The document is Alba's 2010 Annual Report. It includes messages from the Chairman and CEO highlighting key achievements and financial results for the year. Some highlights include revenues increasing 29% to $1.997 billion and net profit up 267% to $368 million. EBITDA grew 172% to $552 million. Cash returned to shareholders increased 325% to $238 million. Operational efficiency improved by 11% and safety awards were received. Alba's IPO and listing on stock exchanges in Bahrain and London created a new phase of growth.

1. Annual Report 2010 1

2. His Royal Highness Prince His Royal Majesty King His Royal Highness Prince
Khalifa Bin Salman Al Khalifa Hamad Bin Isa Al Khalifa Salman Bin Hamad Al Khalifa
The Prime Minister The King The Crown Prince
of The Kingdom of Bahrain and Deputy Supreme
Commander
Annual Report 2010 2

3. Contents
2 Board of Directors
3 Executives
4-5 Chairman’s Message
6-8 CEO’s Message
9 Alba’s Operational Highlights
10 - 11 Alba’s Financial Highlights
12 - 15 Corporate Governance
16 - 17 Products and Markets
18 - 21 Safety, Environment, Security and Fire
22 - 23 Corporate Social Responsibility
24 - 58 Financials
Annual Report 2010 1

4. Board of Executive
Directors Management
Chairman
Mahmood Hashim
Al Kooheji
Chief Executive Officer
Laurent Schmitt
Mr. Fawzi A. Sh. Mohammad bin Mr. Osama M. Mr. Mutlaq H.
Kanoo Khalifa Al Khalifa Al Arrayedh Al Morished
Mr. David E. Meen Mr. Abdulaziz S. Mr. Yousif A. Taqi Mr. Homood A. Chief Chief Chief
Al Humaid Al Tuwaijri Financial Supply Chain Marketing
Officer Officer Officer
Tim Murray Isa Abdul Latif Jean-Baptiste Lucas
Al Ansari
Annual Report 2010 2 Annual Report 2010 3

5. Chairman’s Message from the
Chairman
Message 2010
“In 2010, the
2010 has been focus on operational
a year of recovery for efficiency and global
Alba and the aluminium competitiveness
industry after a ensured strengthened force for making 2010 ‘the Year of Recovery’.
challenging 2009 productivity” Their efforts enabled us in many cases
to work our assets efficiently while also
maintaining a sustainable development.
China saw continued growth, Western With the renewed confidence and In conclusion, it gives me much pleasure
Europe witnessed buoyant industrial resurgence in the industrial sector, we to express my gratitude to His Majesty
production and the key construction and foresee that the fundamentals for growth the King of Bahrain, King Hamad bin Isa Al
automotive industries expanded apace. are strong, though the potential for Khalifa; the guidance of His Royal Highness
With the gradual stabilisation of the world’s medium-volatility will remain a concern the Prime Minister, Prince Khalifa bin
major developed economies in 2010, Alba due to persistent economic conditions. Salman Al Khalifa; the support of His Royal
seized this opportunity to focus on its Highness the Crown Prince and Chairman
organic growth and will continue this focus By remaining true to our core strategies of the Bahrain Economic Development
throughout 2011 as the world becomes and beliefs, we have entered 2011 in a Board, Prince Salman bin Hamad Al Khalifa,
more reliant on metals and minerals, and strong position to benefit as the demand and the Government of the Custodian
in particular aluminium. This commitment for aluminium rebounds. We remain of the Two Holy Mosques, His Majesty King
towards sustainable development is the long-run requires a balanced approach confident in the underlying value of what Abdullah Ibn Abdul Aziz Al Saud of the
integral to our daily operations, to our to investing in growth and returning cash we have built, and our investors can be Kingdom of Saudi Arabia, without whose
legacy and future. to shareholders while maintaining a strong assured that the company is in a position to support Alba’s accomplishments would
100 89 balance sheet. deliver on that promise and see Alba’s value not have been possible.
80 We achieved an exemplary performance reflected in the stock. Revenues
60 in 2010 underlined by several milestones:
Revenues scored BHD 751 million [US$
2010 was a milestone year in Alba’s
history as the company readied itself for As we move into 2011, Alba will continue
increased
40
20
21 1,997 million], a 29% y-o-y increase; EBITDA meeting the opportunities of the future. to build on its reputation for technical The driving force 29%
recorded BHD 208 million [US$ 552 million], The launch of Alba’s Initial Public Offering excellence and have the building blocks behind Alba’s success is
0 a substantial increase by 171% as compared (IPO) and listing on both the Bahrain for taking the company into a new era ‘to underpinned by its devoted
2009 2010 to 2009 while Net Income stood at BHD 138
million [US$ 368 million] compared to a loss
Bourse and London Stock Exchange become one of the largest smelters in the
world’. As we work towards realisation
workforce 850,700
present a vital springboard for realising
of BHD 83 million in 2009 [US$ 220 million]. the company’s global ambitions. The IPO of this vision, we ensure that with effective metric tonnes
Cash Back
to Shareholders In 2010, the focus on operational efficiency
received a positive response from retail and
institutional investors in less than a year
procurement and supply integration, we
are placed to maximise production across
of net finished
(BHD million) and global competitiveness ensured following the global financial crisis. our products to meet customers’ needs. products
strengthened productivity to have net
finished products of 850,700 metric tonnes As always, I am grateful to our Board
– exceeding the projected volumes by of Directors for their stewardship and
1,537 metric tonnes. leadership in supporting the investments
and strategies required for our long-term
Alba remains committed to efficient capital success. I also extend my appreciation to
management – we strongly believe that to our workforce in Alba for their efforts
serve the best interest of shareholders in which have proven to be the underlying
Annual Report 2010 4 Annual Report 2010 5

6. Message Message
from the CEO
from the CEO 2010
2010 saw Alba In 2010 the global economic recovery global player in the market with an
recording an exceptional resulted in a significant increase in
aluminium consumption which allowed
appetite for future growth. Alba’s stock
being publicly traded enables the
recovery and creating Alba to capitalise on the improved market
conditions as well as leverage maximum
company to compete more effectively in
international markets as well as to
a defined pathway benefits from our STAR performance
improvement programme.
capitalise increasingly on worldwide
opportunities.
for sustainable growth Alba benefited from the appreciation
in aluminium price from US$ 1,665 per
“Alba was
metric tonne in 2009 to US$ 2,173 in 2010.
The STAR programme had a favourable
pleased to receive,
impact of BHD 38 million [US$ 100 million] for a fourth consecutive
by focusing on 3 main areas (Operational
Excellence, Sales and Marketing, and year, two prestigious
Working Capital management). Through
Operational Excellence we were able to awards for safety in
improve our organisational efficiency by
11%. In Sales & Marketing, we were able to
the workplace” Alba continues to demonstrate its Organisational
improve our Value Added products sales by
43% and on Working Capital Management Furthermore, it completes Alba’s
commitment to corporate social
responsibility through serving the efficiency
we were able to reduce Accounts
Receivable and Inventory days by 12% and
evolution into a purely commercial entity
and fosters the company’s long-held
local community of Bahrain and giving
unwavering attention to protection of its
improved by
19%, respectively. commitment to transparency and sound environment. Among its many activities 11%
corporate governance. throughout 2010, Alba partnered with the
Based upon the 2010 achievements, Bahrain International Circuit to encourage
EBITDA reached BHD 208 million [US$ 552 In 2010, we increased our focus on the growth of motorsports in the Kingdom; Cash back
million] compared to BHD 76 million [US$
203 million] in 2009 while the generated
operational efficiency and risk
management with a particular emphasis
participated in a number of training-
related activities for the country’s youth; to shareholders
Free Cash Flow was BHD 186 million
[US$ 495 million] versus BHD 105 million
on compliance and continuous
improvement on different angles from
and continued involvement in community
services such as hospital visiting and first
of BHD 89
[US$ 279 million] in 2009. These financial employee health to safety. Alba was aid and safety awareness campaigns. million
results enabled Alba to pay cash back to pleased to receive, for a fourth consecutive
shareholders of BHD 89 million [US$238 year, two prestigious awards for safety As we move towards 2011, the company
million] during 2010 as well as reduce in the workplace from both British Safety seeks to capitalise on 2010 achievements
overall debt profile by BHD 70 million [US$ Council and the Royal Society for the by maximising the sale of Value Added
185 million]. In addition, a new dividend to Prevention of Accidents. products; achieving an operational
be paid in April 2011 of BHD 62 million [US$ performance improvement of BHD 64
164 million] has been approved by the Alba million [US$170 million] in 2011 against
Board. Alba partnered 2009 thanks to the continuation of the
with the Bahrain International STAR programme and the introduction
A further landmark in 2010 was the Circuit to encourage the of a Six Sigma approach throughout
launching of the Initial Public Offering (IPO) the company; completing its strategic
and the dual listing in Bahrain Bourse and
growth of motorsports sourcing of raw materials such as alumina,
London Stock Exchange. These momentous in the Kingdom green petroleum coke and liquid pitch
steps mark a new phase for the company’s competitively; and undertaking
operations and highlight Alba’s role as a
Annual Report 2010 6 Annual Report 2010 7

7. Message Operational
Highlights
from the CEO
2010
feasibility studies for CREEP expansions on
Lines 4 and 5 with the aim of increasing
productivity whilst determining the most
December
suitable technology and energy sources • Alba signs agreement with BIC for Speed Weekend
to maximise economic return on any
proposed new reduction line.
September
• HRH Crown Prince official patron of Metal Bulletin’s
25th International Aluminium Conference
“Exceptional • Alba participates in Economic Development Board’s Paris Road Show
contribution in
April
ensuring Alba’s success • Alba wins International Safety Award for the fourth time
in raising operational • Alba appoints Bahraini as new Chief Supply Officer
performance and February
profitability during • Alba’s SMART Centre praised by November
Continuation of the year” Health Ministry Officials
• Alba & BIC announce new
• Alba converts
into a public
‘STAR programme’ partnership company
& introduction • Alba’s shares
listed on Bahrain
of ‘Six Sigma May Bourse and
approach’ • Alba becomes the
first company in
London Stock
Exchange
GCC to launch SAP • Alba appoints
services through new Chief
Operational I remain thankful for Alba’s workforce Blackberry Marketing Officer
performance who remains behind making it all happen.
This driving force is integral to achieve
• Alba wins
prestigious
improvement the company’s overall objectives. For
that purpose, Alba believes in offering its March
Royal Society for
the Prevention of
of BHD 64 employees training as well as rewarding • Alba sets new Accidents Gold
million opportunities for personal and professional
development.
production milestone
• Alba sets major
Award
safety record at
I take the opportunity to thank the Calciner and Marine
Chairman of Alba, all the Members of the
Alba Board of Directors, the Executive
Management Team, the Alba Labour Union
and each and every Alba employee for their January
exceptional contribution in ensuring Alba’s • New CEO onboard
success in raising operational performance • Alba
and profitability during the year. receives IFTDO
international
HR Award
Annual Report 2010 8 Annual Report 2010 9

8. Financial Net Profit (US$ million)
450
300
368
Highlights
150
• Net Profit increased by 267% to US$ 368 million -220
0
• This solid performance was at large
due to higher EBITDA levels 150
• 267% Y-o-Y Growth 300
Dec 31 Dec 31
2009 2010
2000
1,997
750 Shareholders’ Equity 2000 1,739
1,858
1600 1,549 600 552 (US$ million) 1600
1200 450 1200
• Shareholders’ Equity reached US$ 1,858 million 800
800 300 203 due to higher levels of Net Profit resulting in an increase
400 150 in Retained Earnings 400
0 0 • 7% Y-o-Y Growth 0
Dec 31 Dec 31 Dec 31 Dec 31 Dec 31 Dec 31
2009 2010 2009 2010 2009 2010
Revenues (US$ million) EBITDA (US$ million) 250 238
• Revenues increased by 29% due to a dramatic • EBITDA outstanding performance was Cash Payback to 200
shift in LME, Product Mix as well as Pricing Power driven mainly by higher Revenues Shareholders (US$ million) 150
• The changes in the Product Mix are mainly due to • Cost management initiatives played a major
100
an increase in Value Added products and Liquid role contributing to higher EBITDA levels • Cash Payback to Shareholders increased 56
Metals with a decrease in Commodity products • 172% Y-o-Y Growth mainly because of higher level of Free-Cash flow (FCF) 50
• 29% Y-o-Y Growth • 325% Y-o-Y Growth 0
Dec 31 Dec 31
2009 2010
500
495 1250 1,115 250
894
400
279
1000
Equity Ratio (%) 200
300 750 150 140
125
200 500 • Total Assets remained almost unchanged 100
100 250 compared to 2009
• Shareholders’ Equity increased by 7% resulting 50
0 0 in an improvement of the Equity ratio 0
Dec 31 Dec 31 Dec 31 Dec 31 Dec 31 Dec 31
2009 2010 2009 2010 2009 2010
Free Cash Flow (US$ million) Net Debt (US$ million)
100
• Free Cash Flow amounted US$ 495 million due to • Net Debt decreased by (20%) compared to 2009
a major increase in cash generated from operations • This decrease is mainly attributed to repayments 80 64
• 77% Y-o-Y Growth of long-term loans and reduction in short-term 60 48
Revolving Credit as well as a net increase Leverage Ratio (%) 40
in cash & cash equivalents
• Leverage ratio improved due to a higher Equity 20
• (20%) Y-o-Y Growth
ratio and lower Net Debt ratio 0
Dec 31 Dec 31
2009 2010
Annual Report 2010 10 Annual Report 2010 11

9. Corporate Corporate
Governance
Governance Statement
2010
Statement In December 2010, the
Board approved a revised Code
of Conduct of the Company,
setting out required ethical • Statutory Audit by our External Auditors,
conduct for all employees and discussion by the Board Audit
of the Company Committee of the results of the statutory
audit, including a review of the financial
performance, any changes to disclosure,
Relevant information about the Principle 1.8 of the Code recommends that Principle 5.3 of the Code recommends that a subsequent events review, important
corporate governance practices the Board should report to the shareholders the Board specify limits on the authority of accounting matters and other Internal
applied by the Company beyond that it has completed the evaluation of the CEO or other officers, such as monetary control matters.
the performance of the Board, and of each maximums for transactions which they may
those required by the laws committee. The Company has completed authorise without separate Board approval, • Review and formal approval of the
of Bahrain such evaluations and will report the same and that the Board review and agree a CEO financial results by the CFO, CEO, Board
to shareholders at the annual meeting. succession plan. The Company has adopted Audit Committee and Board.
The Corporate The Board of the Company has endorsed a “Levels of Authority” setting forth such
Governance Code complying with the non-binding Principle 2.3 of the Code recommends limits, and will submit a CEO succession • Monitoring by the Risk Management
Recommendations to the extent that the Board establish formal procedures plan to the Board for review and approval at department, of progress against agreed
was issued in March practicable in order to ensure that the for periodic disclosure and updating of the Board meeting due to take place in the actions for risks relating to financial
2010 by the Ministry of Company adheres to best practice in information by directors on conflicts of second quarter of 2011. reporting identified through the application
corporate governance.
Industry and Commerce interest and for advance approval by of Alba’s Board approved Enterprise Risk
disinterested directors or shareholders Principle 7.1 of the Code recommends that Management Framework. The BAC reviews
(MOIC) of Bahrain. Full Principle 1.1 of the Code recommends that in which a director has an interest. The the Company require its outside auditor changes to the risk profile, together with
compliance is required the Board adopt a formal charter. The Board Company has put such procedures in place, attend the annual shareholders’ meeting progress on actions for key risks on a
adopted such a charter in February 2011. quarterly basis.
for Bahraini public as reflected in the Board Charter. of the Company, and that the Company
maintain a website. The Company’s outside
companies by end 2011. Principle 1.3 of the Code recommends Principle 3.1 of the Code recommends auditor will attend the meeting, and the • Internal Audit Function, working
The Code contains that the Company should annually review that the members of the audit committee Company maintains a website. against a risk-based annual internal
the independence of each director. The meet certain financial literacy qualifications audit plan covering key controls. The
both binding directives Company has instituted procedures to and that the Board should adopt a In addition to the above, in December Chief Internal Auditor & Risk Officer
and non-binding review the independence of directors “whistleblower” programme allowing 2010, the Board approved a revised Code (CIA&RO) reports directly to the BAC. The
“Recommendations” annually (the first review took place in employees to raise concerns about financial of Conduct of the Company, setting out audit plan, budget, and methodologies
September 2010). or legal improprieties confidentially. The required ethical conduct for all employees are approved and monitored by the
members of the audit committee have the of the Company. Committee. On a quarterly basis, the BAC
Principle 1.5 of the Code requires the requisite qualifications and the Company reviews and discusses the internal audit
Board to ensure that directors’ concerns are has established a confidential hotline to findings, recommendations and agreed
recorded in the Board minutes and that any allow employees to raise such concerns. Description of the main features management actions, as well as progress
dissent from a Board action is noted. The of the Company’s internal control made against prior audit findings. Regular
Company follows this practice. and risk management systems meetings are held between the BAC
The company has in relation to the financial Chairman and the CIA&RO to discuss any
Principle 1.7 of the Code recommends that established a “whistleblower” reporting process matters that the Committee or Internal
each Board committee (the Company has programme allowing employees Audit believes should be discussed
the two committees required by the Code
– an audit committee and remuneration
to raise concerns about The Board through the Board Audit separately.
and nomination committee, which is financial or legal improprieties Committee (BAC) is responsible for
• Audits carried out by the National Audit
named the “Human Resources Committee”) confidentially ensuring a sound control environment.
Court, and by Shareholder Audit teams.
adopt formal written charters. The Board Monitoring of internal controls is provided
adopted the Board Audit Committee through a number of internal and external
assurance providers, including: • Board and sub-committee approval
charter in March 2009 and the Human and monitoring of Operating, Financial,
Resources Committee charter in December Manpower and other Plans.
2010.
• Executive and Management monitoring
activities (including the monitoring of Key
Performance Indicators).
Annual Report 2010 12 Annual Report 2010 13

10. Corporate Corporate
Governance Statement Governance Statement
2010 2010
Description of the composition “The CEO
and operation of the Company’s
administrative, management
convenes a weekly
and supervisory bodies and their executive committee
committees
of all Chief Officers
The Company is governed by a Board
of Directors. The Board has ten positions
and a weekly extended
(nine members plus one vacancy); all
current directors are outside directors. The
executive committee
Board operates in accordance with the
laws of Bahrain, the Memorandum and
of all Chief Officers and
Articles of Association of the Company,
Principal risks and uncertainties
selected managers”
and its charter. The Board of Directors
has two subcommittees. The Board Audit faced by the business
Committee, which carries out the Board’s • The Company’s competitive position in
audit function in accordance with the • The cyclical nature of the Company’s the global aluminium industry is highly
committee’s charter, has five members, industry has historically meant that there dependent on continued access to
each of whom has a financial and/or is significant aluminium price and demand competitive and uninterrupted natural gas
audit background. The Human Resources volatility, and a general production supply; an increase in the price of natural
Committee, which carries out the Board’s overcapacity; gas, or interruption in its supply, could have
nominating and remuneration functions a material adverse effect on the Company’s
in accordance with the committee’s • The Company has no control over a business, financial condition, results of
charter, has three members, all of whom number of factors that affect the price operations and future prospects;
are outside directors. Relevant members of aluminium;
of management attend Board and Board • The Company’s business may be affected
committee meetings. • The Company operates in an industry by shortages of skilled employees,
that gives rise to health, safety, security (including management), labour cost
The Company is headed by a Chief and environmental risks; inflation and increased rates of attrition;
Executive Officer (CEO), who has four Chief
Officers reporting to him (Chief Financial • Fire, equipment breakdown, civil strike or • The Company depends on the provision
Officer, Chief Operating Officer, Chief unrest, or loss of gas, power or other utilities of uninterrupted transportation services
Supply Chain Officer, and Chief Marketing may result in loss of operational capability for the transportation of raw materials
Officer). Each Chief Officer has a number or shutdowns for significant periods. and finished products across significant • The Company’s strategy includes growth
of Managers reporting to him. The distances. Prices for such services and expansion of its operations, as well as
Company has a Chief Internal Auditor and • The loss of any of the Company’s current (particularly for sea transport) could cost savings initiatives, which may not be
a General Counsel/Corporate Secretary, two largest customers, or its inability to increase; achieved on time or on budget;
each of whom report directly to the recover the receivables due from either
Chairman of the Board. of them, or the long-term loan extended to • The Company has a number of hedging • The Company does not insure against
one of them may have a material adverse contracts, and has historically experienced certain risks, and some of its insurance
The cyclical nature The CEO convenes a weekly executive effect on its financial condition and future significant mark-to-market and realised coverage may be insufficient to cover
of the Company’s industry committee of all Chief Officers and a weekly prospects; losses from certain of the Company’s actual losses incurred;
has historically meant extended executive committee of all Chief derivative positions;
Officers and selected managers. • The Company relies on third-party • Changes in laws or regulations, or a failure
that there is significant suppliers for certain raw materials, and • The Company is exposed to foreign to comply with any laws or regulations, may
aluminium price and any disruption in its supply chain or failure currency fluctuations, which may affect its adversely affect the Company’s business;
demand volatility and a to renew these contracts may have an financial condition;
general production adverse impact on the Company’s financial
overcapacity condition, results of operations and future • There is a high level of competition in the
prospects; GCC aluminium market, and the Company
may lose its market share in the GCC as
its competitors increase their production
levels;
Annual Report 2010 14 Annual Report 2010 15

11. Products Products
and Markets
and Markets 2010
Geographical
Footprint
Highlights for 2010
On physical markets, the overall trend
has been well oriented in 2010 with key 2010
fundamentals supporting the demand: Metal Sales
• Copper prices remain high and continues
US$ 1.933 Billion
to speed substitution effects in favour of
aluminium (specially on the rod and cable
market).
• Automotive and packaging downstream • Casthouse 1 was completely
markets have been performing well in decommissioned on December 31, 2010
Europe and in Asia. and all operations are now concentrated By Product Line
in cast house 2 (slabs, foundry alloys and
• Chinese demand continues to outpace standard ingots) and cast house 3 (billets).
the increases in production and capacity.
Downstream Markets
2,600 Our downstream markets are producing
2,500 a wide area of products:
2,400 • Our billets are sold to Aluminium
2,300 Alba is now operating extruders who are using the versatile
2,200 at full capacity on Value properties of aluminium alloys to create
Added products profiles in all shapes and sizes that are
2,100
mainly used in building applications,
2,000 such as window frames or structural
1,900 components. A growing share of
Jan Feb Mar Apr May Jun July Aug Sep Oct Nov Dec aluminium profiles is also used in cars or
vehicles where light weighting is becoming
a priority. Aluminium components give
LME Monthly Market demand should continue to be Casthouse 2010 Performance shock absorption as well as mechanical
Cash Average Trend strong in 2011: all capacity has been
contracted and Alba will aim at maximising
The casthouses have achieved a good
performance in 2010 and improved on
strength capabilites for a lighter weight
than the equivalent properties of pieces Billets
(US$ mt) its output of Value Added products.
The overall market continues to be in a
several key parameters: produced in steel.
production
surplus position but this is primarily on the
commodity ingot side whereas there is a
• Billets production reached 313,000 metric
tonnes which is 123,000 metric tonnes
• Our slabs are used by rolling mills to
produce foilstock which is then rerolled
reached
shortage on the Value Added product. improvement versus 2009, slabs volumes into household foil or packaging material 313,000 mt
reached 113,000 metric tonnes (slightly used in food or pharmaceutical industries.
On the price side, despite concerns on below 2009) and foundry alloys output was Other types of slabs are rolled into plates or
the markets related to European sovereign 107,000 metric tonnes up by 42,000 metric
tonnes from the previous year.
sheets used in the general engineering or Overall Value
debts which have triggered a small building industry.
correction in November, the trend has Added production
been bullish since mid-2010 with Q4
average cash at US$2,343 mt* well above
• Overall Value Added production was
534,000 metric tonnes, which is significantly
• Our foundry alloy ingots are used by
automotive components manufacturers.
534,000 mt
Year Average at US$2,173 mt (as per the higher than in 2009 (379,000 metric They use them to cast wheels or engine
above). tonnes). blocks.
*mt stands for metric tonnes
Annual Report 2010 16 Annual Report 2010 17

12. Safety, Safety, Environment,
Environment,
Security & Fire
2010
Security and Fire
Safety is an integral component company’s work environment. The newly As part of the company’s on-going staff
of Alba’s work culture: it defines re-structured department now reports development programme, many of the
directly to the CEO, and thereby underline department employees participated
the way the company operates,
underlines the processes involved
the high priority given to safety at the “many of in local, regional and international
in meeting organisational
corporate level.
the department conferences, seminars and workshops
during 2010. To further ensure on-going
goals, and shapes the dynamics
Vision Statement: that characterise Alba’s work
This move embodies the philosophical
foundations enshrined in the Alba employees participated knowledge enhancement, a new corporate
SESF training package for all of Alba’s
To be the world’s environment. Charter, and will seek to enhance
effective standardisation of safety systems
in local, regional employees has also been incorporated into
the training calendar for the coming year.
leader in workplace
safety, health and
Alba places such a high premium on throughout the company. In addition,
in 2010, five safety committees, including
and international
environmental systems
safety that the Alba Charter explicitly
states that ‘safety has equal importance to those for risk assessment and personnel
protection, were also set up to specifically
conferences, seminars External Impact
Alba’s commitment to safety and
requires sustainable
production, cost, morale and quality, but
if you don’t work safely – you don’t work address improvements to the overall and workshops” environment, success in implementing
policies, and generating results to the
commitment, here!’ safety system.
benefit of the larger community, has gained
continual support and international recognition. The company
This level of emphasis necessitates Empowerment and Knowledge has received awards from the prestigious
active involvement the formation of a clear organisational During the year, a new corporate safety British Safety Council and Royal Society
from all levels of the structure to ensure only the highest safety strategy for the year 2011 was developed as for Prevention of Accidents (RoSPA) for the
standards are maintained throughout
organisation the organisation at all times. The Safety,
the result of a series of intensive meetings fourth consecutive year.
organised between employee committees
Environment, Security and Fire (SESF) and the Alba Labour Union. The strategy Membership in the International Alba took part in the
remains the main channel for actualising
Alba’s goal of safety at the workplace and
later received endorsement from the Aluminium Institute in London and the AFED Annual Conference,
safety as an occupational behaviour.
senior management and is expected to be Gulf Aluminium Council’s Environment, “Water: Sustainable
implemented in the coming year. Health & Safety Committees have given
Alba the opportunity to share experiences
Management of a Scarce
As a result, safety professionals employed with its peers in the industry as well as Resource”
by the department remain responsible for Unwavering commitment present and propose new ideas and best
conducting regular inspections, motivating to strengthen processes that practice. As a member of the Arab Forum
employees to act safely, liaising with the safeguard and enhance for Environment Development (AFED), Alba
training centre to organise courses on
safety, and inspiring an all-round safety the company’s work shared four environmental case studies
environment as an input for the AFED Annual Report –
culture throughout the company. Green Economy.
Organisational Enhancement In addition, five delegates from Alba took
Alba’s decision to restructure and centralise part in the AFED Annual Conference,
activities relating to Safety, Environment, “Water: Sustainable Management of a
Security and Fire (SESF) into a single Scarce Resource.”
department follows the company’s
unwavering commitment to strengthen
processes that safeguard and enhance the
Annual Report 2010 18 Annual Report 2010 19

13. Safety, Environment, SESF
Strategy
Security & Fire
2010
2011
“Alba’s ultimate
goal of achieving zero Safety Fire
harm throughout the One of the key objectives for 2011 is to
evaluate the effectiveness of Alba’s safety
Alba will intend to upgrade its fire fighting
facilities and equipment to ensure their
plant will be progressed culture with the support of a leading global
consultancy. The result of this initiative will
ability to combat existing fire risks as
well as support the safety requirements
in 2011 through an lead to a three-year safety strategy to set an
industry wide benchmark on minimising
of a company of Alba’s size. The SESF
Department will be the main coordinator
extensive study” injury frequency. between Alba and FM Global, and will
provide expert advice in influencing annual
A dedicated team will be set up to identify insurance premium reduction.
FM Global Insurance the top 10 safety risks in the company, and
Since October 2010, SESF was given propose clear guidelines to mitigate risk
the responsibility for coordinating with levels. In addition, greater emphasis will be
FM Global Insurance in evaluating risk made to enhance safety culture throughout
management solutions, establishing loss Alba through training opportunities, safety
prevention solutions and safeguarding campaigns, regular inspections, traffic
the company against loss. The agreement awareness programmes, etc.
with FM Global Insurance will also
involve Alba’s operational departments Security
in minimising risks and ensuring minimal Alba’s security procedures and processes
business disruption. will be upgraded in 2011 to include the
setting up of new and improved fencing
facility around the Alba plant, the Calciner
Environment Future Goals and the Marine jetty. The new fences will
Since 1994, the SESF actively participates in promoting Alba’s ultimate goal of achieving zero be equipped with sophisticated CCTV and
department has environmental issues throughout the harm throughout the plant will be will be directly linked to a dedicated control
played a key role in company and also in the larger community. progressed in 2011 through an extensive room to enhance the level of security
Over the past twelve months considerable study on Alba’s safety management
successfully extending success has been achieved in utilising system by leading global consultancy,
around Alba.
Alba’s green space treated sewage water for irrigating Alba’s DuPont Sustainable Solutions. The result Environment
green areas with a net result of a 1 hectare of the study will determine the essential Alba will continue its efforts to expand
increase in green cover as compared to factors that influence improvement in the green space within the plant. A study
2009. Since 1994 the department has safety programmes and in establishing will be undertaken in 2011 to assess the
played a key role in successfully extending development action plans. waste management system with the aim
Alba’s green space to a total of 24 hectares.
of reducing landfills, increasing recycling
activities, and obtaining cost effective
The reduction, recycling or selling of waste
solutions in handling waste.
has also been studied with the aim of
eliminating ecologically harmful practice of A dedicated team will be
utilising landfill sites. This has resulted in the set up to identify the top 10
attainment of higher return on the sale of safety risks in the company,
waste, success in selling cut grass for animal and propose clear guidelines to
feed, and a cleaner environment. mitigate risk levels
Annual Report 2010 20 Annual Report 2010 21