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Sustainability Approach and Goals

At Teck, the pursuit of sustainability guides our approach to business. Over our more than 100-year history, we have learned that responsible mining and mineral development are fundamental to our long-term success. 

About Our Strategy

We established our first sustainability strategy close to a decade ago, setting out long-term goals to drive improved sustainability performance across our activities. In 2020, we updated our strategy to reflect changing global expectations and position Teck for the future. Our new sustainability strategy has eight strategic themes: health and safety, climate change, circularity, our people, tailings management, water, biodiversity and closure, and communities and Indigenous Peoples. 

Our strategy is integrated into decision-making by embedding it into management standards, compensation and into corporate, site and employee annual plans and objectives. Throughout the year, our senior management team and the Safety and Sustainability Committee of the Board review performance against our sustainability strategy and approve future actions. 

Moving forward, we are focused on achieving our sustainability goals while managing emerging risks and embracing opportunities that increase our competitiveness and contribute to sustainable development.

Our Approach to Business and Sustainability

Teck is committed to responsible resource development. We are focused on operating sustainably, ensuring the health and safety of our people, and building strong relationships with communities. We have internal policies and external commitments that guide and allow us to evolve with emerging sustainability trends and best practices.

Learn more

Our Sustainability Goals

Strategic Priority:
Work towards securing a net positive impact (NPI) on biodiversity

Goals:

  • By the end of 2025, all operating sites have and are implementing plans to secure net positive impact.
  •  By the end of 2030, contribute to a nature positive future by:
    • working to achieve NPI compared to a 2020 baseline for all sites
    • accelerating our pace of rehabilitation to ensure it is in progress for all eligible land impacted by mining at our operations
  • By completion of site closure, work towards achieving NPI compared to baselines at the time development commenced for our operations and sites in active closure

Strategic Priorities:

  • Be a leader in responsibly providing the metals and minerals needed for the transition to an economy focused on reducing waste and keeping products in use
  • Work towards disposing zero industrial waste by the end of 2040

Goals:

  • By the end of 2025, establish site-based industrial waste inventories and plans to turn waste into useful and appropriate products. Based on these inventoriesand plans, set goals for industrial waste reduction.
  • By the end of 2025, develop and implement a responsible producer program and “product passport” that is traceable through the value chain.
  • Be a leader in product stewardship by continuing to implement our Materials Stewardship program and produce secondary metals at our Trail Operations.

Strategic Priorities:

  • Achieve net-zero Scope 1 and 2 emissions across our operations by the end of 2050
  • Ambition(1) to achieve net-zero Scope 3 emissions by the end of 2050

Goals:

  • Reduce the carbon intensity of our operations by 33% by the end of 2030.
  • Achieve net-zero Scope 2 emissions by the end of 2025.
  • Partner with our customers and transportation providers to establish low-emissions supply chain corridors for the transportation of products and support a 40% reduction in shipping emission intensity by the end of 2030 for shipping we contract.

For more information on our work towards achieving goals in this strategic theme, see the Climate Change page.

(1) An ambition is a commitment made by Teck, supported with actions, to achieve an outcome where there is no current pathway and where Teck’s ability to achieve the outcome is subject to assumptions, uncertainties and limiting factors. Since Scope 3 emissions are those that occur within our supply chain, their management is outside of Teck’s direct control, limiting our ability to manage them. Across our Scope 3 emissions, advancements in technology and the commercial viability of low- or no- carbon solutions will be required to achieve net-zero emissions. We intend to continue to monitor our ability to achieve progress towards this ambition as the situation evolves.

Strategic Priority:

Collaborate with communities and Indigenous Peoples to generate economic benefits, advance reconciliation efforts and improve community well-being

Goals:

  • Increase local employment and procurement opportunities by the end of 2025 to deliver direct economic benefits to communities.
  • Achieve greater representation of Indigenous Peoples across our business by the end of 2025 by increasing employment and procurement through business development, capacity-building, education and training opportunities.
  • Deliver positive social, economic and environmental outcomes for communities and Indigenous Peoples by contributing $100 million to community organizations and global initiatives, including our Zinc & Health and Copper & Health programs, by the end of 2025.

For more information on our work towards achieving goals in this strategic theme, see the Relationships with Communities and Indigenous Peoples page.

Strategic Priority:

Eliminate fatalities, serious injuries and occupational disease

Goals:

  • Contribute to the elimination of fatalities and serious injuries through significantly enhanced critical control verification for fatal hazards.
  • By the end of 2025, contribute to the elimination of occupational disease by implementing new technologies in real-time exposure monitoring to improve exposure controls for dust and welding fumes.

For more information on our work towards achieving goals in this strategic theme, see the Health and Safety page.

Strategic Priority:

Foster a workplace where everyone is included, valued and equipped for today and the future

Goals:

  • Increase the percentage of women working at Teck to 30% by the end of 2030, and advance inclusion and diversity initiatives across the company by 2025.
  • Equip our employees for future workplace and leadership needs, including upskilling and reskilling, by investing $200 million in training and skills development programs by the end of 2025.
  • Expand employee engagement opportunities, including employee-driven community initiatives and a company-wide feedback program, by the end of 2025.

For more information on our work towards achieving goals in this strategic theme, see the Our People page.

Strategic Priority:

Continue to manage our tailings across their life cycle in a safe and environmentally responsible way

Goals:

  • Preferentially consider milling and tailings technologies that use less water for both new mines and any mine life extensions at existing mines.
  • Expand the use of digitally connected surveillance technologies to assist in monitoring our tailings storage facilities.

For more information on our work towards achieving goals in this strategic theme, see the Tailings Management page.

Strategic Priorities:

  • Transition to seawater or low-quality water sources for all operations in water-stressed regions by the end of 2040
  • Implement innovative water management and water treatment solutions to protect water quality downstream of our operations

Goals:

  • By the end of 2025, design all development projects in water-stressed regions with a seawater or low-quality water source.
  • By the end of 2025, implement new source control or mine design strategies and water treatment systems to further advance efforts to manage water quality at our operations.

For more information on our work towards achieving goals in this strategic theme, see the Water Stewardship page.

 

Strategic Priority:
Work towards securing a net positive impact (NPI) on biodiversity

Goals:

  • By the end of 2025, all operating sites have and are implementing plans to secure net positive impact.
  •  By the end of 2030, contribute to a nature positive future by:
    • working to achieve NPI compared to a 2020 baseline for all sites
    • accelerating our pace of rehabilitation to ensure it is in progress for all eligible land impacted by mining at our operations
  • By completion of site closure, work towards achieving NPI compared to baselines at the time development commenced for our operations and sites in active closure

Strategic Priorities:

  • Be a leader in responsibly providing the metals and minerals needed for the transition to an economy focused on reducing waste and keeping products in use
  • Work towards disposing zero industrial waste by the end of 2040

Goals:

  • By the end of 2025, establish site-based industrial waste inventories and plans to turn waste into useful and appropriate products. Based on these inventoriesand plans, set goals for industrial waste reduction.
  • By the end of 2025, develop and implement a responsible producer program and “product passport” that is traceable through the value chain.
  • Be a leader in product stewardship by continuing to implement our Materials Stewardship program and produce secondary metals at our Trail Operations.

Strategic Priorities:

  • Achieve net-zero Scope 1 and 2 emissions across our operations by the end of 2050
  • Ambition(1) to achieve net-zero Scope 3 emissions by the end of 2050

Goals:

  • Reduce the carbon intensity of our operations by 33% by the end of 2030.
  • Achieve net-zero Scope 2 emissions by the end of 2025.
  • Partner with our customers and transportation providers to establish low-emissions supply chain corridors for the transportation of products and support a 40% reduction in shipping emission intensity by the end of 2030 for shipping we contract.

For more information on our work towards achieving goals in this strategic theme, see the Climate Change page.

(1) An ambition is a commitment made by Teck, supported with actions, to achieve an outcome where there is no current pathway and where Teck’s ability to achieve the outcome is subject to assumptions, uncertainties and limiting factors. Since Scope 3 emissions are those that occur within our supply chain, their management is outside of Teck’s direct control, limiting our ability to manage them. Across our Scope 3 emissions, advancements in technology and the commercial viability of low- or no- carbon solutions will be required to achieve net-zero emissions. We intend to continue to monitor our ability to achieve progress towards this ambition as the situation evolves.

Strategic Priority:

Collaborate with communities and Indigenous Peoples to generate economic benefits, advance reconciliation efforts and improve community well-being

Goals:

  • Increase local employment and procurement opportunities by the end of 2025 to deliver direct economic benefits to communities.
  • Achieve greater representation of Indigenous Peoples across our business by the end of 2025 by increasing employment and procurement through business development, capacity-building, education and training opportunities.
  • Deliver positive social, economic and environmental outcomes for communities and Indigenous Peoples by contributing $100 million to community organizations and global initiatives, including our Zinc & Health and Copper & Health programs, by the end of 2025.

For more information on our work towards achieving goals in this strategic theme, see the Relationships with Communities and Indigenous Peoples page.

Strategic Priority:

Eliminate fatalities, serious injuries and occupational disease

Goals:

  • Contribute to the elimination of fatalities and serious injuries through significantly enhanced critical control verification for fatal hazards.
  • By the end of 2025, contribute to the elimination of occupational disease by implementing new technologies in real-time exposure monitoring to improve exposure controls for dust and welding fumes.

For more information on our work towards achieving goals in this strategic theme, see the Health and Safety page.

Strategic Priority:

Foster a workplace where everyone is included, valued and equipped for today and the future

Goals:

  • Increase the percentage of women working at Teck to 30% by the end of 2030, and advance inclusion and diversity initiatives across the company by 2025.
  • Equip our employees for future workplace and leadership needs, including upskilling and reskilling, by investing $200 million in training and skills development programs by the end of 2025.
  • Expand employee engagement opportunities, including employee-driven community initiatives and a company-wide feedback program, by the end of 2025.

For more information on our work towards achieving goals in this strategic theme, see the Our People page.

Strategic Priority:

Continue to manage our tailings across their life cycle in a safe and environmentally responsible way

Goals:

  • Preferentially consider milling and tailings technologies that use less water for both new mines and any mine life extensions at existing mines.
  • Expand the use of digitally connected surveillance technologies to assist in monitoring our tailings storage facilities.

For more information on our work towards achieving goals in this strategic theme, see the Tailings Management page.

Strategic Priorities:

  • Transition to seawater or low-quality water sources for all operations in water-stressed regions by the end of 2040
  • Implement innovative water management and water treatment solutions to protect water quality downstream of our operations

Goals:

  • By the end of 2025, design all development projects in water-stressed regions with a seawater or low-quality water source.
  • By the end of 2025, implement new source control or mine design strategies and water treatment systems to further advance efforts to manage water quality at our operations.

For more information on our work towards achieving goals in this strategic theme, see the Water Stewardship page.

 

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