being responsible
with the resources
entrusted to us.
We push ourselves
to make our company
more productive and our
products more valuable
while being responsive
to our stakeholders.
We are committed to
running our operations
safely, and to balancing
social, economic and
environmental
responsibilities.
We offer premium
services and products
to customers — who
share our beliefs —
in order to add value
to their goods.
DeDicateD
to a Complete
Lifecycle
Approach
Responsible
with Our
Resources
investeD
in Continuous
Improvement
value
Safety and
Sustainability
excel
at Customer
Satisfaction
Economic

The recent DRIVE rollout reinforced what Fabricated Products Inc. (FPI) has been doing for years —
providing premium, technically advanced lead products and services for customers. FPI’s facilities in
Arizona and Washington manufacture fully customized lead-based products for Doe Run customers,
such as:
• Lead oxide for lead-acid batteries.
• Lead sheeting for roofing.
• Lead anodes to support copper and
zinc production.
• Nuclear medical shielding, and lead
casting to contain nuclear waste.
• Ammunition, weights to balance
boats and airplanes, isolators to
stabilize bridges and buildings in an
earthquake, and even small weights
that make cuckoo clocks tick.
The DRIVE strategy encouraged FPI
employees to uncover more efficient
ways to manufacture products and
introduce these ideas across the
division. These processes helped FPI
improve product quality, turnaround
time and delivery. As a result, FPI’s
already impressive customer satisfaction
score improved by nearly 24 percent
from 2010 to 2011.
Better customer service translates to
unique products that have real-world
impact. FPI’s nuclear casting business
serves commercial power plants and the
U.S. government by producing lead
shielding for ultra-high integrity nuclear
containers. These containers, weighing
up to 130,000 pounds, are used for
storing nuclear waste and transporting
nuclear materials.
“Our fabricated lead products guard
the public from nuclear exposure, shield
doctors and patients from radiation,
protect servicemen onboard submarines
and aircraft carriers, and even prevent
leaky roofs,” said Bill Wold, general
manager at FPI. “Because we are
responsible with our resources and
always improving our methods to
manufacture the highest quality
products, which are directives of our
DRIVE strategy, we are able to supply
valuable, truly life-protecting metals
to our customers and the world.”
“I VALUE safety and
sustainability.
”— Bill Miller, general supervisor,
“I EXCEL at customer
satisfaction.
”— Jami Clay, customer service supervisor,
FPI
Performance with Efficiency
“I’m INVESTED in
continuous improvement.
”— Ronnie Parker, surface maintenance
supervisor, SEMO
Power of Lead: Customer satisfaction drives business at FPI, a wholly owned Doe Run subsidiary.
Employees manufacture customized lead-based products, and lead oxide for lead-acid batteries.

Invested in Continuous Improvement — This concept helps Doe Run spur
innovation and drive its business forward. The concept is also a key element
in Doe Run’s DRIVE business strategy.
In Doe Run’s 2010 Sustainability Report, the company
shared the progress behind the breakthrough lead
electrowinning technology that has the power to replace
primary lead smelting and nearly eliminate associated
air emissions.
The process encompasses three main steps:
1. Dissolving lead into a solution.
2. Passing an electric current through the solution to
attract dissolved lead onto stainless steel sheets
(called cathodes).
3. Recovering pure lead from the sheets.
In 2011, Doe Run’s research and development team
focused on further optimizing the technology and increasing
metal recovery. Through its diligent efforts, the team identified
ways to more efficiently remove excess process water, and
to produce the same amount of lead using fewer, yet
larger, cathode sheets, which reduces the footprint of
the commercial facility.
In pursuit of higher overall metal recovery, Doe Run
also expanded its research to examine the potential of
hydrometallurgical processing for other metals beyond lead.
By the close of 2011, Doe Run’s research team uncovered a
complementary technology to recover metals typically found in
Missouri lead ore — zinc, copper, cobalt, nickel and silver. The
process for enhanced recovery of co-products uses a wet-
chemical, closed loop process, similar to the lead recovery
technology, to recover additional metals from the concentrates.
“This discovery opens up a whole new realm of
opportunities for us beyond lead,” said Dave Olkkonen,
research and technical development manager. “It actually
enables us to potentially process different types of
lead-bearing feeds from around the world because it
has the ability to recover so many high value metals. And,
it can be combined or applied independently of the
lead technology.”
“Both of these technologies have tremendous potential
to be the ‘technologies of choice’ for sustainably processing
metal-bearing primary, secondary and waste feed products
worldwide,” said Jerry Pyatt, chief operating officer. “These
opportunities absolutely support our growth strategy.”
To protect the science behind these technologies,
Doe Run began applying for six new patents in 2011.
Project Update
On June 29, 2012, Doe Run announced it would not build the
proposed first plant in Missouri. The company concluded that
building a full scale plant in Missouri at the time would
generate an unacceptable financial risk to the company. The
company will continue to explore the opportunity to use the
technology with other mineral resources, and believes the
application of this technology in different circumstances will
provide a positive business model.
“We continue to see a strong and bright future for
Doe Run and have never been more excited about the
opportunities these technologies might bring to the mining
and metals industry,” said Pyatt. “If we can recover more
metal using a safer, more efficient, and environmentally
friendly new technology — it will not only support our
business, but also our goal to be more sustainable.”
Looking ahead, Doe Run’s research and development
team is examining recoveries on other concentrates and will
explore how these technologies might enhance secondary
lead smelting, which is vital in North America to recover lead
from automotive lead-acid batteries. Doe Run is also actively
expanding exploration in North America with an emphasis
on copper, zinc and lead.
Driving Innovation Beyond Lead
Economic

(dollars in thousands) 2010 2011
Property Taxes 6,080 6,857
Compensation 129,108 166,300
Community Investment (2)
169 335
Environmental Spending 33,960 47,751
Research and Development 3,751 4,175
Royalties to Governments 13,228 14,880
Capital Spending (excluding environmental capital expenditures) 31,581 28,312
(1) Second year of disclosure.
(2) Includes donations, scholarships and tuition reimbursement.
Doe Run, as a privately held company, retains the right to keep confidential much of
what public companies are required to share. As context to the information below and
for those unfamiliar with the industry, note that capital requirements for a company
operating in the metals and mining industry are substantial. Revenues can vary
substantially from year to year because Doe Run revenues are based primarily on
commodity prices.
Financial Information (EC1)(1)
$1 billion
In Missouri, Doe Run’s operations
contribute nearly $1 billion to the state
economy (including direct spending
and employee compensation). Doe Run
employs 1,518 Missouri employees
and provides a total compensation
package that is above average for
the Missouri workforce.
Supplier Policy (EC6)
Doe Run relies on various suppliers of raw materials, as well
as vendors, distributors and other service providers. Doe Run
strengthens these relationships by advising its Missouri
partners on company standards and their product’s role in
helping Doe Run achieve its mission. By openly discussing
shared goals, Doe Run can reduce costs to customers, increase
productivity and improve environmental performance. These
practices guided more than $186 million in spending dedicated
to Missouri-based suppliers in 2011, representing 35 percent
of Doe Run’s overall spending and a 5 percent increase
from 2010.
Collaboration Makes the Difference
Over the years, Doe Run has learned the biggest company
successes come from collaborative efforts that involve team
members from across functional areas. The cross-functional
team structure used during the business strategy launch stems
from best practices created by Doe Run’s project management
office (PMO). This award-winning group helps make Doe Run
economically sustainable by helping project teams complete
complex projects on time and under budget. The PMO provides
tools to help project managers establish cross-functional,
collaborative teams and define project mission, scope and
workflow. New in 2011, the process also helps employees think
through how each project connects to the DRIVE strategy and
Sustainability Principles.

Driving Environmental Progress

Water Stewardship: As a part of its water management program, Doe Run
monitors water quality and works to identify effective water treatment
technologies to be a good steward of this valuable resource.
Environment
Building a Cleaner Future
Doe Run has dedicated decades to enhancing its environmental stewardship
and minimizing its impact on the environment. In 2011, Doe Run continued that
progress across the company by installing new infrastructure and expanding
successful programs and training. The steps taken in 2011 will provide a foundation
on which Doe Run can continue to build as a responsible steward of water, air and
land for years to come.
“Our environmental progress is truly a success story,” said
Aaron Miller, vice president of environmental affairs. “We’ve
made great progress, but recognize that we can never be
fully satisfied with where we are. We must continue to identify
and implement new approaches to meet increasingly stringent
environmental demands.”
Examining Water Collection and Treatment
Water is a key element to the processes at each of Doe Run’s
10 facilities — from jump-starting recycling at the Buick
Resource Recycling Division (BRRD) to reducing dust in
Herculaneum. Teams throughout the company installed new
equipment and tested water treatment practices in 2011 as
the basis for future improvement.
The Southeast Missouri Mining and Milling Division (SEMO)
manages approximately 30 million gallons of water that
naturally enter the mines daily. Water management is a
multi-step process. Each step is integral to Doe Run’s
efforts to be a good steward of water.
For example, in 2011, SEMO began the installation of
water collection and pumping stations at the Sweetwater
and Casteel mines. This roughly $1.7 million investment is
part of improving Doe Run’s water management infrastructure
to meet more strict water discharge regulations. The
installations are designed to improve the quality of water
being managed underground, and may reduce the need
for treatment above ground.
SEMO also has been actively conducting research that
will inform Doe Run’s future water treatment practices. In
2011, SEMO completed a pilot water treatment test at its
Casteel Mine.
Test results revealed that a method commonly used
to treat municipal waste water could be applied to mine
water to reduce the mineral content, consistent with water
regulations. As a next step, Doe Run will expand its research
in 2012 to gather international water treatment best practices
beyond the mining industry. The SEMO team’s goal is to
identify a cost-effective water treatment technology that
will meet long-term environmental standards. Plans call for
installing the first water treatment plant in 2013 at Brushy
Creek Mine.
Improving Air Quality
BRRD also laid the groundwork in 2011 to meet stricter
regulations. In 2010, the Environmental Protection Agency
(EPA) set stronger air quality standards for sulfur dioxide (SO2)
to be implemented in 2012.
In preparation, BRRD secured the necessary Air
Construction Permit from Missouri Department of Natural
Resources (MDNR), and began installing state-of-the-art
technology in 2011 that decreases SO2 emissions. Doe Run
expects to fully employ the technology in 2012. (See page 6
to learn more about the sustainable approach the company
used to determine the right technology.)

Meanwhile, the Primary Smelting Division continued the
downward trend in the concentration of lead in ambient air
around the Herculaneum smelter. As of November 2011, the
smelter reduced the rolling three-month average for ambient
air lead concentration to below 0.6 micrograms per cubic
meter of air (µg/m3
). This represents a 25 percent reduction
from the 2011 average level.
In 2011, Doe Run also extended its Herculaneum soil
sampling program. Doe Run expanded the sampling radius
from within 1 mile of the Herculaneum facility to properties
within 1.5 miles of the facility. Doe Run completed soil testing
at 675 properties with permission from owners. Sampling
revealed soil lead levels generally continued to decline. The
2011 tests found only 1 percent of properties had lead in soil
levels above 400 parts per million, the point at which Doe Run
has agreed with EPA to perform remediation. By comparison,
similar testing in 2006 found 21 percent of the properties
were above this level.
Identifying Efficiencies and Expanding Training
Environmental stewardship is a mindset. Every day, Doe Run
employees strive to identify new processes and efficiencies that
minimize waste and mitigate Doe Run’s operational impact.
Doe Run’s ongoing Environmental Stewardship
Workshops supplied a platform for more than 1,500 employees
to learn about the company’s environmental responsibilities
and share ideas to improve sustainability. For example,
Doe Run’s new inter-divisional recycling initiative stemmed
from these workshops. Employees now send spent motive
batteries from SEMO and Herculaneum equipment to BRRD
for recycling. The new recycling program provides additional
raw resource (input) materials to BRRD, while reducing the
waste requiring proper disposal at the other divisions. Doe Run
will continue offering environmental stewardship classes as
part of employee onboarding.
To further expand the employee knowledge base,
Doe Run also began integrating regular environmental
training for employees whose jobs involve air and water
resources, or who handle waste. These employees received
extra training related to water and air regulations, and
Resource Conservation and Recovery Act training, which
covers solid and hazardous waste.
Doe Run enhanced its environmental accountability
and efficiency in 2011 as the Primary Smelting Division and
SEMO adopted the automated Enterprise Task Management
System (ETMS). ETMS provides a consistent method across
the company for tracking Doe Run’s more than 6,000 monthly
environmental tasks. ETMS identifies the person responsible
for completing a task, tracks how often it must be performed
and records when the task is completed.
“We’ve seen a marked difference in employees’ behavior
and attitudes this year as they became more engaged in our
ongoing environmental efforts, and energized about our
progress,” said Miller. “Every day we’re improving our
processes, and it’s great to hear employees, not just managers,
say, ‘I want to do this, can I? Do I need a permit? How can I
get one?’”
“Doe Run takes its role as steward of the environment seriously. We’ve taken many measures
over the past year to drive continued improvement. Employees are making choices based
on training that reinforces the business strategy and sustainability. Our research and
development department has uncovered more environmentally friendly production
technology. And, we’re benchmarking and measuring performance at the operational
level. All of these efforts intersect to lay a successful foundation for years to come.
”— Aaron Miller, vice president of environmental affairs
Training: Ongoing education, like Resource Conservation and Recovery Act
Training, prepares Doe Run employees to meet environmental and safety
expectations. Companywide, employees completed an estimated 15,000 hours
of safety training in 2011.
Environment

Materials Consumed (EN1)
SOURCE (mt) 2009(1) 2010(1) 2011(1)
Aluminum (Al) (2, 3) 11.36 10.13 6.39
Antimony (Sb) (2) 378.08 471.18 402.14
Arsenic (As) (2, 3) 100.35 98.54 103.47
Calcium (Ca) (2, 3) 121.76 109.51 114.59
Coke (3) 40,073.07 46,730.90 48,174.61
Coke Breeze (3) 895.24 1,427.54 3,485.05
Copper (Cu) (2) 109.56 30.55 12.67
Copper Sulfate (CuSO4) 768.87 881.72 1,426.78(4)
Iron (Fe) (3) 12,420.96 14,619.66 17,677.40
Lead (Pb) (2, 5) — 25,102.50 25,385.00
Lime(3) 812.97 914.68 950.29
Limestone 3,593.34 4,923.96 4,721.52
Oil and Grease 1,358.03 1,001.84 1,183.01
Ore Concentrate 139,597.59 155,515.05 157,366.27
Other Materials (3, 6) 8,146.70 8,481.04 13,595.47
Selenium (Se) (2) 7.26 9.00 8.96
Silica 3,110.90 3,615.13 3,800.02
Silver (Ag) (2, 3) 2.48 2.54 4.50
Soda Ash 17,977.15 19,497.21 18,332.39
Sulfur (S) 118.59 139.39 125.71
Tin (Sn) (2, 3) 524.90 604.98 572.91
Xanthate 140.50 130.28 187.61
Zinc (Zn) 805.76 861.67 967.18
Zinc Sulfate (ZnSO4) 4,758.95 4,704.08 4,304.53
Total 235,834.37 289,883.08 302,908.47
Direct Recycled Input Materials (EN2)
SOURCE (mt) 2009(1) 2010(1) 2011(1)
Blast Furnace Material 792.88 3,655.05 3,966.21(7)
BRRD Slag (8) 5,689.86 12,183.49 15,287.88
Glover Slag 5,712.36 6,462.78 2,955.71
Herculaneum Slag 84,395.40 90,004.52 96,096.27(3)
Industrial Batteries (mt of Pb) 12,770.44 12,198.01 10,729.27
Miscellaneous Scrap Material 5.44 0.00(9) 0.00
Purchase Pb Remelt 314.79 11,190.12 7,210.30(7)
Refinery Material 8,483.08 4,633.90 5,239.90
Reverb Material 20,316.40 25,190.71 23,811.79(7)
Rotary Material 77.11 0.00(9) 0.00
SLI Batteries (mt of Pb) 81,667.49 87,801.88 90,044.44(7)
Sweat Furnace Material 363.78 751.15 928.05(7)
Sweetner Alloy 205.02 353.80 822.82
Total (8) 220,794.05 254,425.41 257,092.64
Percentage of materials used 48.4% 46.7% 45.9%
that are recycled input materials (8)
(1) Fiscal year data.
(2) These materials are used as additives to final
products smelted by Doe Run. Fluctuation
in yearly figures reflects changes in the
product mix.
(3) Fluctuation in yearly figures reflects
increased production.
(4) Increases reflect change in ore mixture and
higher ore volume.
(5) Figure is from Fabricated Products Inc (FPI).
The 2009 total materials consumed does
not include lead consumed at FPI. FPI uses
Doe Run lead to produce fabricated products.
(6) In 2011 report, niter and flocculants were added
to the total Other Materials for 2009 – 2011.
(7) Fluctuation in yearly figures reflects availability
of the recycled input materials for purchase.
(8) The 2011 report adds BRRD slag to the total
and percentage of recycled input materials
used for 2009-2011.
(9) Difference in yearly figures reflects more
precision on classification of input materials.
Environmental Performance
Units and Substances Key
Metric Ton(s): mt
In 2011, the Herculaneum smelter
increased its use of coke breeze
to provide the heat necessary to
process byproducts left over from
the lead smelting process. While
this increased the amount of raw
materials used, the net benefit
improved. It increased efficiency by
processing additional lead from the
byproducts and reducing waste.

Total Direct and Indirect Greenhouse Gas Emissions (EN16)
SOURCE (Energy Consumption by weight, GJ/mt Product, mt CO2
e)
2009 2010 2011(1,2)
Scope 1 (direct emissions 222,000.00(3) 289,100.00(3) 308,500.00(4)
of Greenhouse Gases, GHG)
Scope 2 (emissions from 204,000.00 305,100.00 307,800.00
direct purchase of energy)
Total 426,000.00 594,200.00 616,300.00
Other Relevant Indirect Greenhouse Gas Emissions (EN17)
SOURCE (by weight, GJ/mt Product, mt CO2
e) 2009 2010 2011(1,2,5)
Scope 3 (indirect emissions from 7,000.00 11,000.00 14,300.00
transportation and employee commute, etc.)
Significant Air Emissions (EN20)
SOURCE (mt by type and weight) 2009(1) 2010(1) 2011(1)
Aluminum (Al) 0.01 0.01 0.00
Ammonia (NH3) 0.26 0.22 0.29
Antimony (Sb) 0.41 0.47 0.50
Arsenic (As) 0.25 0.28 0.35
Cadmium (Cd) 0.27 0.29 0.51
Carbon Monoxide (CO) 17,805.55 17,257.22 25,659.22(6)
Chlorine (Cl) 0.15 0.00 0.00
Cobalt (Co) 0.01 0.01 0.02
Copper (Cu) 0.58 0.58 0.67
Hazardous Air Pollutants (HAP) 5.64 4.64 5.64
Lead (Pb) 33.90 36.07 43.48(7)
Nickel (Ni) 0.04 0.04 0.06
Nitrogen Oxides (NOX) 56.34 66.38 92.07
Particulate Matter (PM)(8) 191.91 214.45 184.92
Sulfur Dioxide (SO2) 19,491.75 19,631.27 17,433.73
Sulfuric Acid (H2SO4) 0.25 0.25 0.25
Volatile Organic Compounds (VOC) (9) 10.11 19.26 22.08
Zinc (Zn) 2.83 2.84 2.86
Total 37,600.26 37,234.28 43,446.65
(1) Calendar year data. All other data is
fiscal year.
(2) Changed to calendar year data to be
consistent with what is reported in the EPA
Greenhouse Gas Report and calendar year
2011 Carbon Disclosure Project Report.
(3) 2010 numbers have been amended to include
information learned about certain feed
materials after publication of the 2010 GRI
report. The emissions for 2009 have not
been recalculated.
(4) Greenhouse gas emissions related to
concentrate and sinter used at Herculaneum
not included in 2009 and 2010.
(5) Increase reflects additional commuting
employees.
(6) Fluctuation in yearly figures reflects availability
of the recycled input materials for purchase. All
air monitors are well within current standards.
(7) Fluctuation in yearly figures reflects increased
production.
(8) An error occurred in reporting 2009 – 2010
particulate matter in previous reports.
Correct numbers for 2011 are shown here.
(9) 2009 estimated based on EPA approved
emissions factors. 2010 and 2011 data from
actual stack tests.
Data is based on stack tests
performed once a year. All air
monitors remain well within
current standards.
BRRD rebuilt its cooling chamber
to increase efficiency and emission
control. Due to the change, more
nitrogen-rich ambient air was pulled
into the smelting process and was
then emitted as nitrogen oxides
(NOx). By the end of 2011, the BRRD
team had significantly reduced NOx
levels to near historic lows.
Gigajoule(s): GJ Metric Ton(s): mt Carbon Dioxide Equivalent: CO2
e

Rethink, Restore, Revitalize
Doe Run often serves as the custodian of historic lead mining sites. The land
restoration process, known as remediation or reclamation, requires careful planning
with state and federal organizations, collaboration with residents, clean up, and
ongoing maintenance. Doe Run recently integrated an additional step to the
remediation process — identifying ways to give sites a new purpose.
Exploring Innovation
“We apply our sustainability principles to reevaluate how these
sites can be leveraged to benefit the community, the company
and the environment,” said Chris Neaville, asset development
director. “Using historic mining sites as potential sources of
energy could possibly be the key to revitalizing idle lands.”
In 2011, Doe Run began discussions with MFA Oil
Biomass LLC and Missouri University of Science and
Technology about a pilot project that potentially could
transform mine tailings sites into possible biofuel crop sites.
Doe Run will plant the first test plot of Miscanthus grass in
2012 at its Mine No. 28 site.
“The energy market is changing, forcing us all to find
ways to decrease our dependence on foreign oil and turn
to homegrown energy sources,” said Jared Wilmes, project
coordinator at MFA Oil Biomass LLC. “Using past mining sites
to produce fuels and energy locally is a win-win situation: it
creates jobs and, in this case, puts these otherwise unutilized
properties to productive use. It takes organizations like
Doe Run, who are deeply invested in their communities, to
carry out these types of projects successfully. We are excited
to develop a long-lasting partnership in what we hope will be
a series of renewable energy projects.”
Also in 2011, Doe Run identified a possible opportunity
to develop a solar panel farm atop a remediated chat pile
in Park Hills, Mo. If constructed, a solar farm could supply
renewable energy to companies in the Park Hills Industrial
Park. Doe Run and Missouri-based Microgrid Energy are
currently collaborating on possible plans.
Progress at Historic Sites
Doe Run also made significant progress on several multi-year
remediation sites, representing a more than $13.7 million
investment in historic properties in 2011.
Block P, Cascade County, Mont.
Doe Run started moving waste rock at the Block P site in
Cascade County, Mont., to an onsite repository in 2011.
Doe Run plans to complete the movement of the rock in 2012.
Miscanthus: Miscanthus plants can
thrive in challenging soil conditions.
Doe Run will plant a Miscanthus test plot
in southeast Missouri mine tailings (rock
left over from the milling and mining
process) to research the plant’s ability
to restore nutrients to the soil. Mature
plants can later be harvested for biofuel.

Jasper County, Mo. (Snapp, Isherwood and Jasper sites)
Doe Run is remediating three sites in Jasper County, Mo.,
operated by a former subsidiary, Kansas Explorations Inc.
Doe Run completed soil replacement, rock cover and
revegetation at the Snapp site in 2011, bringing this project
to a close. At Isherwood, Doe Run worked with the landowner
to decide the best ground cover to meet his needs. Doe Run
plans to plant Eastern Gamma Grass in fall 2012 and complete
work at the site in 2013. Planning for the third site, Jasper, is
under way as well.
Leadwood, Mo.
In 2011, Doe Run completed work at the Leadwood, Mo., site.
Doe Run has worked with the EPA since 2006 to carry out an
approved remediation plan for the site that called for soil
cover, revegetation and rock cover.
National Chat Pile, Park Hills, Mo.
Remediation efforts began in 2008 at the National Site and
capping the chat pile was completed in 2011. Final rock cover
is expected to be complete in 2012.
St. Joe State Park, Park Hills, Mo.
Doe Run began remediation of St. Joe State Park in Park Hills,
Mo., in 2009 in coordination with the Missouri Division of State
Parks. In 2011, Doe Run continued this work with construction
of retention basins, and grading work. Additionally, crews
covered tailings with gravel near the Powerhouse Museum.
Work continues at St. Joe to complete retention basins and
grade work, and is currently scheduled for completion in 2013.
“For years, these sites sat unused, and now we are seeing
true purpose and productivity returning to these areas,” said
Mark Nations, special projects coordinator and remediation
supervisor. “Doe Run will continue to explore uses of historic
mining sites to make tomorrow better than today for the
communities in which we operate.”
Commitment to a Clean Future
A strict adherence to environmental standards and planning
ahead at current operations helps reduce the need for future
remediation work. Using best practices learned from managing
the reclamation of historic mining sites, Doe Run minimizes
the need for future site cleanups with comprehensive plans
that include vegetation, water drainage, covered tailings and
chat, and enclosed concentrate storage areas.
Direct Energy Consumption (EN3)
SOURCE (GJ) 2009 2010 2011(1, 2)
Coke(3) 1,056,142.39 1,478,292.00 1,518,212.34
Explosives 22,189.01 35,260.15 41,175.65
Natural Gas 373,835.22 383,280.96 386,696.64
Petroleum Fuel 193,692.00 234,654.16 267,291.17
Propane 596,655.34 753,890.15 656,433.55
Total 2,242,513.96(4) 2,885,377.42 2,869,809.35
Indirect Energy Consumption (EN4)
SOURCE (GJ) 2009 2010 2011(1,2,5)
Electricity 1,398,818.67 1,493,032.26 1,504,019.34
Propane usage decreased due to
mild weather in early 2011.
Gigajoule(s): GJ
(1) Calendar year data. All other data is
fiscal year.
(2) Changed to calendar year data to be
consistent with what is reported in the EPA
Greenhouse Gas Report and calendar year
2011 Carbon Disclosure Project Report.
(3) Coke is a metallurgical reagent, although
it is shown as having an energy value.
(4) A calculation error occurred in the 2010
report for 2009. The correct number is
shown here.
(5) Corporate headquarters and remediation
were not included in 2009 and 2010.
Higher production and mine
development at SEMO in 2011
increased the use of explosives.

“For years, these sites sat unused, and
now we are seeing true purpose and
productivity returning to these areas.
Doe Run will continue to explore uses of
historic mining sites to make tomorrow
better than today for the communities
in which we operate.
”— Mark Nations, special projects coordinator and
remediation supervisor
2010 2011
Primary Smelting Division (Herculaneum and Glover) $10,831,916 $9,604,392
Southeast Missouri Mining and Milling Division (SEMO) $1,572,087 $6,377,732
Buick Resource Recycling Division (BRRD) $10,074,114 $16,068,288
Fabricated Products Inc. (FPI) $12,440 $167,848(1)
Total Capital Spending and Operating Expense $22,490,557 $32,218,260
Remediation Spending
Historic Properties $10,388,114 $13,755,078(2)
Operating Properties $1,081,321 $1,778,149(2)
Total Remediation Spending $11,469,435 $15,533,227(2)
Total Environmental Spending including Remediation $33,959,992 $47,751,487
(1) FPI began installing retention ponds at its Casa Grande, Ariz., location.
(2) The 2011 report adds capital spending to remediation spending.
Total 2011 Environmental Spending — Fiscal (EN30)
BRRD began two large
environmental projects in 2011
including the process change
outlined on pages 6 and 21.

GRI Index
Strategy and Analysis
1.1 Message from the CEO and COO Page 1
Organizational Profile
2.1 Name of the organization The Doe Run Resources Corporation/DBA The Doe Run Company
2.2 Primary brands, products Pages 2 – 3
2.3 Operational structure Pages 2 – 3
2.4 Location of headquarters St. Louis, Mo., United States
2.5 Countries where the organization operates Page 3
2.6 Nature of ownership and legal form Doe Run is a corporation, which is an indirect subsidiary of The Renco Group.
2.7 Markets served Primary customers served include battery manufacturers in the U.S.; concentrates
are sold primarily in Asia. Pages 2 – 3, 17
2.8 Scale of the reporting organization As a private company, net sales, net revenue and total capitalization is proprietary
information and viewed as business confidential. Pages 2 – 3, 10, 19 (Partially disclosed)
2.9 Significant changes Page 18. Project Update.
2.10 Awards received Page 12. Additional awards can be found at sustainability.doerun.com/our-people.
Report Parameters
3.1 Reporting period 2011
3.2 Date of most recent previous report Published in September 2011
3.3 Reporting cycle Annual (Fiscal year reporting is noted where appropriate.)
3.4 Contact point corporateinfo@doerun.com
3.5 Process for defining report content sustainability.doerun.com/report-parameters
3.6 Boundary of the report All Doe Run entities have been reported. The report is based
on GRI G3.1 Level C guidelines.
3.7 Any specific limitations on the scope or
boundary of the report
All sizeable economic, environmental and social impacts required for G3.1 Level C
are included either in the stories or the data.
3.8 Basis for reporting on joint ventures, subsidiaries, leased
facilities, outsourced operations and other entities
Data covers Missouri-based production facilities, and a subsidiary in Arizona and
Washington, unless otherwise noted.
3.10 Explanation of the effect of any re-statements of
information provided in earlier reports, and the
reasons for such re-statement
See footnotes on page 13, 23 – 24.
3.11 Significant changes from previous reporting periods None
3.12 GRI Content Index Pages 28 – 29
Governance, Commitments and Engagement
4.1 Governance structure of the organization sustainability.doerun.com/governance
4.2 Indicate whether the Chair of the highest
governance body is also an executive officer
No
4.3 State the number of members of the highest governance
body who are independent and/or non-executive members
sustainability.doerun.com/governance
4.4 Mechanisms for shareholders and employees to
provide recommendations or direction to the
highest governance body
4.14 List of stakeholder groups engaged by the organization sustainability.doerun.com/governance
4.15 Basis for identification and selection of stakeholders
with whom to engage
Glossary of Terms is available online at sustainability.doerun.com.
All information is fully disclosed, unless otherwise indicated.

Environmental
EN1 Materials used by weight or volume Page 23
EN2 Percentage of materials used that are recycled
input materials
Page 23
EN3 Direct energy consumption by primary energy source Page 26
EN4 Indirect energy consumption by primary source.
Primary energy sources for indirect energy include nuclear,
coal, gas and oil (non-renewable), and hydro/pump storage
and wind power (renewable).
Page 26
EN16 Total direct and indirect greenhouse gas emissions
by weight
Page 24
EN17 Other relevant indirect greenhouse gas emissions by weight Page 24
EN20 NOX
, SO2
and other significant air emissions
by type and weight
Page 24
EN21 Total water discharge by quality and destination Total amounts of lead and zinc in water discharged from all Doe Run facilities were
estimated at 6,500 kg and 18,600 kg, respectively, for 2011.
EN28 Monetary value of significant fines and total number
of non-monetary sanctions for noncompliance with
environmental laws and regulations
Doe Run paid no ($0) significant fines for noncompliance with environmental laws
and regulations. Doe Run reached a landmark agreement with the EPA, which
was detailed in the 2010 report. This agreement was entered by the court on
December 21, 2011.
EN30 Total environmental protection expenditures
and investments by type
Page 27. Environmental spending totaled $47,751,487.
Social
SO1 Local community engagement, impact assessments and
development programs
Pages 9 – 10 for community development and engagement. See pages 21 – 22 and
25 – 27 for environmental monitoring and remediation.
SO8 Monetary value of significant fines and total number
of non-monetary sanctions for noncompliance with laws
and regulations
In 2011, Doe Run paid $277,821 in fines and non-monetary sanctions related
to laws and regulations.
Labor Practices and Decent Work
LA1 Total workforce by employment type, employment contract,
and region, broken down by gender
Page 11
LA2 Total number and rate of new employee hires and employee
turnover by age group, gender and region
Page 11
LA7 Rates of injury, occupational diseases, lost days, and
absenteeism, and number of work-related fatalities
by region and by gender
Page 13
LA8 Education, training, counseling, prevention and risk-control
programs in place to assist workforce members, their families
or community members regarding serious diseases
SEMO employees complete 40 hours of in-depth training on Mine Safety and Health
Administration guidelines upon hire. All Doe Run employees receive regular safety
training throughout their careers. Companywide, it is estimated that employees
took part in approximately 15,000 hours of safety training in 2011. See page 12 for
additional health and safety programs.
Economic
EC1 Direct economic value generated and distributed, including
revenues, operating cost, employee compensation, donations
and other community investments, retained earnings and
payments to capital providers and governments
Page 19 (partially)
EC6 Policy, practices and proportion of spending on locally based
suppliers at significant locations of operation
Page 19
EC8 Development and impact of infrastructure investments
and services provided primarily for public benefit through
commercial, in-kind or pro bono engagement
Pages 9 – 10
Product Responsibility
PR9 Monetary value of significant fines for noncompliance with laws
and regulations concerning the provision and use of products
and services
Doe Run paid no ($0) significant fines for noncompliance concerning provision
and use of products and services.

Doe Run Headquarters
Suite 300, 1801 Park 270 Drive
St. Louis, MO 63146
Southeast Missouri Mining
and Milling Division (SEMO)
P.O. Box 500
Viburnum, MO 65566
— Herculaneum
881 Main Street
Herculaneum, MO 63048
— Glover
42850 Highway 49
Annapolis, MO 63620
Buick Resource Recycling
Division (BRRD)
18594 Highway KK
Boss, MO 65440
— Casa Grande
1112 VIP Boulevard
Casa Grande, AZ 85122
— Vancouver
3201 Lower River Road
Building 2575 — WW#7
Vancouver, WA 98660
sustainability.doerun.com
Doe Run developed this sustainability report in
accordance with the Global Reporting Initiative
(GRI) G3.1 guidelines. GRI’s Report Services has
concluded that this report fulfills the requirement
of Application Level C. See sustainability.doerun.
com/gri-review for statement of verification.
Doe Run joins hundreds of other organizations
who have created similar GRI reports that
demonstrate organizational sustainability
and performance.
Products with a Mixed Sources
label support the development of
responsible forest management
worldwide. The wood comes
from Forest Stewardship Council
(FSC)-certified well-managed
forests, company-controlled
sources and/or recycled material.
The recycling symbol identifies
post-consumer recycled content
in these products. This report is
printed on paper manufactured
with energy-generated
renewable sources.
Doe Run received the Grand
Award for Publication Excellence
(APEX) from The Business
Communications Report in the
small office category for its
“Leading Change” sustainability
report, published in 2011.

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