2015 Rexam Sustainability Report Final

TOGETHER
WE CAN
SUS TA I N A B I L I T Y REP O RT 2015
Overview
Products
Operations
People
About this report
OVERVIEW
THREE YEARS IN REVIEW
WHAT WERE PROUD OF
Overview
PROGRESS AGAINST
COMMITMENTS
HOW WE CREATE SHARED VALUE
MATERIALITY AND
STAKEHOLDER ENGAGEMENT
GOOD GOVERNANCE
WHO WE ARE
WHERE WE ARE
Rexam is a leading global beverage can maker.

Our global headquarters are in the UK and we have
factories across five continents.
North America
Europe
Our North American operations consist

of 17 beverage can and end making
plants in the US and Mexico, and joint
ventures in Panama and Guatemala.
We are the second largest can maker
in the region. Headquarters are in
Chicago, US.
We are the number one beverage can maker in

Europe. Our European operations comprise 20 can and
end making plants in Russia, Germany, Czech Republic,
Austria, Sweden, Denmark, Spain, UK, Finland, France,
Italy and Ireland. Headquarters are in Luton, UK.
WHAT WE DO
Rexam has the largest range of can sizes in the industry.
We make cans in 25 different shapes and sizes, ranging
from standard cans, through to slim and sleek versions,
to large one litre cans. We also offer innovative
aluminium bottles, called FUSION, as well as Cap
Can, our resealable can. Combined with our attractive
and eye-catching finishes, this allows our customers to
maximise their brand impact as well as carefully targeting
specific consumer segments and drinking occasions.
8,000
64 bn
8,000 average
number of
employees in 2014
64bn cans made

by us in 2014
Beverage can plants

Joint venture/associate
Head office in London, UK
Read our annual report:

www.rexam.com/ar14
Rexam Sustainability Report 2015
South America
Africa, Middle East and Asia
We are the number one beverage can maker

in South America and specifically Brazil, the
largest market in the region. Our 12 plants
are strategically located in Brazil, Argentina
and Chile to capture growth and optimise
asset utilisation. Headquarters are in
Rio de Janeiro, Brazil.
Our AMEA region focuses on faster-growing and

emerging markets. The business has plants in
Turkey, Egypt, India and Saudi Arabia, as well as
an associate in South Korea. Headquarters are in
Dubai, UAE.
Overview
Products
Operations
People
About this report
OVERVIEW
WHAT WERE PROUD OF
PROGRESS AGAINST
COMMITMENTS
Three years in review
Welcome to Rexams Sustainability Report. We are a leading global

beverage can maker for many of the worlds favourite brands. As a global
manufacturing business producing billions of cans per year we have a clear
responsibility to ensure that sustainability sits at the heart of our business.
Our sustainability framework, established in 2010
around the key areas of products, operations and
people, continues to provide the roadmap that defines
how Rexam contributes and creates value across a wide
range of stakeholder issues.
Since our last report three years ago, Rexam has
transformed itself from a consumer packaging company
serving multiple market segments to a business with a
sole focus on beverage cans. Our job is to make those
cans as efficiently, profitably and sustainably as possible
so that our customers can attract and retain the loyalty of
the people who consume their products.
Rexam set itself three-year sustainability goals in
2010 and I am pleased to report that we have achieved
16 out of the 20 and made good progress on the others
despite challenging business conditions. In 2014 we
undertook a materiality study to validate our framework
and set ourselves updated measures and targets through
to 2020. Notable additions are ambitious targets to
reduce the carbon footprint of a can by 25% and to
reduce water intensity by 10%.
Dow Jones Sustainability Index (DJSI)

I am delighted to report that in 2015 we have retained
our position in DJSI Europe. This external recognition is
vital to show us, and our stakeholders, that were on the
right track and recognises how far we have embedded
sustainability across the business. Our areas of strength

identified by the DJSI continue to be in Governance,
Risk and Crisis Management, Product Stewardship,
Human Capital Development, Labour Practice Indicators
and Human Rights. Our latest 2015 scores show
improvement in 10 categories and confirm our industry
leadership in Risk and Crisis Management, Human
Capital Development and Labour Practices and
Human Rights.
Working together
A common thread to how we approach challenging
sustainability issues is to work collaboratively with
the right business partners to identify successful
strategies and collectively create value. Three initiatives
demonstrate this approach. On the innovation side
we are working with Magna Parva to investigate
disruptive technologies in metal forming that will drive
can lightweighting and reduce energy consumption.
We are also working with 13 major companies across
the value chain in the Aluminium Stewardship Initiative
to address issues relevant to the production and
stewardship of aluminium, from the extraction of bauxite
to the production of consumer goods and recycling. And
we are collaborating with Carlsberg on the Carlsberg
Circular Community initiative to rethink the design and
production of packaging material in order to develop the
next generation of packaging products.
MATERIALITY AND
GOOD GOVERNANCE
The proposed Ball acquisition

Earlier this year the boards of Ball Corporation and
Rexam announced that they had reached agreement on
the terms of a recommended offer for Ball to buy Rexam.
A combined business will create a truly global player
in the packaging industry, well positioned to compete
against other pack types and to deliver best in class
service to our customers based on our shared culture
of manufacturing excellence, innovation capability and
sustainability. We expect this deal to close during the
first half of 2016, and in the meantime we continue to
operate on a business as usual basis.
Looking ahead we believe the combination of Rexam and
Ball will be able to make an even stronger contribution
to creating a sustainable society, taking the best solutions
and approaches from both companies and having the
scale to make more transformative change a reality.
Thank you for taking the time to read this report. You will
see many examples of our progress, aspirations and
challenges in the following pages.
Graham Chipchase
Chief Executive
We work collaboratively
with the right business
partners to identify
successful strategies
and collectively
create value.
Overview
Products
Operations
People
About this report
OVERVIEW
WHAT WERE PROUD OF
PROGRESS AGAINST
COMMITMENTS
What were proud of

MATERIALITY AND
2012
APR
2013

Winston Salem plant, US,
wins Air Quality Award from
Forsyth County
MAY
MAR
JUN
APR
MAY

Berlin, Germany, accredited
to ISO 50001:2011
(Energy Management Systems)
AUG
Chicago office, US,

achieves LEED certification
SEP
Valparaiso, US, achieves

zero waste
Santa Cruz, Brazil, wins
Innovation Award from SESI
Recife, Brazil, wins Health &
Safety at Work and People
Management Awards SESI
NOV
Our North American sector

wins industry award for Great
American Can RoundUp
DEC
Winston Salem, US, wins

Air Quality Award from
Forsyth County
Launch of thermochromic ends
and photochromic ink
Manaus Ends, Brazil, awarded
Silver Shingo Medallion
Extrema, Brazil, awarded Silver
Shingo Medallion
Cuiab, Brazil, awarded
Bronze Shingo Medallion
JUL
Cuiab, Brazil, wins Quali-MT

Award from SENAI and Quality
Award from BEIS
SEP
Inclusion in 2014 Dow

Jones Sustainability Index
(RobecoSAM)
OCT
Customer online design

portal launched
NOV

Launch of Editions, our

variable printing technology
Rexam joins the Aluminium
JAN
Stewardship Initiative
guaas Claras, Brazil,

awarded Shingo Prize
Cuiab, Brazil wins Quali-MT
Award from SENAI
2014
Carlsberg and the Circular
JAN Aluminium Stewardship
Community launched
Initiative Performance
Standard launched
FEB
Magnaparva Packaging
joint venture
MAY
Jacare, Brazil, awarded Silver

Shingo Medallion
Enzesfeld, Austria, awarded
Rio Headquarters, Brazil,
awarded Bronze Shingo
Medallion
JUL
Chicago, US, wins Excellence

in Recycling Award from IRA
SEP
Awarded Bronze and Industry

Mover in 2015 Dow Jones
Sustainability Index (RobecoSAM)
Updated sustainability
framework launched
OCT
Manaus, Brazil, wins Gold at

Amazonas Quality Awards
NOV

Santa Cruz, Brazil, wins Rio
Quality Award from State of
Rio de Janeiro
DEC
2014 safety record best in

Rexams history
DEC
Super Premium Editions

launched
GOOD GOVERNANCE
2015
FEB
Cradle to Cradle
certification (EPEA)
MAY Guatemala awarded

Shingo Prize
Our Blue Chip scheme is a global

reward programme to recognise
individuals who demonstrate our
values and leadership practices.
From 2012 to 2014 we awarded
770 Blue Chips to our employees
across all sectors.
External accreditation
In the quest for continuous
improvement, Rexam benchmarks
its performance against the best
in the world through regular third
party reviews.
Overview
Products
Operations
People
OVERVIEW
About this report

WHAT WERE PROUD OF
PROGRESS AGAINST
COMMITMENTS
Progress against commitments

Our established sustainability
framework is comprised of
12 specific commitments
and 15 measures and targets,
and enables us to continuously
improve performance in our
three main areas of focus:
products, operations and
people. In 2014 we refreshed
our targets and commitments,
aligning them to our latest
materiality assessment.
Products
Operations
12
People

MATERIALITY AND
2020 sustainability goals
GOOD GOVERNANCE
Our material issues
Our goals
Recycling
Achieve industry targets in Europe, US and Brazil. Measure in AMEA
11
Life cycle carbon
25% reduction/can (normalised)
12
7.5/10 customer satisfaction
13
100% policy mitigation
14
100% suppliers use CDP
15
Innovation
Five projects progressing through stage gate per year
16
Material
Ongoing material reduction
18
Partnership
Progress
Energy and carbon 7% reduction/can (normalised)
19
Water
20
Waste
21
Safety
33% reduction in three-year rolling average Lost Time Accident Rate
23
Engagement
Improvement in engagement score by sector
24
Conduct
100% successfully completed Code of Conduct training modules
Communities
50% increase in total of employee hours invested in agreed initiatives
25
Commitments
Annual progress against the above measures can be accessed here: www.rexam.com/keymetrics
15
Measures
See page
On track to achieve on time

Positive trend
Progress behind target
Overview
Products
Operations
People
About this report
OVERVIEW
WHAT WERE PROUD OF
PROGRESS AGAINST
COMMITMENTS
How we create shared value

MATERIALITY AND
Our business is focused on creating sustainable value for all our

stakeholders through the manufacture of beverage cans and ends.
GOOD GOVERNANCE

CAPITAL
Our business effectively uses
the following inputs to make
cans and can ends.
Natural
Energy, virgin and recycled
metal, inks and water.
VALUE CREATED & SHARED

Continuously improve
the efficiency and
sustainability of
our products
and processes.
Uphold high
governance and
ethical standards
across our
value chain.
Effectively manage
enterprise risks.
Balance growth and

shareholder returns
with investment back
into the business.
Protect and develop

our people.
Delivered 64bn cans while

innovating products to meet
changing needs.
Employees
Paid 500m in salaries and invested
22.5 training hours per employee.
Human
8,000 employees, safe and
healthy working conditions.
Social
Strong relationships with
customers, suppliers and
communities.
Intellectual
Patents, standards,
processes and trademarks.
In 2014 we enhanced our capitals

and invested these back into our
business, creating value for all of
our stakeholders.
Customers
64 bn
Manufactured
55 can and end making plants.
Financial
Disciplined capital allocation
and intangible assets.
Promote the drinks

can as a viable
and sustainable
packaging option.
SHOP
Investors
Shared 583m in cash returns
to shareholders.
Communities and the environment
Supply chain
Manufacturing
Customers
Consumers
We work closely
with our suppliers
to develop more
sustainable
and innovative
processes
and products.
We convert metal
sheets into finished
beverage cans and
ends as sustainably as
possible at the lowest
delivered cost.
We develop long-term
partnerships with
our customers and
invest and innovate to
ensure our customers
maximise their
market opportunities.
We provide the
most convenient
single serve
beverage
package that is
safe and keeps
contents secure
for consumers.
Reduced carbon intensity by 1.84%

and invested nearly 200,000 in
community engagement activities.
Suppliers
Paid suppliers over 2.6bn
and further developed our ethical
supply chain.
Consumers
Supported the improvement of can
recovery rates worldwide.
Value re-invested
Overview
Products
Operations
People
OVERVIEW
About this report

WHAT WERE PROUD OF
PROGRESS AGAINST
COMMITMENTS
Materiality and stakeholder engagement

MATERIALITY AND
Engaging our stakeholders is embedded into our culture. By listening

to their ideas and needs and understanding each others issues and
expectations, we can work together to create shared value.
We engage with our stakeholders using a variety of

approaches such as surveys, face-to-face dialogue,
collaborative projects and formal meetings, depending
on what is most appropriate for that group.
These activities can take place annually or monthly,
according to the needs of that particular group and our own
requirements for maintaining a strong and open dialogue.
For example, once a year we have our European Works
Council forum, attended by plant representatives and senior
leadership. Alongside this, our Chief Executive visits a
number of plants in each sector every year and has now
visited 32 plants since January 2012. Additionally, our
Board holds a Board meeting at a different plant each year.
Each Sector Director also visits every plant in their sector to
engage with local stakeholders.
Our material issues

In 2014 we commissioned a materiality study with
around 50 stakeholders involving a broad base of internal
employees, as well as customers, investors, suppliers, industry
associations and NGOs. The study was conducted by Article
13, experts in this field. Their final report was then used as the
basis of an internal workshop, facilitated by Article 13, which
consolidated the themes and issues that stakeholders want to
see us address in our business strategies and reporting.
7
WHAT MATTERS OUR MATERIALITY MATRIX
We carefully noted how topics had evolved since our previous

materiality study in 2010. Following discussion with our
Executive Leadership Team, our sustainability framework was
updated to reflect the content of this assessment, with specific
commitments for the first time on life cycle carbon and water.
STAKEHOLDER PERSPECTIVE:
INVESTOR RELATIONS
We communicate regularly with the investment
community so they have a clear understanding of all
aspects of our business. We engage through formal
investor and shareholder meetings, as well as dialogue
with individual investors and potential investors.
I am impressed with the strong

contribution the sustainability initiatives
have had on shareholder return and
Rexams overriding objectives. We take
great comfort from the open and candid
discussions held with Rexam about the
sustainability challenges they face, how
they and reputational risk are being
managed and how all of this can be
turned into opportunities.
Abigail Herron, Head of Responsible Investment
Engagement, Aviva Investors
Influence on stakeholder assessments and decisions
We regularly engage with our customers, employees,

investors, suppliers, trade associations, regulatory
authorities, non-governmental organisations (NGOs) and
local communities. Dialogue with stakeholders along
our value chain, from material suppliers to recycling
organisations, is an established part of how we operate.
GOOD GOVERNANCE
Data security
Generation Y

Consumer health issues

Supply chain
responsibility

Customer
partnership
and dialogue

L egislation
packaging waste
Pack choice

Energy efficiency

Circular economy
Recycling

Materials use

Product quality
Carbon in the pack

Water usage

Climate change

Innovation

Human rights

L egislation
materials

Environmental,
social and
governance reporting

Spills and
environmental
incidents

Health and safety

Good governance

Consumer attitudes to
packaging

Zero waste

Local communities

Code of Conduct

Employee relations

Customer
consolidation

Discrimination

Talent management
u
u

Emerging markets

Volatile organic
compounds

Employee wellness
Business significance of economic, environmental and social impacts

u

Trend stable
Trend increasing
Overview
Products
Operations
People
About this report
OVERVIEW
WHAT WERE PROUD OF
PROGRESS AGAINST
COMMITMENTS
Good governance

MATERIALITY AND
Good governance defines how we conduct ourselves as

a business, our definition of success and our attitude to the
assessment of appropriate risk and ethical matters.
Our policies
The Board of Rexam believes that good governance is
not just compliance with codes of practice. It is also a
strong sense of value and a desire to do what is right
for employees, shareholders and all other stakeholders.
Integrity and trust continue to be more important than ever
in todays business world.
Responsibility for Rexams policies and procedures is
ultimately that of the Board. The Audit and Risk Committee
reviews reports on the Code of Conduct and Raise
Your Concern, which encompass the management of
corporate social responsibility and corporate citizenship.
The Executive Leadership Team (ELT), which comprises our
most senior operational and functional executives, has
a mandate for sustainability together with responsibility
for the regular review and update of Group policies.
Our Director of Group Sustainability leads a dedicated
sustainability team, which reports to a member of the ELT.
Code of Conduct
The Code of Conduct, which applies to all Rexam
employees worldwide, provides a clear statement for
the benefit of stakeholders involved with, or affected by,
Rexams activities. It captures the key governance and
compliance messages that are relevant for all employees,
whether working in the manufacturing plants or in officebased locations. These include anti-corruption, conflicts
of interest and insider trading. Online training ensures
employees are aware of their responsibilities and are in
compliance with the Code of Conduct.
Raise Your Concern

Our whistle blowing policy is supported by an external
confidential telephone helpline, available to all
employees to raise any concerns or grievances, including
those of a financial nature. Employees are encouraged
to use the service when other internal reporting lines have
not adequately dealt with their concerns, or if the matter
is too serious or confidential to discuss with management.
Rexam has policies in place to embed sustainability
in our operations and supply chain. The policies are
published on our website and cover areas such as
climate change, environmental health and safety,
supply chain and suppliers Code of Conduct, risk
management, anti-fraud and anti-bribery and other
employee-related areas of importance.
Customer access to our ethical and
responsible business practices
Our customers can access, review and
audit our policies and performance
across key areas of labour standards,
health and safety, environmental impacts
and business ethics using the Sedex database.
GOOD GOVERNANCE
Risk management
In the constantly changing environment in which we
operate, effective management of risk is critical to the
delivery of our business objectives. It also supports
sustainable growth and the protection of our people,
assets and reputation. We have a formal, well-established
risk management framework, which covers financial,
operational and reputational risks faced by our business.
Significant risks include supply chain and business
interruption, commodity and currency volatility, talent
management and retention, cyber attack and data security,
competition and substitution, and legislative changes.
Our framework enables us to systematically identify,
evaluate and monitor risks alongside developing
and tracking mitigation actions to manage risks on a
continuous basis. The framework is embedded in our
day-to-day operations. Sustainability issues identified
and addressed using this framework are risks related
to water, beverage can packaging regulations, human
rights and climate change. For example, we maintain
legislative risk registers for territories and jurisdictions
where we operate and mitigation plans for these risks
are monitored and measured.
100 %
100% of our
Code of Conduct
training modules
are successfully
completed
In 2015 we again
achieved the highest
score for Risk and
Crisis Management
within the DJSI
packaging sector
Products
Overview
Operations
People
About this report
INTRODUCTION
A THRIVING CIRCULAR ECONOMY
RECYCLING
Products
LIFE CYCLE CARBON

CUSTOMER PARTNERSHIPS
LEGISLATION AND REGULATION
More than 10,000

companies help form our
responsible supply chain
RESPONSIBLE SUPPLY CHAIN

INNOVATION
We promote and actively support

recycling systems for cans
We shape our future through

innovation and our pursuit of
new beverage categories
We collaborate with our entire

supply chain to help reduce life
cycle carbon
CO2
Consumer packaging is an essential part of a

modern society and consumers place a high
priority on convenience and resource-efficient
sustainable supply chains. As a leading global
primary packaging company, we recognise our
responsibility to be at the forefront of minimising
the impact of our products on the environment and
to work with policymakers to ensure packaging
makes a positive contribution to sustainability.
Aluminium is part of a thriving circular

economy, and beverage cans
are infinitely recyclable
Working together
We engage constructively upstream and downstream,
working as partners with our suppliers to drive a global and
strategic approach to building a sustainable supply chain.
And we listen to and understand our customers priorities,
engaging with them to help deliver their targets and
build strong and lasting relationships. We take a similarly
collaborative approach to recycling. Many countries we
operate in have established recycling infrastructures. But for
those that dont, we are committed to providing long-term
support to establish and enhance collection mechanisms
and build a recycling culture among consumers. Our work
with the Aluminium Stewardship Initiative illustrates our
approach. Developed with NGOs and the industry, the
performance standard fosters responsible environmental,
social and governance principles throughout the
aluminium value chain. We plan to be among the first to

bring certified products to market from 2018.
Ensuring our future

Consumers continue to demand more and more from the
products they buy, and our innovation programmes contribute
to our customers growth and our own. We are geared to
provide a variety of innovation platforms to help customers
create greater value across their beverage brands.
Part of this innovation focus also helps to ensure that we are
well prepared to react and take advantage of any change
in packaging legislation and regulation. We constantly
contribute and monitor changes in laws and policies that
may affect our business, working through an established and
effective network of trade associations.
Cans are designed

to be 100%
recyclable
Cans create
sustainable supply
chains thanks to
their light weight,
fast and efficient
filling, high cubic
efficiency and
recyclability
Overview
Products
Operations
People
INTRODUCTION
About this report

RECYCLING
LIFE CYCLE CARBON
A thriving circular economy
Beverage cans are designed to circulate endlessly. They are infinitely recyclable
with no loss of quality and have the highest recycling rate of any beverage pack.
Global recycling rates for cans are already around 70%,
making them the most recycled beverage package.
This has created a 2.5 million tonne market for used
beverage cans worth around 2.5 billion. Rexam is
committed to increasing the recycling rate further in order
to help close the material loop.
but its not the right measurement
Aluminium does not degrade during the recycling

process, and so after recycling it can be transformed
back into packaging and many other product
applications such as automotive, aerospace, construction
etc. Once these product applications reach the end of
their useful life, the aluminium they are made of remains
as a permanently available material resource to be
used again.
However, we do appreciate that our customers are

requesting greater clarity around the recycled content
of the cans we deliver to them and we are working with
them closely on this.
A thriving demand for recyclate

The market for recyclate is higher than the availability
of material. Market conditions and efficient supply
routes dictate the most efficient route for recyclate to be
reintroduced back into product applications, and there
is a thriving demand for used beverage cans from many
other industries, mainly from both the car and the building
industries. Achieving a nominated recycled content
for one specific application inhibits environmental and
economic benefits that should be the objective of a fully
functioning circular economy.
For this reason, recycled content is a misleading

environmental indicator. We do not believe that a
relatively high recycled metal content of a specific
product is an indicator of good environmental
performance or vice versa.
The only way to improve the environmental performance

of metals is to further enhance collection and recovery at
the end of the life of a given product containing metal.
This focus ensures that society minimises its use of virgin
metal and maximises the amount of recycled material
available for use.
60
OUR WORK WITH CARLSBERG

Through our partnership with Carlsberg (in the
Carlsberg Circular Community), Rexam has
gained Cradle to Cradle certification for our
Carlsberg and Somersby cans in the UK. This is
the first time a beverage pack has been accredited
with the Cradle to Cradle certification, which
underlines the aluminium beverage cans strong
sustainability profile. Cradle to Cradle presents
a positive agenda based on optimising products
to truly support the natural and human world. This
concept is creating an exciting
innovation agenda to transform
our environmental footprint into
a source of replenishment for
those systems that depend on it.
TM
It has been a pleasure to cooperate

with Rexam to obtain the certification.
I am sure that we will be able to
uncover many opportunities to
partner on sustainability in the future,
for the benefit of Rexam, Carlsberg
and our consumers.
Simon Boas Hoffmeyer,
CSR Director at Carlsberg Group
10
INNOVATION
DAYS
A drinks can
consumed today
can be back on
supermarket shelves
within 60 days
Overview
Products
Operations
People
INTRODUCTION
About this report

RECYCLING
LIFE CYCLE CARBON
Recycling
As a leading global packaging company, we recognise our

responsibility to be at the forefront of minimising the impact of
our products on the environment.
We are committed to actively promoting and supporting
recycling systems for cans. Recycling directly avoids the
production of an equivalent amount of virgin material and
prevents littering.
Recycling rates for beverage cans in most markets are
typically high, helping to maintain the sustainability
credentials of the can. Many countries in which we operate
have well-established recycling infrastructures that function
efficiently. In those markets that require long-term support
to establish and enhance collection mechanisms and build
a recycling culture with consumers, we are committed to
providing such support.
What were doing to help

The Every Can Counts (ECC) programme, which Rexam
funds and helps manage, has continued to expand in
Europe and now operates in eight countries, Spain being
the most recent. ECC encourages the recycling of beverage
cans used outside the home. For example, last year in the
UK, Europes largest can market, ECC provided new bright
green can-shaped bins at Bournemouths seven-mile beach to
encourage its 4.5 million yearly visitors to recycle their drinks
cans. And in France, ECC is celebrating its sixth successful
year of working with the organisers of the 24-Hour Le Mans.
Also in Europe, our own Community Can Challenge has
been running successfully since 2011, with 16 plants invited
to participate in 2014. It promotes recycling and can
collection within each plants local community. Over the 10
weeks the scheme ran in 2014, employees collected more
than 200,000 cans equating to over 30 metric tonnes of
CO2 and also raised more than 15,000 for the plants
chosen charities.
11
Our North American beverage can operations longstanding

involvement in the annual America Recycles Day
programme includes a four-month recycling contest. In
2014 our plants collected a total of 1,836 metric tonnes of
aluminium cans; this great result saw Rexam win first place
for the eighth year in a row.
In Brazil, the recycling rate for cans is the highest in the world
at 98% thanks to the excellent work done by community
groups who organise themselves to collect, sort and trade
waste materials. These activities provide a personal income
opportunity for large numbers of disadvantaged people
and the community uses the trading income to continually
improve working conditions for these waste pickers. In other
developing countries the informal waste sector is typically
not so well organised and reliable information on recycling
is not available. However, the inherent demand and value
of aluminium means that in most developing countries it is
estimated that the recycling rate for cans is more than 90%.
INNOVATION
New metal packaging recycling mark

Research carried out by Metal Packaging Europe
across the UK, France and Spain showed that both
keen recyclers and reluctant recyclers agreed that the
message metal recycles forever, together with the symbol
of a forever loop, prompted a positive re-evaluation of
their recycling habits. Rexam has started sharing this
research with our customers and we anticipate that
this mark will become one way for brands to support
improving consumer recycling habits. In August 2015, our
customer Concrete Cow, an independent micro brewer in
the UK, became the first commercial user of the logo.
For us, the can has to

capture the personality
and soul of our brand.
By displaying the Metal
Recycles Forever logo,
we emphasise the role
our consumers can play
through recycling.
Dan Bonner, owner of
Concrete Cow Brewery
2.5
MILLION
67%
US
73%
Europe
98%
Brazil
75%
Turkey
Recycling rates as of 2012/2013.

Sources. Associao Brasileira dos Fabricantes de Latas de Alta Reciclabilidade, Association of European Producers of
Steel for Packaging, Beverage Can Makers Europe, Can Manufacturers Institute and European Aluminium Association.
2.5 million metric

tonnes of cans
are recycled
every year
Global recycling
rates for
beverage cans
are around 70%
Products
Overview
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INTRODUCTION
RECYCLING
LIFE CYCLE CARBON
Life cycle carbon
Rexam has been conducting independent life cycle assessment studies since the
early 1990s. This has helped to provide reliable and robust information to assist
discussions on the environmental performance of beverage cans.
These studies consistently show that while the
environmental impacts from our operations are important,
those of our upstream and downstream supply chain
remain significantly larger. Our manufacturing makes
up only around 20% of the energy needed to produce
a can. Most energy consumption occurs during metal
production, with end-of-life recycling creating carbon
credits which offset that initial intensive energy use (see
below). The implications of this are profound we need
to work collaboratively with many partners, including our
suppliers, customers and national recycling systems to
drive significant improvements.
Several of our key customers have set themselves ambitious

targets to reduce carbon in their products and they rely on
us to play our part in achieving those targets. One of our
sustainability commitments is therefore to reduce the carbon
in our cans by 25% by 2020 against our 2010 baseline.
Our European sustainability team has developed a
mechanism to measure scope 3 carbon emissions
compliant with the GHG Protocol Product Life Cycle
Accounting and Reporting Standard, and we are looking
to roll this out across the whole business in 2015. The work
to date has enabled us to demonstrate a 12% reduction in
CO2 in Europe since 2010, as well as to develop a clear
roadmap of how we can meet our 2020 target.
MAIN CARBON IMPACTS: THE CAN LIFE CYCLE
Metal production
135g
Can body and end

manufacturing
30g
End-of-life
recycling credit
125g
Net carbon
footprint of a can
Simplified life cycle of a typical 33cl aluminium can (assuming the consumer recycles the can).
Source. BCME LCIA 2009
12
40g
INNOVATION
The roadmap to reducing life cycle carbon

Were focusing on areas in our direct control, while
engaging and collaborating with other parties in both our
upstream and downstream supply chains:
Reducing energy use in our plants the area we
have most control over, and an area where we have
reduced carbon intensity by 1.84% across the Group.
Lightweighting we have reduced can weight by
22% over the past 22 years, but we know there is still
potential for further reduction. We can achieve this
by working with customers to ensure that the lighter
weight cans are fit for purpose and do not result in
product damage.
Working with partners to increase consumer
recycling rates.
(gCO2e)
Reducing the energy embedded in primary metals.

Metal smelting, casting and rolling require substantial
amounts of energy and we are delighted that many of
our suppliers have joined the Aluminium Stewardship
Initiative. This commits them to publicly disclosing
their material GHG emissions, as well as publishing
time-bound emissions reduction targets and
implementing plans to achieve these targets.
20%
About 20%
of the energy
used to
produce a
can is from
manufacturing
Efficiency
improvements in
can production
in the US has led
to a 20% smaller
carbon footprint in
2015 versus 2010
Overview
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INTRODUCTION
RECYCLING
LIFE CYCLE CARBON
Customer partnerships
In todays business climate, our customers are not simply looking at supply chain
savings; they also want a partner who can offer a framework for collaboration
to build strong and mutually beneficial relationships.
The can is one of the most sustainable pack choices,

and as such we work to introduce it into new beverage
categories. Our sales and marketing teams actively identify
categories with low beverage can share and communicate
with companies in these sectors on the advantages of
the can from a sustainability perspective. We have had
13
We measure our customer performance through annual

customer satisfaction surveys. An integral part of the survey
is our performance on sustainability. From the annual scores
and comments we form action plans for the following
year to address areas of weakness and to build on our
strengths. We actively communicate with our customers on
these issues through our sustainability teams and our sales
and marketing organisation.
CUSTOMER SATISFACTION SCORE
RED BULL
Our partnership with Red Bull is a strong example
of how both sides can work together to minimise
our environmental impacts. Being a long-term
partner means we have been able to create tailored
sustainable supply chain solutions. Red Bull cans are
substantially lighter than they were back in 1987 when
we began supplying cans, without compromising on
quality or functionality. We are shortly to start up our
second wall-to-wall facility with Red Bull, which means
fewer trucks on the road to transport empty cans. We
collaborate too on recycling initiatives like Every Can
Counts, particularly at Red Bull sponsored events.
(out of 10)
7.98
Strong and lasting relationships are fundamental to

successful customer partnerships. Not simply by providing
the best quality and customer service at the right cost,
but also by working with customers strategically and
proactively. Our customers look to us to align our
sustainability agenda with theirs and increasingly we
conduct joint initiatives, such as the Carlsberg Circular
Community. Our sustainability objectives and metrics
are explicitly developed to support our customers.
Customer survey
8.15
Their policies and performance in areas such as

consumer health, carbon and water usage and
community impact are also under increasing scrutiny,
and are actively monitored by many external parties.
To address these key societal concerns, our customers
have set themselves ambitious sustainability targets. As a
core supplier, Rexam plays a critical part in helping them
deliver these commitments.
success in recent years in the craft beer segment and in

some of the growing sparkling water, flavoured water and
health drink segments.
7.10
Our customers are growing; they have ambitious targets

and are focused on supply chain savings to help deliver
this growth. There is also significant pressure in some of
our customers core markets from consumer, regulatory
and other trends, and this is driving increasing demand for
innovation and differentiation.
We look forward to our continued

relationship with Rexam not just
as a business partner but also as
a sustainability partner.
Werner Depauly, Head of Global
Purchasing, Red Bull
2012
2013
2014

INNOVATION
Our customers look

to us to align our
sustainability agenda
with theirs and
increasingly we conduct
joint initiatives.
Overview
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INTRODUCTION
RECYCLING
LIFE CYCLE CARBON
Legislation and regulation

Packaging is, and will continue to be, a focus for government
legislators, and we are subject to the laws and regulations of
the countries in which we operate.
We actively contribute to major policy discussions in
Europe, in the US and in Brazil. We continually monitor
developments in laws and regulations in the jurisdictions
that may affect our business. We do this through
established and effective membership of relevant trade
associations, by direct collaboration with governmental
and non-governmental organisations, and through our
own efforts, which include a legislative risk monitoring
tool. This ensures the best possible chance of shaping a
constructive outcome which is not detrimental to Rexam or
its stakeholders.
We also focus on investment in new innovation
and technology programmes to ensure continuous
enhancements in our packaging products and
manufacturing processes. For example, we are working
proactively with our suppliers and customers to evaluate
next generation lining materials for our cans. Alternative
materials are in various stages of development. However,
challenges remain with respect to: matching the current
functional performance capabilities of epoxy-based can
coatings, regulatory approvals and supply capacity issues.
14
INNOVATION
TAX
Food contact materials

We align with our customers and the industry in our
approach to food contact legislation. We believe that
the Food and Drug Administration (FDA) in the US, the
European Food Safety Authority (EFSA) and other similar
regulatory bodies should have jurisdiction as to what is
deemed safe for consumers. This includes the use of
epoxy-based materials (containing Bisphenol A), which
the above authorities have consistently confirmed poses
no health risk to consumers. We do not believe customers,
municipalities and states within these regions should
attempt to go outside these regulatory authorities to
propose their own restrictive policies or legislation.
Managing legislative and regulatory risks

Building effective risk management around awareness of
current and future legislative and regulatory threats is one
of the measures on our balanced scorecard. Every three
months we carry out a review across all business units
using structured quantitative assessments so we are able
to plot all risks on an `impact and `likelihood matrix.
This enables us to create a mitigation plan in response to
the identified risk and to discuss and review appropriate
resources to all identified risks.
SUPPORTING OUR CUSTOMERS

In addition to legislation affecting our own product,
we also review and intervene in legislation proposals
that adversely affects our customers products. In
2013 a soda tax was proposed in Chicago as a
means to curb obesity. By aligning with our industry
through the American Beverage Association (ABA)
and an associated coalition called We Deliver
in Chicago, we supported our customers move
to increase the use of nutrition information labels
and provide a wider range of beverage choices to
consumers. We also met with legislators to discuss
the potential adverse effects of increased taxation on
these products, including the effects on employment
and associated income taxes. As yet, no soda
taxes have been passed in Chicago, and there has
been only one city in the US that has approved and
implemented a soda tax.
100% of identified
risks with regard to
legislative, regulatory
and environmental
issues have mitigation
activities in place.
Overview
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INTRODUCTION
RECYCLING
LIFE CYCLE CARBON
Responsible supply chain
Around the globe, more than 10,000 companies supply goods and services to
Rexam. The top 100 suppliers represent roughly 85% of the money we spend,
primarily in metals and other direct materials, energy and logistics suppliers.
As key stakeholders in our supply chain, we value the
contribution our suppliers make. These partnerships are
reflected in the collaborative approach we take in our
supplier relationship management model, driving Rexam
towards a globally responsible and strategic approach
in building a sustainable supply chain. To achieve this,
both Rexam and our suppliers must strive for continuous
improvement in all aspects of our relationship, especially in
cost, quality, delivery, innovation and sustainability.
Raising the bar

We place great value on the relationships we build with our
suppliers; we expect suppliers to demonstrate continuous
improvement and strive towards business excellence in a
sustainable manner. We recognise and reward our strategic
supply partners annually through our Supplier Excellence
Programme, and for suppliers who are underachieving we
work with them to develop a continuous improvement plan
which is tracked through our Supplier Relationship Portal.
Environmental, social and governance (ESG) factors play
an important role in determining which suppliers to work
with. For example, we require our suppliers to comply
with Rexams Supplier Code of Conduct, which covers
employment practices, human rights, environment, health
and safety, anti-trust, anti-bribery and anti-corruption. New
contracts also include these ESG clauses.
To understand and mitigate supply chain risks no matter
where they occur in the world, we have established
a global procurement function located in our London
15
headquarters, supported by procurement teams in each

region. Rexam procurement is constantly challenging
our suppliers and supporting them in their endeavours to
reduce water usage and utilities, in downgauging and
lightweighting activities, to reduce chemical levels in
products, comply with directives, improve their impact on
the environment and reduce their carbon footprint.
Carbon Disclosure Project (CDP)

We are very proud to be leading the beverage
can industry as a member of the CDP Supply Chain
Programme, an internationally recognised reference
organisation dedicated to reducing the industrys carbon
impact on the environment. In 2014, 88% of our top
suppliers completed the CDP questionnaire, and we
have set ourselves the challenging target of achieving
100% disclosure by 2016. We specifically focus on
our key categories of metals and other direct materials
(eg coatings), energy and other indirect consumables.
Dow Jones Sustainability Index (DJSI)

We benchmark our supply chain performance using the
DJSI as an external point of reference. We are very
proud to show year-on-year improvement in our DJSI
performance ranking for Supply Chain Management.
Since our last Sustainability Report in 2011/2012 our
score has improved by more than 50 percentage points,
demonstrating the team effort of all our employees, as
well as our commitment to continuous improvement in
this crucial area.

INNOVATION
88% of our top

suppliers are
responding to
the Carbon
Disclosure
Project, up from
50% in 2011
88
RECYCLING CARBIDE WITH SANDVIK
Carbide is a non-renewable resource and as such
supply is limited. In fact, over 50% of all known
tungsten carbide deposits have been mined,
making it one of the rarest metals on the planet.
Working collaboratively with Sandvik, 10 of our
European plants now return old and obsolete carbide
tooling to Sandvik for recycling into new tooling.
This recycling programme gives us the opportunity
to keep the carbide in a closed loop system, which
shelters us from supply issues and volatile commodity
pricing. And making tools from recycled solid carbide
requires 70% less energy than making them from
virgin raw material.
We also run this programme on a smaller scale in
our plants in the US and South America.
100 %
All of our suppliers

are required to
comply with our
Supplier Code
of Conduct
Products
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RECYCLING
LIFE CYCLE CARBON
Innovation
We shape our future through the innovation of our products and

processes and by promoting the can as a viable packaging
choice for new beverage categories.
INNOVATION
5m
Our approach to global innovation is based on our
customers priorities for differentiation, productivity,
market access and license to operate. It consists of three
programmes: Pack of the Future, Core Process and Plant
of the Future.
Our Pack of the Future programme encompasses
both incremental and transformational technologies to
create differentiation for our customers and explore new
consumer occasions or markets for the can to occupy.
In 2012 we launched our patent pending and award
winning range of EditionsTM technologies, which allow
us to produce eight to 24 designs of the same label
simultaneously on a single pallet.
Our Core Process and Plant of the Future programmes
focus on process innovation, where we evolve and
disrupt the way we manufacture our products. We pursue

innovation in areas including emissions, water usage
and spoilage to mitigate the risk these pose to the growth
and long-term success of our business. By building on our
embedded lean manufacturing and six sigma practices with
new technologies, we deliver step change improvements
in our manufacturing process and costs to address our
customers need for increased productivity.
We have invested in a technology pipeline in order to
deliver on these programmes over the short, medium and
long term. Collaboration programmes are in place with our
customers and with our suppliers, so that we select the best
new technologies for the future.
Core
Process
Plant of
the Future
Technology partnerships
Pack of
the Future
IP strategy
Our customers
Market trends and drivers
Productivity
Market access
16
We continue to look to new consumption occasions for

our beverage cans and bottles, and this includes use in
categories outside of our core areas of carbonated soft
drinks and beer such as juices, ready-to-drink tea and
flavoured alcoholic beverages.
FOURPURE CRAFT BEER
Differentiation
5m spent on
R&D in 2014
New beverage categories
We lead innovation through a global Innovation Council,

set up in 2011, with sponsorship from an Innovation
OUR APPROACH TO INNOVATION
License to
operate
Board which is chaired by our Chief Executive. All new

technology is developed with sustainability in mind and
we run a plant technology transfer process to ensure new
technology is introduced effectively across the business.
When Fourpure Brewing Co,

an independent British craft
brewer, decided to switch from
glass bottles to aluminium cans,
we worked with them to develop
unique designs for their craft
beer range. In production in
the UK since August 2014, the
33cl cans are finished with a
matt over varnish and depict the
skyline of each city from which
the characteristics of the beer
are inspired.
12
12 projects
progressing through
our stage gate
process in 2014
versus our target of
at least 5
With craft beer on the rise in an

overall declining British beer market,
it was essential to produce an
interesting and unique design in order
to differentiate our products from
the macro breweries. The bespoke
designs and special finishes offered by
Rexam are perfect for the evolution of
the Fourpure brand to cans.
Daniel Lowe, Co-founder of Fourpure
Products
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INTRODUCTION
MATERIALS USE
ENERGY EFFICIENCY
Operations
WATER USE
WASTE TO LANDFILL
Water is key
to us and our
customers
We make more cans
with less metal
100% of our
process scrap
metal is recycled
We engage with
industry and technology
providers to target
waste to landfill
Our manufacturing
capabilities are where
we create the vast
majority of our value
and where we aim to
generate sustainable
competitive advantage.
No uncontrolled or
abnormal releases
All of our plants
have annual energy
efficiency goals
Rexam recognises the importance of continuous

improvement in our operational efficiency.
We have a specific set of commitments and
measures that target resource efficiency through
operational excellence in the areas of materials use,
water use, waste to landfill and energy use.
17
Lean manufacturing
Reducing material and resources
Efficient and sustainable manufacturing is critical to

our economic and environmental performance, and so
improving our manufacturing has a significant impact on
our business. We continue to embed the principles of lean
enterprise and six sigma and increase the engagement of
our people to achieve continuous improvement.
The consistent reduction in materials, water and energy

use is a direct outcome of the continuous improvement that
drives our manufacturing ethos. Lightweighting has always
been a crucial part of this and we continue to roll out
lightweighting initiatives to reduce the amount of aluminium
needed to produce each can and end.
Part of these principles involves reducing the amount of

waste produced, and our long-term target is to send no
waste to landfill. We have already made significant
headway to achieving this ambitious target, with 11 of
our plants sending no waste to landfill in 2014. We are
confident that with our dedication to continuous improvement
the rest of our plant network can also achieve this.
But material reduction is not only an efficiency gain, it

also reduces transport demands and brings fuel and
logistics cost savings across the supply chain. Reducing
the use of raw materials also enables us to reduce our
own consumption of energy and water, thus lowering our
carbon and environmental footprint.
We target a 25%
reduction in our
waste to landfill by
2020 versus 2013
Our lightest 33cl can

and end weighs just
12.25g 22% lighter
than 22 years ago
Overview
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MATERIALS USE
ENERGY EFFICIENCY
WATER USE
Materials use
WASTE TO LANDFILL
We focus on operational excellence using six sigma and lean

principles across our operations and processes to reduce cost
and material usage.
Our manufacturing capabilities are where we create the
vast majority of our value and where we aim to generate
sustainable competitive advantage. We continue
to improve material efficiency and reduce energy
consumption through the consistent application of lean
enterprise and six sigma methodologies.
Our lean manufacturing approach saw good results from
the many value stream activities implemented in 2014,
not least the delivery of a further 20 million of efficiency
savings to maintain our solid record in this area.
Our lean enterprise team works closely with the
businesses to identify and implement projects that
demonstrate continuous improvement. By creating
a common approach and facilitating cross-sector
networking, we can accelerate learning, secure further
synergies and share, develop and adopt best practices.
An example of this is our Excellence in Performance (EiP)
initiative designed to help us gain knowledge, support
teamwork and share expertise and information across our
company. Developed in collaboration with plants across
all of our sectors, the initiative promotes sharing good
practice across vital processes.
Minimising losses
In 2013 we started a programme called Zero Loss in
several Rexam production facilities to eliminate defects and
machine stoppages by using world class total productive
maintenance (TPM) techniques that rely on employee and
18
leadership collaboration for success. By eliminating losses

we are making our production processes inherently safer
by removing the need for physical interventions.
The launch of Zero Loss in 2013 focused on two
plants Milton Keynes in the UK and Extrema in Brazil.
Both plants have seen a significant improvement in
pilot line performance and a positive change in
employee engagement, with increased ownership of
the process and workplace. The success of these pilots
has led to demand for wider implementation, and all
sectors are currently defining the shape of their own
Zero Loss programmes.
Following the success of the two pilots, we have rolled
out the Zero Loss programme to an expanded network of
plants. In March 2015, our Vsevolozhsk plant in Russia
began the journey and Longview in Texas will become the
pilot plant for North America.
External recognition
Our world class standards of operations have been
recognised by The Shingo Institute a global reviewer
of operational excellence (see table). Only a handful of
sites from all walks of industry meet the Institutes strict
criteria each year; the fact that we now have eight
accredited plants (unmatched by any other company in
the world) demonstrates the extent of our achievements.
With two plants in North America well advanced in the
accreditation process, we are confident of adding more to
this roster as we continue our pursuit of excellence.
Shingo Institute
2015
Guatemala (JV)
2014
Jacare, Brazil
2013
Shingo Prize
Enzesfeld, Austria
Rio Headquarters
Manaus Ends, Brazil
Extrema, Brazil
Cuiab, Brazil
2012
guaas Claras, Brazil
2011
Recife, Brazil
Winning the Shingo

Prize is a great
achievement for the
Guatemala plant team.
A huge amount of work
goes into this process
and its great to see
it being rewarded
with the top honour.
Congratulations to
all involved.
Jon Alder,
Director of Group Lean Enterprise
Shingo Prize
Lightweighting
Through the constant application of lean principles we
reduced the amount of aluminium we used in 2014
by 3,300 metric tonnes and continue to drive global
lightweighting of our pack. We invest in R&D to design
and manufacture the next generation of beverage cans
and ends at significantly lower weight.
Our commitment to pursue such transformational innovation
was exemplified in 2014 by us taking an equity stake
in an advanced engineering company, Magnaparva
Packaging, to investigate new metal forming technologies
to drive can lightweighting and reduce energy consumption.
3,300
TONNES
We saved 3,300
metric tonnes of
aluminium from
lightweighting
in 2014
We are the most

successful Shingo
recipient ever
Operations
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INTRODUCTION
MATERIALS USE
ENERGY EFFICIENCY
WATER USE
Energy efficiency
WASTE TO LANDFILL
Rexam uses gas and electricity as energy sources in the manufacturing

process to produce can bodies and can ends. We are committed to
reducing the energy (and therefore carbon) intensity of our cans.
We have been measuring and reporting our greenhouse
gas emissions (scope 1 and 2) since 2010 as part of
the Carbon Disclosure Project. And from 2014 this
reporting has been third-party assured.
Investing to save
Over the three years since our last report we have invested
44 million in energy saving projects. This investment has
resulted in good financial savings, made our business
more resilient and has created over 5,000 metric tonnes of
CO2e savings. We have also looked at various renewable
energy projects but concluded that focusing our efforts
on reducing energy demand achieves greater financial
and environmental return on investment. Over the three
year period covered by this report we have implemented
more than 3,000 individual energy saving projects,
including compressor heat recovery, new heat pumps,
heat recuperation from washer ovens, washer stops
improvements, variable frequency drives and LED lighting.
ENERGY INTENSITY
19
36.1
2012
2013
33.6
36.6
2011
35.3
38.4
MWh/normalised 000 cans
2014
Target 2020
8%
8% reduction
in energy use
per can since 2011
Knowledge is power
In addition, every Rexam plant commits to annual
energy efficiency goals supported by detailed action
plans. Energy information systems enable us to better
understand, manage and report on the performance
of energy consuming processes. They also allow us to
better benchmark these processes so we can identify
and exchange best practices. This ongoing work is vital,
as market requirements for more can sizes and shorter
runs between label changes offset progress towards our
energy efficiency goals.
Periodically, more substantial changes to our
manufacturing footprint provide important opportunities
for energy efficiency improvement. Investment in our two
Spanish plants to convert them to produce aluminium
cans has allowed engineers to install new energy efficient
equipment and to re-engineer the lines to run faster. We
also optimise our manufacturing network to best meet
customer demand and achieve efficiency gains. We
have done this through investment in new production lines
in India, Chile and Austria and new plants in Finland
and Brazil during the past three years. Our restructuring
plans in Europe (announced in March 2015) are also an
essential contributor to this optimisation.
44m
BRAZIL RESPONDS TO ENERGY CHALLENGE
Brazil is the second largest producer of
hydroelectric power in the world, and the country
depends on hydroelectricity for more than 75% of
its electric power supply. However, in 2014 a lack
of rainfall led to low water levels in reservoirs and
energy prices correspondingly tripled.
Immediately the team in South America put together
a task force to address this new challenge. Following
thorough assessments by the engineering and electrical
teams, US$2 million was invested in over 1,000
energy saving measures in plants across Brazil, with
the aim of reducing energy use by 10%.
The actions focused on the use of air pressure
equipment, speed control of pumps and centrifugal
blowers, use of vacuums (pressure and flow),
lighting and ventilation, as well as technological
improvements to air generation.
The result was a 9.3% reduction in energy
consumption, compared to the first half of 2014.
We have invested
44m in the past
3 years on energy
saving projects
Sustainable development
forms the core of the
strategic partnership
between SABMiller and
Rexam. This has been seen
through the sharing of
breakthrough achievements
in packaging lightweighting
and transparent carbon
disclosure reporting.
Dr Katharina Stenholm,
CEO, SABMiller Procurement
Overview
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INTRODUCTION
MATERIALS USE
ENERGY EFFICIENCY
WATER USE
Water use
WASTE TO LANDFILL
Water is key to Rexam. Although our direct water use is modest,

water and access to it is an important issue to our customers.
On average, we use about 8cl of water in our plants
to produce a 33cl can. Around 85% of this water is
returned to the municipal supply/river, passing through
a lime-remover process where chemicals are filtered out
and the water is cleaned to the quality standards required
by legislation. The remaining 15% is lost in evaporation.
Were already looking at ways to minimise our own usage
and we also work with our customers and suppliers on
ways to measure and reduce the total embedded water
footprint of a can.
Across our 55 plants we use around six million cubic
metres of water per year and weve committed to
reducing our water consumption by 10% in all our
existing plants by 2020 against a 2013 baseline.
We focus our efforts in areas of water stress, where
droughts or floods typically occur. Areas that have severe
water stress indices are more likely to experience water
degradation over the coming years.
Plants are already improving their awareness of local
water issues and were working through lean initiatives,
process improvements and technology innovation projects
to reduce water consumption.
This year will also be our third year to submit a Carbon
Disclosure Project (CDP) water questionnaire which
contains our strategy towards water use, and the issues
and opportunities for our business and our water data. This
submission has helped demonstrate to customers that we
share their concern around water issues and is enabling us
to deliver a clearer path towards better water stewardship.
20
TOTAL WATER WITHDRAWN IN 2014

Total water withdrawn by sector
5,915,268m3:
30%
North America
8%
AMEA
Total water withdrawn

by source:
20%
25%
South America
42%
Europe
Embedding water awareness

The Rexam Academy is a leadership training programme
that helps our future leaders realise their potential. As part
of the programme, each year participants complete a
leadership challenge. This year the challenge is to create
awareness, knowledge, engagement and action among
young people on the issue of water scarcity. Participants
delivered a workshop on water scarcity to school students
and are working alongside and coaching them to develop
lesson plans on the issue of water scarcity.
Other sources
75%
Municipal
Our global technology

washer team is
comprised of Rexams
best washer experts,
hand-picked to represent
their sectors. Some great
collaborative work is
ongoing by the team,
with the aim of helping
to deliver our water
reduction target
through innovation.
WATER INTENSITY
Litres/normalised 000 cans
83.9
74.3
We use 8cl of
water to produce a
33cl can
2014
Target 2020
Water use in our
AMEA region
reduced by more
than 20% in 2014
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MATERIALS USE
ENERGY EFFICIENCY
WATER USE
Waste to landfill
WASTE TO LANDFILL
Generating material waste is a reality in our business,

so we are committed to reducing the amount of waste
we send to landfill.
We engage with the waste industry and technology
providers to look at better solutions for waste reduction
and recycling. Reducing the overall waste we produce
is also important for our value chain, and we have
committed to reducing our waste to landfill by 25% by
2020 against a 2013 baseline. We have already
achieved a 14% reduction in 2014 alone.
Types of waste
The waste we produce is typically split into either
hazardous or non-hazardous waste.
Non-hazardous waste:
Metal in the form of process scrap and spoilage cans.
Waste from packaging.
Waste from canteens, principally organic and food/
drinks packaging.
Hazardous waste:
Polluted oils from the metal transformation process.
Leftovers from the interior varnish process.
Leftovers from printing inks, lacquers or
lithography varnishes.
Packaging that may have contained
hazardous substances.
Leftovers of periodic maintenance operations.
Dependent on the classification of authorities:
Filter cake.
21
Towards zero waste to landfill

We continue to measure and identify different ways of
reducing waste and its impact on society. Approaches to
managing waste are agreed with the waste contractors
according to their capabilities and the available
technology, and we also work closely with our Group
innovation and Group lean teams on waste reduction
initiatives. Our long-term goal is to send zero waste to
landfill and already 11 of our plants achieve this.
To reduce waste our plants follow two main strategies:
The optimisation and control of processes: minimising
the use of primary material and increasing process
efficiency as well as reducing spoilage.
The education/awareness of employees so that
thinking about waste reduction becomes a key priority
in their routine decisions.
FILTER CAKE
Our plant in Longview, US, was one of the first
to achieve zero waste to landfill. The plant team
devised a way to recycle the plants filter cake,
which represented 96% of the remaining waste
to landfill the plant was targeting. Instead of
sending the filter cake to landfill, the plant now
sends it to a concrete factory so its reused. Ten
of our other plants now also find a beneficial
second use for their filter cake, according to local
needs and circumstances.
We have plans in place at every plant in case of spills

and significant incidents are handled using robust
business continuity plans. We consider a spill to be
significant when it could potentially disrupt the supply to
our customers. Each spill is treated as a singular case,
depending on the risk to people and the environment.
We havent had any significant spills over the past
three years.
100% of our process

scrap is recycled
Waste and waste to landfill (metric tonnes)
Total waste
Waste
to landfill
Waste to
landfill as a
percentage
17,059
4,554
27%
Spills
2014
Europe
We are committed to
reducing our waste to
landfill by 25% by 2020
against a 2013 baseline.
AMEA
792
315
40%
North
6,730
4,193
62%
7,359
2,096
28%
31,940
11,157
35%
We have reduced
waste to landfill by
14% in 2014 alone
America
South
America
Group
11 of our plants
sent no waste to
landfill in 2014
Products
Overview
People
Operations
About this report
INTRODUCTION
HEALTH AND SAFETY
EMPLOYEE RELATIONS
People
All of our sites
have established
wellness programmes
1st
All employees
are invited to
participate in our
engagement survey
Through our business operations and our

supply chain, Rexam touches the lives of local
communities, consumers and our own people.
We know that it is important wherever we operate
to be an employer of choice, a responsible citizen
and a good neighbour.
We think the world of our people
Community engagement
Building a winning organisation continues to be the

foundation of our business and underpins our business
strategy. Our people and their safety are very important
to us, and recognising, valuing and rewarding everyones
contribution to our success is central to our philosophy.
Our support goes beyond traditional economic benefits

such as jobs, security and local taxes. We support
organisations that align with, and are central to, our
business strategy and company values. In doing so, we
have a positive and joined-up impact on the environment
and communities in which we operate.
We are also committed to conducting our business in an ethical

way, and our people are governed by a Code of Conduct.
We work to ensure our people are engaged with the
business, perform at their very best by developing and
learning new skills and are prepared for the challenges
of tomorrow.
Safety is one of our

core values
In 2014, 490 employees

across the business
participated in the Global
Corporate Challenge.
Together, they achieved
a total of 824,981,778
steps, the equivalent
of crossing the Sahara
Desert 293 times.
All of our plants

work closely
with their local
communities
We want our people to enjoy good health, for their

own wellbeing and for the vitality of the business. This
starts with making sure everyone has a safe and healthy
workplace. Safety is now one of our core values, and
were passionate about creating a culture where we work
together to make zero injuries a reality.
22
LOCAL COMMUNITIES
Building a winning
organisation is a
key part of our
business strategy
We support charitable giving by our plants to build

important local relationships. And we encourage our
people to donate time to organisations, programmes and
local agencies that benefit the local communities and
beyond. We contribute to organisations that enhance the
lives of people, whether through education or improved
life opportunities. We also support charities engaged
in scientific research looking for solutions specifically for
people who have had life-changing injuries.
830,766
830,766 total
cash and in lieu
charitable donations
in 2014
22.5 average
training hours
per employee
per annum
50% internal
appointment rate
for all vacant roles
Overview
Products
Operations
People
INTRODUCTION
About this report
HEALTH AND SAFETY

EMPLOYEE RELATIONS
LOCAL COMMUNITIES
Health and safety

Safety is an issue were passionate about. Working together,
we aim to create a culture where zero injuries is the reality.
In 2014 we took the decision to add safety to our core
values. We wanted to reinvigorate our focus not just on the
shop floor, but right across the business. Our safety vision is
that we all get home safely to our family and friends every
day. To achieve this we need the right culture, and this
requires a fully engaged and involved workforce.
We work hard to ensure our people look out for themselves
and others, and speak up if theyre not sure.
Our world class safety three-year action plan focuses
on four drivers: Personal Ownership and Engagement,
Management of High Risks, Management Processes,
and Leadership and Capability. Within Management of
High Risks, our ongoing focus for safety will continue to
encompass our LIFE programme, which is aimed at better
management and understanding of life changing injury
and fatal injury potential in our operations.
Safety is part of our world class operational risk
management programme, which sets out a clear
charter to achieve environment, health and safety (EHS)
leadership. We measure our performance through a
balance of proactive and reactive indicators and review
the performance of plants both locally and globally
against these.
Continuous improvement
In 2014 our reactive metrics for safety saw a significant
improvement across the board. Our Lost Time Accident
Rate reduced by 61%, while our Rexam Incident Rate fell
by 49%. Our severity rate improved by 58%.
And our Fire Safety and Property Protection Programme has
gone from strength to strength. From 2011 to 2015 we
invested almost 15 million in our fire safety and property
protection projects around the world. Our audit process
is broken up into two key components, Physical Protection
and Human Element. By the end of 2014, 67% of the sites
were at silver or gold level for their Human Element scores,
versus only 21% in 2012.
We continue to carry out regular EHS audits in
cooperation with internal and external specialists to
drive best practice.
The audit approach provides the basis for delivering

a more sustainable and robust improvement of EHS
management systems and we strive for continuous
improvement. In 2012 less than 30% of sites were at gold
level for the EHS Integrated Audit; by the end of 2014 this
had increased to over 70%.
Business continuity
We have established robust business continuity plans
and procedures across the Group, and clarity on
responsibilities between Group functions and business
units in the event of disaster. Ongoing maintenance
programmes are also in place at manufacturing plants
and facilities.
Business units across the Group continue to focus on risk
mitigation, including the drawing up, refinement and
testing of business continuity and disaster recovery plans.
I am delighted that we
improved our safety record
in 2014. However, we all
know that just one accident
is one too many. We
all need to look out for
ourselves and others and
speak up if were not sure.
Safety must be central to
how we all think and what
we all do as individuals
and as teams.
Ruairi Connor,
Director Group Operational Risk
Reactive indicators and safety performance

2012
2013
2014
Number of sites with 0 lost time incidents
67%
69%
84%
Number of sites with 0 medical interventions
78%
62%
71%
Lost Time Accident Rate (LTAR)*
0.19
0.31
0.13
Three-year rolling average LTAR
0.36
0.30
0.21
* The number of lost time accidents multiplied by 200,000/total hours worked.
23
ZERO
46 of our 55 plants
had zero accidents
in 2014
Products
Overview
Operations
People
About this report
INTRODUCTION
HEALTH AND SAFETY
EMPLOYEE RELATIONS
LOCAL COMMUNITIES
Employee relations
Building a winning organisation is a key element of our strategy to

help secure a sustainable future for our business and our people,
our customers and our shareholders.
Employee engagement
We want all our people to feel connected and committed
to the business, to each other and to our customers. Our
goal is to ensure they are satisfied in their role, recognised,
rewarded, listened to and given real opportunities to develop.
One of the mechanisms of listening to our people is
through inviting them to participate in our engagement
survey, and weve continuously improved our results since
we ran the first survey in 2010. The most recent survey
was conducted in 2013, and in 2014 we focused on
completing the agreed actions coming from that survey.
Of those, 90% are now completed and we are focusing
on completing the remaining 10%. These actions have
included interviewing our key stakeholders in the top and
most improved plants to understand how we can replicate
their successful engagement practices across Rexam.
2012
72%
69%
EMPLOYEE ENGAGEMENT SCORES*
2013
* T here was no survey in 2014 as our engagement survey is

conducted at 18 month intervals.
24
ENGAGEMENT AT OUR MILTON KEYNES PLANT

Our Milton Keynes plant in the UK is one of our
engagement success stories. In just 18 months the
engagement score improved 16% from 69% to 85%
(10% above our external benchmark target of 75%).
Using focus groups, critical engagement areas of
communication and trust were addressed and a
series of actions identified, including the creation of
communication champions and town hall meetings, the
development of internal trainers, and extensive health
and safety training. We also drove greater people
involvement in lean programmes such as Zero Loss.
Training and development

We strive to be a learning organisation, where
people proactively manage their careers and personal
development. From the Rexam Business School and
the CrossKnowledge online learning portal, to stretch
assignments, 360 degree feedback, coaching, mentoring
and leadership practices, we have the best possible tools
to help people develop.
Rexam is fully focused on being fit for the future to ensure
that we have the people and the plans in place to meet
our current and future needs. Rexam provides a number of
development programmes to prepare potential candidates
at all levels for future and more senior leadership roles.
Our leadership development programmes Rexam

Academy, Horizon, and our Accelerated Development
Process equip our potential and senior leaders with the
knowledge and expertise to be the best they can be and
develop their careers within Rexam.
In 2014 we conducted a robust external benchmark of
our leadership development offering and found that our
leadership development products are of good quality,
benchmark well with the cost of similar offerings from the
leading business schools, and are highly regarded by
external vendors, with a 94% approval rating.
For Rexam to grow, its important that our people do too,
and this is why continuous improvement is encouraged
and rewarded. To facilitate the further strengthening of
our performance culture in 2014 we implemented a new
performance management system. It is aligned with our
strategy of data integration and is intuitive and dynamic,
embracing the increased use of feedback both informal
and formal through a Rexam-specific 360 degree tool
and an improved link to individual development. In
addition, we collect feedback from our people after each
performance cycle, with overall satisfaction levels at 84%.
Our efforts recognised in the DJSI

We are industry leader in Human Capital Development
and Labour Practice Indicators and Human Rights across
all packaging companies assessed for the 2016 DJSI.
Our people are the

foundation of our
business, and our
approaches and tools
ensure our people are
engaged, performing
well and prepared for
the future. Our processes
work alongside our
positive and effective
culture founded on our
values of trust, continuous
improvement, teamwork,
recognition and safety.
Nikki Rolfe,
Group HR Director
1,737
1,737 online training
modules completed
globally in 2014
180,000 training
hours undertaken
in 2014
Products
Overview
Operations
People
About this report
INTRODUCTION
HEALTH AND SAFETY
EMPLOYEE RELATIONS
LOCAL COMMUNITIES
Local communities
It is not only money that our plants donate to local communities,
but also time, skills and resources. This provides a more rewarding
experience for both sides and helps create a better society.
We are a committed partner in the communities in which
we operate, and 100% of our sites work closely with
local schools, charities and other groups to make a
positive impact. This can be through cash donations or
in-kind support. We have set ourselves an ambitious
2020 target to increase the number of hours our
employees dedicate to voluntary community engagement
by 50% from a 2013 baseline.
2013
100%
100%
83%
59%
(% of sites participating)
2012
Recycling activities to raise awareness of the

importance of recycling among children and adults.
We organise challenges between schools, and at
marathons, contests and other events.
Sponsoring, including supporting a group of
local school children on a trip to Ecuador and the
Galapagos Islands to help rebuild homes and a
local school.
COMMUNITY ENGAGEMENT
2011
All Rexam plants are involved with their local communities

in the way they best think they can contribute, in line with
our Community Engagement Strategy. Some of the
different activities comprise:
2014
Donating money to help local communities. For

example, when our South American sector achieves its
monthly safety targets, it is given money to support a
local charity that the plants themselves have previously
identified. This is also supported by volunteer work
from plant employees.
Volunteer campaigns, where employees donate
and deliver supplies to local communities. These can
vary from shoes or milk, to school supplies and
other necessities.
COMMUNITY RECYCLING
Our North American sector has been involved
with the America Recycles Day challenge for
12 years, and our European sector has held the
annual Community Can Challenge since 2011.
For the challenges, each plant works with local
residents to improve can recycling. Children and
adults visit the plants for a day and take part in a
workshop to learn why its important to recycle cans
and the environmental benefits of doing so. The
winning plant is the one that collects the most cans
for recycling and generates the most media impact.
All Rexam plants are

involved with their local
communities in the
way they best think
they can contribute.
194,766
The value in
2014 of all
our community
engagement
activities
15,541
The number of hours
our employees
dedicated to
voluntary community
engagement in 2014
25
Overview
Products
Operations
About this report
People
ABOUT THIS REPORT

GRI G4 SUMMARY INDEX
About this report
This is our first GRI G4 Core report. We believe that

this has allowed us to report on what is material
to our business, which is what directly affects
our stakeholders and our company. We aim to
present a transparent approach to sustainability
and to explain how we address our key economic,
environmental and social impacts.
This report covers the period 1 January 2012 to

31 December 2014. Our previous report was the
Rexam Sustainability Report 2011/2012. Typically
our reporting period is biennial; however, due to the
materiality assessment carried out in 2014, we
delayed the publication of this report.
Unless otherwise specified, such as in baseline reporting,
all information contained in this report covers the years
2012 to 2014 (January to December), and in some
areas we have included information from 2015.
The financial information in this report covers Rexam PLC
and its subsidiaries, which operate in 25 countries, and,
where relevant, our joint venture company, Controladora
Envases Universales Rexam SA in Guatemala, and our
associated company, Hanil Can Company, in South
Korea. Our recent joint venture acquisitions, United Arab
Can in Saudi Arabia and Envases Del Istmo SA (Endelis)
in Panama, are excluded.
26
In 2014 we sold our healthcare business, the last

remaining part of our plastics business. We have
therefore rebased all non-financial data to cover our
beverage can business only.
In some cases data from our previous report may
have changed slightly due to: improved processes
for calculations, estimations, allocations or improved
methodologies. We have been careful to state all data in
this report to the same consistent approaches.
Data measurement techniques and the bases of the
calculations are qualitative and quantitative analysis using
the GRI Framework.
We report on an annual basis our progress against our
12 commitments on our Rexam.com website, as well
as in our Annual Report.
External assurance
The information in this report is subject to internal review,
as well as external review for energy and greenhouse
gas emissions. The assurance statement is available on
our website.
Products
Overview
Operations
ABOUT THIS REPORT
About this report
People
GRI G4 summary index

Key
This summary index is intended to help readers of this report find GRI G4
related information more easily.
Information on the indicators not covered in this report can be found in our
full GRI G4 index, available online.
G4 indicator
References
Location
G4 indicator
References
Location
G4 indicator
Sustainability Report
Rexam GRI G4 index
AR
Rexam Annual Report 2014
bc
Back cover of this report
References
Location
General standard disclosures
Strategy and analysis
G4-18
About this report
26
G4-31
Back cover
bc
G4-19
Materiality and stakeholder

engagement
G4-32
About this report
26
G4-33
About this report
26
G4-20
Rexam GRI G4 index
I 3
Governance
G4-21
Rexam GRI G4 index
I 3
G4-34
Annual Report
AR
48
G4-22
About this report
26
G4-35
G4-23
About this report
26
Annual Report
Code of Conduct
AR 18, 29


engagement
DMA and indicators
References
G4-25

engagement
G4-26

engagement
G4-27

engagement
G4-28
About this report
26
G4-DMA
Materials use
Identified material aspects and boundaries
G4-29
About this report
26
G4-EN1
Rexam GRI G4 index
I 4
G4-17
G4-30
About this report
26
G4-1
Three years in review
Organisational profile
G4-3
Rexam GRI G4 index
I 2
G4-4
Overview
G4-5
Back cover
bc
G4-6
Overview
G4-7
Overview
G4-8
Overview
G4-9
Overview
G4-10
Overview
G4-11
Rexam GRI G4 index
I 2
G4-12
Rexam GRI G4 index
I 3
G4-14
Good governance
What were proud of
G4-16
Rexam GRI G4 index
I 3
27
G4-24
G4-15
About this report
Stakeholder engagement
15
G4-13
26
Location
Specific standard disclosures

Category: Economic
Material aspect: Economic performance
G4-DMA
Annual Report
AR 87142
G4-EC2
Rexam GRI G4 index
I 4
Category: Environmental
Report profile
Material aspect: Materials

17, 18
Products
Overview
Operations
ABOUT THIS REPORT
About this report
People
GRI G4 summary index continued

DMA and indicators
References
Location
DMA and indicators
References
Location
DMA and indicators
References
Location
Material aspect: Energy
Category: Social
Material aspect: Labour practices grievance mechanisms
Sub-category: Labour practices and decent work
G4-DMA
Rexam GRI G4 index
I 12
Material aspect: Employment
G4-LA16
Rexam GRI G4 index
I 12
G4-DMA
Energy efficiency
G4-EN3
Rexam GRI G4 index
I 5
19
Material aspect: Water
G4-DMA
Employee relations
G4-DMA
Water use
20
G4-LA1
Rexam GRI G4 index
I 8
Material aspect: Non-discrimination
G4-EN8
Water use
20
G4-LA2
Rexam GRI G4 index
I 8
G4-DMA
G4-EN10
Water use
20
Material aspect: Labour/Management relations
Material aspect: Emissions
G4-DMA
G4-DMA
Life cycle carbon
G4-EN15
Rexam GRI G4 index
I 5
12
G4-LA4
Employee relations
Rexam GRI G4 index
24
24
I 8
Sub-category: Human rights
G4-HR3
Code of Conduct
Rexam GRI G4 index
I 12
Rexam GRI G4 index
I 12
Material aspect: Freedom of association and collective bargaining
Material aspect: Occupational health and safety
G4-DMA
Rexam GRI G4 index
I 13
G4-HR4
Rexam GRI G4 index
I 13
G4-EN16
Rexam GRI G4 index
I 6
G4-DMA
People, Health and safety
G4-EN18
Life cycle carbon
G4-LA5
Rexam GRI G4 index
I 9
Material aspect: Child labour
G4-LA6
Rexam GRI G4 index
I 9
G4-DMA
Rexam GRI G4 index
I 13
I 10
G4-HR5
Rexam GRI G4 index
I 13
12
Material aspect: Effluents and waste

G4-DMA
Waste to landfill
21
G4-LA8
G4-EN23
Waste to landfill
21
Material aspect: Training and education
G4-EN24
Waste to landfill
21
G4-DMA
Material aspect: Products and services
Rexam GRI G4 index

Employee relations
22, 23
Material aspect: Forced or compulsory labour

R
24
G4-DMA
Rexam GRI G4 index
I 13
Rexam GRI G4 index
I 13
G4-LA9
Employee relations
24
G4-HR6
G4-DMA
Recycling
11
G4-LA10
Employee relations
24
Material aspect: Supplier human rights assessment
G4-EN27
Recycling
11
G4-LA11
Employee relations
24
G4-DMA
15
G4-EN28
Recycling
11
Material aspect: Diversity and Equal opportunity
G4-HR10
15
I 11
G4-HR11
15
I 11
Material aspect: Human rights grievance mechanisms
Material aspect: Supplier environmental assessment
G4-DMA
Rexam GRI G4 index
G4-DMA
15
G4-LA12
G4-EN32
15
Material aspect: Supplier assessment for labour practices
G4-EN33
15
G4-DMA
G4-LA14
Rexam GRI G4 index
I 11
28
Rexam GRI G4 index
15
G4-DMA
Code of Conduct
Rexam GRI G4 index
I 14
G4-HR12
Rexam GRI G4 index
I 14
Products
Overview
Operations
About this report
People
ABOUT THIS REPORT

GRI G4 summary index continued

DMA and indicators
References
Location
DMA and indicators
References
Location
Non-material aspects
In addition to the material aspects identified through our materiality
process, we recognise that the following aspects are relevant to our
business and therefore have chosen to report against them.
Sub-category: Society
Material aspect: Local communities
G4-DMA
People, Local communities
22, 25
Material aspect: Public policy
G4-SO1
People, Local communities
22, 25
G4-DMA
Rexam GRI G4 index
I 15
See G4-SO6 in Rexam

GRI G4 index
I 15
G4-SO2
G4-SO6
Rexam GRI G4 index
I 15
Material aspect: Anti-corruption

G4-DMA
Good governance, Responsible

supply chain
8, 15
G4-SO4
Good governance, Responsible

supply chain
8, 15
G4-SO5
Rexam GRI G4 index
I 15
Material aspect: Innovation

Innovation
16
G4-Custom R&D
Innovation
16
G4-DMA
See G4-SO7 in Rexam

GRI G4 index
I 16
G4-SO7
Rexam GRI G4 index
I 16
G4-SO8
Rexam GRI G4 index
I 16
Material aspect: Customer health and safety
G4-Custom DMA
29
Material aspect: Compliance
G4-DMA
See G4-PR1 in Rexam

GRI G4 index
I 16
G4-PR1
Rexam GRI G4 index
I 16
G4-PR2
Rexam GRI G4 index
I 16
Contacts
Head office
Rexam PLC
4 Millbank, London
SW1P 3XR, UK
T +44 (0)20 7227 4100
Sustainability
John Revess
john.revess@rexam.com
Corporate communications
Mark Bunker
mark.bunker@rexam.com
Investor relations
Marion Le Bot
marion.lebot@rexam.com
Follow us online
@rexamplc
youtube.com/rexamplc
linkedin.com/company/rexam
www.rexam.com

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TOGETHER

SUS TA I N A B I L I T Y REP O RT 2015

About this report

Rexam is a leading global beverage can maker.

Our North American operations consist

We are the number one beverage can maker in

64bn cans made

Beverage can plants

Read our annual report:

Rexam Sustainability Report 2015

Africa, Middle East and Asia

We are the number one beverage can maker

Our AMEA region focuses on faster-growing and

About this report

Three years in review

HOW WE CREATE SHARED VALUE

Welcome to Rexams Sustainability Report. We are a leading global

Dow Jones Sustainability Index (DJSI)

Rexam Sustainability Report 2015

sustainability across the business. Our areas of strength

The proposed Ball acquisition

About this report

What were proud of

HOW WE CREATE SHARED VALUE

Chicago office, US,

Valparaiso, US, achieves

Our North American sector

Rexam Sustainability Report 2015

Winston Salem, US, wins

Cuiab, Brazil, wins Quali-MT

Inclusion in 2014 Dow

Customer online design

Our North American sector

Launch of Editions, our

Rexam joins the Aluminium

guaas Claras, Brazil,

JAN  Aluminium Stewardship

Jacare, Brazil, awarded Silver

Chicago, US, wins Excellence

Awarded Bronze and Industry

Manaus, Brazil, wins Gold at

Our North American sector

2014 safety record best in

Super Premium Editions

MAY  Guatemala awarded

Our Blue Chip scheme is a global

About this report

THREE YEARS IN REVIEW

Progress against commitments

HOW WE CREATE SHARED VALUE

2020 sustainability goals

Our material issues

Achieve industry targets in Europe, US and Brazil. Measure in AMEA

Life cycle carbon

25% reduction/can (normalised)

7.5/10 customer satisfaction

100% policy mitigation

100% suppliers use CDP

Five projects progressing through stage gate per year

Ongoing material reduction

Energy and carbon 7% reduction/can (normalised)

10% reduction/can (normalised)

25% reduction/can (normalised)

33% reduction in three-year rolling average Lost Time Accident Rate

Chicago office, US,

Valparaiso, US, achieves

Our North American sector

Winston Salem, US, wins

Cuiab, Brazil, wins Quali-MT

Inclusion in 2014 Dow

Customer online design

Our North American sector

Launch of Editions, our

Rexam joins the Aluminium

guaas Claras, Brazil,

JAN Aluminium Stewardship

Jacare, Brazil, awarded Silver

Chicago, US, wins Excellence

Awarded Bronze and Industry

Manaus, Brazil, wins Gold at

Our North American sector

2014 safety record best in

MAY Guatemala awarded