The Value of sustainability

, Abstract. As the market place becomes increasingly competitive and there is a need to be able to differentiate oneself as a high performer. Andrew Vaughan the CEO of Redevco stated ‘Greening our portfolio over the next two years is not only environmentally the right thing to do, it also makes sound business sense.’ Buildings built and/or managed to sustainability standards, such as BREEAM have been shown to minimise risk and generate maximum profit via: UK valuers do not think we are paying a premium for green buildings but having to give a discount because the building is not performing well. This gives a convincing business case for new build where the certification process leads to a high-performance building. However, what about the existing building stock? Is the operational environmental performance of an asset reflected by its investment performance? This paper describes a new research project which aims to test the Hypothesis – Better operational performance in-use leads to improved investment performance of commercial offices. Improved operational performance goes “hand-in-hand” with environmental performance; where the performance can be illustrated by certification and labelling schemes.

We strive to deal with everyone in a fair and open manner, and our employees strive to conform to the spirit and intent, as well as the technical requirements, of all contracts we enter into and all laws, regulations and rules that govern us.
We support sustainable development, and we willingly accept our obligation to constantly improve our methods of harvesting the world's resources to the benefit of our shareholders, employees, customers, local communities and all others who use or enjoy nature's bounty.
We value our reputation and the trust and confidence placed in us. If a problem arises, we will deal with it in a lawful and proper manner, we will act to alleviate it, and we will respond with support to those affected. Our mandate is to create value for our stakeholders while continually improving our performance as a good corporate citizen and a leader in our industry.
We take these commitments seriously, and our management and Board of Directors will make every effort to foster a culture at Teck Cominco to support and honour them. We will communicate to all our employees, officers, directors and other representatives that Teck Cominco expects and requires that their actions and conduct comply with this Charter and all polices undertaken to further its objectives.

COdE Of BUSINESS, ENVIRONmENTAL ANd hEALTh ANd SAfETY PRACTICES
To implement its Charter of Corporate Responsibility, Teck Cominco will: 1. Obey the law and conduct all business in an ethical manner, meeting or exceeding Teck Cominco's Code of Ethics.
2. Ensure that no discriminatory conduct is permitted in the workplace and that all decisions on job selection, advancements and promotions are unbiased and based solely on merit and ability.
3. Strive to identify and eliminate or control all safety and health hazards and monitor worker health performance to continually reinforce a company-wide commitment to excellence.
4. Conduct its operations in a sound environmental manner, seeking to continually improve its performance and incorporate policies for pollution prevention and waste minimization into its daily action.
5. Conduct regular environmental, health, safety and emergency preparedness audits and identify and resolve all shortcomings.
6. Continually improve its environmental, health and safety management systems, policies and controls, ensuring that these are fully integrated into each operations' business plan.
7. Include closure and reclamation plans as a critical component of all development projects. Undertake progressive reclamation at operating mines and reclaim dormant sites to ensure longterm protection of the environment.
8. Encourage the safe use, reuse and recycling of its products.
9. Support and conduct research to improve environmental, health and safety performance at its operations and to enhance its products for the economic, social and environmental benefit of people everywhere.
10. Foster open and honest dialogue with all of its stakeholders, respect the rights, interests and aspirations of local indigenous people and seek out and listen to those in the community who are affected by its operations.  (closed Sept. 2002) Pogo mine (in construction in 2005) Quintette mine (closed Aug. 2000) Lennard Shelf mine (in preparation Highland Valley Copper mine for re-opening) Teck Cominco strives to achieve continuous improvement across a broad range of sustainability initiatives. In order to monitor our progress in meeting corporate sustainability objectives, we use various indicators across the different aspects of sustainability (environmental, social, and economic). The adjoining table provides a snapshot of performance trends over time.
In 2006, we have used the GRI Guidelines to conduct a comprehensive review of our economic, environmental, and social impacts, both negative and positive. In general, we have performed well in community engagement and environmental stewardship. However, we have identified opportunities to improve our performance across operations by expanding our management systems, sharing knowledge and best practices, and incorporating a broader set of indicators to measure progress and communicate performance.
Our performance in 2005 was marked by both excellent achievements and unfortunate events.
Maintaining our social licence to operate is the cornerstone of our business strategy, and, to that end, we strive to incorporate the principles of sustainability through all aspects of our activities.

COmmITTEd TO EmPLOYEE SAfETY ANd hEALTh
Although Teck Cominco is committed to the highest level of performance in employee safety and health, it is with great sadness that we report two fatalities in 2005: one at the Greenhills mine involving a dozer operator and the other at Trail Operations involving a contractor.
In the current year (2006), we also deeply regret the four fatalities in May, which occurred at our closed Sullivan mine in Kimberley. A Teck Cominco employee, an environmental consultant working for Teck Cominco, and two provincial paramedics died in this tragic accident. On behalf of Teck Cominco and all our employees, we express our most heartfelt condolences to the families and loved ones of the victims. Teck Cominco worked closely with the BC Ministry of Energy, Mines and Petroleum Resources, which has identified the cause and made recommendations to ensure a similar tragedy can be avoided in the future. Preventative measures were immediately put into place at all our operations to ensure this type of incident never occurs again. The mines ministry inspector has also recommended preventative measures for the entire Canadian mining industry.

fROm OUR CEO ANd ChAIRmAN
Today, meeting the needs of the present without compromising the ability of future generations to meet their own needs is a central focus of our strategy.
Our viability as a company depends upon our ability to create value for our shareholders and other stakeholders through converting natural capital to economic wealth and by meeting society's demand for mineral products. By building wealth and prosperity, Teck Cominco contributes to human development, socioeconomic infrastructure and the creation of opportunities for people in the communities and regions in which we operate.
In 2005, our financial results exceeded expectations with net earnings of over $1.3 billion and cash flow of $1.7 billion. These extraordinary results combined with financial discipline enable Teck Cominco to contribute to sustainability on many fronts. Although the pursuit of sustainability is often regarded as a long-term agenda, global challenges to the environment, to human health and well-being and the equitable distribution of wealth underscore the need to take concerted action to advance the sustainability agenda in these prosperous times.
Teck Cominco's business strategy is to enable our people to recognize, analyze and act on opportunities to create value and make Teck Cominco a better company. Maintaining our social licence to operate is the cornerstone of our business strategy, and, to that end, we strive to incorporate the principles of sustainability through all aspects of our activities. As operators of a large mining and metals company, our management team recognizes that Teck Cominco must be a positive force in the pursuit of sustainability. We know that how we plan and carry out our activities can ensure the safest working conditions for our people, demonstrate responsible environmental care and natural resource stewardship, create socioeconomic opportunities and protect cultural values in communities.
The decision to apply the Global Reporting Initiative (GRI) Draft "G3" Guidelines to Teck Cominco's 2005 sustainability reporting reflects our commitment to identify, monitor and report more fully on those aspects of our activities that significantly influence our contribution to sustainable development. In past years, our sustainability reports have articulated our policies and commitments while specific performance reporting was limited mainly to safety, health, and environmental aspects. Through this report and our future sustainability reporting, Teck Cominco's goal is to comply fully with GRI reporting standards. We continue to strive to do all we can to ensure the safety and health of our employees and contractors. Our objective is to perform in the top quartile of our industry. To reinforce and improve our ability to achieve this objective, Mike Filion was appointed Vice President of Environment, Health and Safety, an expansion of his previous responsibilities for the environmental affairs of the company. In addition, Mark Thompson was appointed Director of Safety and Health to expand our management capacity to ensure consistent application of our EH&S standards and best practices throughout the company. Several initiatives have been introduced to enhance our safety and health culture and performance through improved training, communication, and incident evaluation and reporting.

ImPROVING ENVIRONmENTAL PERfORmANCE
Teck Cominco strives to continuously improve its environmental performance through its environmental management systems, training and implementation of best practices and technologies. In 2005, our operations experienced 25 permit non-compliance events. While this was an improvement over the 35 in 2004, we need to continue our efforts to reduce this number. This is a high priority for our operations, where management performance is evaluated, in part, on operational environmental performance.
In recent years, significant concerns have been raised regarding potential impacts to the Upper Columbia River and Lake Roosevelt in Washington State resulting from the historic discharges of slag from the Trail Operations. Although Teck Cominco operated in compliance with Canadian laws, the United States Environmental Protection Agency (U.S. EPA) initiated proceedings in 2003 seeking to apply U.S. environmental laws on our Canadian operations. Teck Cominco offered to carry out studies to determine whether any significant impacts from its Trail operations may have occurred and in June 2006, Teck Cominco American Incorporated entered into a voluntary agreement to fund a remedial investigation and feasibility study, which will be carried out under the oversight of the U.S. EPA.

AdVANCING RESOURCE STEWARdShIP
Teck Cominco believes that its future competitive advantage will depend in part on developing and introducing technologies that improve our ability to find, extract, process and steward mineral resources throughout the product life cycle. Over the last several years, we have invested over $90 million in the development of our environmentally beneficial hydrometallurgical (Hydromet) refining technology. This technology is currently being scaled up for initial commercialization at a Companhia Vale do Rio Doce (CVRD) operation in Brazil. In June, 2006, we commenced a study to assess the feasibility of establishing a Hydromet facility at our Highland Valley Copper mine in British Columbia.
Although Teck Cominco's core competencies are predominantly focused on mineral exploration and mining and metals refining, we are also pursuing opportunities to add value for our shareholders and contribute to sustainability through research and development. At our Product Technology Centre, located in Mississauga, Ontario, we are working with our customers and others across industry to improve battery design, efficiency and production methods. Our expertise in this area has resulted in the commercialization of lighter, more powerful batteries for use in many applications. Today, we believe that collaborative work in developing zinc-air battery technologies may lead to a significant new energy source that is zero-emission and fully recyclable. If successfully commercialized, this technology could create societal benefits, a new market for zinc, and new business opportunities for the company.
At our Trail Operations, we are utilizing existing facilities to enter the electronic waste recycling business. Although modest in comparison to the overall need for recycling, this new business will expand the range of services offered to our customers, create a potential new source of recycled "urban" ore for our Trail smelter, and reduce the volume of metals being lost to landfills throughout North America.
We have invested over $90 million in the development of our environmentallysuperior hydrometallurgical refining technology.

SUSTAINING COmmUNITIES
Establishing low-cost, long-life operations that serve as stable economic engines to support regional development, has enabled Teck Cominco to contribute to the sustainability of communities near our operations. Our approach to sustainability begins with our exploration group, who introduce our company to local communities and build respectful and cooperative relationships.
At all our operations, we procure local goods and services and create employment opportunities. In Peru, the Antamina mine, located in a country where poverty is widespread, generated over US$650 million in wages, taxes and local procurement in 2005. As part of its commitment to local communities, Antamina, through its own efforts and the support of the Ancash Foundation, is contributing to community development initiatives in agriculture and irrigation, health care, education and technical training and tourism and recreation.
We also challenge our management teams to create, where possible, sustainable legacies that will carry on long after our mining activities cease. At our Highland Valley Copper mine, for example, we are pursuing a proposal to establish a long-term, state-of-the-art municipal solid waste management facility that will provide employment and business opportunities to support the local tax base for decades.

LOOKING fORWARd
Over the next year, we will assess the challenges and opportunities identified in this report and future actions based on their impact on Teck Cominco's sustainability footprint and on our ability to achieve timely, positive results. During this period, we intend to adopt a conservation and biodiversity policy, develop guidelines for local procurement, strengthen our commitment to transparency, and undertake external verification of our activities related to the Mining Association of Canada's Towards Sustainable Mining Initiative.
Over the next two to three years, our management team, with the support and encouragement of our Board of Directors, will undertake the following initiatives to advance our sustainability agenda: • Implement standard indicators for economic, environmental and social aspects in order to consistently track sustainability performance across the Company in accordance with the Global Reporting Initiative; • Institute a formal stakeholder engagement program that creates opportunities to inform and engage our employees, customers, suppliers, local communities, NGOs, investment professionals and indigenous peoples; • Advance technologies that will improve operations' resource efficiency, environmental performance, and product utility and recyclability.
Our journey to sustainability is a work in progress. We value your feedback and will consider your views as we go forward.
Our vision for Teck Cominco is that of a company that serves as a resource steward today and for the generations that will follow. We understand our responsibilities and believe the future holds exciting opportunities for Teck Cominco to be a leader in sustainability. Our accomplishments have been made possible by the spirit, dedication and efforts of our employees. We also wish to acknowledge the contributions of all stakeholders who have taken an interest in our activities. Our journey to sustainability is a work in progress. We value your feedback and encourage you to fill out and return the attached mail-in form included in this report so that we may consider your views as we go forward.

REPORT SCOPE
Teck Cominco is a diversified mining, smelting and refining group headquartered in Vancouver, British Columbia. We understand that the business we are in has the potential to create a significant environmental and socioeconomic footprint. As a global company, we operate as guests in our host communities where our impacts, both negative and positive, are a reflection of the Company's approach to managing its activities.
Teck Cominco Limited has produced annual sustainability reports since 2001. Our last report, produced in April 2005, was released via the Teck Cominco website in a condensed format. Additionally, more detailed site-specific data and reports are also available through the website.
With the exception of the significant events in 2006 discussed in the Message from the CEO and the Chairman, the current report covers the 2005 reporting year from January to December. Historical data from 2003 and 2004 have been included wherever possible. There have been no significant changes in measurement methods or information collection procedures used for this report from previous years. However, a number of gaps in data collection have been identified through this year's reporting process and we intend to address them in future reporting periods. This is our first sustainability report using the Global Reporting Initiative (GRI) Guidelines. These Guidelines, widely recognized as the international best practice for transparency and disclosure, have recently been revised into new "G3" Guidelines. This is Teck Cominco's first step towards achieving GRI-conformant reporting. It is the Company's goal to be able to report fully in accordance with the GRI Guidelines within several years. For more information on the GRI Guidelines, go to www.globalreporting.org.
Our use of the Draft G3 Guidelines demonstrates our commitment to sustainability and continuous improvement. In this regard, the Draft G3 Guidelines, the Technical Protocols, and the Mining and Metals Sector Supplement will provide the basis for a more specific strategy for our developing sustainability program over the coming years.
For this report we did not use the GRI's "Boundary Protocol" to set a boundary that defines which entities are included in the report. However, we will use this recommended protocol and process for future reporting efforts.

REPORTING PROCESSES
Although the systems necessary to comply fully with the Guidelines are not in place in all cases, we have followed them as closely as possible.
Our goal is to use this report to highlight our key sustainability initiatives, and to identify areas where we are challenged to meet the requirements. As one of the first companies to use the new Draft G3 Guidelines, we view this as a major stepping stone for our sustainability program and as a starting point for future planning and reporting efforts. We have focused on issues relevant to our sustainable development priorities-determined by our goals and targets set for 2005-and minimized duplication of material already covered in detail in our 2005 Annual Report.
Increased stakeholder engagement will be a priority for Teck Cominco in 2006/2007. Although our approach to stakeholder relations has been productive, we recognize that a more formal system for stakeholder engagement may yield additional benefits.
We report herein on all operational facilities where we have majority and/or operational ownership, and either disclose information or provide a narrative (where information is available) on joint venture operations. The content of this report has not been the subject of an independent assurance review.
For the reader's convenience, the GRI indicators have been compiled in tables at the end of each major section; economic, environmental and social performance, and a complete GRI Index appears in the Appendix. For further information regarding the content of this report and other Teck Cominco sustainability initiatives, please contact sustainability@teckcominco.com.

PROGRESS ON SUSTAINABILITY GOALS ANd TARGETS
The Sustainability Goals and Targets table offers a snapshot of our progress in 2005 in relation to our goals and targets for 2006/2007. We believe that the value of reporting can only be fully realized when we measure our progress against clearly stated goals and targets. Detailed information on our economic, environmental, and social performance is included in the following pages of this report.
Our approach to sustainable development recognizes that proactive social and environmental management creates real business value.

Strategy and Analysis OUR SUSTAINABILITY STRATEGY
We believe that our performance today is crucial to building tomorrow's relationships and opportunities. This report is not only a report card on our performance, it's also a "showand-tell" to share how we bring value to our stakeholders. Throughout the report, you'll read about success stories that demonstrate this value. Ultimately, we aim to be the company of choice -a company that delivers value to its stakeholders through sustainable operations.
At Teck Cominco, the journey towards sustainability means that we remain competitive and profitable. We strive to operate and plan strategically to maximize shareholder value while pursuing sustainability initiatives that address the needs of all our stakeholders.

A Steward for future Generations
We see clear value in operating our business in a socially just, environmentally responsible and economically sound way. Through our first GRI Sustainability Report, we demonstrate our long-term commitment to real progress by defining our sustainability goals, setting clear targets and measuring and communicating our key highlights and challenges.
Our approach to sustainable development recognizes that proactive social and environmental management creates real business value. Pursuing a cohesive, streamlined sustainability program helps to lower risk, improve reputation and access to opportunities, maintain our "licence to operate" and helps our customers meet their own social and environmental goals. In short, by acting responsibly, everyone benefits.
Our values and commitment to economic, environmental and social responsibility are expressed in our Charter of Corporate Responsibility. Whenever possible, we seek to proactively implement policies and programs that will enhance our economic, environmental, and social performance, using recognized "best practices" and input from our stakeholders.
As this is our first report using the GRI Guidelines, we do not currently collect all of the performance indicators suggested by the GRI. However, the reporting process has helped identify areas upon which we can improve and therefore set targets to measure our progress. Recycling -Continuously promote re-use and recycling.
-Our operations carried out significant recycling and re-use efforts (see section on Environmental Performance).
-Continue to improve best practices.
Emissions and Effluents -Ensure no significant environmental non-compliance.
-Achieved ( We currently have interests in many exploration and development projects in various foreign countries, with significant activities and exploration offices in Argentina, Australia, Brazil, Canada, Chile, Ireland, Mexico, Namibia, Peru, Sweden, Turkey, and the United States. In 2005, Teck Cominco reorganized the principal groups involved in advanced technologies into a new Technology Division. The division's mandate is to advance growth opportunities through the implementation of new technologies. The division works with internal and external customers to provide solutions for operations, particularly related to processing and the environment, and for customers who use Teck Cominco products and technology. This division includes Cominco Engineering Services Limited (CESL), Applied Research and Technology in Trail, and the Product Technology Centre (PTC) in Mississauga, Ontario.
Global Discovery Labs (GDL), a business unit if Teck Cominco, provides geochemical analysis and consulting to the mining and exploration industry. Our Vancouver laboratory conducts analyses on tens of thousands of samples yearly from properties around the world. GDL is involved in every stage of exploration and evaluation, and has been providing comprehensive, accurate and prompt analysis for over 30 years.
Corporate governance is an important priority for the directors and senior executives of Teck Cominco. The Board of Directors has a Corporate Governance Committee, and the Company's general counsel actively participates in the Committee's efforts to ensure that our corporate governance procedures are up to date and reflect the highest standards both in Canada and internationally. Our GRI governance performance is summarized below.

OUR COmmITmENTS TO ExTERNAL INITIATIVES
Teck Cominco participates in the Towards Sustainable Mining (TSM) initiative of the Mining Association of Canada (MAC). Conceived in 2000, the initiative is designed to improve the industry's environmental, social and economic performance. The program requires MAC member companies to commit to 17 guiding principles and to participate in a voluntary performance reporting program on crisis management planning, tailings management, external outreach, and energy use and greenhouse gas emissions management. The 2005 results for our Canadian operations are published as part of a member company report released in June 2006 and is available on the MAC website at www.mining.ca. Our self-assessment of our 2006 performance will be subject to external verification in 2007.
The Prospectors and Developers Association of Canada has led the development of the Environmental Excellence in Exploration (E3) e-manual of leading environmental practices. Teck Cominco was both a financial and a technical contributor to the project. All exploration personnel are encouraged to access the manual through the web at www.e3mining.com and to ensure all exploration activities are conducted with the highest regard for environmental protection. Contact and consultation with nearby communities are initiated at the early stages of all exploration projects.
Teck Cominco is a member of the International Zinc Association (IZA). Zinc is necessary for modern society and is essential to human health and well-being. The International Zinc Association works to enhance zinc's contribution to society and to ensure that its production and use respect the natural environment and meet the needs of society. The association has developed a Sustainability Charter (www. iza.com) and has developed four sets of guiding principles to assist member companies in the implementation of the charter. Guidance is provided for the development of environmental management systems, waste management, public reporting systems for environmental performance and the application of product stewardship principles.

ENGAGING OUR STAKEhOLdERS
Our stakeholders include our employees, shareholders, local communities, indigenous peoples, suppliers, nongovernmental organizations (NGOs), regulators, labour unions and the investment community. We are committed to open and honest dialogue with all of our stakeholders, and we seek to operate in a way that benefits all parties affected by our actions. Stakeholder engagement is spearheaded from the highest levels of the organization.

Governance, Commitments & Engagement
Teck Cominco 2005 Governance, Commitments & Engagement activities. Like us, they are learning that some of the greatest challenges and risks to our business are associated with earning and maintaining our social licence to operate. This is a particularly acute risk in the mining industry, where communities and interest groups can effectively block exploration or mine project development. Our ability to proactively address these risks protects our shareholders' investments and creates competitive advantages.
Our Customer's needs also change. Many of our customers, like those in the electronics and automotive industries, are becoming subject to extended producer responsibility laws and must be concerned with the product stewardship of their products at the end of their useful life. Customers are looking to their suppliers for solutions and are adopting green supply chains. This has become an opportunity for Teck Cominco as we begin to provide recycling services to the electronics industry. The e-waste recycling business has the added benefits of creating closer ties with customers, generating additional sources of inputs for our smelting and refining operations and meeting public demands for recycling and resource efficiency.
Communities that neighbour our operations represent significant opportunities to advance our contribution to sustainability. Through collaboration and support, we can help communities realize their own sustainable economic development goals. Similarly, support for health and wellness, public education, conservation and biodiversity initiatives demonstrate commitment, corporate social responsibility and dedication to the well-being of communities that in turn support our business activities.
In the past year, Teck Cominco has engaged a number of stakeholder groups in both formal and informal processes. Examples include regular meetings with indigenous peoples committees and partnership with government agencies tasked with environmental protection. Information on these and other initiatives can be found throughout this report.
Although our approach to stakeholder relations has been productive, we recognize that we need to continue to improve upon our system of stakeholder engagement to bring additional benefits-enhancing our efficiency in meeting goals and targets, increasing our "license to operate" and providing a stronger relationship with local communities. In the coming year, we will investigate ways to better understand the needs of our stakeholders, the processes to solicit their feedback, and our methods of consultation. We expect this to be a long-term process, and we hope that our commitment to sustainability reporting can aid in the development of strong and stable forms of stakeholder engagement. With many stakeholders holding legitimate interests in our affairs, we strive to be consistent in addressing their concerns, and we will factor reasonable expectations into our decisions and actions.
Our employees seek satisfying employment with challenges and opportunities for professional growth, quality of life and reasonable compensation. Often, prospective employees seek work that, while contributing to the well-being of society, provides a dynamic and rewarding work environment.
Our shareholders expect to maximize the financial value of their investment in our company. At the same time they rely on us to reduce risks associated with our business The Antamina mine-Generating Local Wealth and Prosperity Teck Cominco has a 22.5% interest in the Antamina mine, located north of Lima, Peru. The operation influences communities spanning an area between the mountainous Andean region of Ancash to the coastal area of Huarmey. Antamina is contributing to poverty alleviation and an improved quality of life in neighbouring communities through employment, local purchases, tax revenues and direct investments in community development. Compañía Minera Antamina S.A recently announced that Antamina mine's total 2005 contributions to the national economy amounted to US$662 million.
The operation directly employs 1,460 workers (98.25% Peruvian) and an additional 1,500 contractors work in various operating areas. As required by Peruvian law, 50% of income taxes generated by the mine are distributed to regional programs through the Canon Minero Fund. In 2005, Antamina paid US$288.9 million in income taxes, half of which (US$144.4 million) will be disbursed to the Ancash Region through the Canon Minero. These funds will be invested in sanitation, energy, infrastructure, economic and other development projects. Antamina works collaboratively with local partners to advance programs and projects that promote productive development to fight poverty and improve living standards.

GRI Governance Performance Requirements
Teck Cominco's Performance in 2005 GRI 4.1 -Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or oversight of the organization.
-The Board of Directors is responsible for the stewardship of the company and ensures that an appropriate corporate governance structure and system is in place. -Nine of 14 members of the Board are independent.
-An independent director of the board is: (a) non-executive, or not a member of management and is free of any interest and any business, family or other relationship which could reasonably be perceived to interfere with the Director's ability to act with a view to the best interests of the Company other than interests and relationships arising solely from holdings in the Company, and (b) is not considered to have a direct or indirect material relationship with the Company. -Shareholder resolutions and other mechanisms are used to allow shareholders to convey their opinions to the Board. As presented in the Canada Business Corporation Act, registered shareholders are entitled to notice of the Annual and Special Meeting of Shareholders and to vote at the Meeting; further details are provided in the Company's Management Proxy Circular. -Investors have the opportunity to provide feedback to the Company via the investor relations group through a) email at the Company's website, b) direct or telephone contact with the investor relations officer (a contact person is identified in each press release) and c) through regular mail service. -"Let's Talk" sessions with the CEO allow for employees to question senior management and provide recommendations.
GRI 4.5 -Linkage between compensation (including departure arrangements) and the organization's performance (including social and environmental performance) for members of the highest governance body, senior managers, and executives.
-The Compensation Committee is responsible for reviewing and approving the Chief Executive Officer's corporate goals and objectives, evaluating the CEO's performance in light of those goals and objectives and making recommendations to the Board with respect to the CEO's compensation and non-CEO officer and director compensation, incentive compensation plans and equity-based plans. 50% of the CEO's bonus is based on Environment, Safety and Health performance. -Quantitative environmental and safety performance measures are used to establish annual bonus awards to management. GRI 4.6 -Process for determining required qualifications and expertise of the members of the highest governance body to guide the strategy of the organization, including on issues related to economic, environmental, and social performance.
-It is the responsibility of the Corporate Governance and Nominating Committee to identify the appropriate competencies and skills considered to be necessary for Board members. Social and environmental experience is part of the selection criteria.
GRI 4.7 -Processes of the highest governance body to ensure conflicts of interest are avoided.
-The Board has adopted a written Code of Business Ethics for the directors, officers and employees that requires staff to maintain the highest ethical standards of behaviour while conducting the Company's business. There is an annual request to each employee to read the Code of Ethics, sign a document saying they have done so and indicate to the audit committee any variances they have encountered. GRI 4.9 -Processes of the highest governance body for overseeing the organization's identification and management of economic, environmental and social performance, including the identification and management of relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.
-The Environment, Health and Safety Committee, on behalf of the Company's Board of Directors, sets goals and strategies for environmental, social and safety performance for the company and reviews management performance at least quarterly. The Committee is composed of five Board members. -The Corporate Environment and Risk Management Committee (CERMC), chaired by the CEO, is a senior management committee that establishes priorities and directions for environmental, health and safety programs, tracks performance and measures results. Direct, job-site accountability for environmental and safety performance rests with operations' management across the company. -The Product Stewardship Committee, composed of corporate officers and senior managers, assesses environmental risks associated with the production, transport and handling, sale and stewardship of products and other materials. It is responsible for ensuring that products are managed in a manner that conforms to legal and regulatory requirements, company policies and sound management practices.
GRI 4.10 -Processes for evaluating the performance of the highest governance body, particularly with respect to economic, environmental and social performance.
-The Board conducts an annual survey to assess the performance of the Board, the committees and the individual directors. Reliance is placed on a selfassessment approach to individual director performance, together with followup interviews on the assessments with the Deputy Chairman and Lead Director.

Governance, Commitments & Engagement Teck Cominco 2005
Name Title Operating in an economically responsible manner contributes to Teck Cominco's stakeholders' success and prosperity by providing direct and indirect employment and by contributing to the tax base. Understanding what is meaningful and important to our stakeholders and how we can strengthen partnerships will allow for stronger economic growth for everyone.
Teck Cominco's overall policy for economic performance is expressed in our Charter of Corporate Responsibility, where we set out our mandate to create value for our stakeholders while continually improving our performance as a leader in our industry. For more information on our financial performance, please refer to our 2005 Annual Report.

GOALS ANd ECONOmIC PERfORmANCE
Our organizational goals for economic performance for 2005 included an operating profit of $500 million at Elk Valley Coal and the generation of another new income source through exploration, development or acquisition. All of these were achieved. One objective, the completion of expansion at the Elk Valley Coal Partnership's Cardinal River operations and full production by the fall quarter, was only partly achieved.

The Red dog mine-Building Capacity for Inupiat Participation in the Workforce
Teck Cominco is committed to working with local indigenous people to maximize their participation in mining and related socioeconomic opportunities. The Red Dog mine has established employment and training initiatives that support the growth and development of a local Inupiat workforce, contributing to the overall economic aspirations of people in the region.
The Red Dog mine, the largest zinc mine in the world, is located in Alaska approximately 140 km north of the Arctic Circle. Approximately 7,300 Inupiat people maintain their traditional subsistence lifestyle in this sparsely populated area. The mine is operated through an agreement between Teck Cominco and the NANA Regional Corporation.
Training and scholarship programs have been initiated to attract young indigenous students to the mining sector.
Each year, the operation runs a School to Work program for students from each of the surrounding villages who fly to the remote mine site for several days throughout the academic year. Teck Cominco also provides college and university scholarships to build professional and technical competencies required by the mine.
In both technical and professional jobs, turnover has sometimes exceeded 30% and training investments are not returned to the operation. The operation is revising its programs to provide greater and lasting benefits. Both Teck Cominco and NANA remain committed to the continuous improvement of hiring, training and education programs.

Sustainability Challenges and Opportunities
We believe that a long-term, strategic approach to sustainability will add value to our business practices and allow us to out-compete other companies for future opportunities. The way we run our business can strengthen our licence to operate, enabling us to continue to secure the prospects we need to grow.
Economically, we are experiencing a strong commodities cycle, which has resulted in the prices of materials increasing significantly as China, India and eastern Europe continue to grow rapidly. This strong cycle has allowed us to grow and expand our operations. As we face the challenges of operating in foreign countries-such as lack of basic infrastructure and significant poverty-we continue to seek ways that ensure all of our stakeholders benefit from our presence. If current trends in global economic conditions continue, we expect that prices of our principal products will remain strong over the medium term, with periods of price volatility. Our assessment of market dynamics suggests that economic growth and production capacity in China will continue to be a major factor influencing global supply and demand for commodities.

$4.4 billion in revenues in 2005
Cash flow and earnings were at record levels for the second consecutive year, a result of the upsurge in commodity prices and hard work from the people of Teck Cominco. The annual dividend rate, which was doubled to 40 cents a share at the end of 2004, doubled again to 80 cents a share in June 2005. Our objective for 2006 is to continue our strong performance with goals outlined in our annual report such as generating new income sources through exploration, development or acquisition.

COmmUNITY dONATIONS
In 2005, Teck Cominco contributed more than $4 million in cash donations to its host communities and other worthy causes. One of our major contributions to the community in 2005 is a multi-year commitment totaling $5 million to the University of British Columbia (UBC) to create the Norman B. Keevil Institute of Mining Engineering. Our goal is to help increase UBC's capacity for education and research as the mining industry identified a decrease in the industry's ability to attract young people into mining careers. Overall, in 2006 we plan to formalize our corporate citizenship and community giving program with a corporate commitment and policy.

OUR ECONOmIC ImPACTS
Teck Cominco does not systematically report on all economic impacts. However, we plan to examine our direct and indirect contributions to local communities and report on these in future sustainability reports.

Community Investment highlights
We currently do not have a formalized community giving program; however, this is one of our goals for 2006/07. We will look to align our giving with our sustainability principles. Our investment highlights include: • $5 million to the Norman B.

EC6
-Practices and proportion of spending on locally based suppliers at significant locations of operation.
-The Company purchases locally sourced goods and services wherever possible. Policy on local procurement is in the Company Code of Business, Environmental and Health and Safety Practices. However, no corporate summary is available at this time.

EC7
-Procedures for local hiring and proportion of senior management hired from the local community in locations of significant operation.
-Our procedures for hiring locally are site-specific and are guided by the Code. It states that, "We support local communities and their development by seeking locally sourced goods and services and employing local people."

EC8
-Description of infrastructure investment and services supported that provide public benefit.
-We are developing capacity to recycle electronic scrap at the Trail metallurgical facility. -The Sullivan mine in Kimberley is a working example of our support to help the community transition towards an economy that is not fully dependent on the mine (see Sullivan mine story). -Our Antamina operation is contributing to poverty alleviation and an improved quality of life in neighbouring communities through employment, local purchases, tax revenues and direct investments in community development (see Antamina mine story).
-Scope of indicator requires more analysis before a meaningful report can be made.

MM1
-Identify those sites where the local economic contribution and development impact is of particular significance and interest to stakeholders (e.g., remote sites) and outline policies with respect to assessing this contribution. Relevant information includes: -Percentage of goods, materials, and services purchased locally; -Percentage of workforce from local communities; -Investment in public infrastructure and its maintenance; and -Compensation payments.
-Our commitment to hire and train locally as well as to purchase locally wherever possible can be found in the Code of Business, Environmental and Health and Safety Practices as well as the Environmental Health and Safety Management Standards. The percentage of people hired locally across all operations (at Antamina, local workers make up over 98% of employees, and over 50% of workers at Red Dog are local residents), and the percentage of goods, materials and services purchased locally, is site-specific information that is tracked at the local level. Along with our partners at the Antamina mine, we have invested significantly in infrastructure around the mine's area. We also invested in helping diversify Kimberley's economic base to help the community transition after the closure of the mine.
In the Heustis Pit Lake, Mike Ohata, James Henderson and Jaimie Dickson plant willow seedlings on floating rafts to create bird habitat.

Environmental Performance management framework
The Board of Directors and its EHS Committee is responsible for setting policy and monitoring performance under the company's environmental policies and standards. The Vice-President of Environment, Health and Safety oversees compliance with environmental standards and regularly reviews safety, health and environment performance risks and strategic issues.The CERMC provides oversight on matters related to corporate responsibility.
The Company's management systems cover compliance with permit requirements, material use, energy reduction, water protection, land stewardship and reclamation, emissions, effluents and waste, and product stewardship. Because of the diversity of individual facilities, including country-specific legislative requirements, codes of practice, and industry and technical standards, each operation is responsible for developing site-specific environmental management systems under the guidance of corporate policies.
Each operation documents environmental priorities, allocates sufficient resources to manage environmental risks, plans and executes environmental management programs, conducts extensive environmental sampling, measures environmental performance and communicates results, both internally and externally. The site Operations' Manager or General Manager is accountable for continuous progress towards annual environmental management targets and longterm goals.
Company-wide management systems measure and drive continual improvement in environmental per formance across operations. We seek to continually improve our systems by updating policy, operational controls and environmental targets. "Conduct regular environmental, health and safety and emergency preparedness audits and identify and resolve shortcomings."

Product
Regular corporate audits are scheduled every three years for all operations. Audits are led by a certified environment management systems professional and a team of trained professionals from other operations. After an audit has been completed, the business unit is required to develop and implement an action plan for each finding. Progress towards completing the action plan is reported quarterly to CERMC.
The following chart indicates progress on audit action plans for audits completed over the last four years. Operations collect significant amounts of air, water, terrestrial and biological data to evaluate their performance in meeting permit conditions and other regulatory and voluntary requirements and to assess receiving environment conditions. Samples are collected, preserved and shipped according to standard operating procedures and within

Sustainability Challenges and Opportunities
Teck Cominco recognizes that mining has the potential to significantly impact the environment, and is therefore committed to operating in accordance with the highest environmental standards.
This year, we are very pleased with our overall environmental performance, which includes: recognition of our reclamation practices; improvements to pollution controls and mitigation measures; site-specific water conservation and waste management initiatives; and the recent certification of four of our operating facilities, according to the stringent ISO 14001 international standard. However, we continue to face challenges and will continue to address them using a "best practices" approach. Our main environmental challenges include: reducing emissions, effluents, wastes, and other related environmental impacts of our operations.
Facing these challenges provides us with opportunities to improve our sustainability performance. For example, the adoption of GRI environmental performance indicators across all operations will allow for corporate roll-up, measuring, reporting and investigating means for improvement. We also believe that promoting and highlighting case examples of best practices at specific sites provides opportunities for collaboration and information-sharing among different operations throughout the company.
Ultimately, we are committed to one of the fundamental principles of environmental management, namely, continuous improvement. We look forward to applying this principle to our environmental performance, specifically as it relates to overall sustainability, in conducting our business.
specified time frames to certified laboratories. Data is captured in a secure database, evaluated for compliance and trends and reported in accordance with regulatory requirements. The Company collects and stores data in a Company-developed environmental data management system.
Operations are required to report quarterly on environmental performance indicators for permit compliance, spills, energy consumption, GHG emissions, water quality, waste recycling, and land reclamation.

GOALS ANd PERfORmANCE
We are committed to achieving environmental excellence and performance that results in no significant environmental incidents and no environmental enforcement actions. Our objective is to minimize potential environmental effects on the land, air, water and biodiversity through: • compliance with legislation • pollution prevention • waste minimization • progressive reclamation • the safe use, re-use and recycling of metals and other products • energy efficiency and conservation • developing and implementing technologies to improve environmental stewardship, and • engaging with communities located closest to operations to address local environmental concerns.
The Company's overall environmental performance for 2005 is briefly reported here against each of the seven aspects outlined in the G3 guidelines: materials, energy, water, biodiversity, emissions and waste, products and services, and transport.

materials management
Teck Cominco is a primary producer of minerals and metal, which include: zinc, lead and copper concentrates; metallurgical coal; and zinc, lead, indium and germanium as refined metals.
We use significant quantities of raw materials and supplies in our production operations. The percentage of material that can be recycled or re-used is low compared to the amount of overall material used across operations. However, we do have significant recycle and re-use programs covering a wide range of materials (see page 36). The Trail Smelter, for example, recovers as much as 25,000 tonnes of lead from battery scrap annually. In 2005, Trail expanded its recycling business to recover metals and materials from electronic waste (e-scrap: used computers and cellular phones that would otherwise go to landfill). We anticipate the facility will process 3,000 tonnes next year and as much as 20,000 tonnes of e-scrap per year in the future.
The Company is committed to operating responsibly not only by providing environmental and resource stewardship but also by setting clear performance targets and by measuring and reporting on our progress.
Energy consumption and GHG intensity management at mines is influenced by a number of factors which need to be taken into consideration when comparing energy use across operations. These include: • The age and type of a mine. For example, as underground mines become deeper, hauling distances increase and thus require more energy to extract resources; • For open-pit mines, the waste rock/ore strip ratio and gradient changes on haulage roads vary considerably from mine to mine; • The mine's climatic zone and altitude affect heating, cooling and lighting requirements; and • Differences in ore grades, which affect both energy and GHG intensity (see GHG emissions table on page 33).

Energy Performance
Significant progress has been made in improving energy efficiency at our operations since the base year of 1990. Teck Cominco realized its highest energy savings in the 1990s by introducing new energy efficient technologies at its smelting operation at Trail.
The consumption chart on page 30 includes numbers for all majority-owned, active sites. While energy consumption was affected by a new operation (Pend Oreille) coming on line and by production increases at Highland Valley Copper, energy consumption decreased in 2005 by 12% from the 2004 level, mainly due to a 78-day work stoppage at the Trail refinery. Energy consumption, should the stoppage not have occurred, would have remained stable. Operations (in Canada and the U.S. only) consumed a total of 16,867 TJ of electricity and fuel.

Energy management
Mining, milling and smelting operations consume considerable amounts of natural gas, coal, hydroelectric power, diesel fuel and other fuel energy inputs. In our industry, energy consumption and the resultant greenhouse gas (GHG) emissions are viewed as emerging business issues.
Since 1995, Teck Cominco has been voluntarily tracking company-wide energy use and GHG emissions. In 2005, we set a specific goal to reduce energy consumption.

Teck Cominco 2005 Environmental Performance
Andrew Borsato tests cells at lead refinery in Trail, B.C.

hemlo mines-Employees drive Energy management Program
In 2005, Teck Cominco set a goal to reduce energy use per unit of production. In response, the Hemlo mines in northern Ontario initiated an energy management program that has resulted in improved efficiencies and cost savings.
Following a review of the site's energy management practices and energy use data, employees from different phases of the operation participated in workshops to identify and evaluate energy saving opportunities. Actions easiest to implement and of highest energy efficiency value were prioritized within an overall energy management plan. Four category-specific energy teams (compressed air, water management, heating and ventilation and general opportunities) along with a steering committee were created to focus on improvements.
In 2005, the Hemlo mine's energy conservation program realized a 10% overall energy cost reduction compared to 2004, despite an 18% energy cost increase in the marketplace. These improved energy management practices, when fully implemented, reduce annual energy costs by approximately $1 million.
The Hemlo mines are recognized as an Energy Innovator by Natural Resources Canada. The program's success is attributed to employees' efforts to drive energy management measures and to incorporate continuous improvement into all aspects of the operations. A number of sites were particularly successful in introducing energy efficiency measures and achieving resultant savings. The port site at Red Dog reduced energy use by approximately 20% by introducing light monitors and sensors. The Hemlo operation introduced a comprehensive energy management program during the year, which resulted in reduced energy costs of approximately $1 million. Some operations have implemented energy from waste heat recovery systems. At Hemlo, heat is extracted from underground water and from the mill and used for heating during the winter months. At Trail, large quantities of heat are recovered from the zinc roaster and lead smelter operations in order to generate steam for use in other plant processes.

Shift to Alternative Energy Sources
In 2005, hydroelectric power was the only renewable energy source used by the company. However, individual operations are using and exploring substitution alternatives, such as natural gas, for higher emission energy sources. For example, Red Dog's power is generated by diesel fired, internal combustion engines. A shift to natural gas would significantly reduce particulate matter, CO 2 , NOx and SO 2 air emissions. A drilling program at Red Dog recently identified a source of natural gas near the mine site, although it is too early to say whether this will be economical. Ultimately, we hope to displace the use of diesel for power generation at Red Dog with natural gas, with resulting economic and environmental benefits.

Water management
Extensive efforts are made at operations to minimize the use of fresh water and to keep water clean. Diversion ditches and water conveyances are used to divert clean water around facilities so as to minimize the amount of water coming in contact with site land disturbances.
Each operation collects the information needed to understand their water balance and the amounts used in As a result of the research findings to date, Cardinal River Operation has modified its reclamation programs to incorporate vegetation species favourable to grizzly bears and their prey. Elk Valley Coal continues to support this leading edge research and is taking additional mitigation efforts aimed at the long-term conservation of grizzly bears. The next research stage will test new grizzly collar cameras, focus on bear habitat use and movements during mining operations and provide information on how bears are utilizing reclaimed lands. For more information, go to www.fmf.ca.

Conservation Partnership
Teck Cominco is a partner in the Canadian Intermountain Joint Venture (CIJV) of the North American Bird Conservation Initiative. The CIJV is a coordinated effort by multiple partners including resource industries, government agencies, First Nations, conservation organizations and academia to conserve habitat for waterfowl and other birds in the Canadian Intermountain region, which roughly corresponds to the southern half of the B.C. Interior. More on this partnership can be found at www.cijv.ca. different processes, including volumes of recycled water. This information has not, to date, been rolled up into a companywide summary of overall water use.
At the Antamina mine, water used in the pipeline to transport concentrates between the mine and the port loading facilities is treated to remove metals and other impurities. Waste water is then used to irrigate a 170 ha tree farm established in the desert between the port and the Pan-American Highway, a few kilometres south of Huarmey. Numerous tree species and inter-row crops, such as alfalfa, are being grown.

Biodiversity
As a temporary user of the land, Teck Cominco recognizes that there is a potential to affect biodiversity. All of our newer mine projects and certain existing sites have been assessed for the existence of rare, threatened or endangered flora and fauna. Mitigation measures are employed to ensure potential impacts on any identified species are acceptably minimized or avoided. Our mines work to conserve biodiversity through progressive reclamation and habitat restoration programs. As well, they support biodiversity research and the integration of wildlife needs in mining plans, and engage with local and indigenous groups to proactively protect natural heritage.

Land Reclamation
Our Commitment to land reclamation can be found in the Code which states that we will: "Include closure and reclamation plans as a critical component of all development projects. Undertake progressive reclamation at operating mines and reclaim dormant sites to ensure long-term protection of the environment." Closure and reclamation plans are developed for all mining projects and reclamation is undertaken when disturbed land is no longer needed by operations. habitat Assessment The Company's operations work with local partners on a variety of projects. Through its interest in the Cardinal River operation, Teck Cominco supports a local non-profit organization to conduct research on grizzly bear ecology and habitat use (see highlights on page 30). At several mines, we also work with Ducks Unlimited to restore wetland and to conduct research on waterfowl and migratory bird habitat.

Parks Protection
Teck Cominco has three mines that are adjacent to protected areas: Red Dog mine in Alaska (Cape Krusenstern National Monument); Antamina mine in Peru (Huascaran National Park); and the Cardinal River mine in Alberta (Whitehorse Wildland Park near Jasper National Park). In these instances, the mines are working with local groups to ensure responsible care and protection.

Emissions, Effluents and Wastes
Teck Cominco tracks permit and regulatory compliance for all operations. All operations have authorized points of discharge for source emissions or process effluent with certain required conditions such as a maximum discharge rate or minimum discharge quality.
Although regulatory systems are not readily comparable across operations due to the different jurisdictions (U.S. vs. Canada), operation type (smelter vs. mines) and operational status (active operations vs. active reclamation), there has been an overall downward trend in permit limit exceedances since 2000. The number of events related to non-compliant permit conditions (water and/or air sample results) decreased by 35% in 2005 compared to 2004 (10 fewer incidents). It should be noted that while these are a small fraction of the total number of samples collected, which number in the tens of thousands, we seek to continuously improve our performance.  The centre will incorporate a large regional landfill facility with a high quality composting operation for organic waste, an e-waste collection facility and, possibly, a waste-to-energy bioreactor where landfill gas is converted for energy use.
The site is located on land disturbed by the mine and provides an alternative to the construction of landfill options on greenfield sites. The municipal waste would be placed on a triple liner on a plateau of mine waste rock up to 50 metres thick, providing a significant buffer between the water table and waste streams. HVC has well established environmental management systems which will be adapted to these new requirements.
The centre is targeted to open in 2008, which coincides with the closure of other landfill sites currently serving regional needs. Although steps have been taken to target waste reduction throughout B.C., the total quantity of waste has not declined due to increases in population. Solid waste will continue to be generated and needs to be managed.
The project will move forward if it receives public acceptance and approvals from regulatory authorities. Consultations with First Nations, governments and local community groups are in progress. If accepted, the centre will provide a long-term solid waste management solution. Teck Cominco has a significant concern over U.S. TRI reporting regulations for mines. These require reporting of most metals contained in waste rock and tailings as releases, even though the materials are under active site management. This information is misleading as to the actual environmental performance at mines.

Spills to Environment
We also track the number of spills reported to regulatory agencies. Each jurisdiction in which our mines operate has different criteria for reporting spills to regulators. The number of spills in 2005 (208) is an increase of 38 spills over 2004. While significant decreases in spills were achieved in 2005 at Red Dog, these were more than offset by the start-up at Pond Oreille and during construction of the Pogo mine. More than 90% of the spills were less then 1 cubic meter in volume. None was significant with respect to impact on the environment.

Industrial Waste management
Teck Cominco recognizes that reducing and recycling postconsumer waste minimizes the volumes of waste going to landfills, conserves resources and represents good business Since 1896, smelting has taken place at Trail BC. Teck Cominco has worked for years to minimize discharges, and has invested over $1 billion to modernize its facilities and improve environmental performance. The company is committed to funding the research to scientifically determine the risks and remediation options for the Upper Columbia River/Lake Roosevelt region.
practice. The Company's waste minimization and recycling practices are guided by the Code which states that Teck Cominco will: "Continually improve its performance and incorporate policies for pollution prevention and waste minimization into its daily action." Non-recyclable post-consumer wastes and garbage are collected and disposed in permitted landfill sites. In some locations, incineration is also undertaken.
Most other post-consumer wastes are collected and recycled. These include waste from liquid materials (engine and hydraulic oil, solvent, antifreeze and paint) and wastes from solid materials (scrap steel and iron from buildings and equipment, used tires, spent batteries, used materials from warehouses and used materials from office facilities such as fluorescent tubes, cardboard, paper and computers). The amounts of these materials are shown in the accompanying Trail sold a portion of its process wastes in the form of 40,302 tonnes of ferrous granules to the cement industry. This industrial by-product is also utilized in ground slag cement to prepare concrete with improved quality and a longer life.
Teck Cominco's commitment to waste management and recycling extends beyond its own operations. Using existing furnace capacity at its metallurgical complex in Trail, B.C., Teck Cominco is building a new business that will divert thousands of tonnes of discarded electronic equipment, or "e-scrap", from landfills in western Canada and the United States. Teck Cominco is also supporting a proposal

Business Innovation-Trail delivers E-Scrap Solution
Using existing furnace capacity at its metallurgical complex in Trail, B.C., Teck Cominco is building a new business that will divert thousands of tonnes of discarded electronic equipment, or "e-scrap", from landfills in western Canada and the United States.
In November 2004, a 14-day, 225-tonne trial was conducted and the recycling model was evaluated. In the end, 100 percent of the e-scrap was successfully processed with no measurable increase in the facility's emissions. In June 2005, the B.C. Ministry of Environment (MoE) authorized a one-year permit for the Trail furnace to process bulk e-scrap in an environmentally safe manner. The facility has an established stack, effluent and ambient air quality monitoring program.
The e-scrap marketplace is evolving and expanding. According to Environment Canada, in 2005 more than 156,000 tonnes of electronic scrap accumulated in Canada and 2.2 million tonnes in the United States. Teck Cominco's response is to market its new service and work with partners in and around Trail to deliver efficient e-scrap recycling.
The City of Vancouver recently began investigation into the opportunities to create a zero waste environment. "After several months researching electronic waste, the City of Vancouver shipped 50 pallets of obsolete electronic waste from the City-wide corporate services computer upgrade program to Teck Cominco for a trial process. An encouraging component of Teck Cominco's process is that not one ounce of this waste will enter the landfill" reports Victoria Wakefield, Sustainable and Ethical Purchasing, City of Vancouver.
The Company has committed substantial resources to being part of the e-scrap solution. It looks forward to the day when residents of British Columbia, Western Canada and the Pacific Northwest can drop off their old computers, printers, telephones and televisions knowing they will be processed in an environmentally responsible way. mine and Smelter Waste management Mining, by its very nature, requires the movement of very large quantities of rock to access the minerals which are extracted and refined in subsequent operations to recover the metals needed by society. Three principal wastes are produced during these activities: waste rock, mill tailings and smelter residues. At the mine site, waste rock and tailings are carefully managed in specifically designated areas. Water run-off from precipitation is monitored and if necessary, collected and treated prior to discharge. Waste rock and tailings areas are reclaimed to achieve specific land-use objectives, such as the re-creation of wildlife habitat, both during and after mining.
The design and operation of our tailings facilities are governed by the Mining Association of Canada's Tailings Management Guide (1998), and the Developing an Operations, Maintenance and Surveillance (OMS) Manual (2003). These management standards and guides have a threefold purpose: • To provide information on safe and environmentally responsible management of tailings facilities; • To describe how to develop tailings management systems that include environmental and safety criteria; and • To improve the consistency of application of sound engineering and management principles throughout their full life cycle.
At the Teck Cominco Product Technology Centre (PTC) in Mississauga, Audrey Fernandez tests an electric scooter. The fibrous zinc anodes that fuel its zinc-air batteries were developed at PTC. Zinc mining and metal production are core to Teck Cominco's business. Although zinc has been used in batteries for over 75 years, its potential as a metallic energy storage material has not been fully realized. Research, development and demonstration of zinc applications to the green energy sector have been a focus at our Product Technology Centre (PTC) in Mississauga, Ontario.
Today, PTC and its industrial partners are making substantial technical progress in the development of regenerative zinc-air fuel cell systems. These systems have potential as a "green" power option with a range of possible uses from mass transit to portable power.
Zinc-air fuel cells represent the highest energy density potential of the various battery and fuel cell systems under development. The portable power source is refuelled through a patented process of exchanging sealed cartridges containing fresh zinc fuel for spent cartridges containing zinc oxide (the reaction product). The zinc oxide can be converted to metallic zinc through refining. This cycle can be repeated over and over.
Zinc-based fuel cells offer a sustainability solution as they have the potential to help reduce pollution and our dependence on fossil fuels. PTC continues to invest substantial resources in efforts to bring the zinc-air fuel cell product to market.
Zinc-air fuel cell powered scooter We work closely with regulatory authorities to ensure compliance related to tailings impoundment infrastructures. Independent inspections of tailings structures and waste rock storage areas are conducted annually by external geotechnical consultants and submitted to both regulators and the corporate office. In addition, our corporate audit program examines conformance of our tailings management systems against internal requirements and the MAC Tailings Guide. There were no tailings incidents, fines or penalties in 2005.

Product Innovation and Stewardship
Teck Cominco believes that advancing product innovation and stewardship is an integral component of sustainability. As stated in the Code, the Company: "Encourages the safe use, re-use and recycling of its products." Furthermore, Teck Cominco is committed to: "Support and conduct research to improve environmental, health and safety performance at its operations and to enhance its products for the economic, social and environmental benefit of people everywhere." As elements, metals cannot be destroyed and are theoretically infinitely recyclable. We are investing significant resources on ways to maximize the utility of the metals we produce. For example, at the Teck Cominco Product Technology Centre (PTC) in Mississauga, Ontario, the Company is investing in research, development and

Environmental Performance Teck Cominco 2005
demonstration of new technologies that not only promote metal recycling and reutilization, but also offer "greener" energy solutions in the marketplace. The zinc-air fuel cell battery is one such product which illustrates this direction.

Transportation
Operations involve three transportation activities with environmental impact: receiving materials from suppliers, transportation on-site and distributing products to market. Diesel consumed in on-site transportation is included in the GHG emissions reported in this 2005 report.

ENVIRONmENTAL AWARdS
In 2005, Teck Cominco received four high-profile environmental awards, demonstrating the positive acknowledgement and recognition of our environmental performance at various operations and active closure sites. These awards were as follows: • Two awards were received for exemplary reclamation work in both the metal mining and coal mining categories from the BC Ministry of Energy, Mines and Petroleum Resources awards committee (see www.trcr.bc.ca): •

MM5
-Describe policies for assessing the eco-efficiency and sustainability attributes of products (e.g., recyclability, material use, energy use, toxicity, etc.) -The Company's policy for the sustainable attributes of its products can be found in points 8 and 9 of the Code of Business, Environmental and Health and Safety Practices. Teck Cominco is committed to responsible business practices in every aspect of its activities. Creating products that society needs and values is one of the four dimensions that pertain to this commitment. Teck Cominco encourages the safe use, re-use and recycling of its products and supports research to enhance its products' environmental and socioeconomic benefits.

EN3
-Direct energy consumption broken down by primary energy source.

MM3
-The number/percentage of sites identified as requiring biodiversity management plans, and the number/percentage of sites with plans in place. Also include criteria for deciding that a biodiversity management plan is required and the key components of a plan.
-All sites have reclamation plans in place with end land use objectives including wildlife habitat rehabilitation and enhancement. -Teck Cominco plans to include conservation and biodiversity in company policies and standards. -More information is provided in the biodiversity section of this report.

EN14
-Area of habitats protected or restored.
-7,030 ha of land have been reclaimed. This represents 63% of total land disturbed (see page 31).

EN15
-Programs for managing impacts on biodiversity.
-Narrative -Teck Cominco's Charter, Code and Management Standards guide procedures for wildlife management, reclamation and habitat establishment from exploration through to closure.
All new project developments are required to prepare a detailed environmental assessment which includes potential impacts to and management plans for any identified rare, threatened or endangered species. -Detailed list of each reported spill (location, volume, material).
-Significant spills are defined as those reported to government agencies (reporting triggers vary by jurisdiction).
-Total number -208 spills -Total volume -90% of spills were less than 1 cubic metre in volume.

MM6
-Describe approach to management of overburden, rock, tailings, and sludges/residues including: -assessment of risks -structural stability of storage facilities -metal leaching potential, and -hazardous properties.
-Annual geotechnical reports for all storage facilities are prepared by independent third-party consultants. -Any risks identified during these annual reviews are dealt with immediately. -Geochemical and/or hazardous properties investigations have been completed for all mine and smelter wastes. These materials are managed in accordance with their defined risks.

EN26
-Initiatives to manage the environmental impacts of products and services and extent of impact reduction.
-The initiatives to manage the environmental impacts of our products are developed by the Product Stewardship committee which is guided by our Code and EHS Management Standards. -The Product Stewardship committee assesses risk and provides direction to operations on the safe use and stewardship of our products.

EN28
-Incidents of, and fines or non-monetary sanctions for, non-compliance with applicable environmental regulations.

-None
We do not currently track our indirect energy consumption (EN4) and related GHG emissions (EN23). While each operation tracks total water use and discharge, a comprehensive company roll-up was not available for this report (EN21). As a primary producer of metals, it is not possible for us to track the impacts of products and services (EN27 Like others in the mining and metals industry, Teck Cominco is aware of the value and necessity of "social licence"-that often unwritten, but very real collective approval that society bestows upon companies and their individual operations.
Over the years, Teck Cominco has developed industryleading approaches to social and economic inclusion in communities in which we operate. As stated elsewhere in this report, we are proud of the collaborative relationships we have with local communities and indigenous peoples. The GRI Guidelines outline four main areas to measure performance in social sustainability including: Labour Practices and Decent Work, Human Rights, Society and Product Responsibility. In addition, Teck Cominco focuses on education and training, providing local employment and business opportunities and collaborating on community sustainability initiatives with local leaders.

LABOUR PRACTICES ANd dECENT WORK Employment
Teck Cominco's expansion and new operations have created many new opportunities for employment. There is a growing demand for skilled employees throughout the industry; the Canadian Mining Industry Training Adjustment Council predicts a need for 80,000 new workers in the mining industry in Canada over the next decade. Two major factors contribute to this: industry growth and the large number of upcoming retirements.
Like every company in the industry, Teck Cominco faces human resource challenges. In many of our operations, the average age of employees ranges from late forties to early fifties, pointing to a growing need to replace skilled employees reaching retirement age. Steps are being taken to address these current and future needs, including recruiting campaigns, employee development programs, and succession and career planning processes that match employee strengths and interests with the Company's staffing needs.
Every year, we carry out an extensive recruitment campaign at many Canadian universities with mining and metallurgy programs. In 2005, 19 engineers were recruited; in 2006, a similar number will join the Company. New engineers participate in a four-year professional development program, which provides on-the-job training and development specific to their engineering discipline. In some cases, engineers are assigned to different operations to gain further experience.
We believe that the ability to achieve our goals and objectives is directly linked to the talent, skills and commitment of our employees. The main focus of our human resources strategy is to recruit and support employee development, to enable Social Performance

Sustainability Challenges and Opportunities
As a company which initially focused on the environmental aspects of sustainability, we are continuing to broaden our commitment to the social pillar of sustainability by expanding and formalizing our social initiatives.
Safety and Health continue to be of the highest priority at Teck Cominco. Workplace safety is a core value, with which every employee is engaged. Many of our facilities and sites have operated for significant periods of time without a lost-time incident. In addition to our stringent corporate Safety and Health programs, this has been accomplished through the everyday efforts and actions of our employees. Teck Cominco faces a number of key challenges in reaching our goal of zero incidents. One of the key challenges includes understanding how we can foster a safer work environment. We believe there are many opportunities for learning and sharing such as a safety and health company intranet and company conferences.
Human rights is a deeply held core value at Teck Cominco. As a global company, we must ensure that we are meeting our obligations to international human rights at all of our operations. Opportunities to help improve our commitment to human rights include: ensuring that there are no transgressions against the principles contained in the UN Declaration of Human Rights, becoming a participant of the Global Compact, and promoting our own corporate Human Rights Policy.
Until recently, our approach to community relations and stakeholder engagement has been predominantly based on local, site-specific needs. However, the reporting process revealed that there is the potential to track, measure and communicate our efforts to ensure that there are opportunities for informationsharing among operations. We believe that the solid performance and strong partnerships established to date provide a good foundation for a more formalized and consistent community/stakeholder engagement program.
Building on our current social programs and initiatives, both within and outside the company, we look forward to enhancing and improving our performance related to the social aspects of sustainability, to meet our objectives as a sociallyresponsible company.

Teck Cominco 2005
people to fulfill the expectations of their jobs, and to have employees who are strongly motivated, highly competent and successful. We strive to be an employer of choice as we continue to attract top talent and support our employees throughout their career development.
We strive to provide a workplace that is free of discrimination, and we strive to ensure that an employee's abilities, skills, knowledge and interests govern advancement and professional development within the Company's business units. Additionally, the Company strives to assist its employees in adjusting to variable work and home life demands and to provide access to support services and wellness programs, where possible. The safety professionals at our operations stay up to date on safety and health issues and achievements at other facilities as well as corporate office initiatives by participating in quarterly web-meetings and by attending company workshops and conferences. These efforts have successfully created a network among operations where safety professionals can more easily share new ideas, challenges and successes. The conferences not only provide an opportunity for training but also for participants to renew and maintain relationships.
Despite all of these positive initiatives, we have had setbacks, which are always unfortunate. On October 24, 2005, an explosion at the Trail Operations' Smelter Drossing Plant required workers to exit the control room through an area involved in the accident. Since there was no secondary emergency exit, the company was assessed a $75,000 penalty. The required exit was installed.
Teck Cominco was recognized with several awards for its Safety and Occupational Health performance: • The Fording River mine won the British Columbia (B.C.) Provincial Mine Rescue Team Championships.
• Greenhills mine won first place at the East Kootenay, B.C., Mine Rescue competition.
• At Hemlo, Williams mine won the Ontario Mines and Aggregates Safety and Health Association (MASHA) Award of Excellence in Safety for mines with over 250 employees; David Bell mine won the same award for mines with fewer than 250 employees.

Crisis management and Emergency Preparedness
The Company takes all possible steps to foresee potential risks and avoid any crisis. However, when a major incident occurs, Teck Cominco intends to be as well prepared as possible. To ensure this, trained personnel from across the Company, together with external professionals, identify, study and review specific risks and potential incidents and discuss how to avoid and mitigate them through pre-planning and written procedures as well as through on-site training and simulations.
A review of all written emergency preparedness plans is conducted regularly to ensure that major risks have been addressed and that appropriate plans are in place to mitigate and manage these risks, including information requirements, procedures, regular training exercises and communication links to partners. Shortcomings identified through this process are noted and improvements are made. The Corporate Crisis Management Team coordinates company action in the event of a crisis and undertakes simulations and training sessions.

Training and Education
As an international company, we work to provide our employees with the training and knowledge necessary to carry out business activities in compliance with local laws and our own policies and standards. Ongoing education and training and review and monitoring of performance, particularly in the area of new technologies, environment, health and safety, is a key component of our quality controls and management oversight functions.
There are two areas that training and education cover. The first policy is based on general training for job preparedness, Trail Health and Environment Committee meeting including EHS standards and education. The second is based on career development and performance reviews. The first policy can be found in the Environment, Health and Safety Management Standards. This policy pertains to Environment, Health and Safety and states: "Teck Cominco ensures that all managers, employees and contractors are competent to carry out their duties and EhS management responsibilities, and are aware of the EhS hazards and risks that pertain to their jobs." Responsibility for this policy is divided among the operations. General Managers at each site are responsible for ensuring adequate training and education is provided in a timely manner to both new and experienced employees. According to the EHS Management Standards, training for employees are based on training needs assessments, which shall be conducted, documented and periodically reviewed and updated as necessary. Training includes the EHS hazards and risks pertaining to their jobs, their EHS management responsibilities, an explanation of the Code, their local EHS policies and the potential consequences of not following accepted practices and procedures. Training records are kept and provided to company employees. Social and environmental performance indicators are measured quantitatively at the operational and corporate levels. These are primary performance indicators in Environment and Public Affairs and form part of personal performance criteria in the Company's latest amendment to the bonus plan.
A key concern identified by the Company is that communities often view local employment as the principal benefit derived from project development and may resent imported labour, even if it is from the same country. To address this risk, the Company has included in its EHS Management Standards a policy that states: "In areas where large pools of unskilled labour are available, projects should be prepared to invest additional resources in training local workers to supply at least part of the labour needs of the operation." Career Development and Performance planning are addressed in Teck Cominco's "Building Strength with People" policy guide. The Company encourages regular discussion among employees and their supervisors regarding performance and development, as well as employees' career interests. From these discussions, appropriate development programs are identified for employees. Key competency requirements are the basis for development planning.
Most of the operations have training programs in place for maintenance and operations employees, as well as frontline supervisors. For example, Highland Valley Copper offers job-related training in troubleshooting and decision analysis. Trail Operations offers many programs such as a Leadership Development program for supervisors, as well as a Learning Center where all employees can upgrade their basic education including high school completion.
At the corporate level, Teck Cominco encourages its employees to participate in training and education that will give them the skills to enhance their performance as well as support their career development. Company-wide programs include the Engineer-in-Training Program for newly graduated engineers, and the Simon Fraser Business Education Program which provides MBA-level courses in finance, economics, accounting, marketing, commercial law, leadership, stakeholder relations and operations management.

diversity and Equal Opportunity
Teck Cominco's commitment to diversity and equal opportunity is outlined in our Human Rights policy in the Company's Code of Ethics. The policy states: "Teck Cominco supports and promotes a work environment within which individuals are treated with respect, provided with equality of opportunity based on merit and kept free of all forms of discrimination." The policy states that differences among individuals, such as age, race, sex, religion and physical limitations, will be respected. The most senior position responsible for this issue is the VP Human Resources. Supervisors at operational sites are also delegated responsibility to ensure that policies are communicated and that they are available, should further information be required.
Teck Cominco strives to achieve diversity in the workplace. For example, the Red Dog mine has a number of practices in place, such as school-to-work programs to encourage regional Native Alaskan employment. Through these programs, local school children have the opportunity to learn about employment opportunities at the mine. These programs include career awareness trips for junior high/high school students, job shadow trips to view mining-related college-degree jobs, and summer camps to view the total mine-mill-port operation's processes.
The Red Dog mine also supports local technical training centres through pre-apprentice programs geared toward mine jobs and is presently supporting Alaska Native students in mine-related college-degree programs. The Red Dog mine has also developed cross-cultural training programs for its employees.
In addition to Red Dog's efforts, the Pend Oreille mine has partnered with a local high school that is predominantly Native American, to educate students about the mine and the future opportunities for employment with Teck Cominco American.

Management
Senior Management Human rights are a deeply-held core value at Teck Cominco, embedded within our Code of Ethics and considered throughout our decision-making processes. We strive to uphold principles defined in the Universal Declaration of Human Rights and promote a work environment where individuals are treated with respect, provided with equal opportunity, and kept free from discrimination.
In the coming year, we will focus how we can ensure that wherever we operate, we understand, promote and uphold international human rights standards such as discrimination, freedom of association and collective bargaining, prohibitions on forced and child labour, disciplinary and grievance procedures and indigenous peoples' rights. For this report, we have described our progress to date and highlighted areas for improvement.

Non-discrimination
Teck Cominco's non-discrimination policy is addressed in our Code of Ethics. It states that differences among individuals such as age, race, sex, religion and physical limitations will be respected and work opportunities are based on merit and ability to do the work. This policy broadly aligns with the International Labour Organisation's (ILO) conventions on non-discrimination that declare all human beings irrespective of race, creed or sex, have the right to pursue their material well-being and their spiritual development in conditions of freedom and dignity of economic security and equal opportunity.

freedom of Association and Collective Bargaining
We recognize the right of our employees to freely associate and join trade unions, and our businesses, at all times, comply with local employment law requirements. At the end of December 2005, unions represented approximately 2,900 (70%) employees. This number does not include employees at Elk Valley Coal and Antamina, as Teck Cominco has minority interests in these operations.

Child and forced Labour
Teck Cominco complies with laws related to child and forced labour and supports international best practices in this area. In the coming year, we will review the means to ensure that we comply with ILO Conventions and the Universal Declaration of Human Rights on these issues.

disciplinary and Grievance Practices
All employees are required to comply with the Teck Cominco Code of Ethics, and every employee who has executive or managerial responsibility is expected to ensure that the Code is communicated to, and understood by, employees reporting to them. Failure to adhere to the Code may result in disciplinary action including termination and, if warranted, legal proceedings.
In addition to the Code of Ethics, Teck Cominco takes corrective and preventative action to address nonconformance related to EHS requirements, accidents and incidents, audits and inspections. Its guidelines are outlined in the EHS Management Standards. Specific grievance issues are handled through union/employee agreements. Teck Cominco has also established a confidential Whistle Blower program (to be implemented in 2006), with information available to all employees on the Company intranet, which ensures that employees are protected should they raise concerns regarding any issue within the Company.

Security Practices
To date, Teck Cominco has operated primarily in the Americas, with little need for outside security forces. As we expand internationally, however, we will inevitably encounter sensitive areas where mining operations and the local community have come into conflict. We are committed to operating in a responsible manner, and in the coming year will review best practices for such cases. In particular, we will be guided by the 2005 International Alert document Conflict-Sensitive Business Practice: Guidance for Extractive Industries, a report supported by the United Nations Global Compact, Foreign Affairs Canada, the International Institute for Sustainable Development and the Department for International Development. This report consists of guidance on doing business in societies at risk of conflict for field managers working across a range of business activities as well as headquarters staff in political risk, security, external relations and social performance departments. In the future, we will report on how our practices align with these best practices and how we are proactively engaging communities in sensitive areas to ensure that all parties are consulted, respected and protected.

Indigenous Rights
We are committed to open and honest dialogue with all of our stakeholders, and as a mining company with operations on or nearby native communities, we take special care to foster good relations with local indigenous peoples affected by our actions. We appreciate the significance of the land to indigenous peoples and their traditional economic, social, cultural and spiritual activities. We strive to build relationships that both value cultural heritage and ensure the gainful participation of indigenous communities in mining activities.
We have gained significant community engagement and development experience working with indigenous communities, particularly in Canada, Alaska and Peru. Additionally, we proactively engage with local and indigenous communities to understand and ensure their interests and aspirations are considered in exploration and planning activities. We are especially careful to respect culturally significant and sacred locations (see Lennard Shelf Operations story).

disclosure of human Rights
Our policies and management practices generally reflect international conventions and norms in respect of human rights. We have not incurred any human rights fines or sanctions.

SOCIAL PERfORmANCE: SOCIETY
As a mining and metals company, Teck Cominco is aware that there is significant potential to have an impact-both positive and negative-in the communities where we operate, and we strive to conduct our business in a manner that respects the rights and cultural heritage of our communities of interest. A particular concern when working with communities is ensuring that operations have developed a mine closure and reclamation plan and have consulted with the community on this issue. Part of the mining cycle, mine closure and reclamation is a component of project design to ensure disturbed land is returned to an appropriate land use consistent with the environmental integrity of the area. To ensure communities are sustainable after mine closure, new concepts are taken into consideration for project planning such as community engagement and partnerships.

Community Engagement-Lennard Shelf Operations Accommodating Local Aspirations
For thousands of years, the Gooniyandi have resided on lands near Fitzroy Crossing, in the Kimberley region of Western Australia, home to the Lennard Shelf Operations in which Teck Cominco has a 50% interest. For 20 years through various stages of renewed exploration, development and mining in the region, the Gooniyandi have continued to occupy and care for their lands in harmony with traditional practices.
Teck Cominco acquired Lennard Shelf in 2003 and is now reopening the mine. Reclamation of areas disturbed by past mining has been under way for the past two years. The Company is also actively exploring in the region, and an important component of the program has been community engagement. Each year, prior to commencing the exploration season, a meeting with the Traditional Owners is held on-site to review the proposed field program and to undertake a field examination of proposed drill hole locations and geophysical and geochemical survey areas. The "on-ground" consultations with the Traditional Owners ensure that our exploration activities respect culturally significant locations.
Employment of Gooniyandi people has given them exposure to the mining industry, providing them with a variety of practical and applied skills in the exploration and mine environments. Likewise, the exploration program has benefited greatly from local knowledge of the landscape and harsh working conditions of the Kimberley region. A flexible work week has been designed to recognize the importance of family, cultural and community obligations.
Teck Cominco intends to build upon its relationships developed to date and to provide sustainable benefits to the local communities and the Gooniyandi peoples. Steps are taken, from exploration to closure, to build and maintain relationships and to ensure the participation of local indigenous communities in mineral development. The Red Dog mine strives to be a model for responsible development of mineral resources through cooperation and mutual respect between the Company and the indigenous people.
The Inupiat people of the NANA region rely on subsistence hunting and fishing. When Teck Cominco and NANA developed the Operating Agreement for the mine in the early 1980s they agreed to the formation of a Subsistence Advisory Committee composed of elders and hunters. The Committee meets quarterly with mine officials to review and provide advice on all subsistence lifestyle issues.
As an example, Red Dog management consults with the Committee at the start of shipping season in order to avoid any conflict with the hunting of marine mammals. During the caribou migration season, the Committee can shut down traffic on the concentrate haul road, especially if the caribou are crossing in large numbers. The Committee also reviews the extensive environmental monitoring reports. Any possible effects on the environment and the subsistence resources are openly discussed.
Through this Committee, the physical, cultural, social and economic needs of the people of the NANA Region are considered and natural heritage is protected.

For Teck Cominco, a key priority is collaboration with indigenous peoples
to protect their culture and heritage.
For more than 10,000 years, the Inupiat people have traditionally relied on subsistence hunting and fishing. To ensure cultural, social and economic benefits from the Red Dog operation, Teck Cominco works through a Subsistence Advisory Committee of community elders and hunters.
The Code states that: "Operations and business units shall support local communities by utilizing locally sourced goods and services and employing people living near its operations, to the extent practical." Although this policy is in place, we do not employ tracking systems at the corporate level to measure performance and will be looking to track this information more uniformly in the future.
We recognize that by collaborating with our neighbours we can play a role in building sustainable communities long after mining activities cease. Operations typically support local indigenous peoples, municipal authorities, other government agencies and community organizations in their efforts to achieve sustainable economic development. As an example, in the case of Kimberley, B.C., in 2005, just four years after mine closure, the city tax base has shifted from industrial to resort and residential and a new economy is emerging, partly as a result of the joint efforts of the Sullivan mine and local stakeholders.
The guidelines for Community Rights and Public Consultation outline the Company's management practices and procedures for working with communities of interest and can be found in the EHS Management Standards.

Corruption
While there are many different forms of corruption, the Company's policies and guidelines for various aspects of corruption such as Respect for the Law, Contracts, Gifts and Entertainment and Books and Records can be found in the Company's Code of Ethics.

Anti-Competitive Behaviour and Public Policy
Canadian competition laws, and similar laws elsewhere in the world, were enacted to help protect free enterprise, promote competition and protect the public, including Teck Cominco and other companies, from illegal trade practices. The interests of Teck Cominco and those of its shareholders, employees and customers can best be served by vigorous and fair competition in compliance with these laws. It is Teck Cominco's policy to observe both the letter and spirit of the competition law of Canada and the comparable laws of other countries in which we do business.
Accordingly, Teck Cominco is committed to the fundamental public policy goals embodied in these laws, through its Competition & Antitrust Law Compliance Policy and Manual. Each Teck Cominco executive and manager and all personnel with direct or indirect responsibility for the sale or purchase of products are required to be fully familiar with this manual and to adhere strictly to the practices it describes. Executives and managers are also required to advise the employees under their supervision of these requirements and to monitor their compliance.

Supporting Local Initiatives
The Britannia Project-Preserving Our Past; Investing In Our future The historic Britannia mine-which was never a Teck Cominco mine-was once the most prolific copper producer in the British Commonwealth.

SOCIAL PERfORmANCE: PROdUCT RESPONSIBILITY
Our investment in product development is directed at improving the utility and value of our products. Following on a long tradition of innovation, Teck Cominco is pursuing product development activities relating to extractive processes, production-related improvements and innovative design projects. Over the past three years we have invested resources and capital in building our product portfolio to include high purity (+99.9999%) metals, metals in solution, advanced materials for electronic applications, recycling services and a range of advanced cementitious products. All of these development initiatives have evolved with participation from our customer/partners or in direct response to a customer request.
All Teck Cominco products are developed, sold and managed in accordance with the principles set out under the Product Stewardship System. "Product" refers to any Teck Cominco good offered to a customer for direct use or recovery of value, regardless of commercial value, and includes technology and intermediate/by-products. The System also applies to the consideration of new business ventures.
The Product Stewardship System has three main objectives: 1. To ensure Teck Cominco is in compliance with all applicable regulations governing the production, export, packaging, transport, handling, storage, export/import and use of its products; 2. To ensure that those involved with handling, transport, storage and use of products are provided with all information necessary in order to safely manage these products; and 3. To introduce new products and business ventures in a responsible manner and thoroughly investigate and assess risks associated with their operation, use and management.

The Product Stewardship Committee (PSC)
The PSC is a cross-functional team of corporate officers and senior managers, which oversees existing product information and risk management and provides guidance and direction on new products and business acquisitions. The Committee members attend four pre-scheduled meetings per year, plus ad hoc meetings of the full or partial Committee, to provide timely direction on issues of product/business development and product stewardship.
The PSC carries out reviews to assess and determine product responsibility. For example, the Committee reviews proposals for new products, new uses for existing products, new jurisdictions of sale and the acquisition of new businesses and then performs a risk assessment and reports to the CEO with appropriate recommendations. Annually, the PSC reviews current approved uses of products listed on the Master Product List and re-evaluates these uses, as required, to limit potential product liability risks. The PSC also provides guidance and direction to the Responsible General Managers, Responsible Sales Persons and regulatory and technical experts regarding substantive issues and corporate policies concerning product stewardship.

Our investment in product development is directed at improving the utility and value of our products.
Stewardship issues may also require PSC guidance in areas such as the extent to which the downstream uses and ultimate fate of a product should be investigated, the extent to which current and potential customers, their facilities and their worker health, safety and environment management practices should be evaluated, and the extent to which international regulatory requirements beyond the U.S. and Canada should be investigated and followed. -Pend Oreille-At present we have 9.5% of our total workforce who are miner's representatives. These employees are selected by the workforce to represent them in on site health and safety related matters. -Hemlo-100% -Trail-85% of the workforce is represented by the United Steelworker union. A Senior Joint Committee is in place to monitor and advise on H&S programs and issues. The committee consists of three full-time union representatives and seven part-time representatives elected by the employees in the various business areas within the plant. -Pogo-We did not have an OHSC in 2005, due to the property starting up.

LA7
-Rates of injury, occupational diseases, lost days and absenteeism and number of workrelated fatalities.

LA8
-Education, training, counselling, prevention and risk-control programs in place for assisting workforce members, their families or community members affected by HIV/AIDS or other serious communicable diseases.
-HIV/AIDS is not a widespread health problem in areas where our operations are located. As a result there are no formal programs in place for assisting workforce members. -All Teck Cominco employees can receive confidential, professional counseling for a broad range of personal and family problems through an Employee and Family Assistance Program (EFAP) provider.
Aspect: Safety and Occupational Health (con't)

GRI Indicator Teck Cominco's Performance in 2005
LA10 -Health and safety topics covered in formal agreements with trade unions.
-Pend Oreille-At present we have 9.5% of our total workforce who are miner's representatives. These employees are selected by the workforce to represent them in on site health and safety related matters.

MM12
-Describe approach to identifying, preparing for and responding to emergency situations affecting employees, communities, or the environment. Include a description of the nature of existing skills, teams who respond to emergency situations, training, drill, review processes and community involvement.
-See Crisis Management and Emergency Preparedness, page 47.

LA12
-Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
-In partnership with Simon Fraser University, MBA-level courses are offered to employees in technical and line management roles. The Company also offers a number of development programs. -Each operation runs formal production, maintenance and supervisory training programs.

LA14
-Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership and other indicators of diversity.
-There is one woman on the 14-member Board of Directors, five members fall within the 50-65 age category, seven members are older than 65. Management is comprised of 11 females out of 109 (10%) while the total female representation in our corporate offices is 133 out of 304 (44%). -An independent company, the Network, has been retained to provide an anonymous reporting service for business conduct issues including harassment and discrimination for employees.

HR9
-Percentage of security personnel trained in the organization's policies or procedures regarding human rights.
-Trail has policies and procedures regarding searches and surveillance.

HR10
-Incidents involving rights of indigenous people.
-Two members of the Confederated Tribes of the Colville Reservation brought a citizen's suit against the Company for natural resource damages and cost recovery with respect to Lake Roosevelt.

SO1
-Programs and practices for assessing and managing the impacts of operations on communities, including entering, operating and exiting.
-The Community Rights and Public Consultation Management Standard includes a requirement that new project developments will include the identification of communities of interest and consultation with those who will be affected by the project. Concerns expressed shall be considered in project design and execution.

MM7
-Describe significant incidents affecting communities during the reporting period, and grievance mechanisms used to resolve the incidents and their outcomes.
-A strike at Trail commenced in mid-July and was resolved in early October with a new three-year contract. For more information see text or go to www.teckcominco.com. -See HR 10.

MM8
-Describe the programs in which the reporting organization has been involved that addressed artisanal and small-scale mining within company areas of operation. -None

MM11
-Describe process for identifying local communities' land and customary rights, including those of indigenous peoples, and grievance mechanisms used to resolve any disputes.
-Standard 4 of the EHS Management Standards requires consideration of social issues in all capital project developments and business transactions. Environmental Impact Assessments (EIAs) are a prerequisite to all project developments. Land use regimes, traditional uses and local and indigenous people's land use plans and planning objectives are specifications under the EIA process. Standard 9 guides community rights and consultation processes throughout the mine life cycle.

MM9
-Describe resettlement policies and activities. Identify sites where resettlement took place and the number of households resettled in each. Include practices regarding resettlement and compensation and the degree of alignment with the World Bank Operational Directive on Involuntary Resettlement.
-In 2005, the Antamina community relations team worked together with the state, non-government organizations and the community to achieve the launch of a social housing project to relocate over 30 families from substandard living conditions beside the port in the area of Huarmey. As disclosed in the Mining Sector Supplement's MM9 Indicator, the Company follows the World Bank Operational Directive on Involuntary Resettlement, which helps identify, plan, implement and monitor involuntary resettlement to minimize displacement and restore incomes.

MM10
-Number or percentage of operations with closure plans, covering social-including labour transition, environmental and economic aspects. Describe company policy, stakeholder engagement process, frequency of plan review and amount and type of financial provisions for closure.
-The Code states that Teck Cominco will: "Include closure and reclamation plans as a critical component of all development projects, undertake progressive reclamation at operating mines and reclaim dormant sites to ensure long-term protection of the environment." All of Teck Cominco's mines have closure plans and the communities are consulted to plan for mine closure. The engagement process is operationspecific, depending on the make-up of the area, however, the Company works with a facilitator to help ensure that a multistakeholder approach is taken.

GRI Indicator Teck Cominco's Performance in 2005
MM10 (con't) -Closure plan development and plan review is a relatively continuous process. Formal revisions are undertaken approximately every five years. -Where required, financial assurance is provided to governments in the form of a letter of credit, bonds or corporate guarantees for reclamation and closure costs.

SO2
-Extent of training and risk analysis to prevent corruption.
-The Code of Ethics has a specific section on "Dealing with Public Officials" that guides employees with respect to payments and dealings with public officials and other persons. The Code is monitored through an annual review by supervisors and a report to the Board.

SO3
-Actions taken in response to instances of corruption.
-No actions have been necessary. -Teck Cominco maintains up-to-date Material Safety Data Sheets on all its products, together with a system for regular updating and distribution to customers.

PR3
-Procedures for product and service information and labelling.
-To ensure that our products are used safely and responsibly, we have developed training programs that provide product health and safety information for customers. Teck Cominco has a 24 hour/7 day a week emergency response phone number at Trail Operations. Customers can contact this number for any product emergencies. The Company also maintains an Emergency Response Team that is available for assistance at customers' facilities.

Operations and Site Performance
Teck Cominco has mining operations in three countries and a number of active closure projects. The historical and dormant sites noted on the map are discussed in the following pages.
In addition, we have exploration projects around the world. We recognize the importance of providing more specific information on our activities and performance for the benefit of our local communities and other stakeholders.
In the following section we provide a brief discussion highlighting our achievements and outlining our challenges at many of our sites. We also present three-year performance data for key environmental indicators and provide a contact point for each operation so that questions and comments can be directly addressed to the local manager.

Operational Overview
Trail Metallurgical Operations is one of the largest fully integrated smelting and refining complexes in the world. Production capacity totals approximately 290,000 tonnes/ year of zinc and 120,000 tonnes/year of lead. The operation also produces over 20 other metal and chemical products. Trail, 100% owned by Teck Cominco Metals Ltd., currently employs approximately 1,435 people who work in 24 separate production facilities.

Environmental highlights
After a pilot period in 2004, the Trail electronic waste recycling program became fully operational. This program will initially capture over 3,000 tonnes per year of electronic materials such as computers, monitors and televisions that would otherwise go to landfills.
Trail Operations performs more than 100,000 compliance determinations annually, and there were 10 permit noncompliance incidents in 2005, representing a compliance rate of 99.99%. Seven of these incidents were related to four different events where ambient sulphur dioxide concentrations were elevated. Plans are underway to install a system to capture additional sulphur dioxide to ensure compliance and improved environmental protection in the future.
The quantity of most metals released to water was at a level similar to 2004, with one positive exception. The amount of zinc released to water was substantially reduced as a result of a new sand filter installed in late 2004.
Metal emissions to air of lead, zinc and mercury remained at or near record low levels, while cadmium and sulphur dioxide emissions did increase. Trail's air emissions continue to be amongst the lowest in the world for its type of integrated metals production facility, especially on a per tonne of product basis.
Remediation initiatives included the construction of a $3 million permanent storage facility for historical wastes and contaminated soils. Additionally, a total of 75 hectares of reclaimed lands were planted with native conifers under a federal demonstration project (Forest 2020).
An Ecological Risk Assessment (ERA) was initiated in 2000 in accordance with the B.C. Contaminated Sites Regulation provisions for wide area sites. Teck Cominco Metals Ltd. is completing a comprehensive landscape-scale detailed ERA, and for the past several years the Company has been conducting this study in the Trail area. The final ERA reports, together with the human health risk assessment (referenced below), will be used to develop a remediation plan for the region. Key components of the ERA have been completed, and the documents can be found on-line at www.teckcominco.com.
As of August 2005, over $22 million has been spent on demolition and greening projects to restore the surrounding lands, reduce the environmental footprint and improve the outside appearance of the operation.

Safety and health
It is with sincere regret that Trail Operations reports one fatality in 2005 involving a contractor during maintenance of the Lead Smelter. While WorkSafe B.C. did not find fault with Teck Cominco in this incident, the site has reviewed its health and safety systems and identified opportunities for improvement.
For 2005 the operation's lost-time injury (LTI) frequency for its employees and contractors was 1.8 and the severity rating was 45. Compared to 2004 results (frequency of 1.7; severity of 66), the LTI frequency rating saw little change, while there was a notable decrease in the severity rating. Following a comprehensive review of our Health and Safety System in 2005, additional EHS programs are being put in place that will move the operation to a new level of success. These include: improved education in hazard identification and risk management, expanded investigation processes and more focused plant-level health and safety meetings.

Active Operations
Community Sustainability A strike at Trail commenced in mid-July and was resolved in early October with a new three-year contract. Teck Cominco Metals Ltd. and the unions at the Company's Trail Operations, United Steelworkers Locals 480 and 9705, ratified the terms of a new collective agreement with the assistance of a mediator. The collective agreement, applicable to 1,235 unionized employees, is for a three-year term from June 1, 2005 to May 31, 2008. It provides for wage increases of 10 percent, a 12 percent improvement in the basic pension, enhancements to a number of benefits and a $3,500 cash payment.
Trail Operations is working with community stakeholders on issues related to community health. The extended shut down of the operation due to the labour dispute delayed work in this area. An update on the human health risk assessment will now be completed in 2006. Measures to reduce the overall levels of metal-bearing dusts leaving the site remain a priority. The average blood lead level among Trail-area children tested in September 2005 by the B.C. Interior Health Authority was 4.6 μg/dL, versus 5.1 μg/dL in 2004. This is the lowest level recorded since the inception of the testing program. However, the shut-down period is likely a contributing factor.
The economic impact of Trail Operations in the community of Greater Trail is significant. Annual payroll is approximately $120 million and the Company purchases over $80 million/year in goods and services from local suppliers. The operation has facilitated commercial, retail, golf course and residential developments in the community. It is also a major supporter of numerous community programs and events that are focused on youth, education, health, arts and culture. In September 2005, Teck Cominco announced that it will proceed with a plan to extend the mine life by five years to September 2013.

Environmental highlights
In 2005, Highland Valley Copper achieved notable results in the context of innovative waste reduction, recycling and land reclamation programs.
The operation applied approximately 28,000 tonnes of residual biosolid material from a regional wastewater treatment plant to reclaimed lands as a source of nutrientrich organic fertilizer. The mine redirected a variety of materials to recycling depots including wood pallets, scrap steel, tires, batteries, office paper, cardboard, beverage containers and electronic waste, reducing volumes reported to the landfill by approximately 50%. The operation has proposed a municipal solid waste landfill project, which will include facilities to process recyclable materials and convert landfill gas to energy. This project is part of a sustainability initiative aimed at contributing to diversification of the local economy and generating long-term, stable employment for the region. The facility would utilize a state-of-the-art triple containment lined system and would be located on the "brown field" waste rock dumps at the mine site. In 2005, the environmental impact pre-application process was started and consultations were held with regulators and local First Nations groups.
Operational reclamation continued in 2005. In accordance with the end land use plan of approximately 6,110 hectares of disturbed land, over 2,240 hectares have been revegetated with a combination of grasses, legumes and both coniferous and deciduous seedlings. Work continued to focus on areas at the former Bethlehem mine and the Highmont tailings dam. A total of 35,370 seedlings were planted, with most of the deciduous stock coming from a local nursery operated by the Shackan Indian Band. Also in 2005, HVC joined the District of Logan Lake and Ducks Unlimited to fund a wetland restoration project near Logan Lake.
There was one reportable chemical spill in 2005 at the Highmont East Pit. There were four instances of permit noncompliance. These were related to discharges of effluent exceeding concentration and/or volume levels allowed by the permit. All causes were investigated and corrective action taken. The provincial MoE was informed of each occurrence.

Community Sustainability
Highland Valley Copper makes a significant contribution to the local economy. In addition to taxes paid to the municipality, the operation has a workforce of 884 and in 2005 HVC purchased over $68.6 million in goods and services from 401 different local suppliers. The mine supports a variety of community economic development initiatives as well. These are implemented with local governments, First Nations and citizens groups. This collaboration delivers significant economic and social benefits for the community, which will continue long after the mine is closed.

SPOTLIGhT ON SAfETY
Highland Valley Copper has been recognized as the safest large mine in B.C. in 13 of the past 16 years. This successful record is attributed to the employees and their ongoing commitment to health and safety. The past year was Highland Valley Copper's best year ever in terms of performance with a Lost-time injury (LTI) frequency of only 0.51 per 200,000 hours worked.

Rod Guild, Pit Training Supervisor, with new hires in Valley Pit
The Red Dog mine is the largest zinc mine in the world

REd dOG mINE
Alaska, United States of America John Knapp, General Manager john.knapp@teckcominco.com

Operational Overview
The Red Dog zinc/lead mine, mill and port facility are located in northwestern Alaska, 130 kilometres north of Kotzebue. Red Dog has a production capacity of over 600,000 tonnes per annum of zinc contained in concentrate. The operation is the largest zinc mine in the world both in terms of zinc reserves and zinc concentrate produced. Operating in a remote location, without road access, the operation is selfreliant, with power generation, an airport, worker housing and ocean shipping facilities.
The mine is owned and operated by Teck Cominco Alaska Incorporated (TCAK-an indirect subsidiary of Teck Cominco Limited) under an agreement with the NANA Regional Corporation (NANA-an entity wholly owned by the Native Inupiat people of northwest Alaska). The workforce totals 460 employees and contractors, of which 56% are NANA shareholders. • Construction of a new water treatment plant to lower total dissolved solids (TDS) in the tailings impoundment;

Environmental highlights
• Construction of a pipeline from the Bons Reservoir to the sand filters to allow better TDS management of treated discharge and improve sand filter performance; • Completion of stream studies which demonstrated that TDS levels in the stream did not affect fish fertilization and hatching of the grayling eggs; • Research on seals which showed normal population levels and no elevation of metals in animals harvested for traditional use; • Completion of a number of operational and engineering improvements to reduce metal-bearing fugitive dust at the mine and along the port road; • Public review of a draft Ecological and Human Health Risk Assessment Report which identifies potential risk from the release of fugitive dust and related mitigation measures; • Reduction in the number of spills and incidents in part due to the EMS target of reducing spills and related employee incentives; • Initiation of a drilling program for natural gas supplies that could replace current diesel fuel use for power generation and thereby significantly reduce particulate matter, NOx and SO 2 air emissions.

Community Sustainability
Under the TCAK/NANA Agreement, a community-based Subsistence Committee was established. This Committee meets quarterly to review all subsistence issues with the mine staff. The Committee provides input on operations management strategies as they relate to caribou and whale migrations.
Red Dog management routinely meet with various governments and stakeholders. Once a year, all 11 villages are visited and an operational update is provided in a public meeting. Meetings with the two closest local villages, Noatak Energy Use Electricity (TJ) n/a n/a n/a Fuel (TJ) 2,642 2,499 2,680 Carbon energy intensity in product (GJ/t) 3.8 3.7 4.0 Energy intensity in product (GJ/t) 3.8 3. and Kivalina, are held on a more frequent basis. In addition, Red Dog has engaged several statewide and national NGO groups to discuss such issues as the fugitive dust risk assessment and the closure planning process.

Safety and health
Red Dog has an Occupational Health and Safety Committee that comprises a cross-section of employees from the workplace. During the year, 12 members of the Committee traveled to Highland Valley Copper to view its award-winning safety programs and see what might be successfully adapted to the Red Dog operation.
The decreasing trend in safety performance from 2003 to 2005 is of concern and measures were implemented over the year to reverse this trend in 2006.

PENd OREILLE
Washington State, United States of America Mark Brown, Mine Manager mark.brown@teckcominco.com

Operational Overview
The Pend Oreille mine (POM) is an underground zinc/lead mine with on-surface ore processing facilities. The property was acquired in 1996, and mine production commenced in January 2004. The operation produces zinc concentrate with an annual capacity of 85,000 tonnes and lead concentrate with an annual capacity of 15,000 tonnes. The mine is owned 100% by Teck Cominco American Incorporated and is located 80 kilometres from the Trail metallurgical complex. The site employs 185 people, 45 staff and 38 contractors.

Environmental highlights
Since 2004, an Environmental Management System (EMS) has guided operational procedures. In 2005, POM achieved environmental targets in water treatment, recycling, tailings management and pollution prevention.
Programs to monitor, assess and modify the methods that have been designed to control and treat the sources of pollutants to mine water discharges were initiated during the year. Specifically, POM has developed and implemented a water treatment system 900 feet below the surface. This treatment system utilizes sulphur reducing bacteria (SRB) that exist in the natural environment to remove zinc and lead from mine discharge water. The SRB bind with soluble sulphur compounds containing the lead and zinc, forming solid particles which settle as sediments within the flooded, abandoned workings. The treated water is then suitable for discharge.
It is important to note that in 2005, pre-treatment water contained an average zinc concentration of 0.2 mg/L, ranging to a maximum concentration of 0.5 mg/L. Regulated limits for zinc in discharge waters allow for an average monthly concentration of 0.444 mg/L and a maximum daily concentration of 0.890 mg/L. POM evaluated methods for reducing metals in discharge waters and voluntarily set out to achieve a stricter zinc target of 0.1 mg/L. The SRB system has successfully reduced zinc levels in post-treatment discharge water to as low as 0.08 mg/L through the end of 2005. However, at that time, elevated lead levels were identified in the discharge water. During the latter half of 2005, POM conducted a review of the system to determine the reason for this slight upward trend and implemented multiple actions, including acetate analysis, sump cleanouts, and improved sump maintenance operations to correct the problem.
POM introduced a used oil recycling program in 2005. Used oil is paid for and transported off-site by a contractor for reuse. This offsets transportation and disposal costs.
The initial deposition of tailings began in January 2004. The Leachate Collection Recovery System (LCRS) monitors the leakage of tailings liquid through the plastic liner of the tailings pond. POM's discharge permit allows a leakage rate of 18.9 litres per minute (lpm) prior to initiating a base level response. The average leakage rate for 2005 was 1.14 lpm, which is well below the LCRS response limit.
The first-year reporting (2004) for the Toxic Release Inventory (TRI) was completed, and six reportable compounds were identified: zinc, lead, mercury, cyanide, copper and chromium. There were no reportable spills in 2005, a significant improvement over last year when there were five spills. However, there were four incidents of permit noncompliance, which is an increase from the two that occurred in 2004.

Community Sustainability
The Pend Oreille mine actively dialogues with the local community through quarterly Selkirk Community Teck Cominco Planning (SCTCP) meetings attended by members of the local community and mine personnel. The purpose of SCTCP is to keep the local community informed of mining activities and closure plans, and to plan for future community-related socio-economic activities.
The General Manager attends the Metaline Chamber of Commerce monthly meetings, and bi-monthly mine updates are featured in the local paper. Safety performance over the first year of production was a concern. However, most of the incidents occurred in the first half of the year of the initial start-up phase. A task force implemented safety program improvements that substantively improved results in the second half of the year.

Environmental highlights
As part of a corporate continuous improvement initiative, the mines commenced implementation of an energy management program in 2005. This program consists of underground heat recovery systems, underground air system improvements, mill water consumption reduction, mill heat recovery systems and the installation of energy efficient pumps. In 2005, the program realized a 10% overall energy cost reduction compared to 2004, despite an 18% increase in energy prices. The energy cost reduction translates into $1.5 million in annual savings.

Safety and health
Employees at Williams and David Bell mine continued to participate in emergency response training programs held during the year. The Emergency Response Team comprises employee volunteers and regular drills help keep them ready to assist others in the event of an emergency. It is the responsibility of each and every employee and contractor on site to ensure best practices are maintained ensuring safety for everyone.
The Williams mine continued the "Wellness Program" in 2005 to promote healthier lifestyles for employees. Initiatives included raising employee awareness of lifestyle changes needed to lead healthier lives as well as an incentive program developed to assist employees in increasing their physical activity levels and improving or maintaining a healthy body weight.

Community Sustainability
Hemlo personnel meet regularly with the Town of Marathon, the Pic River First Nation and the Pic Mobert First Nation to discuss issues of concern. The mine partnered with the local Confederation College, Job Connect and two First Nations groups to develop a Heavy Equipment Mechanics apprenticeship program. This program has a current capacity for 12 people and targets First Nations' workers for potential placement in the Hemlo workforce. • The Levitt Safety Trophy for the Most Improved in Safety for the previous two years.

SPOTLIGhT ON SAfETY
The Hemlo Operations' Courageous Leadership Program stands out, not just for its commitment to zero incidents and its rigorous training program, but in results. In December 2005, Hemlo recorded its first perfect month, with no lost-time injuries, no medical aids, no first aids and no environmental incidents-an impressive achievement for the 700 workers at the David Bell and Williams mines. The operation successfully achieved its goal of a full year of project construction with zero permitting compliance enforcement actions or agency directives. The operation carried out post-construction reclamation on the access road and high-voltage transmission line areas in accordance with the approved reclamation plan.
Its 2006 goal is to update and implement the four key environmental aspects identified by the site's Environmental Management System. These four aspects include waste management, wildlife management, spill management and emergency response.

Community Sustainability
TeckPogo Inc. entered a Payment in Lieu of Taxes Agreement with the community of Delta Junction. In accordance with this agreement, the operation will issue payments of US$1.25 million to the City of Delta Junction for the next three years. If the area residents choose to form a larger borough government, payments will increase to a minimum of US$2 million per year.
In 2005, the Pogo Stakeholders Group was formed and the inaugural meeting was held. The group consists of seven community members, selected by the State of Alaska Commissioner of Natural Resources, to represent fishing, mining, residents, subsistence, hunting and environmental interests. The group will meet at least twice annually to review mine operations and environmental compliance data.
In efforts to attract local labour for employment, Pogo contacted regional community leaders to solicit their help directing applicants to an entry level miner training course. This training, delivered by the Delta Mine Training Center, occurred in the fall and had eight participants. The operation also worked with the Alaska Department of Labor, the Delta Mine Training Center and construction contractors to recruit and train 43 entry level construction trade apprentices. Upon successful completion of the training, all trainees were hired into the Pogo mine construction effort.

Safety and health
Pogo mine and its contractors place a high priority on safe work practices, and 2005 performance is provided in the Performance Trends table.

SPOTLIGhT
During construction, Pogo maintained an active program to segregate and recycle all aluminum (such as cable trays and wire), copper wire and copper products and steel and rebar. By recycling this material, Pogo minimized the solid waste disposal volumes at local landfills. EVCP's charitable giving program is focused on supporting the communities within which our employees live. Giving in 2005 covered a realm of sponsorships, from arts and library development, to local sporting events, to STARS air ambulance, and supporting First Nations' cultural celebrations.
The largest employee-driven donation campaign at EVCP is the Caring for Kids campaign. In the past 10 years, EVCP and its predecessor companies have dollar-to-dollar matched the funds raised by employees, resulting in more than $1 million donated to date to the children's hospitals in B.C. and Alberta.

Safety and health
The formation of EVCP in 2003 led to a renewed focus and commitment to safety. This commitment to improvement continues to be the common driver in all operations.
Each EVCP operation manages its own health and safety program. An integral part of these programs is the Joint Health and Safety Committees. These committees are made up of representatives from management and an equal or greater number of representatives from the hourly workforce. These committees report directly to the site General Manager. At the corporate level, a manager of health and safety supports each operation's health and safety efforts. A senior management health and safety committee reviews and comments on each operation's performance.
As shown in the safety indicators for EVCP, regrettably there have been two fatalities over the last three years. In both circumstances, investigations were conducted and corrective and preventative measures undertaken. Construction of the Antamina open-pit mine and ore processing facility was completed in 2001. Concentrate is transported through a 300 km underground pipeline and then shipped overseas from the Puerto Punta Lobitos port in Huarmey on the Pacific coast. The mine is expected to produce an average of 675 million pounds of copper and 625 million pounds of zinc annually over its first 10 years of production and has an expected mine life in excess of 20 years. Antamina also produces molybdenum, silver, lead and bismuth as secondary by-products of the production process.
Antamina currently employs 1,460 workers, over 98% of whom are Peruvian. Antamina also provides indirect employment to a similar number of contractors.

Environmental highlights
Antamina is committed to the efficient use of resources, the reduction and prevention of pollution and the protection of biodiversity. Environmental management systems were developed in accordance with international standards.
The port operation near the community of Huarmey earned ISO 14001 environmental certification in 2005. It is the first mining port to receive ISO 14001 certification in Peru. Certification verifies that the Company's copper and zinc concentrates are received, filtered, stored and shipped in an environmentally responsible manner and represents a commitment to continuous improvement by all employees and contractors partners working at port facilities. During the last few years, performance at the port improved substantially, particularly in regard to the management of the concentrate storage tanks, effluent ponds and plant maintenance programs. The Antamina mine anticipates ISO 14001 certification in 2007.
Environmental achievements in 2005 include: • Improvements in water quality-water quality improvements at the mine operations have reached 99.4% conformance to the standards; • Mine area reforestation-9,008 trees were planted; • Use of treated mine water-approximately 1,603,000 m 3 of treated water were sent from the mine to a forestry plantation near the port of Punta Lobitos for irrigation.

Community Sustainability
The Antamina mine influences five provinces with an estimated population of 220,000 people. The area stretches from the Andean region of Ancash to the coast, where the Company's port is located, and includes the communities along the 300 km pipeline route and access road. In 2005, Antamina prepared a four-year strategic plan to guide its efforts to ensure that the people of the region benefit directly, now and over the long term, from the activities of the mine. The resulting community development programs aim to improve the living conditions of local communities, through enhanced health and educational services, expanded infrastructure and new economic development projects.
In 2005, the Antamina community relations team worked together with the state, non-governmental organizations and the community to achieve the following significant results: • Allocation of US$1.5 million in core funding to the Asociación Ancash, a not-for-profit regional civil association devoted to regional sustainable development through projects intended to preserve local cultural heritage, to promote improvements in education and health, to build capacity and to foster efficient and transparent governance.
• Launch of a US$2.25 million Extraordinary Fund, related to "Antamina's Support to Sustainable Development" (FEAD) (Pre-Canon Bridge Project) undertaken by Antamina and managed by Asociación Ancash in November 2005.
• Approval of 18 FEAD projects that will build capacity in the use of the Canon Minero revenues among local authorities.
• Implementation of a local employment program which put 800 people to work on 37 infrastructure improvement projects.
• Initiation of a social housing project to relocate over 30 families from substandard living conditions beside the port in the area of Huarmey. As disclosed in the GRI's Mining Sector Supplement's MM9 Indicator, the company follows the World Bank Operational Directive on Involuntary Resettlement which helps identify, plan, implement and monitor involuntary resettlement to minimize displacement and restore incomes.
• Commitment of US$1.0 million per year for the next three years for the Huarmey Sustainability Fund.
• Completion of a number of projects under the Centromin Payment Fund in the areas of education, health, environmental education, water, sewage, power and other community development initiatives.
• Planning for programs for each of the provinces of Huari and Fortaleza Valley in the areas of tourism development, agriculture, health, sanitation, education and culture.
• Contribution of US$100,000 to a local sport association in Ancash.
The operation continues to foster new forms of collaboration between government, community, non-profit groups and international agencies to build capacity and strategic frameworks, which will help to ensure the benefits from tax revenues effectively contribute to the wealth and health of local communities.

Awards
The 2006

Environmental highlights
Environmental achievements for the year include: • Completion of field investigations on Mark and Lois Creek for the Human Health and Ecological Risk Assessments (HHERA); • Continued progress on the development of an underground mine dewatering system. The system will collect and deliver contaminated water to the Drainage Water Treatment Plant (DWTP) prior to final discharge to the St. Mary River; • The effluent discharge at the DWTP consistently meets all B.C. MoE permit requirements; • Re-vegetation of 141 hectares of reclaimed land, which included the planting of 54,000 woody species seedlings; • Over 195 hectares of tailings ponds and waste dumps were covered with glacial till in preparation for further reclamation work; • Evidence that wildlife have returned to 13-year-old reclamation sites, demonstrating the success of the reclamation program to date; • The removal of 300 tonnes of demolition scrap from the site for recycling.

Community Sustainability
The Teck Cominco has made lands available for tourism infrastructure and amenities. Following a land exchange with the Province of British Columbia, 3,000 acres were developed into an integrated walking, biking and skiing trail system. Other company lands were designated for residential development. The Company, the developer, the city and local citizen groups have ensured this development will be consistent with the broader community development plan and its values related to wildlife and recreation. Also in support of the local economy, Teck Cominco joined the provincial and federal governments to fund the Sullivan Mine and Railway Historical Society to improve the railway tour. The funds will be used to extend the existing rail line to include a 230metre-long "underground experience" segment and provide for upgrades to the museum facilities.
In 2005, just four years after mine closure, the city tax base has shifted from industrial to resort and residential and a new economy is emerging. Kimberley now enjoys a strong foundation for mountain resort tourism and offers a unique lifestyle that makes it a popular place in which to live and work.

Environmental highlights
The primary monitoring focus is on water quality in Garrow Lake where, historically, tailings had been discharged. The 2005 inspections related to water quality in the lake confirmed concentrations of zinc at or below both the Water Licence and Metal Mine Effluent Regulations (MMER) limit of 0.5 mg/L. Zinc and lead concentrations are expected to gradually decline now that tailings deposition has ceased.
A geotechnical inspection of the decommissioned dam confirmed that its slopes are stable and are not being eroded.
The operation removed 50% of site litter that remained after reclamation was completed. The balance will be removed in 2006.

Community Sustainability
The nearest community, made up of fewer than 200 Inuit people, is Resolute Bay, located approximately 100 kilometres southeast of the mine. During operation, the mine held regular meetings with the Hamlet Council and local residents. Since closure, Teck Cominco continues to keep the community informed of monitoring activities.

Environmental highlights
During the year, the B.C. MoE approved decommissioning plans for two of the sedimentation ponds. Reclamation efforts took place at the ponds along with landscaping of a few miscellaneous areas of one of the pits.
Approximately 12,000 m 3 of contaminated waste were sent for remediation and another 300 tonnes of special waste were moved off-site to an approved facility.
The MoE requested that a property-wide monitoring program be conducted to assess sediments and biological communities potentially exposed to selenium and other contaminants. Landscaping and seeding were performed on 39 hectares, and 5,000 willow cuttings were planted in the tailings pond. At the end of 2005, 97% of the disturbed area at the site had been reclaimed. The remaining reclamation work consists of the rail load out facility (24 ha) and the plant site area (6 ha).
Bullmoose has completed a selenium monitoring program to assess sediments, water and biological communities potentially exposed to selenium and other contaminants. The operation also conducted a comprehensive contaminated sites investigation program, which will be completed in 2006.

SPOTLIGhT
The reclamation objective at the Bullmoose mine is the re-creation of wildlife habitat. Reclamation has progressed to the point where the majority of the landscaping and re-vegetation was complete by the end of 2005. Wildlife habitat has been re-created by using proven reclamation techniques including contouring, and re-vegetation with agronomic species, as well as planting of conifers and willow cuttings. During 2005, wildlife usage increased. A resident pack of wolves denned near a reclaimed dump and were seen throughout the summer and fall seasons. The area is also frequented by mule deer and caribou, and marmots have taken up residence in several areas.
At the end of 2005, 97% of the disturbed area at the site had been reclaimed.
Abandoned mines have been drawing increased international attention due to concerns over their environmental and social impacts. Teck Cominco recognizes the importance of this issue and accepts responsibility for the conditions at older mining and industrial operations that were created by the Company and its predecessors. Given the long tenure of our Company, we have many properties under care and maintenance, some of which can be classified as true historic operations.
We currently have more than 25 former mines and industrial properties under active care and management. They are located in eight provinces and territories in Canada and six states in the United States. Programs at these sites range from large-scale remediation and reclamation projects to monitoring and assessment. Virtually all activities are being undertaken voluntarily, either independent from or under agreements with regulatory authorities. Expenditures on the program in 2005 exceeded $9 million. in the 1960s and intermittently in the 1970s and was later acquired by Teck Cominco through the purchase of another company. The mine included a millsite and several tailings ponds located on the banks of the Racing River.
Previously, Teck Cominco had reclaimed the mine in accordance with the requirements of an early reclamation permit. The government retained responsibility for the Wokkpash Corridor Access Route as it was left in place to facilitate future development in the area. However, over time the Racing River continued to erode the tailings, redistributing garbage buried within them. The mine openings, road and bridges became a safety hazard. The site did not meet the standards of this special management area.
Since the British Columbia government had responsibility for the road, an equal cost-sharing agreement was established, with Teck Cominco conducting the work under contract to the Ministry of Sustainable Resource Management. The program, conducted over 57 days during the summer of 2004, included relocating the Racing River landfill to the mill building area, moving most of the remaining tailings from the North Tailings Pond to above the river flood plain, and covering, seeding and fertilizing of the mill site and mine areas. The approach to the ore dump was excavated and four adits were in-filled for public safety. Bridges were dismantled and piers removed at the Racing River, Wokkpash Creek and MacDonald Creek crossings. All of the steel was buried and the approaches were recontoured and seeded. The Wokkpash Area Access Route was also narrowed in several locations to allow access for ATVs only, consistent with the requirements of the management area.
Pinchi Lake mine This former mercury mine at Pinchi Lake near Fort St. James, B.C., had two periods of operation in 1940- 44 and 1968-75. The first period of war-time operation employed crude methods of mercury recovery that resulted in mercury contamination of sediments in Pinchi Lake, the signature of which is still reflected in elevated levels of mercury in lake trout today. During the second period the mine was operated with more efficient processing methods and environmental controls.
The Company has been conducting studies related to mercury concerns and remediation/reclamation projects at the mine and in the area for a number of years but under a less than satisfactory relationship with two local First Nations. This difficulty continued in the early part of the year, but relations improved dramatically when all parties agreed to negotiate a protocol establishing a cooperative path forward on issues concerning the Pinchi Lake mine closure. This protocol was subsequently signed and under full implementation by June 2006.

historic and dormant Sites
During the year, the remediation of two lagoons associated with the more modern operation was completed and monitoring in the lake following a spill in late 2004, confirmed no detrimental impacts. Additional field studies to support ecological risk assessment related to the mine were carried out, the results of which are being fully shared with the First Nations.

Port mcNeill Site
This property located on the shore near Port McNeill, B.C., on northern Vancouver Island is owned by another party but was used as a copper concentrate storage facility associated with the Benson Lake mine that operated between 1962 and 1972. Activities on the property resulted in significant copper contamination of soils. Since 2000, Teck Cominco has carried out assessments, and in 2004 the first phase of remediation involved the excavation and removal of about 16,000 tonnes of contaminated soils for disposal, under permit, in the Highland Valley Copper (HVC) tailings pond.
In 2005, the final phase of this complex remediation program was completed, with 15,000 tonnes of contaminated soils being removed and shipped to HVC. A risk assessment, to be carried out in 2006, will allow for industrial/commercial use of the Port McNeil property by the owner.
howey mine This underground gold operation was the first producing mine in the Red Lake area of Ontario, Canada, and is located within the municipal boundaries of the community of Red Lake, which owns surface rights over the mine. Reclamation work and ground stability assessments were carried out at the mine through to the late 1990s.
Although public safety responsibilities at this former mine are shared with the community of Red Lake and the Ontario government, the latter requested in 2004 that Teck Cominco prepare a closure plan for the mine that addressed public safety risks from potential ongoing subsidence of underground workings. This plan, which includes the rerouting of a public road, was prepared in 2005 and will be submitted for approval in 2006.

Viburnum Trend haul Road Clean-up
Teck Cominco owned the former Magmont lead/zinc/copper mine in Missouri, U.S., that operated between 1968 and 1994. This operation and mines of other companies shipped concentrates by truck to smelters and trans-shipment points over local county roads in the area. Investigations by the State of Missouri and the U.S. EPA in the 2002-03 period identified levels of lead that were elevated above criteria in yards adjacent to the roads.
Since 2004, a group of the companies involved in the concentrate shipments has been cooperating to address the concern. Early in 2005, this group reached agreement with the U.S. EPA on the path forward and by the end of the year in excess of 14,000 tonnes of contaminated soil were removed from the yards that were a priority.
Shari Weech, PhD Researcher, funded to work with eagles at Pinchi Lake Given the long tenure of our Company, we have many properties under care and maintenance, some of which can be classified as true historic operations.

RECLAmATION ANd CLOSURE
Reclamation programs designed to meet corporate standards are conducted before all exploration properties are relinquished. In many cases, exploration properties require ongoing reclamation activities during active exploration.
For example, at the Morelos project in Mexico, regular road grading and establishment of drainage structures are required to mitigate erosional effects caused by the wet-dry seasonal cycle. Active road maintenance and monitoring are conducted to avoid road wash-out during break-up at the Kudz Ze Kayah project in northern Canada due to the freeze-thaw conditions in the region.

ENVIRONmENTAL, hEALTh ANd SAfETY PROCEdURES
Attention to Environmental, Health and Safety issues is a priority for the Exploration Group. EHS Coordinators are present in each exploration office and are involved in ensuring safe practices by providing training as well as monitoring and reporting EHS performance. The Exploration Group's strong commitment to EHS issues is evident in the statistics shown below. Exploration has met or exceeded annual targets and continues to strive for improvement. Teck Cominco's global exploration activities are conducted from 11 exploration offices with the objective to provide the Company with high quality growth opportunities through the discovery or acquisition of economic mineral deposits. Globally, there are 137 full-time staff persons assigned to exploration.
Recognizing that mineral exploration often takes place in new, highly diverse and rapidly changing regions, and that in many cases this may be a local community's first exposure to the minerals industry, it is imperative that work be carried out with key sustainability pillars governing all efforts. To Teck Cominco, those pillars are economic achievement, excellence in environmental performance and meaningful social contribution.

Customized Health and Safety Guidelines have been developed that recognize the unique elements of exploration work.
Exploration and EHS Review personnel in R15 drilling area

EmERGENCY PREPAREdNESS
Customized Health and Safety Guidelines have been developed that recognize the unique elements of exploration work. Background information and standard reporting formats ensure that exploration personnel are prepared and able to respond effectively to emergencies, accidents and incidents.
In collaboration with the Corporate Risk and Insurance Group, personnel are educated, trained and provided with the tools needed to work safely in diverse environments throughout the world.

ENGAGING ANd CONTRIBUTING TO COmmUNITY RELATIONS
The engagement of and contribution to communities has become an operational directive for Teck Cominco and is extremely important to the Exploration Group. Whether it is providing educational presentations to youth in Vancouver or conducting community information sessions in locations such as Ross River, Yukon, or Holman, Northwest Territories (N.W.T.), the Exploration Group actively engages those with interests in our activities and in the regions where we work. As much as possible, local employment opportunities are maximized and, in many cases, training is provided. When open communication lines are created, they provide an important two-way opportunity to learn how local communities can benefit from exploration activities in the area.
Recent examples of this collaborative approach include:

R5/Kudz Ze Kayah, Yukon Territory, Canada
At the R15 polymetallic project, Teck Cominco has entered into an innovative agreement that allows for exploration work to be conducted on lands subject to the Land Claims process. Both the government and the local communities have concerns with the regional caribou populations. Teck Cominco has responded to these concerns and voluntarily is assisting by providing qualified local personnel and funds to aid caribou herd monitoring.
On the adjoining Kudz Ze Kayah property, the initial road lease was subject to extensive community consultation. As a result of these consultations and as a condition of the road lease, Teck Cominco provides a security gatehouse to limit road access. In addition, Teck Cominco is responsible for road maintenance and reclamation.
Victoria Island, N.W.T./Nunavut, Canada At the Victoria Island diamond project, local residents have been hired to specifically monitor wildlife and to assess wildlife populations in the tundra environment. Community consultation with a number of local groups remains a significant priority to ensure all interested parties are informed of our progress.

morelos, Guerrero, mexico
At the Morelos gold project, the Company's proactive community engagement initiatives provide the local community with an understanding of the exploration process. Reception from local communities is open and friendly.
Similar experiences have also occurred at the Company's exploration operations in Australia, Peru, Turkey and the United States.

Indigenous peoples
Cultural groups and their descendants who have a historical association and continuity to a particular region or part of a region. They have a cultural identity and as minorities may be vulnerable to current social and economic systems.

Indirect Economic Impacts
As defined by the GRI Economic Indicator Protocols Set, they are the result, often non-monetary, of direct economic impacts (the transactions between the organization and its stakeholders).

ISO 00
International standard for environmental management systems Licence to operate Earning, securing and maintaining trust from the communities in which we operate and from regulators in order to conduct present and future business operations.

Life-cyle Analysis
A full assessment of a product's lifespan, from mining the product to process and function.

Product Technology Centre
Pm-0 Particulate matter less than 10 microns

Stakeholders
Any people or group of people that may be affected positively or negatively by the financial, environmental (including health and safety) and social aspects of our operations.

Sustainability
Development that meets the needs of the present without compromising the ability of future generations to meet their own needs-as defined by the World Commission on Environment and Development (Bruntland Commission), 1987.

Toxic release inventory
TSm Towards Sustainable Mining is a strategy for improving the mining industry's performance by aligning its actions with the priorities and values of Canadians.

Universal declaration of human Rights
The Universal Declaration of Human Rights (also UDHR) is a declaration adopted by the United Nations General Assembly, describing the human rights guaranteed to all people.

UNGC
United Nations Global Compact is an initiative to encourage businesses worldwide to adopt sustainable and socially responsible policies, and to report on them.

CONVERSION fACTORS
Unit Percentage of total energy consumption • EN5 Percentage of total energy consumption met by renewable resources • EN6 Total energy saved due to conservation and efficiency improvements • EN7 Initiatives to provide energy-efficient products and services • EN8 Initiatives to reduce indirect energy consumption • EN9 Total water withdrawal by source • EN10 Water sources and related habitats significantly affected by withdrawal of water • EN11 Percentage and total volume of water recycled and reused • EN12 Location and size of land owned, leased, or managed, in or adjacent to, protected areas • 41 EN13 Description of significant impacts of activities on protected areas • 41 Appendix: GRI Ration of average remuneration of men and women broken down by employee category • HR1 Percentage of investment agreements that include human rights clauses or that underwent human rights screening • HR2 Percentage of major suppliers and contractors that underwent human rights screening • HR3 Employee training on human rights policies and procedures • HR4 Incidents of discrimination • 58 HR5 Incidents of violations of freedom of association and collective bargaining • 58