2014 Sustainability Report

2014 Sustainability Report

Contents Our Business Chief Executive Officer s Report 2014 Highlights Mining and Metals in Our Society Strategy and Management Approach In Focus: Port Pirie Redevelopment In Focus: Resource Recovery In Focus: Preventing Major Harm Performance Review How We Report Auditor Report Appendix A: Summary Data Table Appendix B: GRI Index 3 4 6 7 8 22 26 29 31 43 44 46 47 Cover Image and above: The facade of the Nitehawk Cinema in Brooklyn features LED illuminated zinc panel. Nitehawk Cinema Images - Ty Cole/OTTO 2 of 56

Our Business Myra Falls Operation Mining & production of zinc, lead & copper concentrates; silver & gold as byproducts Site employees 365 Location Canada Langlois Operation Mining & production of zinc & copper concentrates; silver & gold as byproducts Site employees 268 Location Canada Høyanger Operation Fuming of zinc residues Site employees 32 Location Norway Budel Operation Zinc smelting & alloying Site employees 463 Location The Netherlands Balen / Overpelt Operation Zinc smelting, alloying & oxide washing Site employees 557 Location Belgium Nyrstar is an integrated mining and metals business with market leading positions in zinc and lead, and growing positions in other base and precious metals. Nyrstar has mining, smelting and other operations located in the Americas, Australia and Europe, and employs approximately 6,600 people. Tennessee Mines Operation Mining & production of zinc concentrates Site employees 915 Location USA Clarksville Operation Zinc smelting & alloying Site employees 253 Location USA Campo Morado Operation Mining & production of zinc & copper concentrates, silver & gold as byproducts Site employees 367 Location Mexico Peru Mines Operation Mining & production of zinc, lead & copper concentrates; silver & gold as byproducts Site employees 442 Location Peru El Mochito Operation Mining & production of zinc & lead concentrates; silver as a byproduct Site employees 835 Location Honduras El Toqui Operation Mining & production of zinc & lead concentrates, silver & gold as byproducts Site employees 418 Location Chile Auby Operation Zinc smelting Site employees 298 Location France Port Pirie Operation Multi-metal smelting Site employees 742 Location Australia Hobart Operation Zinc smelting & alloying Site employees 486 Location Australia Site employees are as at 31 December 2014. 3 of 56

Chief Executive Officer s Report Heinz Eigner Acting CEO and CFO A Strategic and Integrated Approach The purpose of the mining and metals sector is to provide the metals and minerals that are needed by society to develop and progress. The challenge is to do this in a manner that is simultaneously environmentally, socially, and economically sustainable and that adds value not just to our shareholders but to the local communities and regions where we operate. We also want every employee and contractor who works for us to go home from work safe and healthy every day. Defining, and delivering on, our sustainability commitments and objectives requires that we engage actively, and in good faith, with concerned stakeholders at the local, national, international level - to understand how we can best add value and collaborate to do so. It requires that we fully integrate sustainability considerations into our core business decision-making processes and that we take both a short and long term view. Last, but not least, it requires that we have highly effective and consistent risk management processes in place. Mining and smelting operations are hazardous by nature and achieving our objective of avoiding harm to people, communities and the environment means we must ensure that these hazards are properly identified, eliminated where feasible, or otherwise carefully managed to minimize the associated risks. In this report, we focus on the sustainability aspects that are most material to our business and our operations. The report highlights our progress in 2014, discusses some of the challenges we face, and shares what we have learned during the year. 2014 Milestones From a commercial perspective, 2014 represented another challenging year for the metals and mining industry as the world economy continued to struggle to gain momentum. Whilst this certainly impacted our business and we also faced our fair share of operational challenges, we found a lot to be excited about in 2014. In particular, we continued to lay the groundwork for the delivery of our core business strategy which is simultaneously driving improvements in our sustainability performance. As a key part of our transformation journey to a fully integrated mining and metals business, in 2014 we made the decision and secured the financing to redevelop our Port Pirie smelter into an advanced multi-metal recovery facility. The AUD514m redevelopment of our Port Pirie operations has avoided the probable closure of the plant and will sustain more than three thousand direct and indirect job opportunities in region. The new, state-of-the-art smelting process technology being installed at Port Pirie will significantly reduce the site s environmental footprint not least in terms of lead and S02 emissions to air. In combination with the community lead exposure reduction programmes delivered in collaboration between Nyrstar and local authorities, the emission reductions will help achieve a further step change in community health in terms of blood lead levels amongst the local population, especially children. Our portfolio of growth projects also presents a key opportunity for sustainability improvements. As an outcome of our Smelting Strategic Review (SSR) in 2012, these projects are helping us to capture additional minerals and metals from the ores that we mine and, consequently, to reduce our waste arisings. In 2014 we commenced the upgrade of our new fumer plant in Høyanger, Norway, which will, in addition to zinc, lead and copper, allow it to capture indium, germanium and other minor metals which can then be sent to and refined in other Nyrstar facilities. As we continue to deliver our SSR growth projects, sustainability will provide a key value driver stimulating innovation and helping us to find resource efficient solutions of benefit to our competitiveness as well as our environmental performance. Safe and Responsible Operations In 2014, we focused a lot of resources and attention on strengthening our processes around those elements of our business that have the potential for major harm; to our people, the environment and the communities in which we operate. In terms of safety, we expanded our Life Saving Rules initiative and developed it into a comprehensive fatality prevention programme which we call The Zero Program. It encompasses a series of activities including identification and review of critical incident scenarios, first line supervisor leadership training, audit and self-assessments and further. 4 of 56

Chief Executive Officer s Report I am pleased to report that Nyrstar had no fatalities in 2014. However, our Lost Time Injury Rate (LTIR) and Recordable Injury Rate (RIR) remained similar to previous years, indicating the need for continued attention and effort on creating and maintaining safe and healthy workplaces. From an environmental perspective, we set up a Dam Safety Review Committee with a mandate to monitor the physical integrity and safety of our tailing dam portfolio. As a first order of business, the Committee commissioned experts to conduct a round of dam safety reviews across all major tailing dams. More details about these reviews can be found in the In Focus section on page 30. For our sites where freshwater resources are scarce, we continue to find innovative ways of reducing their water footprints and collaborating with local stakeholders to ensure equitable solutions. In 2014, our sites were focused on developing integrated water management plans. Once these are fully implemented in 2015, it will help the sites lower the amount of water needed by their processes as well as capture and recirculate water so that they are able to further reduce their net demand for water. Local Communities Our aim is that wherever Nyrstar operates it is welcomed as a valuable and trusted partner by local communities. This means engaging and collaborating with stakeholders to understand how we can deliver sustainable, long term benefits to the communities affected by our operations. For example, we preferentially source from local suppliers and help them to build capacity to take on bigger and more complex contracts. We help build local capabilities and knowhow and, where we can, we work in collaboration with local stakeholders (governments, education boards, local medical providers, etc.) to support the improvement of education and local community health. In the past year, our community engagement programmes supported initiatives related to children s health, educational and training opportunities, habitat & wildlife protection, local community business management capability, and cultural and sporting events. Looking Forward We recognise that much remains to be done and that fully integrating sustainability into our business management approach needs time. As we continue our journey into 2015, we are looking forward to revisiting our sustainability strategy and to consolidating the many management programmes and initiatives introduced over the recent years. We will also be working to support our Mining segment in its efforts to achieve the robust sustainability performance already attained by our Metals Processing segment. 5 of 56

2014 Highlights Lead in air concentrations at Port Pirie improved by 40% relative to 2013 No fatalities or permanent disabling injuries No environmental incidents with significant business consequences or long-term environmental impact Community financial contributions increased by 6% to 3 million Rolled out a Leadership Development Programme focusing on front line and mid-level leaders in our Mining segment We reduced our total greenhouse gas emissions by 160,000 tonnes, or 6% relative to 2013 Made investment decision to proceed with the Port Pirie Redevelopment, supporting continued socioeconomic viability of the Port Pirie community and providing for step change improvements in site environmental performance and community health Implementation of Critical Incident Prevention Programme complemented by a set of Mining Golden Rules Tennessee Mines achieved certification to the ISO 14001 environmental management system standard and Clarksville smelter was certified to the OHSAS 18001 occupational health and safety management standard Third party Dam Safety Reviews completed at all major tailing storage facilities Safety statistics in the Metals Processing segment improved significantly relative to 2013 including a reduction in lost time injury rate by 34% (to 2.7) 6 of 56

Mining and Metals in Our Society Metals have played a central role in the development and improvement of society and they will play an even more important role in helping us shift towards more sustainable patterns of production and consumption. For example, Nyrstar s primary metal product, zinc, possesses a number of unique attributes that position it well as a material of choice for a more sustainable society, including the following. Essential: as a natural element, zinc plays a key role in the biological processes of all humans, animals and plants. It is a vital nutrient that is essential to human health ensuring adequate levels of zinc intake is an important component in efforts to reduce child illness, enhance physical growth and decrease mortality in developing countries. Careful application of zinc to soils and crops can make a significant contribution towards the goals of increased food security and human health. Durable: by protecting steel against corrosion, zinc greatly extends the life and durability of steel and the many structures (buildings, bridges, etc.) and products (vehicles, lampposts, roofing, etc.) that are made with steel. No other material can provide such efficient and cost effective corrosion protection for steel. Recyclable: zinc can be recycled infinitely without loss of properties and quality. Whilst overall recycling levels depend much upon the collection rate of end-oflife zinc-containing products and materials, over 90% of these collected products are recycled and the zinc recovered. At present, approximately 75% of the zinc consumed worldwide originates from mined ores and 25% from recycled or secondary zinc. However, the levels of recycling are steadily increasing each year. The mining, smelting, and refining of metals tends to be energy and resource intensive and, if not carefully and responsibly managed, can lead to significant, negative environmental and social impacts. Yet, we believe it is possible to envisage a mining and metals sector that operates within the carrying capacity of the environment, protects and even enhances biodiversity, uses low-carbon energy sources, manages its risks and operations so that major accidents and spills are things of the past, and enhances the social and economic vitality of the communities and countries where it operates. As a sector as a whole, there is still a lot of work to do to achieve this vision and some of it will require other stakeholders to work with us and do their part - for example in terms of how the metals we produce are used, recovered and recycled. The mining sector globally is also facing the challenge of ore bodies that are increasingly difficult to access (in a physical, geological sense) and/or are of increasingly lower ore grade quality. This means that without significant innovations to mining practices, processing technologies, environmental controls and stakeholder management approaches, sustainability improvements could stagnate and even reverse. Whilst zinc, and to a lesser extent lead, copper, gold, silver and sulphuric acid are the main focus of Nyrstar s mining and metals activities, we also capture and produce a number of useful by-products including rare-earth metals such as germanium and indium. Following an in-depth strategic review of our smelter operations in 2012 and 2013, we have been busy during 2014 re-imagining, redesigning and making major investments in a number of our smelter sites and technologies. The aim is to significantly improve our ability to capture more value and create less waste from the ore bodies that we mine and smelt and, in the process, improve the overall resource efficiency of our operations. As a global business with operations, sales and marketing activities in many different countries around the world, we make a number of other important contributions to society besides the production of zinc and other useful metals. This includes providing employment and career development opportunities to thousands of people, tax payments and community contributions, and the purchasing of goods and services from suppliers based in the communities close to our operations. 6,611 Number of Employees Globally 3 million Community Financial Contributions 2.7 billion Economic Value Distributed to Society Images: Left - The Earth Sciences Building at the University of British Columbia, constructed with support from Nyrstar, contains zinc and other metals essential to a sustainable society. Below - Our processes capture a range of metals important to society, including indium used in liquid crystal displays (LCDs) and touch screens. 7 of 56

Strategy and Management Approach How We Manage Sustainability We are committed to responsible and sustainable business practices. This protects and enhances our global licence to operate and it helps to make our business more resilient and competitive. Managed responsibly, our products and operations can make a number of positive contributions towards helping society shift to more sustainable production and consumption pathways. Nyrstar s sustainability strategy is to: Engage to Prioritise: to engage with a range of relevant stakeholders including customers, local communities, civil society organisations, government authorities, employees, academia, and suppliers in order to help us assess our external and internal contexts and to understand what we need to focus on in terms of sustainability issues and risks as well as opportunities to innovate. Eliminate Major Hazards and Rigorously Reduce and Manage Risks: to ensure that our businesses and operations consistently and properly identify, understand and, whenever feasible, eliminate their major health, safety, environmental and social hazards or otherwise control the associated risks so that they are reduced to acceptable levels. Cooperate and Innovate: to identify and support the specific opportunities to innovate that allow us to make a positive contribution towards improved sustainability and to distinguish ourselves from our competitors in the marketplace. Integrate: to establish clear accountabilities at all levels of the organisation for achieving our sustainability objectives and to integrate our sustainability ambitions into operational management decisions and processes. This includes a strong focus on performance monitoring and reporting as well as effective governance, assurance and review structures and processes that involve the direct engagement of our senior management team. Our sustainability strategy focuses on the areas and issues that matter the most to our business and our stakeholders, including: Our People: fostering a culture where everyone has the opportunity to reach their full potential and where people are treated fairly. Workforce Health and Safety: providing a work environment where all hazards are effectively identified and controlled, and where each employee takes responsibility for their own safety and that of their colleagues. Environment: continuously improving the efficiency of our activities and production processes with a focus on protecting ecological functions and reducing our environmental footprint, particularly in terms of energy, water and land use, emissions, and waste generation. Community Engagement and Livelihoods: actively engaging with, and helping, local communities to develop, thrive and benefit from the presence of our operations. Our assessment of key sustainability areas and issues is arrived at through a mix of in-house analysis, expert input and on-going consultations with key stakeholder groups. Further information about our stakeholder engagement and materiality assessment processes are provided below and in the How We Report section. Corporate Governance and Business Integrity Nyrstar is committed to sound and transparent governance in accordance with our Corporate Governance Charter and Code of Business Conduct. Figure 1: Overview of Nyrstar Corporate Governance Framework. CORPORATE GOVERNANCE FRAMEWORK Our governance structures provide clear lines of responsibility from the operations through to the Board of Directors. The Safety, Health, Environment and Community (SHEC) Committee of the Board (see Figure 1 below) has the specific mandate to monitor Nyrstar s SHEC performance and the effectiveness of the SHEC control framework. Further details on our governance structures and processes are provided in our Annual Report and on the Nyrstar website at www.nyrstar.com/about. The Code of Business Conduct establishes our commitment to operating with integrity. It applies to all Nyrstar employees, contractors and business partners. BENCHMARKS GOVERNANCE STRUCTURE ASSURANCE Laws and Regulations The Nyrstar Way SHEC Management Framework Enterprise Risk Management Framework Audit Committee Shareholders Board of Directors Nomination and Renumeration Committee Management Committee Corporate Functions and Operations SHEC Committee Audit (internal and external) of financial and non-financial data Group Safety, Health and Environment Audits (internal and external) Risk Audits (internal and external) 8 of 56

Strategy and Management Approach How We Manage Sustainability We recognise that the Code cannot describe every situation that our employees and partners may encounter and, to address this, the Code also includes a Framework for Ethical Decision Making that sets out a step-wise process for resolving potential business integrity issues. The Code of Business Conduct is supported by a Development Programme aimed at increasing awareness of ethical issues relevant for our business. The Programme includes a series of training modules designed specifically for Nyrstar and provided by the Nyrstar Compliance Officer. The Code is further underpinned by a Group Anti-Corruption Policy which is supported by an online training programme. The training programme was launched in 2013 with a focus on management level staff in the Mining segment who may be exposed to situations involving corruption. At the end of 2014, 150 employees had completed the online anti-corruption training. The Code of Business Conduct prescribes a mechanism by which breaches of the Code, Group Policies and regulatory requirements can be reported to the Nyrstar Compliance Officer. One human resource related complaint was raised to the Compliance Officer in 2014. The complaint was investigated by the Compliance Officer and has been addressed to the satisfaction of the parties involved. No incidents of corruption were reported in 2014. Further, Nyrstar was not involved in any legal actions regarding anti-competitive behaviour or violation of anti-trust and monopoly legislation in 2014. Nyrstar does not support any political parties and does not make any political donations either through direct funding or assistance in-kind. Safety, Health, Environment and Community (SHEC) Management Framework Our SHEC Framework applies across all Nyrstar businesses and operations and prescribes a common approach to the management of safety, health, environment and community. The Framework is aligned with industry best practice and is continually updated to stay current with the needs of the business and with developments in external standards and requirements. While promoting consistency, the Framework is designed to give operational management the necessary latitude to adapt their implementation strategies to local context, requirements and needs. The Framework is made up of the following components: The Nyrstar Way The Nyrstar Way underpins what we stand for and is central to the way we do business. It establishes a common set of values and guides how we behave. Code of Business Conduct The Code of Business Conduct defines the standards of integrity and business conduct expected of all employees in their dealings with our communities, environment, customers, suppliers, competitors, shareholders and the assets of the company. Group Policies The Nyrstar Group policies on Safety & Health, Environment, Risk Management, Quality and Anti-Corruption establish our commitments to the management of sustainability issues. SHEC Management Elements The Nyrstar SHEC Management System Elements are fully aligned with the ISO 14001 and OHSAS 18001 standards for environmental and occupational health & safety management systems. The Elements provide a benchmark to which site-level SHEC management systems must be aligned. Technical Standards, Procedures and Guidelines The SHEC Management Framework is supported by several Group standards, procedures and guidelines defining common requirements for the management of safety & health, environment and community issues and risks. The SHEC Framework is supported by Group Assurance programmes for safety & health, environment and risk. The assurance programmes provide assurance to the Board and senior management that safety, health, environment and community risks are adequately managed, that regulatory requirements are being met and that the SHEC Framework is consistently applied across all operations. The programmes also help to identify opportunities for improving Nyrstar s SHEC performance and to share knowledge and good practices between the operations. Risk Management Risk is managed through an enterprise risk management approach which is aligned to the ISO 31000 risk management standard. Under our Group Risk Assessment and Treatment Guideline, identified risks are evaluated and prioritised in consideration of a range of potential scenarios and consequence types. Critical risks of significance to the Group, including sustainability related risks, are actively monitored by the Group Manager Business Risk and reported to the Audit Committee of the Board of Directors. Examples of sustainability risks monitored at a corporate level include employee health and safety, climate change including regulatory and physical impacts, tailing dam failure, community and labour unrest with the potential for business interruptions, asset integrity and risks associated with large projects (e.g. the Port Pirie Redevelopment Project). As part of our Group risk management, nine internal audits were conducted in 2014. The audits focus on assuring the integrity of critical controls implemented to treat our most significant risks. The audits completed in 2014 included asset management audits at various sites, audits of Nyrstar s key commercial processes, a project management controls audit of the Port Pirie Redevelopment Project and an audit of Nyrstar s largest concentrates warehouse. The outcomes of the audits form the basis for treatment plans to address identified weaknesses in critical controls or risk management processes. Key audit findings and associated responses are reported to the Nyrstar Management Committee and the Audit Committee of the Board. 9 of 56

Strategy and Management Approach How We Manage Sustainability Stakeholder Engagement By engaging with and listening to our stakeholders we are able to align our sustainability strategies to society s needs, prioritise the issues that matter the most and create shared value for host communities and other stakeholders. Key stakeholders that we engage with on a regular basis include employees, contractors, customers, investors, regulators and other governmental bodies, suppliers, media, local communities and nongovernmental organisations (NGOs). As stipulated in our Code of Business Conduct, Policies and SHEC Management System Elements, we are committed to engaging with our stakeholders in an open, honest, transparent and culturally sensitive manner. All sites are required to develop Stakeholder Engagement Plans establishing processes for communication, consultation and involvement with external stakeholders. The figure at right provides an overview of some of Nyrstar s key stakeholder groups, their concerns and how we engage with them. Quarterly Results, Regular Media Press Briefing and Teach-ins Engagement - Local & Global, Site Visits, Industry Challenges & Website, Local Media - Radio, Tv, Sponsorships, Relationships, Global Sales, Customer Surveys Safety Data sheets, Website, Customer Townhalls & Internal Communications, Intranet, and Financial, CSR Environmental, Economic Developments, Health & Safety, Employee Assistance Programs, Bottom-up Product Quality and Safety, Sourcing of Feed Materials (incl. Conflict Minerals) Communication & Online Collaboration Platforms, Excellence Awards Media Health & Safety, Development Customers Opportunities, Corporate Responsibility, Strategy, Employee Engagement People Suppliers Quality, Operational Excellence, Ethical Business Practices Global Raw Materials Organizations, Dialog, Contracting Procedures, Supply Chain SHEC Evaluations Environmental Monitoring, Statutory & Voluntary Reporting, Audits and Inspections, Frequent Communications, Incident Reporting, Compliance, Environment Health & Safety Standards, Corruption, Employment, Financing, Energy Taxes, Investments, Legal Permits Government & Regulators Emergency Response Drills Organisations Other Employee Engagement Investors Responsibility, Strategy, Opportunities, Corporate Communities Health & Safety, Development Business Performance, Corporate Governance, Corporate Responsibility, Strategy, Leadership Environment Policies and Stakeholder Engagement Plans, Conferences, Presentations, Outreach Briefings Union Dialog, Trade and Industry Associations, Standards, Social & Infrastructure Investment, Sourcing, Noise, Vibrations, Visits, Graduate Programs, Job Fairs, Steering Groups, Website and Social Media, School Engagement, Site Road Shows, Conferences, Website, Annual Report, Site Visits Environment, Legacy Commitments Key Industry Analyst Dialog, Impact Assessments, Engagement Sessions, Townhalls, Community Partnerships, Dialog, Quarterly Results, Complaints Handling Systems, Social Media, Plans & Monitoring, Site Visits, Roundtables Sponsorship and Donations, Local Environmental External Commitments and Associations As a member of the Mining Association of Canada (MAC), Nyrstar s two Canadian mines, Myra Falls and Langlois, are implementing the Towards Sustainable Mining (TSM) initiative developed by MAC. TSM comprises a set of indicators establishing performance benchmarks in relation to environmental stewardship, communities and people, and energy efficiency. The indicators and associated measurement and reporting processes provide a driver for companies to improve their sustainability performance and reduce risk. Myra Falls has been part of TSM since 2006 and Langlois entered the programme in 2013. In alignment with the objective established by MAC, we are striving towards achieving Level A or greater across all TSM performance indicators. More information about TSM and the performance reported by Nyrstar s Canadian operations are available on the MAC website at www.mining.ca. We also participate in a number of industry associations, working groups and stakeholder consultation forums at national, regional and local levels. Some of our more important industry association memberships include the Mining Association of Canada (MAC), the International Zinc Association (IZA) and Eurometaux. 10 of 56

Strategy and Management Approach Our People To achieve our vision of becoming a leading mining and metals business we aim to provide a workplace that is safe, engaging and rewarding for our people and that ultimately makes Nyrstar a great place to work. We foster the development of a culture where everyone has the opportunity to reach their full potential and where people are treated fairly. At the end of 2014, our global workforce comprised 6,611 employees working at 20 locations in 12 countries across Australia, Europe and the Americas. The value proposition to our employees is based on the following key pillars: A Value-Based Culture: We work to promote a non-discriminatory, fair and equitable working culture that is founded on the principles and values embodied in The Nyrstar Way. A Safe and Healthy Work Environment: We strive to provide a work environment where all hazards are effectively identified and controlled, and where each employee takes responsibility for their own safety and that of their colleagues. Providing Opportunities for Training and Development: We offer a range of programmes supporting continued learning and development of our people. Recognising and Rewarding Performance: We provide competitive compensation and recognise employees that make an outstanding contribution to the success of our company. Our Values Our approach to people management is founded on The Nyrstar Way which establishes the behaviours we expect from all Nyrstar employees. Through the principles and values of The Nyrstar Way we are committed to open and honest relationships and we aim to be consistent, fair and transparent in our dealings with our employees. We believe that the Nyrstar Way and the behaviours associated with it will not only support delivery of our key strategies, but also create a culture that attracts and retains talented employees. We are committed to respecting our employees rights in line with the International Labour Organisation s Declaration on Fundamental Principles and Rights at Work. In support of this commitment, we recognise and respect the right of all employees to choose to belong to a union and to bargain collectively. We seek to ensure equitable treatment of all employees and contractors. We do not tolerate any form of discrimination, harassment, intimidation, inhuman treatment, forced labour or child labour in the Nyrstar workplace. We have policies, management systems, training programmes and assurance processes to ensure these commitments are understood and respected. We are strong believers in the power and advantages of a diverse workforce both in terms of ethnicity and gender. We are actively working to improve gender balance at all levels of the organisation. None of our operations have been identified as being at significant risk with regards to violation of fundamental employee and human rights. Developing our Leaders Staff in leadership positions play a particularly important role in shaping the management culture of Nyrstar and the success of our business. In order to equip our mining segment leaders with the skills and capabilities required to sustain and grow our operations, a Leadership Development Programme was initiated in 2014. Whilst primarily focused on the development of fundamental leadership skills, the programme also promotes a performance focused culture based on a shared language and common set of operating principles. The programme is aimed at front line and mid-level leaders at our mining operations. Introduced in October 2014, it is expected that over 500 leaders will have completed the programme by the end of 2015. During 2014 we also launched a Senior Leader Development Programme aimed at identifying and nurturing high potential leaders amongst senior corporate managers (at management levels below the Executive Committee). The programme is part of a wider strategy to formalise internal succession planning processes across the business. The first round of implementation involves 30 participants who each receive individual development plans, coaching and training in order to prepare for and succeed in future senior level roles. Image: Leadership Development Training participants, Peru. 11 of 56

Strategy and Management Approach Our People Training and Development The aim of our people development programmes is to help our employees build their experience, competencies, and skills so that they can realise their full potential and be highly effective operators, managers and leaders of Nyrstar s business. The programmes apply to all levels of staff and include both technical capabilities and management skills. Employee Recognition and Reward Our Group-wide reward and remuneration systems provide for consistent and transparent assessment of performance across all sites and functions. They also support a performance-driven culture by clearly connecting performance to reward and by aligning the priorities of the individual to those of the organisation. Demonstration of the behaviours promoted by The Nyrstar Way is evaluated as part of our annual performance review process and is a key component of our Annual Incentive Plan. Our reward programmes go beyond salaries and also include comprehensive health coverage, competitive vacation allocations, pension contributions and other benefits such as family assistance programmes. Nyrstar s salaried employees are eligible to participate in our Annual Incentive Plan (AIP). The AIP rewards employees based on company, segment and individual performance. Safety and environmental performance are included in the key metrics measured under the AIP. Stimulating Innovation Our ability to innovate is at the heart of the longterm success of our company and is an essential component for improving our sustainability performance. We encourage all our people to share their ideas regarding better ways of doing business, whether it s about identifying new markets, operating in a safer manner or finding more resource efficient ways of producing our products. To provide a forum for innovation and to stimulate the exchange of new ideas, technical networks of subject matter experts were established in 2014. The networks gather for multi-day meetings where they explore solutions to technical problems and think creatively about performance improvement opportunities that can help our sites operate more efficiently, consistently and safely. In addition to these technical networks, we also have longestablished networks of safety and environmental practitioners that meet regularly to discuss SHE related issues and opportunities of common interest to the sites. The Nyrstar Excellence Awards were launched in 2010 to promote a culture of excellence and provides an opportunity to acknowledge and reward innovative new solutions. The Excellence Awards centre around our strategic priorities to Keep Our Word, Transform for Tomorrow and Unleash Our Potential. Image: Nyrstar Contonga Mine in Peru. 12 of 56

Strategy and Management Approach Workforce Health and Safety The first element of the Nyrstar Way is to Prevent Harm. We are committed to safe production and to the proactive management of risks facing our people. Our Health & Safety vision is to provide a work environment where all hazards are effectively identified and controlled, and where each employee takes responsibility for their own safety and that of their colleagues. We aim to create a culture where every leader, manager, employee and contractor has clear accountabilities and understands their role and responsibilities for helping to create and maintain a safe and healthy workplace. We believe that every work-related illness and injury is preventable and our goal is to achieve world class health and safety performance across all our mines and smelters by 2016. Our strategy encompasses three interrelated elements: Excellence in Integrated Management System; Excellence in Hazard Management; and a World-Class Health & Safety Culture. 2014 Key Performance We are pleased to report that no employees or contractors lost their lives or were seriously injured while working for Nyrstar in 2014. However, our lost time injury frequency rate (LTIR) remained flat and our recordable injury frequency rate (RIR) increased slightly in 2014 reflecting a challenging year in our Mining segment. Our Metals Processing segment closed the year with the lowest LTIR and Days Away from Work, Restricted Work or Transfer (DART) since Nyrstar was founded. Further information about our health and safety performance in 2014 is provided on page 34. Critical Incident Prevention Programme As we seek to operate with zero harm, a major focus is to prevent fatalities and serious long term disabling injuries. As part of this focus, in 2013 we launched the Nyrstar Life Saving Rules which prescribe non-negotiable requirements in relation to a set of key risks relevant to our operations. In 2014, this initiative was further expanded and developed into a comprehensive fatality prevention programme referred to as The Zero Program. In the Mining segment, the programme was complemented by a set of Golden Rules focusing on fatal risks of particular relevance for the mining operations. Further information about our fatality prevention programmes is provided on page 29. Behavioural Safety We recognise that superior safety performance does not only require strong systems and risk management but also a positive culture in which everyone is committed to their own safety and the safety of their colleagues. This requires a culture of trust, good communication, learning and innovation underpinned by good leadership and clear roles and accountabilities. In the Mining segment, the Leadership Development Programme introduced in 2014 (see page 11) provides a key vehicle for strengthening our safety leadership throughout the operations. Whilst it was too early for the results of the programme to become evident already in our 2014 data, its continued rollout and implementation in 2015 is expected to have a positive impact on the safety performance at each site. Prevent harm The Zero Program encompasses a series of activities including identification and review of critical incident scenarios, first line supervisor leadership training, audit and self-assessments and further embedding of the Life Saving Rules. In the Metals Processing segment, behavioural safety initiatives commenced in 2012 were further progressed through a safety intervention programme. As part of this programme, more than 1,500 unsafe acts were identified, stopped, investigated and addressed across our zinc smelters in 2014. The programme was a key contributing factor in the zinc smelters achieving their best ever RIR performance at 6.8 in 2014. Image: Blue Spot Awareness Light developed as part of the Critical Incident Prevention Programme. The light is fitted on fork lifts operating in loading areas and is used to warn pedestrians and other vehicles of approaching traffic. 13 of 56

Strategy and Management Approach Workforce Health and Safety Occupational Health Occupational health risks facing our employees arise from the physical and chemical hazards inherent in our work environment as well as the nature of activities undertaken by our employees and contractors. Priority areas of attention include occupational lung disease, musculoskeletal injuries, dermatologic conditions and noise-induced hearing loss. Our SHEC Management Framework sets out clear commitments and requirements regarding the occupational health standards to be met and the management systems and processes that need to be in place to ensure we meet and maintain these standards. This includes: Occupational health hazard identification, risk evaluation, and control; Health hazard communication and comprehension; Rehabilitation; and Promoting employee health and wellness. A major focus for the business continues to be the reduction of workplace noise. Workplace noise is the cause of hearing loss, creates physical and psychological stress, and contributes to accidents by making it difficult to communicate. In 2014, the Hearing Conversation Programme in the Metals Processing segment was significantly improved through the introduction of a number of industry best practices. For example, this included provision of custom-molded ear plugs, completion of personal exposure measurements for all positions, and yearly audiogram tests for all employees exposed to noise levels above 85dB(A). In addition, a research programme regarding otoacoustic emission measurements was initiated in collaboration with the University of Gent. View of the bagging plant with the operators platform at the rear. Health Improvements on a New Bagging Plant at Port Pirie A new fume bagging plant was built in the Kilns area at Port Pirie. A Health & Safety Project review was completed at the design phase in order to identify technical solutions related to the existing noise exposure, dust (lead) exposure and heat stress. As a result of the review three major actions were proposed in order to reduce the physical and chemical exposures: An evaporative air-conditioner was installed across the operator platform. This has improved the comfort of the operator during hot weather and it has reduced the risk of heat stress. An acoustic panel was placed above the operator platform which also blocks the entering of lead bearing dust from external emission sources. Noise exposures are now below the action limit and hearing protection is not mandatory. The sequencing of the extraction system was also reviewed and refined, reducing emissions and personal exposure. This has reduced the levels of lead in blood of these operators. Image: Nicole Curinckx, company nurse at Balen, delivering training in cardiopulmonary resuscitation (CPR). 14 of 56

Strategy and Management Approach Environment We seek to conduct our business in a way that continuously improves the efficiency of our production processes, protects ecological functions and reduces the environmental footprint of our operations. Our environmental strategies are formulated in close cooperation with external stakeholders and their execution are integrated into operational decision making and management processes. Minimising environmental impacts represents one of the principal challenges for the mining and metals industry. Similar to our peers, the environmental aspects demanding our greatest attention relate to water, energy and climate change, emissions to air, waste, biodiversity and land management, and material stewardship. Recognising the importance of environmental performance to our business, we take the management of these environmental issues very seriously and responsible environmental stewardship is integrated into our business planning, management systems and day-to-day operational decision making. Nyrstar s approach to environmental management starts with The Nyrstar Way which provides the foundation for the company values and culture we want to foster. Of particular relevance to environment, the Nyrstar Way requires us to Prevent Harm establishing an imperative for our people to act and take decisions with a view to minimising Image: Myra Falls near the Nyrstar Myra Falls mine in British Columbia, Canada. The mine s location inside the Strathcona Provincial Park heightens the importance of robust environmental and community management programmes. environmental impacts. Further, our Environmental Policy sets out our environmental management principles and commitments that all operations must respect and follow. All Nyrstar sites are required to implement environmental management systems (EMSs) in alignment with the Nyrstar SHEC Management Elements (see page 9). The EMSs help to drive continuous improvement in environmental performance by ensuring environmental impacts are identified, understood, controlled and subject to regular monitoring and review. The systems implemented at Nyrstar s smelters are also certified to the ISO 14001 environmental management system standard. In our Mining segment, the Tennessee Mines complex achieved certification to ISO 14001 and several of our other mines are working towards certification in coming years. Water Nyrstar s business is dependent on water and our operations both take and discharge large volumes of water. Water supply and quality are also of utmost importance to the communities in which we operate and to society at large. Therefore, we seek to minimise our use of water, avoid impacting the quality of freshwater resources and ensure a fair, equitable and sustainable use of these resources in cooperation with other users and stakeholders. Our efforts in this regard are governed by our environmental performance standards which specify requirements for the management and protection of water resources. 15 of 56

Strategy and Management Approach Environment In 2014 we launched a corporate initiative involving the development of integrated water management plans at all our mines. The process of developing the plans follows a step-wise approach, key to which is the development of site-wide water balances that identify all inputs, uses and discharges of water. The initiative is supported by a water management standard and various templates, tools and reference guides. The plan development work stretches across 2014 and 2015 and is underpinned by interim targets and measures tracked through the sites balanced business plans. Image: Wastewater treatment plant at Nyrstar s Overpelt site in Belgium. Energy and Climate Change Our operations are significant users of energy. Energy costs represent approximately 30% of our operating costs but for our smelters this number typically exceeds 40%. Given the energy intensive nature of our operations, achieving continuous improvement in energy efficiency and reducing greenhouse gas emissions are top priorities. As our smelters account for around 90% of the group energy consumption, all smelters have formal energy efficiency programmes and ways to reduce the carbon footprint of the operations are continuously investigated, analysed and pursued. Examples of energy efficiency initiatives implemented in 2014 included installation of more efficient air compressors and lighting at Clarksville and current efficiency improvement projects at Budel. Image: Left - Reflections on the water in Canal de la Deule, located adjacent to the Nyrstar Auby smelter in France. The canal connects the site to the seaports of Calais and Antwerp. Carbon risks associated with greenhouse gas emission regulations and increasing energy costs are material to our business and several of our sites operate in jurisdictions in which legislation to reduce and monitor greenhouse gases is enforced or being considered. We engage actively with governments to help inform public policy and legislation on energy pricing and carbon emissions. We do this through direct dialogue with government officials, institutions and subject matter experts, by participating in multi-stakeholder consultations or via industry associations, most importantly Eurometaux. Over the long term, our operations also face climate change risks associated with physical impacts such as extreme weather events and availability of water. Working together with governments, communities and non-governmental organisations we strive to understand how these changes may affect us and to devise appropriate response and adaptation strategies. Emissions to Air Our mining and smelting operations generate air emissions that have the potential to affect nearby communities and the environment. At our smelters, key emission constituents of concern are nitrogen oxides (NOX), sulphur dioxide (S02) and particulate containing zinc, lead and other metals. Emissions to air from our mining operations mainly comprise particulate matter (dust) from ore handling and storage, vehicle movements on unpaved roads and wind-blown dust from tailing beaches. We use a variety of measures to control air emissions, including abatement technologies such as filters, electrostatic precipitators and scrubbers; regular watering and spraying of dusty areas (sometimes using binders); enclosure of dusty activities; and process monitoring. It should be noted that since all our mines are underground operations, emissions from blasting, ore handling and transport and other mining activities are generally less significant from an environmental perspective. 16 of 56

Strategy and Management Approach Environment Update on Lead Emissions at Port Pirie In our 2013 sustainability report we reported on the efforts we are making to reduce leadcontaining emissions to air from the Port Pirie smelter in Australia. As mentioned in that update, the aging production technology currently installed on site presents challenges with respect to the control of lead emissions to air. The open layout of the sinter plant and associated material handling circuits represents a particular concern as fugitive emissions from these installations are hard to prevent and control. Airborne lead in Port Pirie is monitored daily with 12 High Volume samplers situated throughout the community. Two of these samplers, located at Pirie West Primary School (PWPS) and Oliver Street, have an EPA compliance limit of 0.5 µg/m 3. As reported in the 2013 sustainability report, the 2013 compliance results at these two stations were 0.5 µg/m 3 and 0.4 µg/m 3, respectively. Due to the many improvement actions implemented in 2014, we are very pleased to report that the average lead in air concentrations for 2014 were reduced by 40% relative to 2013 and that for many of the monitoring stations the 2014 results represented the best on record. This is a significant achievement which was accomplished through focused management attention across a range of initiatives, areas and disciplines. Examples of key focus areas include material storage and handling, roadway maintenance, high wind protocols, ship unloading, process control, equipment maintenance, housekeeping, operating standards and emissions monitoring. Recognising that improved emission performance requires involvement from all levels across the site, significant efforts were also put into training of operators and into establishing clear responsibilities for management of emissions. The lead in air improvement measures are undertaken in close consultation with the South Australia Environment Protection Authority (EPA) and several of the initiatives are included in an Environmental Improvement Programme for Lead Emissions to Air approved by the EPA. The lead in air improvements achieved in 2014 lay the foundation for the step change reductions in lead emissions anticipated from the Port Pirie Redevelopment Project. The project includes the replacement of the sinter plant with an oxidation furnace, thereby addressing the most significant source of lead-containing air emissions on site. Redevelopment construction activities were commenced in 2014 and the Project is on schedule for commissioning in 2016. Further information about the Port Pirie Redevelopment Project is provided on pages 22-25. Image: Students from Solomontown Primary School, Port Pirie. 17 of 56

Strategy and Management Approach Environment Waste Biodiversity and Land Management Our operations generate significant amounts of solid and liquid wastes, most of which is classified as non-hazardous. Key process wastes produced from our smelters include iron-containing slags and sludge from wastewater treatment. The most important waste stream generated at our mines is tailings (typically consisting of finely crushed rock minerals, water and small amounts of process chemicals) from the ore processing facilities. Whilst our mines also produce waste rock, the majority of this waste is disposed underground where it originated and where it presents less environmental risk. The operations also generate smaller quantities of non-mineral wastes, including both hazardous and non-hazardous materials. Systems and processes for the responsible management of waste are in place at all sites. Tailings generated at our mines are placed in designed storage facilities which typically comprise one or several dams or embankments. Nyrstar is currently responsible for around 20 dam structures, including two small hydropower dams at Myra Falls. As per our environmental performance standards, operating, maintenance and surveillance (OMS) manuals must be maintained for all active TSFs and such manuals are in place or under development at all mines. In order to assure the integrity of our tailing dams, a Nyrstar Dam Safety Review Committee was launched in 2013. Further information about the activities of the Review Committee and dam safety reviews completed in 2014 is provided on page 30. Mining and metals processing operations require large areas of land. With regards to our mining activities, our use of the land is temporary so we aim to be responsible stewards of the land that we operate on. We work proactively to minimise the environmental footprint of our activities, protect sensitive habitats and to conserve biodiversity values and landscape functions in the locations where we operate. Baseline biodiversity studies are completed prior to the development of new land or activities and biodiversity management plans are put in place to protect sensitive areas and species. Most of our mines also have established processes for ongoing monitoring of environmental effects both within and outside the footprint of the operations. We are committed to progressively rehabilitating land that is no longer needed for production purposes and to fully reclaim areas after operations have been concluded. To support this commitment, all our mines are required to develop, implement and maintain closure plans that outline intended post-closure land uses, key closure concepts and estimated closure costs. The closure plans help to ensure that rehabilitation aspects are considered in operational planning and that sufficient funds are allocated for closure and postclosure monitoring. Nyrstar also has a portfolio of non-operational legacy sites, inherited through acquisitions, that require additional rehabilitation works in order to be fully closed. We recognise that an important part of maintaining our social licence to operate depends on our track record of addressing and mitigating the environmental impacts of our legacy sites, regardless of their ownership history. To this end, we work diligently to rehabilitate and restore the land to make it available for other uses. Stakeholder consultation and engagement form an integral part of all our biodiversity and land management activities. By engaging with local communities, land owners and other parties we seek to balance our needs with those of other users and to obtain consensus on preferred closure and land management strategies. Image: Greenhouse at the El Mochito mine, used to cultivate plants supporting reclamation and reforestation activities at the mine. 18 of 56

Strategy and Management Approach Environment Material Stewardship The metals that we produce play a central role in the development and improvement of our society and are used in many vital products and services, from vehicles and buildings to mobile phones and agricultural fertilisers. By focusing on material stewardship we seek to extract and process our commodities in a responsible and efficient manner and to promote the sustainable use, recycling and eventual disposal of our products. In line with our strategic mission to capture the maximum value inherent in mineral resources, we are investing in technology that allows us to maximise the extraction of valuable metals from our feed materials, by-products and residue materials. By taking advantage of by-product synergies we are able to decrease the amount of materials disposed as waste and to reduce the need for virgin-source materials. Central to this strategy is the redevelopment of Port Pirie into an advanced metals recovery and refining facility as well as a number of other growth projects identified as a result of our recently completed Smelting Strategic Review. Further information about these projects are presented in the In Focus sections on pages 22-25 and 26-27, respectively. Our material stewardship responsibilities go beyond the extraction and production activities that we directly manage. They also concern the safe and sustainable use and disposal of our products. Since our metals are sold in a global market place, we believe that our product stewardship objectives are best addressed in cooperation with other stakeholders such as industry organisations, governments and academic institutions. In 2014, we held memberships in several key industry associations which engage actively on product stewardship and sustainability issues including the International Zinc Association (IZA), the International Lead Association (ILA), Eurometaux and the Mining Association of Canada (MAC). All our products have material safety data sheets that provide information on product composition, hazards to human health and the environment, appropriate handling and storage, and emergency response. Many of our products are also subject to the European Union s regulation on the Registration, Evaluation and Authorisation of Chemicals (REACH). All relevant Nyrstar products and substances havebeen registered and evaluations have been commenced for some substances. Nyrstar is a member of the REACH consortia for zinc, lead, cadmium and indium, allowing us to share costs and information for substance registration and evaluation with other producers. No incidents of non-compliance with regulations and voluntary codes concerning product health and safety impacts, product information and labelling, or concerning the use of our products occurred in 2014. Image: Zinc ingots produced at the Nyrstar Budel smelter awaiting delivery. 19 of 56

Strategy and Management Approach Community Engagement and Livelihoods Gaining and protecting our social licence to operate is intrinsically linked to the way we engage with our communities, regulators, suppliers, customers and other key stakeholders. Our aim is to be a welcome and valued member of the communities in which we operate. We seek to build long term relationships founded on trust and honesty, and by respecting fundamental human rights wherever we operate. We focus on creating shared value for our host communities and other stakeholders by developing a good understanding through dialogue, research and assessment of their concerns, needs and aspirations and integrating these into our decisions and day-to-day operations. The table at right outlines some of the key risks associated with our community involvement activities and our approaches to addressing these risks. Engagement The Nyrstar Way establishes the values and behaviours that we must apply in our dealings with local communities and other key stakeholders. This includes a commitment to Keeping Our Word, Preventing Harm, Being Open and Honest and Creating Value. It applies to all employees and contractors working for Nyrstar. Our Safety, Health, Environment and Community (SHEC) Management Framework sets out the processes for stakeholder engagement, communication and consultation that must be implemented at all Nyrstar sites. Site application of these processes focus on understanding and addressing the social risks and opportunities that are associated with our operations and the communities in which we operate. As per the Framework, all sites have stakeholder engagement plans that are regularly revised to reflect the current social context, risks, opportunities and needs of the individual sites. All Nyrstar operations have established processes for recording community feedback, whether positive or negative. In 2014, a total of 56 community complaints were received. The majority of the complaints related to noise and air quality. Received complaints are recorded, investigated and responded to in accordance with established protocols. Community Development We actively seek to help the local communities where we operate to thrive and benefit from our presence. We preferentially source from local suppliers and help them to build capacity to take on bigger and more complex contracts. We help build local capabilities and know-how and, where we can, we work in collaboration with local stakeholders (governments, education boards, local medical providers, etc.) to support the improvement of education and local community health. In the past year, our community programmes supported initiatives related to children s health, educational opportunities, habitat & wildlife protection, cultural and sporting events. Image: Children participating in the I learn by playing programme implemented by the Right to Play organisation in the San Mateo district near Nyrstar s Coricancha mine (Peru). Nyrstar has supported Right to Play since 2010. Overview of Community Management Risks Risk Development of dependence on Nyrstar mines due to past practice of providing large volume of financial contributions to communities Increased financial and tax burdens that reduce level of support and social investment Reduced lack of confidence and trust between local communities and Nyrstar Lack of state financial and infrastructure support create dependence on Nyrstar due to unsatisfied basic needs Risk Management Approach Transition from financial contributions to sustainable development programmes that increase selfsustainability of local communities Increase the levels of partnerships with local and federal institutions; source additional forms of funding (e.g. federal grants) for ongoing programmes and initiatives Maintain presence in communities and implement formal communication processes ensuring frequent and meaningful interactions Develop strong alliances with government and NGO institutions to ensure support and services are provided by the appropriate organisations 20 of 56

Strategy and Management Approach Community Engagement and Livelihoods Human Rights We respect and promote fundamental human rights in all locations where we operate. Our approach to human rights is founded in The Nyrstar Way and our Code of Business Conduct. The Framework for Ethical Decision Making included in the Code of Business Conduct helps to ensure that human rights are considered in key business processes such as risk assessments, procurement and contractor management and in our dealings with employees, communities and other stakeholders. Respecting human rights also requires us to work with contractors and suppliers to ensure that they hold themselves to the same human rights standards that we hold ourselves accountable to. Community Dental Brigade at El Mochito, Honduras Nyrstar El Mochito has established strategic alliances with non-governmental organisations and other local groups to improve quality of life, public health, and education levels within the mine s zone of influence. A number of community outreach initiatives have been implemented, many of which have a particular focus on children s health and wellbeing. Together with the organisations Chain of Love and Medical Teams International, Nyrstar El Mochito established the community initiative Dental Brigade. This initiative provides dental hygiene support in the form of inspections, check-ups, and cleaning to local community children. To date, over 446 children have been examined and treated by the Brigade. Image: Tree planting at Nyrstar Hobart - local primary school students with Environmental Advisor Sophie Buttery. 21 of 56

In Focus: Port Pirie Redevelopment Sustainability put into Practice Following the announcement in May 2014 that Nyrstar and the South Australian Government had reached a funding and support package agreement, Nyrstar s Port Pirie lead smelting operation in South Australia is now in the midst of an AUD514m redevelopment that will transform the site into a state-of-the-art advanced poly-metallic processing and recovery facility. The Port Pirie Redevelopment Project is the first stage in Nyrstar s broader Metals Processing segment transformation and is the foundation for the delivery of Nyrstar s mission to improve resource efficiency, capture the maximum value inherent in feed material, and unlock untapped value from within its portfolio of assets. The Port Pirie Smelter has been in continuous operation for more than 125 years. It processes a wide range of lead-rich concentrates and smelting industry by-products, producing lead, sulphuric acid, copper, silver and gold. The smelter is an integral part of the Port Pirie community, creating approximately 3,250 full-time equivalent jobs (directly and indirectly), and sustaining the ongoing operation of multipurpose, multiuser infrastructure, such as the port facilities. As an integral member of the community, Nyrstar has taken an active role in improving social outcomes in Port Pirie, providing support through a wide range of programmes and initiatives. However, the smelter s long history was also its Achilles heel. With many of the core production assets having been in service for up to 60 years, some elements (e.g. the sinter plant) of the process technology had become outdated to the point of being almost obsolete. This meant it was increasingly difficult for the plant to compete with other more modern plants as well as achieve the next phase of lead, SO2 and particulate matter (dust) emission reductions needed to protect community health. Without significant reinvestment, the operation faced the prospect of eventual closure with consequent loss of jobs and the significant contribution it makes to the socio-economic fabric of the region. This would include a major outflow of private investment, the likely closure or down-sizing of local schools, hospital facilities and associated service industry, the loss of revenue from the port facilities and significantly reduced tax revenue to national, state and local governments, as well as lost export income. Sustainability Evaluation and Stakeholder Involvement Sustainability considerations were at the core of the Port Pirie Redevelopment feasibility and evaluation studies. An extensive stakeholder engagement programme has been established as an integral part of the redevelopment process and includes stakeholders such as Port Pirie community representatives, local and state government agencies, and Nyrstar personnel among others. 22 of 56

In Focus: Port Pirie Redevelopment Sustainability put into Practice The stakeholder engagement process has been supported by a series of environmental, social and economic studies (e.g. the Public Environment Report, available on www.sa.gov.au) in order to properly understand the full range of sustainability effects both in terms of desired benefits/improvements as well any potential negative effects that would need addressing and mitigating. The outcomes of these consultations and studies have been built into the final site redevelopment plan that is now being implemented. The Redevelopment The Port Pirie Smelter Redevelopment will replace the out-dated sintering technology in the lead smelting process with a Top Submerged Lance (TSL) furnace connected to a new sulphuric acid plant. The Redevelopment will also include the upgrade or replacement of associated environmental controls. Decommissioning of the old zinc plant and the shifting of this production stream to more modern and efficient zinc smelters in the Nyrstar network of sites (e.g. Hobart and Auby) was undertaken in 2014. The modern, proven TSL technology will enable Nyrstar to provide a reprocessing facility for a number of metal bearing feed streams. This will include concentrates and by-products from Nyrstar s own zinc mine and smelter network (approximately 50% of the feed) and some externally sourced streams that are currently seen as wastes, such as e-waste. These will be converted into primary lead bullion and slag precursors for the further recovery of lead and the recovery of zinc, copper, silver, gold and other minor metals. We estimate that the upgraded facility will deliver an approximate 50% increase in throughput whilst simultaneously lowering environmental and community health impacts. Anticipated Sustainability Benefits Important sustainability outcomes of the Redevelopment Project are expected to include the following. Community Health The Redevelopment will deliver a step change reduction in lead, SO2 and particulate matter (dust) emissions that will contribute to further reductions of blood lead levels in the community especially among children and improved air quality in the Port Pirie area. Nyrstar has been working closely with the local community and other relevant stakeholders for many years to significantly reduce blood lead levels in young children. 2014 saw the best results on record with 81% of children tested under the benchmark of 10 micrograms (µg) of lead per decilitre (dl) of blood set by the Australian National Health and Medical Research Council. This is a major improvement compared to levels measured in 2005 when only 50% of children tested were below the benchmark level. A similar story repeats for average blood lead levels recorded among children which have fallen from 8.7 µg/dl in 2005 to 4.5 µg/dl in 2014. Programmes to date, which have been designed and implemented in close collaboration with government agencies and local community organisations, have included community initiatives such as the initial tenby10 project, launched in 2006, and two further community blood lead engagement and awareness campaigns: tenforthem and the thumbs up for low levels campaigns. As an outcome of the Port Pirie Redevelopment Project Agreement and the continuation of the previous community lead exposure reduction programmes, the Targeted Lead Abatement Program (TLAP) was launched in 2014. TLAP is managed as a partnership between Nyrstar and the South Australian Government and aims to achieve even further reductions in exposure to lead among local citizens and children (see box on next page for further detail). Projections indicate that the reductions in lead emissions (see Environment section below) from the redeveloped smelter in combination with the TLAP and other ongoing continual improvement activities, will increase the percentage of children with blood lead levels within the benchmark guidelines of 10 μg/dl to 90% over a 4-7 year period after the upgraded facility comes online. The aim is then to reach 95% within a decade. Image: Graphic showing (in green) new installations constructed as part of the Redevelopment Project. The large building at the center of the image houses the new TSL furnace. 23 of 56

In Focus: Port Pirie Redevelopment Sustainability put into Practice Port Pirie Targeted Lead Abatement Program The reduction of community lead exposure and children s blood lead levels is a critical priority for Nyrstar Port Pirie and one of the principal drivers for the Redevelopment Project. Building on the success of a number of other collaborative community initiatives to reduce blood lead levels in children, the Targeted Lead Abatement Program (TLAP) was launched in 2014. Through the TLAP Committee, which comprises Nyrstar and SA Government representatives, TLAP will assess current and identify potential future community lead exposure reduction strategies and assess which are likely to have the greatest impact in reducing children s blood lead levels. It is proposed to achieve this through a number of specific measures: Reduce lead exposure of children more effectively through early intervention. Reduce and stabilise legacy lead dust sources. Improve public health planning. Memorial Park, Port Pirie Work with relevant agencies and the local community to improve coordination and collaboration of services. Develop a comprehensive strategy for partnerships and community participation to raise awareness and to achieve the aims of TLAP. Nyrstar has committed up to AUD 3 million per annum for up to 10 years with an additional AUD 5 million contribution to accelerate the objectives of the TLAP. More information is available on the TLAP website: www.tlap.com.au. Local and Regional Socio-Economic Development An independent study (Deloitte Access Economics 2012, Economic Modelling of Port Pirie) identified seven themes demonstrating the smelter s importance to Port Pirie s socioeconomic viability and its contribution to the South Australia State s strategic objectives: 1. Nyrstar s importance to underpinning Port Pirie s employment base. 2. Nyrstar s critical role in the region s manufacturing sector. 3. Nyrstar s role in maximising the use of major infrastructure. 4. Nyrstar as a critical anchor against population drift. 5. Nyrstar s role in maintaining community wealth (property values). 6. Nyrstar s role in maintaining community sustainability. 7. Nyrstar s contribution to the South Australian Strategic Plan. Nyrstar is the dominant employer in Port Pirie. It directly employs approximately 720 people and 133 full time equivalent contractors. This equates to approximately 18% of Port Pirie s total workforce and approximately 98% of the town s manufacturing workforce. Indirectly, the smelter accounts for a further estimated 2,400 full-time equivalent jobs (e.g. at the port, with suppliers, etc.) bringing the total to approximately 3,250 full-time jobs. The Port Pirie Smelter Redevelopment Project will also have a positive impact on employment in the area during the construction phase. The revitalised smelter operations will provide a continued economic base for Port Pirie that will assist, in turn, in supporting existing community services and infrastructure. More broadly, Nyrstar s Port Pirie operations will continue to drive investment in major regional infrastructure assets, particularly electricity and gas supply, as well as contribute to more than 50% of the activity at the port. The upgrade to the Port Pirie Smelter will not have any impact on known places of Indigenous or European heritage significance. The Nyrstar smelter operations at Port Pirie contribute directly to State and Commonwealth Government revenue through taxes and other charges. Annual tax revenue generated by Nyrstar Port Pirie are estimated to be approximately AUD103 million. Environment In order to anticipate and prevent any unintended environmental impacts associated with the construction phase and future ongoing operations, a comprehensive Environmental Risk Assessment was undertaken to identify opportunities and control measures to minimise the environmental footprint of the Port Pirie Smelter Redevelopment. The new technology will enable the site to significantly reduce the plant s environmental footprint in terms of water use, lead and SO2 emissions, and carbon and energy efficiency. 24 of 56

In Focus: Port Pirie Redevelopment Sustainability put into Practice The annual average air lead concentrations are predicted to reduce to approximately 50% of current levels. The site Redevelopment will also capture over 95% of sulphur rich off-gases from the TSL furnace, removing 90% of sulphur dioxide from the tall stack emissions. The new sulphuric acid facility will then convert approximately 99.8% of the captured sulphur dioxide into saleable sulphuric acid. Local sulphur dioxide concentrations in the Port Pirie area are, therefore, predicted to decrease on average to 50% of current values. In addition, it is predicted that there will be no exceedances of the 1-hour NEPM standard of 0.20 ppm SO2 at the Oliver Street monitoring site, compared to the current situation with exceedances averaging 36 days per year over the last 3 years. The smelter Redevelopment will actually increase overall carbon emissions due to the increased levels (approximately 50%) of production throughput foreseen after the upgrade is completed in 2016. However, the significantly improved operational efficiency of the new plant and processes will mean that carbon intensity (i.e. the CO2 emissions generated per tonne of metal produced) will be substantially lower. Some ancillary equipment associated with the Redevelopment, including water systems, will be either refurbished to extend their operating lives, or upgraded to meet the changed operational demands of the new smelting assets. Many of the intermediate materials that are currently stored in the site s intermediate storage area will no longer be required, and will be processed through the new facility, thus removing a source of dust on high wind days and removing a source of potential soil, groundwater and surface water contamination. The Redevelopment is also expected to achieve a reduction in water use and effluent discharges. From a resource efficiency perspective, it is worth noting that the new furnace will allow for a significant increase in the amount of residue materials that can be processed on site. Following commissioning of the TSL furnace, it is expected that residue materials from other Nyrstar sites will make up approximately 50% of the site s feed material compared to the 15% allowed by current site technology. Additional bolt-on projects with substantial environmental and resource efficiency benefits, such as the extraction of tellurium, thallium, antimony, selenium and other minor metals from waste streams, are currently being evaluated for potential implementation in years to come. Image: Nyrstar Port Pirie is a cornerstone of the Upper Spencer Gulf, South Australia. With its backdrop of the Flinders Ranges, Port Pirie is also a cultural and educational hub for the region. Our People Another key focus area for the site has been the implementation of Nyrstar s Business Excellence (WWeb) programme at Port Pirie. Focused on developing a strong and dynamic operational improvement culture, the programme will, among other things, support initiatives by employees and managers at Nyrstar s Port Pirie operations to identify and implement sustainability performance improvements (see text box for further detail). Image: Nik and Maulika Amin with their daughter Nysha. Nik s role at Nyrstar Port Pirie is Mechanical Maintenance Engineer - Slag Fumer, Kilns, By Products. Nyrstar Port Pirie Unleashing Our Potential Nyrstar s Port Pirie operations are implementing a cultural change programme, named WWeb Ways We Execute Business, as an integral part of the site s Redevelopment. WWeb focuses on: Building a greater understanding of the Port Pirie business and how each individual contributes. Improving communications. The unlocking of improvement ideas. Involving everyone in the business. The programme is already having notable effect, including: Improving Area Conditions Through a campaign called Broken Windows everyone is encouraged to find improvement opportunities in their area and take responsibility to fix them. Before and after photos are used to great effect to showcase the improvements that are made each week across the site. Since the programme was initiated in 2014 more than 750 improvement initiatives have been implemented. Safety, Health and Environment Each team has taken ownership for monitoring injury-free days and the number of incident reports each month. Process All morning meetings review process charts to identify opportunities for improvement through problem solving. People Every 3 months, the site conducts a Pulse survey to check the health of its management culture. The information is shared with every team and used to develop action plans. 25 of 56

In Focus: Resource Recovery One of the interesting issues that we face as a sector is that as available mineral resources become scarcer and more difficult to access, mines and metals operations will need to be more efficient to supply the vital metal resources that our society depends on. This efficiency mandate is also founded in industry s commitment to reduce its impacts on the natural environment including the use of key resources such as energy, water and land. Whilst these may seem as critical challenges, we believe that a more efficient recovery of resources presents attractive business opportunities whilst also creating sustainability benefits in terms of reduced waste quantities and by-product synergies. In fact, the focus on capturing the maximum value inherent in mineral resources is established in our mission statement and maximising the resources we recover from mined ores and procured raw materials has been an on-going effort and strategic focus for Nyrstar for many years. Recovering more metal and creating useful by-products helps us simultaneously reduce our environmental footprint and improve our economic performance. Nyrstar s resource recovery programme was accelerated in late 2012 (see Nyrstar s 2012 Sustainability and Annual Reports) by our Smelting Strategic Review (SSR). This identified approximately 25 projects, involving a total capital expenditure of 265 million, that will allow us to capture untapped value in our unique asset footprint of zinc mines, poly-metallic mines, zinc smelters and a lead smelter. The projects are categorised under three main areas: De-bottlenecking our smelters to build the capacity to attract highvalue feed containing precious and minor metals. Building fuming capacity to allow efficient processing of zinc smelter residues and improve capture of zinc and minor metals. Installing minor metals extraction capability to expand indium metal production and produce germanium dioxide and gallium hydroxide as well as antimony, selenium and tellurium. During 2014, a number of programme milestones were achieved, including: Continued redevelopment of the Høyanger fumer to enable treatment of residues from Nyrstar s smelting network. The site is now progressively ramping up. Commencement of implementation works for the expansion of indium refining capacity. Completion of a feasibility study to recover historical and future process residues at Clarksville. We expect the sequencing of additional investments to continue in 2015 and beyond. Høyanger Fumer, Norway A Key Link in Nyrstar s Resource Recovery Programme This recently (end-2013) acquired fumer site has around 30 Nyrstar employees and the re-engineering of the site is a key growth project for our Metals Processing segment, allowing us to capture maximum metal value from leach Sea water scrubber for SO2 emission control arriving at the Høyanger site, Norway. products produced by our Budel and Clarksville smelters. The improvements have included a new furnace and the installation of best available environmental control technology, including a sulphur dioxide scrubber and a new bag house filter. Works were substantially completed by the end of 2014 and three live-tests processing Nyrstar leach product were successfully conducted. These trials have given us great new technical learning and new understanding of the safety, health and environmental impact of our operation, Project and Integration Manager, Piet-Jan Vet, explained. Commissioning and ramp-up is occurring in early 2015. Until now, our leach products have been processed by third parties in China and other countries but by bringing it in-house and using state-of-the-art technology, we will significantly improve the environmental, health and safety performance of this metal recovery step. In addition to zinc, lead and copper, the revamped Høyanger fumer will also capture indium, germanium and other minor metals which can then be refined in other Nyrstar facilities. Thanks to the advanced processing technology (plasma fuming), the slag material produced from the furnace is clean enough to allow it to be used as an aggregate in road building and other applications. The Høyanger transformation journey also focuses on training employees in the Nyrstar Way of operating and on the roll out of safety leadership training programmes, lifting Høyanger to sector-leading health and safety performance standards. 26 of 56

In Focus: Resource Recovery Indium A Metal of the Future! Clarksville Smelter, Tennessee, USA Recovery of Waste Residues Zinc concentrates produced at Nyrstar s Tennessee Mines Middle Tennessee operations contain recoverable amounts of germanium. When these concentrates are processed at Nyrstar s zinc smelter in Clarksville, Tennessee, the germanium is captured in a germanium concentrate which is sold to third parties. Development of this germanium by-product market diverted 7,913 dry metric tonnes (DMT) of process waste from Clarksville s waste impoundments in 2014. Following the implementation of the SSR growth projects, the germanium processed at Clarksville will be captured in a leach product that will be sent to Nyrstar s Høyanger fumer. Interestingly, waste materials historically deposited at Clarksville contain significant quantities of zinc, germanium, indium, and other elements that could also be recovered in the Høyanger fumer. By filtering and de-watering the waste materials they can be shipped to Norway where the waste becomes a valuable feed material. Implementation of the residue recovery project at Clarksville would allow approximately 350,000 DMT of historic waste to be removed and reprocessed, unlocking significant quantities of zinc, lead, germanium, indium and other metals for further processing and use by society. Image: Pond 5 at Clarksville containing approximately 250,000 DMT of residue materials. Implementation of the residue recovery project will allow the pond to be emptied and the residues to be reprocessed. Indium is considered a metal of the future. It is used to make indium tin oxide, which is an important constituent of solar panels and flatscreen televisions because of its ability to conduct electricity, bond strongly to glass and be transparent. Indium nitride, phosphide and antimonide are semiconductors used in transistors and microchips. Our Auby smelter in France has been producing indium since 2012 and the site successfully lifted its production capacity in 2014. Today, Auby s polymetallic success story continues with an additional investment enabling a further production increase of this vital metal resource. By improving and increasing the recovery of indium we capture and derive value from a critical resource that might otherwise have been lost as a waste. As part of the SSR portfolio of growth projects we are also evaluating the possibility of capturing other minor metals such as germanium, gallium and tellurium, thereby maximising the economic value available from our feed materials and reducing our environmental footprint. Images: Indium supports a number of important applications including solar panels and semiconductors. 27 of 56

In Focus: Resource Recovery Nyrstar Tennessee Mines (NTM) Resource Stewardship Nyrstar s Tennessee Mines (NTM) operations include six zinc mines and two mills in middle and eastern Tennessee. The geology of these mines combined with a focus on resource stewardship has allowed NTM to find innovative uses for the waste rock and crushed mineral streams that arise from the mining and milling operations. The zinc mineralisation occurs in limestone and dolomite formations which means that much of NTM s process waste is clean, high quality rock that can be recovered and used for a number of different purposes. In 2014 NTM processed 3.51 million DMT of ore to produce 175 thousand DMT of zinc concentrate. This left 3.34 million DMT of potential waste to manage including 1.84 million DMT of rock aggregates from the heavy media separation stage in the milling process. Rather than impound this on-site as mill waste, which is common practice, the aggregate is separated and sold as a by-product. The limestone rock aggregate provides for a number of uses including building construction, erosion control, roadways, water filtration, and mineral production for consumer products like toothpaste and antacids. NTM also produced nearly 880 thousand DMT of agricultural-grade lime (aglime), a useful by-product of the milling flotation processes, in 2014. Aglime is any material which contains calcium and magnesium in forms that are capable of reducing soil acidity, and is an important soil enhancement product for farmers. In total, NTM s production of rock aggregate and aglime diverted 2.71 million DMT of material from its tailings impoundments in 2014, representing approximately 81% of the total potential waste material from the mills. Image: Rock aggregate produced at Nyrstar s East Tennessee Mines operation. 28 of 56

In Focus: Preventing Major Harm Mining and smelting operations can, by their very nature, be hazardous both to people and to the environment. A spill from a tailing storage facility that gets into the local river system can have serious short and long term impacts on the associated ecosystems. An explosion or toxic gas leak at one of our smelters could result in multiple fatalities. Nyrstar has a strong and relentless focus on making sure we know what our major hazards are and that they are either eliminated where possible or carefully and consistently managed to control the risks and prevent any accidents from happening. This commitment to major hazard identification and control is formalised in our risk, environmental and health & safety policies and supporting management systems. Preventing major harm is also essential to protecting and enhancing our licence to operate. Having a strong track record for controlling and eliminating major hazards and avoiding accidents helps us build good, trust-based relationships with local communities, win new mining and operating licenses, and attract and retain talented employees. Effective hazard identification and risk management relies on a number of factors including expert advice, stakeholder engagement, shared experience and learning, scenario analysis and good communications. Central to bringing these factors together in a coherent and consistent manner is Nyrstar s Enterprise Risk Management (ERM) system (see page 9 for further details). Within the framework of our ERM system, our mining and smelting operations identify their major hazards and risks and capture these, along with actions to either eliminate or control each hazard, in their site-level Critical Risk Registers. These are rolled up to Group level to provide a company-wide view of our major hazards, risks and their management. Whilst still a work in progress, the site risk registers also provide the basis for the development of site-level business resilience and recovery plans. Major hazards that are common across our portfolio of sites are managed through Group-wide technical standards, programmes and assurance processes targeted at these hazards. During 2014 we placed particular emphasis on our fatality prevention programmes as well as on the evaluation and safe-guarding of the integrity of our tailing dams. Critical Incident Prevention A Critical Incident Prevention Programme was launched across Nyrstar in 2014. Development of this programme was initiated following a review of all incidents that had occurred across our sites since 2007. The conclusions of this review suggested that 90% of potentially serious incidents within our organisation are associated with one or several of the following risk sources: Isolation of electrical equipment. Confined space entry. Interactions between mobile equipment and pedestrians. Working at heights. Operation of lifting equipment. Fall of ground (at mines). The Programme focuses on the identification and control of hazards with the potential to cause a critical incident and for which current controls are less than fully effective. It is structured around the following elements: Governance Each site is required to designate a staff member who, with the support of a team, is given responsibility Segregation of mobile equipment and pedestrians in the Clarksville casting department, implemented as an outcome of the Critical Incident Prevention Programme. for coordinating the identification, evaluation and treatment of the site s critical safety risks. Identification That everybody plays a role in the identification and reporting of unsafe acts and conditions related to our six critical safety risks. Examples of processes supporting the identification of unsafe acts and conditions include audits, inspections and incident/hazard reporting. Monitoring Each site is required to establish a job observation programme for activities that involve our critical safety risks. Elimination & Treatment Opportunities for eliminating the critical risk and, if not possible, increasing the effectiveness of identified controls are reviewed by the site team. Exchange Risk elimination and control measures implemented at an individual site are communicated across Nyrstar to promote copy and paste of successful and innovative ways to manage our critical risks. As part of the Critical Incident Prevention Programme, a set of Golden Rules has also been implemented in the Mining segment. The Golden Rules establish non-negotiable behaviours and ways of working that have been identified as critical to the prevention of serious incidents in a mining environment. The 10 Golden Rules relate to: Fit for duty; Mobile equipment; Underground mining; Restricted areas; Working at height; Isolation; Safety devices; Lifting operations; Confined spaces; and Explosives. 29 of 56

In Focus: Preventing Major Harm Evaluating and Securing the Integrity of our Tailing Dams Tailing dam failure is one of the truly catastrophic hazards that we face as a company and a breach of any one of Nyrstar s tailing dams could cause significant, and potentially long term, damage to the environment, downstream communities and shareholder value. As such, maintaining the safety and integrity of our tailing dams is a matter of principle as well as good business sense. In order to assure and advance the safety of our tailing dams, a Nyrstar Dam Safety Review Committee was established in 2013. As a first order of business, the Committee commissioned a round of third party dam safety reviews across all major tailing facilities in 2014. The purpose of the reviews was to allow for an independent expert assessment of dam conditions, providing an additional level of monitoring and surveillance above and beyond the routine dam safety inspections completed by site personnel and their engineers of record. In total, 12 active and nonactive tailing storage facilities located at Langlois, Bouchard-Hebert, Tennessee Mines, Campo Morado, El Mochito, Contonga and El Toqui were audited. The two tailing storage facilities at Myra Falls were also subject to third party dam safety reviews in late 2013 as required under provincial dam safety regulations. Whilst the reviews confirmed the application of best practices at several of our mines (e.g. filtered tailings at El Toqui), weaknesses in relation to tailing facility design, operation, maintenance and monitoring were also identified for some of our facilities. The results of the reviews have been shared with executive management and improvement actions established for each site. Many of the prioritised measures identified through the reviews have already been completed. The tragic breach of the tailing storage facility at the Mount Polley mine in British Columbia, Canada, in August 2014 reminds us of the importance of tailing dam safety and the disastrous consequences that can arise if the integrity of a tailing dam is compromised. To learn from this event, the Nyrstar Dam Safety Review Committee has commissioned a review of the report developed by the Independent Expert Engineering Investigation and Review Panel appointed to investigate the breach. The focus of the review is on the causes of failure, failure mechanisms and recommendations identified by the Panel and their relevance to the design, construction, operation, and closure of Nyrstar s tailing storage facilities. The Mt Polley breach has been particularly significant for Nyrstar s Myra Falls operations as both sites are located in British Columbia (BC). Following the Mt Polley accident, the BC Ministry of Energy and Mines issued a series of ministerial orders aimed at ensuring and improving the safety of tailing dams located in the province. For Myra Falls, studies and improvement measures to this effect had already been initiated as an outcome of the statutory dam safety reviews completed in 2013, which identified issues related to surface water management, seepage control and foundation conditions at the site s two tailing storage facilities. The ministerial orders and requirements issued in response to the Mt Polley breach places additional emphasis on, and provides valuable input into, the site s work to improve its tailing dam safety. We welcome the focus that the regulatory processes affords and are working closely with the Ministry to elevate the dam safety performance of Myra Falls to the levels expected by Nyrstar management, our regulators and other local stakeholders. Image: La Soledad tailing storage facility at Nyrstar s El Mochito mine in Honduras. The safety of the facility was assessed as part of the dam safety review programme implemented across all of Nyrstar s major tailing facilities in 2014. 30 of 56

Performance Review Introduction 2014 Sustainability Scorecard This section provides a summary of our sustainability performance in 2014. The performance data is structured around the areas and issues that matter the most to our business and stakeholders and that provide the focus of our management strategies. For each of the performance areas discussed below, we provide numerical disclosures for 2014 and prior year performance, a description of key accounting policies used in generating the data and an explanation of any accounting estimates that may have been applied. Where relevant, we also provide an indication of the GRI indicator(s) that apply to each of the disclosures. The scorecard at right outlines the 2014 targets we communicated in our 2013 sustainability report and the results we achieved for each target. As in previous years, our 2014 targets were designed to promote implementation of company-wide management systems and processes and to achieve continuous improvement in sustainability performance, focusing on issues and areas of material importance to our business. Performance against the targets was monitored throughout the year and regular progress updates provided to senior management. As communicated in previous sustainability reports, Nyrstar s annual business planning process provides for the development of short term targets for safety & health, environment, community and other sustainability areas. Whilst the 2015 Balanced Business Plans (BBPs) includes a set of sustainability targets developed under this planning process we have chosen not to disclose these targets in the 2014 sustainability report. This decision does not reflect a lack of transparency but rather our intention to pursue the development of a sustainability strategy in 2015. The strategy will provide renewed direction and focus to our sustainability programmes and formalise the long and short term objectives in regards to sustainability areas of significance for our company. As the strategy development process may influence our short term sustainability priorities we have chosen not to publish 2015 sustainability targets in this report. 2014 Target 2014 Performance Status Governance and Risk Continue implementation of the Code of Business Conduct Development Programme, including further rollout of the anti-corruption training module and refresher training on the competition law training module. Complete baseline risk assessments at remaining sites. Safety No fatalities. Recordable Injury Frequency Rate <7. Design and roll out The Zero Program, aimed at all Nyrstar sites, employees and contractors to work together on the elimination of fatalities and disabling injuries. Implement a Front-Line Leadership Programme across all mines. Conduct Corporate Safety and Health audits across all mines focusing on the management of critical risks. The anti-corruption training was rolled out at Nyrstar s Latin American offices and sites at the end of 2013 with additional training activities taking place during the first half of 2014. In addition, a new training module on trade sanctions was developed and training was provided to the commercial teams in June 2014. Baseline risk assessments were completed at Campo Morado, El Toqui and Auby in 2014. Three of Nyrstar s sites are yet to receive a baseline risk assessment; these remaining assessments are scheduled for the first half of 2015. No fatalities occurred at Nyrstar managed operations in 2014. The RIR target was redefined at <10.3 after completion of record keeping audits for 2014, 2013 and 2012. We ended 2014 with a RIR of 13.0, reflecting an increase of low consequence but recordable injuries in the Mining segment. The Zero Program was rolled out across the sites. In the Mining segment, the programme was complemented by a set of Golden Rules focusing on fatal risks of particular relevance for the mining operations. A Leadership Development Programme was introduced in 2014 and will continue to be rolled out in 2015. The programme is further discussed on page 11. Corporate audits assessing site conformance to the Golden Rules were completed at Tennessee Mines, El Mochito, Contonga and El Toqui. Remaining mines are scheduled to be audited in 2015. 31 of 56

Performance Review 2014 Sustainability Scorecard 2014 Target 2014 Performance Status Health Complete qualitative and quantitative occupational exposure assessments at all smelters in line with the Nyrstar Group Standard. Implement the Hearing Conservation Programme at all sites. Environment All sites to develop or maintain water balances and integrated water management plans complying with the Nyrstar environmental performance standards. All mines to develop or maintain mine closure plans complying with the Nyrstar environmental performance standards. Implement a programme of third party dam safety reviews focusing on dams associated with tailing storage facilities. No environmental fines, penalties or prosecutions. No environmental incidents causing impacts to receptors of significant environmental value. Qualitative and quantitative occupational exposure assessments were completed across all smelters in 2014. Additional personnel sampling is scheduled at some sites to complete the minimum sampling required for establishing an exposure baseline. The Hearing Conservation Programme conforming to the Nyrstar Standard was implemented at all smelters. The programme will be expanded to the mining operations in 2015. Development of water balances and integrated water management plans was commenced at all sites. In consideration of the efforts involved in delivering this target and the importance of these activities to Nyrstar s sites, the timelines for completing the target have been adjusted to the end of 2015. Mine closure plans are in place at five out of eight mines and the remaining three mines have a target to complete their closure plans by the end of 2015. Third party dam safety reviews were completed at all major tailing storage facilities in 2014. Eight environmental fines totalling approximately US $110,000 were paid in 2014. No environmental incidents with impacts to receptors of significant environmental value occurred in 2014. 2014 Target 2014 Performance Status Community Complete community perception and site systems studies at a selection of priority sites. Build and improve internal capacity for managing community issues. Strengthen our processes for recording and responding to community complaints, especially at our mining operations. Achieved Not Achieved In Progress Audits of site community management processes were commenced at the Latin American operations. The community relations function in the Mining segment was reorganized in 2014. This included the identification, evaluation and strengthening of community management capabilities. Limited progress was made on this target in 2014. A dedicated training programme is in the process of being developed and is scheduled to be delivered before the end of quarter three 2015. 32 of 56

Performance Review Our People Accounting Policies The number of employees is recorded as all employees excluding contract workers, employees on unpaid leave, interns, and substitutes at year-end. Workforce Composition The size and composition of our workforce remained similar to 2013. At the end of 2014, we employed 6,611 people representing a minor increase relative to the 6,599 employees working for us at the end of 2013. Our global workforce is distributed across Australia, Europe and the Americas. As for the mining and metals industry in general, most of our employees (93%) are male and more than half (55%) of the workforce is covered by collective bargain agreements. Over 98% of our employees are engaged on a full time basis; however the same benefits and conditions of employment apply to both full and part time employees. Global Workforce by Region (year-end data) Region 2012 2013 2014 Australia 1,233 1,236 1,228 Europe 1,453 1,487 1,497 North America 1,780 1,793 1,824 Latin America 2,504 2,083 2,062 Total Workforce 6,970 6,599 6,611 Global Workforce by Age Group (year-end data) 2014 Workforce by Region and Gender (year-end data) Region Total Male% Female% Australia 18.6% 94.8% 5.2% Europe 22.6% 90.2% 9.8% North America 27.6% 94.1% 5.9% Latin America 31.2% 93.5% 6.5% Total Workforce 100% 93.1% 6.9% Employees Covered by Collective Bargain Agreements (year-end data) 84.0% 84.0% 68.4% 68.4% 51.7% 51.7% 55.0% 55.0% Performance Management All Nyrstar salaried employees, representing approximately 25% of our total workforce, receive regular performance and career development reviews under established programmes. This includes an Individual Performance Review (IPR) process in which the employee and their line manager meet to review performance against agreed expectations, discuss performance improvement opportunities and agree on priorities moving forward. In addition, the Annual Incentive Plan (AIP) involves the setting of personal stretch targets intended to drive performance in key areas agreed between the employee and their manager. The outcomes of the AIPs feed into the calculation of potential bonus payments for eligible staff. The IPR and AIP processes both involve six-monthly reviews of performance and career progress. 9 9 GRI LA12 GRI LA1 LA3 LA4 LA13 < 20 20-29 30-39 < 20 20-29 40-49 30-39 50-59 > 60 40-49 50-59 > 60 Europe Europe Australia 25.9% Australia North America 25.9% North America Latin America Latin Total America Total Workforce Workforce Labour Action 3 1 3 An illegal work stoppage 1 Critical totalling 15 working Recordable days Critical Environmental Recordable Non-Compliance occurred at the Campo Morado mine during the last EnvironmentalIncident Non-Compliance Incident quarter of the year. Incident The stoppage Incident was associated with an illegal blockade of the Metals mine Processing by non-affiliated Metals Processing union activists. No strikes or lockouts Mining exceeding Mining one week s duration were experienced at any other Nyrstar site in 2014. GRI MM4 1 1 1 1 3 33 of 56 7

Performance Review < 20 20-29 30-39 40-49 50-59 > 60 CONTENTS SECTION < PAGE > Europe Australia North Latin Total America America Workforce Workforce Health and Safety Accounting Policies We record all safety incidents and classify them according to established Nyrstar Group procedures. Key definitions applicable under these procedures include: Recordable Injury (RI) - An injury with a more serious classification than First Aid including all Medical Treatment, Restricted Work and Lost Time Injuries. Lost Time Injury (LTI) - Any work-related injury that results in the injured person not being able to work for one full calendar day or longer (not including the day of the injury). Days Away from work, Restricted or Transferred (DART) - An injury classified as a Restricted Work or Lost Time Injury. DART has been measured in Metals Processing since 2013. Lost Time Injury Rate (LTIR), DART and Recordable Injury Rate (RIR) are 12 month rolling averages of the number of Lost Time Injuries, Restricted Work Injuries and Recordable Injuries per million hours worked, including all employees and contractors directly and non-directly supervised by Nyrstar at all operations. LTI Severity Rate (LTISR) is calculated as the number of calendar days lost due to LTIs, per one million working hours. Tracking of LTISR in the Mining segment commenced in 2014; hence disclosure of Group LTISR statistics is only made for 2014. (Metals Processing started measuring LTISR in 2012.) Accidents occurring during transport to and from work are not included in the safety statistics. Detailed record-keeping audits conducted in 2014 revealed discrepancies in the reporting of occupational injuries for several sites during 2011, 2012 and 2013. As a result of the corrections made following these audits, lost time and recordable injury data for 2011, 2012 and 2013 have been restated. Occupational Safety We finished the year with no fatalities or permanent disabling injuries. In 2014, 77 incidents resulting in lost time were reported at Nyrstar sites. This is identical to the number of LTIs reported in 2013. The 2014 lost time injury rate also remained unchanged relative to 2013 at 4.0. The lost time injuries experienced in 2014 caused a loss of 3,924 calendar days in total. This resulted in a lost time injury severity rate of 204 in 2014. The number of Recordable Injuries in 2014 was 251 compared to 222 in 2013. The recordable injury frequency rate for 2014 was 13.0. Occupational Safety Group Performance Safety related fines totalling USD $377,000 were incurred at our mining operations in 2014. No safety related fines were incurred in the Metals Processing segment. Metals 2014 Safety Fines Processing Region RIR Amount (US$) LTIR 13.4 Australia $0 Europe 10 10.2 10.3 $0 North America $355,000 4.0 4.1 Latin America 3.1 2.7 $22,000 2011 2012 All of Nyrstar s smelters except Auby are certified to the OHSAS 18001 occupational health and safety management standard. Clarksville achieved certification in 2014. Significant efforts to improve the reporting of incidents and near misses were made in the Mining segment in 2014. For example, this included detailed record-keeping audits and training in incident reporting and management. 17.3 Municipal Supply Surface Water Groundwater These efforts are part of the reason for the increases in RIR and LTIR experienced in the Mining segment in 2014 relative to 2013 (refer to figure below). Occupational Safety Mining Segment Performance Mining 16.6 5.4 2013 2014 2011 KPI 2011 1.4 2012 1.4 2013 2014 Fatal accidents 2 8.0 8.10 8.2 2 0 Lost time injuries (LTIs) 79 70 77 77 Lost time injury rate (LTIR) 4.7 3.3 4.0 4.0 Calendar days lost NR NR NR 3,924 Lost time injury severity rate NR NR NR 204 Recordable injuries (RIs) 2535.2 4.9 255 4.8 222 251 Recordable injury rate (RIR) 15.1 12.1 11.4 13.0 Sites with OHSAS 18001 certification 32012 2013 3 2014 4 5 NR Not recorded 14.7 14.5 4.3 13.5 3.5 2012 12.5 15.1 The Metals < Processing 20 segment 20-29 ended 30-39 the year with a LTIR of 2.7 and 40-49a DART of 50-59 7.1, representing > 60 reductions of 34% and 3% respectively relative to 2013. The Lost Time Injury Severity Rate (LTISR) fell by 49% to 83 in 2014 compared to 161 in 2013. GRI LA7 SO8 2012 2011 2013 2012 2014 Smelters Mines 4.0 RIR 4.9 LTIR 2013 2014 22.5 Occupational Safety Metals Processing Segment Performance Metals Processing 13.2 13.4 13.2 10 10.2 10.3 8.5 8.3 8.1 4.0 3.1 4.1 RIR 2.7 LTIR 44.4 11.2 33.2 2013 2014 2 2012 34 of 56 M 1 Meta

Performance Review Workforce Health and Safety Occupational Health Monitoring for, and preventing, the exposure to chemical and physical agents is a core element of occupational health management in the mining and metals sector. In 2014, we completed a qualitative and quantitative risk assessment for chemical and physical agents at our smelters and a qualitative risk assessment was initiated at the mines. Occupational exposure to lead represents a potential health risk for employees working at our Port Pirie smelter. 2014 blood lead levels amongst tested Port Pirie workers remained similar to prior years. In 2014 an average of 26 employees per month showed blood lead readings in excess of the Nyrstar transfer value of 30μg/100ml for men and 15μg /100ml for women. Employees with excess readings were relocated to different working areas and monitored by the occupational health team. A capital project has been approved for 2015 to address one of the main sources of occupational lead exposure at Port Pirie. In 2014, we started reporting recordable hearing losses at our smelters. Audiogram testing results were compared with a baseline established in 2007. Under this reporting, a total of 12 employees were diagnosed with occupational noise-induced hearing loss developed during the period 2007 to 2014. GRI LA7 LA8 35 of 56

Performance Review Environment Metals Processing 13.4 4.0 2011 Accounting Policies Please refer to the relevant sections below for information about the accounting policies that were applied in generating performance data on the material environmental aspects being discussed. The accounting policies described below have remained consistent for all the years presented; however minor variations in year-on-year application may exist for some performance indicators. Any such variations have been highlighted in the presentation of performance data following. Environmental Incidents We rate environmental incidents according to severity applying the consequence criteria defined in our enterprise risk management framework. < 20 20-29 30-39 Environmental incidents with an environmental 40-49 50-59 > 60 consequence rating of 3 or more are classified as Critical Environmental Incidents (CEIs), representing incidents with impacts to areas, plants or animals of significant environmental value or for which remediation is difficult or expensive. Environmental incidents are also rated for legal consequence with the relevant metric being Recordable Non-Compliance Incidents. Generally, this incident type defines an environmental non-compliance event for which fines or more significant legal actions are incurred or can be expected to be incurred. As these metrics were Whilst no environmental events with material business consequences occurred during the year, one CEI and 12 Recordable Non-Compliances were documented across our portfolio of operations. The CEI related to a spill of tailings that occurred at the El 68.4% Toqui mine in April 2014. The spill was caused by a faulty tailing pipeline and involved a loss of approximately 80 tonnes of tailings. 55.0% 51.7% A portion of the tailings entered the San Antonio River and were washed downstream into the El Toqui River. The tailings deposited 25.9% on land and accessible tailings lost into waterways have been cleaned up and postevent water analysis has not indicated significant impacts to environmental receptors. Corrective actions Australia implemented North following Latin Total the incident include installation of America improved America tailing Workforce pipeline monitoring systems allowing for immediate detection of potential losses of pipeline integrity. No regulatory sanctions have been incurred in relation to this tailing spill however the incident remains under investigation by the Chilean authorities. Europe Of the 13 significant environmental incidents that occurred in 2014, the majority related to wastewater discharges and loss of containment (spills). Eight environmental fines totalling approximately US$110,000 were paid during the year. This compares to the seven environmental fines totalling approximately US$383,000 that were paid in 2013. introduced in 2014 RIR the incident LTIR performance for the Mining Nyrstar is not involved RIR in any litigation LTIR processes in year is not directly comparable to prior year results. 16.6 relation to environmental non-compliances. 10 10.2 10.3 15.1 13.5 12.5 GRI EN23 EN28 5.4 4.0 4.9 3.1 2.7 3.5 4.1 2012 2013 2014 2011 84.0% 2012 2013 2014 2014 Environmental Incidents by Segment and Type 1 Critical Environmental Incident 9 3 Recordable Non-Compliance Incident Metals Processing Mining 2014 Environmental 1 Fines Region 1 Australia 3 $17,000 7 1 Europe $0 0 1 Amount (US$) Wastewater Discharges Emissions to Air Loss of Containment Waste Other Number of Fines North America $16,250 3 Latin America $76,950 4 2014 Environmental Incidents by Consequence Type 3 1 23.7 24.2 2012 2013 2014 Wastewater Discharges Emissions to Air Direct Energy Loss of Containment Indirect Energy Waste 23.9 17.7 17.9 18.0 1 6.0 6.2 5.9 2.50 1.92 2012 1 Other Direct Emissions 2.54 1.95 2013 2.38 1.82 0.57 0.59 0.56 2014 Indirect Emissions 36 of 56 7

Performance Review Environment 84.0% Energy Energy use is measured in petajoules (PJ) and includes both purchased electricity (indirect energy) and energy from combustion of non-renewable fuels (direct energy). Energy consumed in off-site applications, e.g. for transport of Nyrstar products and raw materials, is not reported. The reporting and calculation of energy use also do not consider the import (purchasing) and export (sales) of heating, cooling and steam since these energy flows are currently immaterial for all Nyrstar sites. For fuels, conversion between activity data (e.g. tonnes of coal consumed) and energy content (in joules) is achieved by applying documented conversion factors to the activity data. Applied conversion factors are obtained from published sources including from local utility providers, fuel suppliers and/or national standards, where available. 84.0% Purchased electricity is our leading source of energy, 68.4% accounting for three quarters of our total energy consumption. 68.4% Most of the electricity 55.0% is used in the 51.7% electrowinning process of our smelters. The primary 55.0% source distribution for 51.7% the electricity that we purchase from third 25.9% parties vary across our operating locations but we have not yet mapped this in detail. We do 25.9% know that the electricity sourced by Langlois and Hobart is largely obtained from hydro power and that the dominating energy source for electricity purchased Europe Australia North Latin Total by Auby is America nuclear. America It should Workforce also be noted that the Europemajority Australiaof Northelectricity Latin consumed Total by Myra Falls and America America Workforce El Toqui, which are not connected to public electricity networks, comprises hydro and wind power generated at the sites. The energy contributed from these renewable sources are currently not included in our Group energy reporting but will be incorporated in our energy statistics from 2015 onwards. Key fuels used at our sites include: Coal and coke used at Port Pirie for reduction and smelting of concentrates; Natural gas mainly used for heating purposes and for melting of cathodes at our Metals Processing operations; and Diesel used for transport purposes, roaster ignition at the smelters and for electricity production at certain sites. Involving an exothermic reaction, the oxidation of sulphide concentrates in the roasting process of our smelters produces excess heat that can be applied in other parts of the process. We strive to recycle as much of this excess energy as possible, 9 e.g. for heating of process liquids in the leaching department and for generation 9 of electricity through the use of co-generation technology. Energy consumption data associated with recycled process heat and co-generated electricity is not captured in 3 our 2014 1 energy performance reporting but will be included starting in 2015. 3 Critical Recordable Environmental 1 Non-Compliance In 2014 Incident Critical we consumed Incident Recordable a total of 23.9 PJ of energy Environmental Non-Compliance which Incident was similar to the consumption for 2012 Metals Processing Incident and 2013. Electricity consumption at our zinc Mining smelters, representing Metals Processing the largest users of energy in the Group, Mining generally varied with production volumes with increases seen at the European sites and reductions at Hobart. Closure of the zinc metal production plant at Port Pirie contributed to a significant reduction in the site s electricity consumption from July onwards. Energy intensity is monitored in terms of the amount of energy used per tonne of metal produced. In 2014, our energy intensity improved slightly relative to 2013 in both Mining and Metals Processing. The small improvements reflected in the data are within normal year-on-year variations and are not considered indicative of significant productivity improvements. GRI EN3 EN4 Total Energy Use 2012-2014 (petajoules) 23.7 24.2 17.7 23.7 17.9 24.2 18.0 23.9 17.7 17.9 18.0 6.0 6.2 5.9 2012 2013 2014 2012 2013 Direct Energy Indirect Energy Direct Energy Indirect Energy 23.9 6.0 6.2 5.9 2014 Energy Use by Source (petajoules) Energy Source 2012 2013 2014 Electricity 17.7 17.9 18.0 Coal and Coke 2.6 2.8 2.6 Natural Gas 2.0 2.0 1.8 Diesel and Gasoline 1.3 1.4 1.4 Liquefied Petroleum Gas 0.1 0.1 0.1 Total Energy Use 23.7 24.2 23.9 Energy Use Intensity (gigajoules per tonne of metal) 16.9 17.0 16.6 16.9 17.0 16.6 8.2 8.2 8.6 8.6 2012 2013 2014 2012 Smelters 2013 2014 Mines Smelters 8.4 8.4 1 1 1 2.50 2.54 1.95 2.38 1.80 1.80 1.80 Mines 1.67 37 of 56

25.9% Performance Review Europe Australia North America Latin America Total Workforce 1 Critical Environmental Incident 3 Recordable Non-Compliance Incident Metals Processing 6.0 6.2 5.9 2012 2013 2014 8.2 8.6 8.4 CONTENTS SECTION < PAGE > Environment Mining Direct Energy Indirect Energy 2012 2013 2014 Smelters 13.2 Greenhouse Gas Emissions Our reporting of greenhouse gas (GHG) emissions is based on the accounting and reporting principles detailed in the Greenhouse Gas Protocol published by the World Resources Institute (WRI) and the 9 World Business Council on Sustainable Development (WBCSD) (2004). The reporting is focused on Direct (Scope 1) and Indirect (Scope 2) GHG emissions which are measured as carbon dioxide equivalent tonnes Mining (CO2-e t). GHG emissions RIR are 3 calculated LTIR by applying 16.6 documented 1 emission factors 15.1to activity data (e.g. 13.5 tonnes Critical 12.5 of coal consumed). Recordable Applied emission factors 5.4 Environmental Non-Compliance are obtained Incident from published 4.9sources including from 3.5 4.1 Incident local utility providers, fuel suppliers and/or national standards, where Metals available. Processing Generic factors published 2011 by the 2012 Intergovernmental Mining 2013 Panel 2014 on Climate Change (IPCC) are used in the absence of local information or standards. Our emissions of GHGs are largely proportional to our consumption 1of fuels and electricity as described in the Energy 1 section. More than three quarters (76%) of our GHG emissions are indirect and are emitted by the utility companies supplying electricity to our sites. Fuels used in stationary and mobile (transport) site 3 7 applications account for just under 20% of our 2014 GHG emissions while the remaining (4%) GHGs are released in the 22.5processing of carbon-containing 44.4 raw materials (e.g. mineral concentrates) in our smelters. 11.2 Reporting of GHG emissions from consumption of 1 GHG-generating process additives (e.g. explosives and 13.2 carbonates) will be commenced in 2015. 1 In 2014, total direct and indirect GHG emissions 1 generated 23.7 by our operations 24.2 fell by 23.9 6% to 2.38 million tonnes 17.7 of CO2-e. 17.9 The reductions 18.0 were primarily associated with lower indirect emissions 3 at Port Pirie and Hobart. In the case 7 of Port Pirie, the reduced emissions followed from the closure of the zinc plant in July and the significant reduction in electricity consumption that this brought. The reduced emissions at Hobart were driven by a 1 decrease in electricity consumption in step with lower metal production and, more significantly, by 6.0 6.2 5.9 changes in the energy mix of the electricity sourced by the site Wastewater (resulting Discharges in a lower GHG emission 2012 2013 2014 factor). Across Emissions the to portfolio Air of sites, seven of our 14 operations Loss of reduced Containment their GHG emissions in 2014 Direct Energy relative to Waste 2013. Indirect Energy Other Consistent with the reduction in GHG emissions, the greenhouse gas emission intensity of our sites (measured as tonnes of CO2-e per tonne of metal produced) 2.50 improved relative 2.54 to 2013. In case of the smelters, the GHG intensity fell from 2.38 1.92 1.95 1.80 tonnes of CO2-e per tonne of metal (t CO2-e 1.82 / t metal) in 2013 to 1.67 t CO2-e / t metal in 2014 representing an improvement of 7%. The GHG intensity for the mines 52.3 51.6 improved by 10% year-on-year driven, primarily, 13.1 be a reduction 14.5 79.1 in indirect GHG emissions at Tennessee Mines. GRI EN16 0.57 0.59 0.56 Greenhouse Gas Emissions (CO2-e million tonnes) 2.50 2.54 16.9 1.92 17.01.95 16.6 2.38 1.82 0.57 0.59 0.56 2012 2013 2014 2012 2013 2014 Direct Emissions Indirect Emissions Smelters Mines Greenhouse Gas Emission Intensity (tonnes of CO2-e per tonne of metal produced) 72.4 8.2 1.80 1.80 0.83 77.0 8.6 0.87 1.67 8.4 0.78 2.7 Water Mines Water consumption 1.80 is 1.80 measured in terms of freshwater used for process purposes, 1.67 as supplied by local utilities or abstracted from surface or groundwater resources. Cooling water returned to its original water source and groundwater abstracted for remediation purposes are not included in the 0.87 reporting of water 0.83 use. Reporting processes 0.78 for the tracking of recycled water are being introduced in 2015 and data for these indicators will be included in future year external reporting. Fresh water consumption in 2014 totalled 17.3 million m 3 which compares to the 2012 14.5 million m 3 2013 2014 reported for 2013. The significant year-on-year increase Smelters is driven by Mines the inclusion of water use data from the El Mochito mine which had previously been excluded from our consolidated Group reporting due to a lack of reliable data. Elsewhere, 2014 water uses were similar to those reported for 2013. Water consumption in the Metals Processing segment fell by approximately 2%, primarily as a result of incremental reductions at Balen and Hobart. Excluding the additional water volumes reported by El Mochito in 2014, year-onyear water consumption in the Mining segment increased by approximately 3.0 2% driven, principally, 2.9 59 by higher water use at El Toqui in line with increased zinc concentrate production volumes. 57 Wastewater Discharges 8.3 8.1 Emissions to Air 2012 2013 2014 2012 2013 2014 Loss of Containment Waste Other 2 2013 2014 33.2 39.1 37.2 2012 2013 Direct Emissions 2014 Indirect Emissions Smelters Mines 38 of 56

< 20 20-29 30-39 Performance 40-49 50-59 Review > 60 4.0 Europe Australia 4.0North 3.1 America Latin America 2.7 Total Workforce 2011 < 20 2012 20-29 2013 30-39 2014 2011 40-49 50-59 > 60 12.5 Critical Recordable Europe 5.4 Australia Environmental North Latin Non-Compliance Total 4.9 3.5America Incident America 4.1 Workforce Incident Metals Processing 2012 Mining 2013 2014 Critical Recordable Environmental 6.0 Non-Compliance 6.2 5.9 Incident Incident Wastewater Discharges CONTENTS SECTION 2012 < PAGE 2013 > Metals 2014 Emissions Processing to Air Mining Loss of Containment Direct Energy Waste Indirect Energy Other Environment 1 1 2.50 2.54 2.38 1.92 1.95 1.82 Water use per tonne of metal produced (freshwater Freshwater Use by Source Emissions to Water and Air Emissions to air are dominated by emissions intensity) demonstrated similar year-on-year trends (million m 3 ) from the smelting operations with the mines 17.3 3 7 3 7 as the water consumption data. A small (3%) Key pollutants emitted from our operations include only contributing a small portion 52.3 of the 51.6 Nyrstar 4.3 improvement Metals was evident in the freshwater intensity Metals 14.7 14.5 metals, which are released both to water 22.5 and air, footprint. Total emissions of 13.1 zinc, lead and 14.5cadmium for the smelters Processing Processing 44.4 while reported water use efficiency for 1.4 1.4 and acid forming gases (nitrogen oxides and sulphur to air increased by approximately 6% over the 2013 RIR Mining RIR the Mining segment deteriorated significantly due LTIR LTIR Mining to dioxide) released to atmosphere. We measure the 11.2 13.4 13.4 8.0 8.1 8.2 RIR RIR LTIR LTIR performance, primarily due to higher zinc emissions the inclusion of water consumption data for 16.6 16.6 quantities of pollutants emitted to air 1 and water 1 at Balen, Budel and Clarksville consistent with higher 10 10.2 10.3 10 10.2 10.3 15.1 15.1 El Mochito. 13.5 13.5 12.5 via licensed emission points. Metal 12.5 emissions are production volumes. Our emissions of sulphur 13.2 13.2 5.4 calculated and 5.4reported as a sum of zinc, lead and dioxide, which to an overwhelming extent (97%) are Whilst no formal 4.0 4.0 water scarcity mapping 4.0 4.0 4.9 4.9 0.57 0.59 0.56 has been 3.1 2.7 3.1 3.5 2.7 4.1 3.5 4.1 cadmium. Wastewater Discharges emitted from Port Pirie, also increased Wastewater by Discharges around 6% completed, most of Nyrstar s sites are located in areas 8.5 8.3 8.1 Emissions to Air relative to 2013. The elevated SO2 Emissions emissions 2012 to Air at 2013 2014 representing low risk with respect to water scarcity. 5.2 4.9 4.8 2014 discharges of metals to water remained 2011 2012 2013 2014 2011 2011 2012 2013 2012 2014 2013 2014 2011 2012 2013 2014 Port Pirie were due to deteriorating performance The most significant exceptions to this are Campo Loss of Containment Loss of Containment relatively similar to 2013 levels for the company as of the aging acid plant on site. These emissions are Morado and Port Pirie which are located in regions Waste WasteDirect Emissions Indirect Emissio a whole although fluctuations in zinc loading were 33.2 39.1 37.2 2012 2013 2014 expected to decrease significantly (by up to 50%) where freshwater resources are increasingly stressed. observed for the two segments. In Metals Other Other Processing, following commissioning of the Port Pirie At Campo Morado, Nyrstar s process water needs are 2012 2013 2014 Hobart recorded a 35% reduction in zinc discharged 2012 2013 2014 Municipal Supply met entirely by decant water recycled from the site s Redevelopment Project which includes a new acid plant. to the Derwent Estuary Smelters resulting Mines from improved Surface Water Metals Processing Mining tailing storage facility and by water that is captured process control in the site s effluent treatment GRI EN20 EN21 in the underground mining operations. Freshwater Groundwater plant. Within the Mining segment, increases in zinc used at Port Pirie is obtained from municipal supplies discharges to water were seen at Myra Falls owing Discharge of Metals to Water and is subject to significant water use fees. Hence, to high effluent volumes and reduced functionality (tonnes of Zn, Pb and Cd) effective water stewardship is critical to securing Freshwater Intensity of the site s effluent treatment system in the fourth the water resources required by the operations, 17.3 (m 3 of water per tonne of metal 17.3produced) quarter. 52.3 52.3 51.6 51.6 to minimise operating costs and to help 4.3 4.3 ensure 14.7 14.5 14.7 14.5 22.5 13.1 22.5 14.5 79.1 13.1 14.5 sufficient water availability for other users in the In terms of where 44.4 44.4 77.0 1.4 1.4 1.4 1.4 we discharge our wastewater, the 72.4 region. In an effort to further improve the site s water Australian smelters 11.2 11.2 discharge to estuaries, with the management, 8.0 an integrated 8.1 water management 8.2 8.0 8.1 8.2 plan largest contribution coming from Port Pirie. All our was developed in 2014. The plan introduces a holistic other operating sites discharge to inland freshwater and comprehensive approach to the management of 13.2 13.2 13.2 13.2 streams and waterways, except for Balen which water resources across the site and provides a process does not currently have a wastewater discharge. by which water withdrawals, uses and discharges are 8.5 8.3 8.1 Reporting 8.5 processes 8.3 for tracking 8.1 of discharged regularly reviewed and evaluated for improvement 5.2 4.9 4.8 5.2 4.9 4.8 volumes of effluent are being introduced in 2015 opportunities. As part of the development of the plan, and additional data for this indicator will be included several water use efficiency projects were identified for 2012 2013 2014 in future year external 33.2 reporting. 39.1 37.2 33.2 39.1 37.2 2012 2013 2014 implementation in 2015 and beyond. 2012 2013 2014 2012 2013 2014 2012 2013 2014 2012 2013 2014 GRI EN8 EN10 Municipal Supply Municipal Supply 2012 2013 2014 Smelters Mines Smelters Mines Surface Water Surface Water Metals Processing Mining Metals Processing Mining Groundwater Groundwater 39 of 56 1 1

ges 0.57 0.59 0.56 2012 2013 2014 Performance Direct Emissions Review Indirect Emissions 2012 2013 2014 Smelters Mines CONTENTS SECTION < PAGE > Environment Emissions of Metals to Air (tonnes of Zn, Pb and Cd) 79.1 Emission to Air (tonnes) 72.4 77.0 2012 2013 2014 Emission Type 2012 2013 2014 Metals 79.1 72.4 77.0 SO2 65,612 63,979 67,550 NOX 826 712 878 Waste The reporting of waste quantities generated by our operations include process wastes and non-process 3.0 wastes. The reporting of 2.9process waste from the mining operations 2.7 is focused on tailings that are disposed in engineered storage facilities above ground. Process wastes from the smelters include iron-containing slags, gypsum and sludge from effluent treatment and small quantities of leaching residue. Non-process wastes are categorised and reported by disposal route including recycling, energy recovery and landfilling. Tailings generated by our mines and deposited in above ground storage facilities totalled approximately 2012 3 million 2013 tonnes in 2014 (reported as dry tonnes). This is the first year we report quantities of tailings and, as such, year-on-year comparisons are not possible. Reporting of waste rock disposed above ground will be commenced in 2015; however since all of our mines are underground operations that dispose most of their waste rock underground this reporting parameter is less significant for us. Process waste from our smelters increased by almost 50% in 2014 relative to the process waste quantities reported for 2013. This large increase is associated with reduced recycling of granulated slag (black sand) within the Port Pirie production process and therefore a greater need to stockpile this material on-site. It should be noted that this material is suitable for use in secondary applications such as concrete production. Approximately 40,000 tonnes of black sand were sold to cement manufacturers in 2014 and research exploring additional 59 recycling opportunities for 57 56 this material has been initiated in cooperation with external universities. The vast majority of our process wastes is disposed of in on-site landfills but a small portion (0.5% in 2014) is also sent off-site for treatment or landfilling. The aggregated waste data available for 2014 does not provide for a detailed breakdown of process waste quantities by hazardous/nonhazardous waste but reporting processes allowing for this separation are being implemented for 2015. 2012 2013 2014 Non-process wastes encompass a variety of waste streams, the quantity of which can vary significantly from year to year due to particular site activities such as maintenance shutdowns, demolition work and cleaning activities. Non-process waste generated in 2014 totalled 7,557 tonnes compared to the 12,437 tonnes generated in 2013. The reduction was primarily driven by a lower amount of demolition waste at Auby. Of the non-process wastes produced in 2014, 1,511 tonnes were classified and managed as hazardous waste under local legislation at the point of generation. GRI EN22 MM3 Waste Quantities (tonnes) Waste Type 2012 2013 2014 Process Waste Smelters 215,161 234,097 346,408 Mines* NR NR 2,969,493 Total Process Waste 215,161 234,097 3,315,901 Non-Process Waste To Recycling 2,169 2,395 1,878 To Energy Recovery 1,233 1,166 1,384 To Landfill 7,141 8,876 4,295 Total Non- Process Waste 10,543 12,437 7,557 * Process waste for mines includes tailings that are deposited above ground. Quantities are reported as dry tonnes. Reporting of tailing quantities was commenced in 2014; hence no reliable data is available for 2012 and 2013. 40 of 56

able pliance nt t Performance Review Direct Energy Community Engagement and Livelihoods Economic Contribution 6.0 6.2 5.9 2012 2013 2014 2.50 2.54 1.92 1.95 2012 2013 2014 Indirect Energy Smelters Mines 2.38 1.82 1.80 1.80 Community Complaints and Disputes 1.67 Economic Value Generated and Distributed CONTENTS SECTION < PAGE > ges 7 Nyrstar s operations contribute to the economic prosperity of the regions and communities where All Nyrstar operations have established processes for recording community feedback, whether positive EUR million Revenue 1) 2014 2,850.9 2013 2,877.6 2012 3,123.3 we are located. Some of the ways we contribute or negative. In 2014, a total of 56 community 0.87 0.83 0.78 Economic value generated 2,850.9 2,877.6 3,123.3 include the provision of employment opportunities, complaints were received. The majority of the Operating Costs procurement of local goods and services, payment complaints related to noise and air quality concerns. (2,158.3) (2,328.0) (2,495.6) of taxes and royalties, and investment in community development. Our direct contributions to local None of the external complaints received in 2014 were associated with human rights issues. Employee wages and benefits 3) Payments to providers of capital 4) (410.9) (101.8) (391.3) (108.0) (408.7) (99.2) communities are provided as 0.57 part of structured 0.59 0.56 Payments to government programmes aimed at creating lasting community No significant disputes relating to the use of (35.0) (31.3) (46.9) 2012 2013 2014 benefits that can be leveraged and sustained for the or access to land and other resources or critical Community Investments (3.0) (3.0) 2.7 2012 2013 2014 long term. Financial contributions for community importance to communities or Indigenous People Economic value distributed (2,708.8) (2,861.6) (3,047.7) Smelters Mines support, sponsorships and donations Direct Emissions in 2014 totalled Indirect Emissions took place in 2014. No resettlement of communities occurred at any of Economic value retained 142.1 15.9 75.6 1) Includes net revenue plus other income and gain on the disposal of equity accounted investees as well as interest received as per consolidated Nyrstar s sites in 2014. income and cash flow statements 3 million, representing a 6% increase over the 2.9 million contributed in 2013. In our Mining segment, the community programmes brought positive impacts to more than 30 communities touching the lives of approximately 55,000 people. Examples of community programmes and initiatives undertaken at some of other sites in 2014 are provided on the next page. Applying the reporting guidelines defined by the GRI, in 2014 79.1 we generated approximately 77.0 2.9 billion in economic value. Of this 72.4 value, approximately 2.7 billion was distributed to employees, suppliers, governments, local communities and other stakeholders. More information about financial performance and contributions is available in our 2014 Annual Report. GRI HR11 MM6 MM7 MM9 SO9 Community Financial Contributions ( million) 2.7 2.9 3.0 2) Aggregated operating cost as per consolidated income statements less community investment 3) Employee benefits expense as per consolidated income statements 4) Interest paid and distribution to shareholders as per consolidated cash flow statements 5) Taxes paid as per consolidated cash flow statements Community Complaints (number of complaints) 59 57 56 GRI EC1 2012 2013 2014 2012 2013 2014 2012 2013 2014 41 of 56

Performance Review Community Engagement and Livelihoods Overview of Community Programmes and Initiatives Programme/Initiative Description Community Context Campo Morado (Underground mine, Arcelia district, Mexico) Improving community infrastructure Livestock production Health education Programmes to improve community infrastructure (roadways) that allow remote communities improved access to government services and support programmes. Support provided (economic and educational) to local community members to improve health and quality of livestock. Community programme established to provide education and training to improve both individual and community health. 21 communities, approximately 2,000 inhabitants El Mochito (Underground mine, Department of Santa Barbara, Honduras) Coffee plantation At risk youth training Community support programmes Coricancha (Underground mine, Lima region, Peru) Local youth education programme Water infrastructure initiative Business development programme Myra Falls (Underground mine, British Columbia, Canada) Local recreation Local community education Sponsoring of community programmes Hobart (Zinc smelter, Tasmania, Australia) Environmental protection Local youth education programme Joint Nyrstar-Community cooperative coffee plantation that produces over 40 tonnes of coffee beans per annum promoting technical and environment-friendly production practices. Programa Educatodos (Program - Educate All) provides educational and technical training to community at-risk youth to improve career opportunities. Local programmes to improve quality of life and public health such as the Dental Brigade that provides dental support to over 450 local children. Ongoing support for the international youth development programme Right to Play that utilises play activities to improve youth health and strengthen their communities (250 participants). Construction of, and ongoing support to, water treatment and storage facilities that provide the local communities access to potable water and support agricultural activities. Programme that assists community leaders in community planning (e.g., business opportunities, infrastructure support) as well as providing support in interactions with government entities. Financial and in-kind support to British Columbia provincial parks including for the grooming of trails, campsite cleaning and maintenance of roads and infrastructure. Funding support to post-secondary education programmes at the North Island College. Financial contributions to a variety of community organisations supporting environmental and social programmes, e.g. the Salmon Foundation, United Way, Search and Rescue, and the local Food Bank. Involvement in the Derwent Estuary Program (DEP); a regional partnership between state and local government, industry and the community focused on restoring and promoting the estuary. Nyrstar s involvement includes a $50,000 contribution annually. Student education programme focusing on raising awareness of international business and of occupational health and safety. Municipality of Las Vegas, approximately 55,000 inhabitants 4 communities, approximately 2,400 inhabitants Campbell River, approximately 35,000 inhabitants. Hobart, approximately 200,000 inhabitants 42 of 56

How We Report About This Report Materiality Data GRI Declaration This is Nyrstar s seventh annual Sustainability Report and it contains information on our performance in 2014. The target audience for this report is broad and includes all stakeholders who have an interest in, or may be affected by, our activities. However, we anticipate that the details of the report will be of most interest to those with specialist interests in sustainability. This includes, for example, employees, trade unions, socially responsible investment analysts, investors, non-governmental organisations, media, government agencies, industry associations, business partners and local communities in the areas where we operate. The scope of the report includes all operations that we own and operate including our six smelters (Auby, Balen/Overpelt, Budel, Clarksville, Hobart and Port Pirie) and eight mines (Campo Morado, Contonga, Coricancha, El Mochito, El Toqui, Langlois, Myra Falls and Tennessee Mines). Sustainability performance data for the recently acquired Høyanger fumer in Norway is not yet covered in the report. Nyrstar s operational responsibilities for Høyanger commenced in December 2013 and reconstruction of the main operating facilities caused production activities to be suspended for part of 2014. The Sustainability Report should be read together with the 2014 Annual Report which provides further information on our operations, governance arrangements and 2014 financial performance. The sustainability topics addressed in this report reflect our assessment of the safety, health, environment, community and governance issues that are most material to our business and our stakeholders. In determining our material sustainability issues we consider the impact that a potential issue has on our business, the level of concern expressed by our key stakeholders about the issue, and the application of our core business values and objectives. Our materiality assessments draw on information from a range of sources, including performance data reported by our operations, scientific research reports, best practice guidelines, peer company reports and external sustainability initiatives and regulatory frameworks. Feedback and information obtained through consultation and engagement activities help us to determine which sustainability issues matter the most to our stakeholders and how they perceive our sustainability efforts. Under the leadership of the Group Manager Environment & Sustainability, our functional leaders and experts are responsible for reviewing our material sustainability issues and for developing a proposal of prioritized sustainability topics for inclusion in the Sustainability Report and Annual Report. The proposal of prioritised topics is presented to Executive Management for approval. Consolidated data presented in this report covers all wholly-owned operations except Høyanger. Given the small size of the Høyanger operation and that the facility only operated for part of the year, its exclusion from our 2014 data reporting is not expected to be material for our aggregated Group level performance. Data reporting for Høyanger will be commenced in 2015. The sustainability data disclosed in the report represents the fiscal year ending December 31, 2014. Data presented in the report is accurate as of March 12, 2014. All operations record data in our online risk information management system (RIMS) database. The data in this report and the methodology for collecting it have been internally reviewed through our annual Data Verification Reviews. Our data collection system is continuously improved which results in better data accuracy and completeness. Due to these improvements and strengthened data oversight, a number of restatements are included in this report. Metrics subject to restatements relate to occupational safety and energy use. Our sustainability reporting is designed to align with the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines (G3.1) and we intend for our reporting to qualify for GRI Report Application Level B+. A GRI Index is provided in Appendix B. Independent Assurance We engaged ERM Certification and Verification Services (ERM CVS) to provide limited assurance on a selection of sustainability data indicators and on our application of the GRI G3.1 Reporting Guidelines. The assurance statement from ERM CVS is provided on the next page. 43 of 56

Auditor Report Independent Assurance Statement to Nyrstar Sales & Marketing AG ERM Certification and Verification Services (ERM CVS) was engaged by Nyrstar Sales & Marketing AG (Nyrstar) to provide assurance in relation to the information set out below and presented in the (the Report). Engagement Summary 1. Whether the 2014 corporate totals for the following key performance indicators ( KPIs ) are fairly presented, in all material respects, with the reporting criteria: Scope: Lost time injuries (No.) Water use from municipal supply (million m 3 ) Lost time injury frequency (Rate) Water use from groundwater (million m 3 ) Recordable injuries (No.) Water use from surface water (million m 3 ) Recordable injury frequency (Rate) Emissions to air total metals (sum of Zn, Pb, Cd) (t) Critical environmental incidents (No.) Emissions to air sulphur dioxide (t) Recordable non-compliance incidents (No.) Metals in effluent - total metals (sum of Zn, Pb, Cd) (t) Direct energy consumption (fuels) (PJ) Smelter process waste to landfill (t) Indirect energy consumption (purchased Community complaints (No.) electricity) (PJ) Direct (Scope 1) GHG emissions (Mt CO 2 -e) Indirect (Scope 2) GHG emissions (Mt CO 2 -e) 2. Whether the Report has been prepared in accordance with the GRI G3.1 Sustainability Reporting Guidelines (the GRI G3 Guidelines ). In addition we were asked to check whether the GRI G3.1 Application Level B+, is consistent with the GRI criteria for this Application Level. Reporting Criteria: The Sustainability Reporting Guidelines G3 of the Global Reporting Initiative and internal indicator criteria developed by Nyrstar Assurance Standard: ERM CVS assurance methodology, based on the International Standard on Assurance Engagements (ISAE 3000). Assurance level: Respective responsibilities: Limited assurance Nyrstar is responsible for preparing the Report and for the collection and presentation of the information within it. ERM CVS responsibility is to provide conclusions on the agreed scope based on the assurance activities performed and exercising our professional judgement. 44 of 55

Auditor Report Our conclusions Based on our activities, nothing has come to our attention to indicate that the 2014 corporate totals for the KPIs, as listed under Scope above, are not fairly presented, in all material respects, with the reporting criteria. Based on our activities, nothing has come to our attention to indicate that the Report has not been prepared, in all material respects, in accordance with the GRI G3.1 Guidelines. GRI application level We conclude that the self-declared G3 Application Level [B+], based on the GRI Content Index in the Report, is consistent with the GRI criteria for this Application Level. Our assurance activities A multi-disciplinary team of sustainability and assurance specialists performed the following activities: A review of external media reporting relating to Nyrstar to identify relevant sustainability issues in the reporting period. A review at corporate level of a sample of qualitative and quantitative evidence supporting the reported information. Interviews with relevant staff to understand and evaluate the data management systems and processes (including IT systems and internal review processes) used for collecting and reporting the selected KPIs. An analytical review of the year end data submitted by all sites included in the consolidated 2014 group data for the KPIs. A visit to Nyrstar offices at Balen, Belgium where we interviewed staff and reviewed evidence regarding the HSE data reporting systems and controls. Interviews with staff responsible for the report at Nyrstar Head Office, Zurich Reviewing selected evidence related to the design, information collection, and production of the Report in accordance with the GRI G3.1 Sustainability Reporting Guidelines. Reviewing the presentation of information relevant to the scope of our work in the Report to ensure consistency with our findings. The limitations of our engagement The reliability of the assured data is subject to inherent uncertainties, given the available methods for determining, calculating or estimating the underlying information. It is important to understand our assurance conclusions in this context. We did not visit any mining or manufacturing locations to review the source data. Jennifer Iansen-Rogers Head of Report Assurance 27 April 2015 ERM Certification and Verification Services, London www.ermcvs.com Email: post@ermcvs.com ERM CVS is a member of the ERM Group. The work that ERM CVS conducts for clients is solely related to independent assurance activities and auditor training. Our processes are designed and implemented to ensure that the work we undertake with clients is free from bias and conflict of interest. ERM CVS and the staff that have undertaken work on this assurance exercise provide no consultancy related services to Nyrstar AG in any respect. 45 of 56

Appendix A: Summary Data Table Data Indicator (1) 2012 2013 2014 2013-2014 Our People (year-end data) % Change Total workforce 6,970 6,599 6,611 0.2% Workforce by region Americas 4,284 3,876 3,886 0.3% Workforce by region Australia 1,233 1,236 1,228 (0.7%) Workforce by region Europe 1,453 1,487 1,497 0.7% Workforce by gender males (%) 93.1% 93.2% 93.1% - Workforce by gender females (%) 6.9% 6.8% 6.9% - Workforce Health and Safety (2) Work-related fatalities 0 2 0 - Lost time injuries 70 77 77 0% Lost time injury frequency rate 3.3 4.0 4.0 0% Recordable injuries 255 222 251 13% Recordable injury frequency rate 12.1 11.4 13.0 10% Environment Environmental Incidents Critical environmental incidents (3) - - 1 N/A Recordable non-compliance incidents (3) - - 12 N/A Energy Total energy consumption (PJ) (4) 23.7 24.2 23.9 (1.3%) Direct energy consumption (fuels) (PJ) 6.0 6.2 5.9 (5.5%) Indirect energy consumption (purchased electricity) (PJ) 17.7 17.9 18.0 0.2% Energy use intensity - smelters (GJ/t product) 16.9 17.0 16.6 (2.1%) Energy use intensity - mines (GJ/t product) 8.2 8.6 8.4 (2.4%) Greenhouse Gas Emissions Total GHG emissions (Mt CO2-e) 2.50 2.54 2.38 (6.2%) Direct (Scope 1) GHG emissions (Mt CO2-e) 0.57 0.59 0.56 (5.6%) Indirect (Scope 2) GHG emissions (Mt CO2-e) 1.92 1.95 1.82 (6.4%) GHG emission intensity - smelters (t CO2-e/t metal) 1.80 1.80 1.67 (7.0%) GHG emission intensity - mines (t CO2-e/t metal) 0.83 0.87 0.78 (10.4%) Water Total freshwater use (million m 3 ) 14.69 14.51 17.28 19.0% Freshwater use by source municipal supply (million m 3 ) 5.2 4.9 4.8 (2.7%) Freshwater use by source groundwater (million m 3 ) 1.4 1.4 4.3 194% Data Indicator (1) 2012 2013 2014 2013-2014 Freshwater use by source surface water (million m 3 ) 8.0 8.1 8.2 1.1% Freshwater use intensity - smelters (m 3 water/t metal) 8.5 8.3 8.1 (3%) Freshwater use intensity - mines (m 3 water/t metal) 13.2 13.2 22.5 70% Emissions to Water and Air Emissions to air total metals (sum of Zn, Pb, Cd) (t) 79.1 72.4 77.0 6.2% Emissions to air zinc (t) 73.3 66.9 71.3 6.6% Emissions to air lead (t) 5.5 5.3 5.4 1.7% Emissions to air cadmium (t) 0.3 0.3 0.3 5.9% Emissions to air nitrogen oxides (t) 826 712 878 23% Emissions to air sulphur dioxide (t) 65,612 63,979 67,550 5.6% Metals in effluent - total metals (sum of Zn, Pb, Cd) (t) 44.4 52.3 51.6 (1.2%) Metals in effluent zinc (t) 37.6 44.0 43.0 (2.3%) Metals in effluent lead (t) 5.6 7.0 7.6 7.6% Metals in effluent cadmium (t) 1.2 1.2 1.1 (11.7%) Waste Smelter process waste to landfill (t) 215,161 234,097 346,408 48.0% Mine tailings deposited in above ground storage facilities (t) (5) - - 2,969,483 N/A Total non-process waste (t) 10,543 12,437 7,557 (39.2%) Non-process waste by disposal route recycling (t) 2,169 2,395 1,878 (21.6%) Non-process waste by disposal route energy recovery (t) 1,233 1,166 1,384 18.7% Non-process waste by disposal route landfill (t) 7,141 8,876 4,295 (51.6%) Non-process waste by classification hazardous waste (t) 3,077 5,740 1,511 (73.7%) Non-process waste by classification non-hazardous waste (t) 7,477 6,698 6,046 (9.7%) Community Community complaints 59 57 56 (1.8%) Community financial contributions (million euros) 2.65 2.9 3.0 5.8% (1) For further information about our reported data indicators, including definitions and accounting policies, please refer to the Performance Review section in the body of the report. (2) Safety statistics for 2012 and 2013, displayed in italics in the table above, have been restated relative to the information disclosed in Nyrstar s 2013 Sustainability Report. The restatements were made in response to detailed record-keeping audits conducted in 2014, which revealed discrepancies in the reporting of occupational injuries for several sites. The restated data provides a more accurate account of the safety performance of Nyrstar s operations in 2012 and 2013 than the data previously reported. (3) Reporting of Critical Environmental Incidents and Recordable Non-Compliance Incidents was introduced at the start of 2014. Hence, comparison with prior year incident performance is not possible. (4) 2013 data for total energy consumption, displayed in italics in the table above, has been restated relative to the information disclosed in Nyrstar s 2013 Sustainability Report. The restatement is considered immaterial and is associated with a rounding error in previously disclosed data. (5) Reporting of tailing quantities was commenced in 2014. Hence, comparisons with prior year data is not possible. 46 of 56

Appendix B: GRI Index Relevant sustainability data can be found in the Nyrstar Sustainability Report, the Nyrstar Annual Report, and on the Nyrstar website. We review the information provided against the Global Reporting Initiative s (GRI) Sustainability Reporting Guidelines, Version 3.1 (G3.1) and self-assess the extent of information provided as being either: Fully reported Partially reported Not reported Only part of the indicator is considered to be relevant to Nyrstar, or we are working towards this being fully reported in the future. Indicator is not relevant, not applicable in the reporting period, or reporting mechanisms are currently being developed for this to be fully reported in the future. General Standard Disclosures - Strategy and Analysis GRI Indicator & Description Level of Reporting Refer to 1.1 Statement from the most senior decision maker of the organisation (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and its strategy., page 4-5 1.2 Description of key impacts, risks, and opportunities., page 8-9, 11, 13-14, 15, 20, 29-30 General Standard Disclosures - Organisational Profile 2.1 Name of the organisation. Nyrstar Annual Report 2014, page 119 2.2 Primary brands, products, and/or services. The reporting organisation should indicate the nature of its role in providing these products and services, and the degree to which it utilises outsourcing. 2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures. www.nyrstar.com/products/pages/default.aspx Nyrstar Annual Report 2014, page 40-41, page 3 www.nyrstar.com/about/pages/default.aspx, page 3 2.4 Location of organisation s headquarters. www.nyrstar.com/operations/pages/default.aspx www.nyrstar.com/about/pages/contactus.aspx 2.5 Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. www.nyrstar.com/operations/pages/default.aspx, page 3 2.6 Nature of ownership and legal form. www.nyrstar.com/about/pages/default.aspx www.nyrstar.com/about/pages/corporategovernance.aspx Nyrstar Annual Report 2014, page 46 2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). www.nyrstar.com/products/pages/default.aspx www.nyrstar.com/operations/pages/default.aspx, page 3 Nyrstar Annual Report 2014, page 41 2.8 Scale of the reporting organisation. www.nyrstar.com/pages/default.aspx, page 3 47 of 56

Appendix B: GRI Index GRI Indicator & Description Level of Reporting Refer to 2.9 Significant changes during the reporting period regarding size, structure, or ownership. Nyrstar Annual Report 2014, page 4-5, 10-13, 17, 45-46, page 4-5 2.10 Awards received in the reporting period. Nyrstar Annual Report 2014, page 97 General Standard Disclosures - Report Parameters 3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Nyrstar Annual Report 2014, page 2, 68, page 43 3.2 Date of most recent previous report (if any). www.nyrstar.com/sustainability/pages/sustainabilityreports.aspx, page 43 3.3 Reporting cycle (annual, biennial, etc.) www.nyrstar.com/sustainability/pages/sustainabilityreports.aspx, page 43 3.4 Contact point for questions regarding the report or its contents. www.nyrstar.com/sustainability/pages/sustainabilityreports.aspx, back cover 3.5 Process for defining report content, including materiality, prioritisation and identifying stakeholders., page 43 3.6 Boundary of the report (e.g. countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers)., page 43 3.7 State any specific limitations on the scope or boundary of the report., page 43 3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other, page 43 entities that can significantly affect comparability from period to period and/or between organisations. 3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques, page 43, 46 underlying estimations applied to the compilation of the Indicators and other information in the report. 3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and, page 43, 46 the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods). 3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods, page 43, 46 applied in the report. 3.12 Table identifying the location of the Standard Disclosures in the report., page 47-55 (this Appendix) 3.13 Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance provider(s)., page 43, 44-45 48 of 56

Appendix B: GRI Index General Standard Disclosures - Governance, Commitments, and Engagement GRI Indicator & Description Level of Reporting Refer to 4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. 4.2 Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisation s management and the reasons for this arrangement). 4.3 For organisations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. 4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. 4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation s performance (including social and environmental performance). www.nyrstar.com/about/pages/corporategovernance.aspx Nyrstar Annual Report 2014, page 68-84, page 8 Nyrstar Annual Report 2014, page 69-71 Nyrstar Annual Report 2014, page 69 www.nyrstar.com/investors/en/shareholderinformation/ Pages/shareholderstructure.aspx Nyrstar Annual Report 2014, page 77-79, page 9 Nyrstar Annual Report 2014, page 85-94 4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. Nyrstar Annual Report 2014, page 68, page 8-9 4.7 Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity. 4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. 4.9 Procedures of the highest governance body for overseeing the organisation s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards codes of conduct, and principles. 4.10 Processes for evaluating the highest governance body s own performance, particularly with respect to economic, environmental, and social performance. 4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation. 4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses. 4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organisations. Nyrstar Annual Report 2014, page 69-72, page 8-9, 13-14, 15-16, 29 Nyrstar Annual Report 2014, page 72-74, 77-80, page 8-9 Nyrstar Annual Report 2014, page 75-76, page 4-5, 8-9, page 9-11, 15, 19 www.nyrstar.com/sustainability/environment/pages/reach.aspx, page 10, 19 49 of 56

Appendix B: GRI Index GRI Indicator & Description Level of Reporting Refer to 4.14 List of stakeholder groups engaged by the organisation., page 10, 20-23, 42 4.15 Basis for identification and selection of stakeholders with whom to engage., page 8, 10, 20 4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. 4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. Environment Disclosures, page 10, page 10, 20-23, 41-42 EN1 Materials used by weight or volume. www.nyrstar.com/products/pages/default.aspx Nyrstar Annual Report 2014, page 41, page 19, 26-28 EN2 Percentage of materials used that are recycled input materials. EN3 Direct energy consumption by primary energy source., page 37, 46 EN4 Indirect energy consumption by primary source., page 37, 46 EN5 Energy saved due to conservation and efficiency improvements., page 16, 37 EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives., page 7, 27 EN7 Initiatives to reduce indirect energy consumption and reductions achieved., page 16, 37 EN8 Total water withdrawal by source., page 38-39, 46 EN9 Water sources significantly affected by withdrawal of water. EN10 Percentage and total volume of water recycled and reused., page 38-39 EN11 EN12 MM1 EN13 Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. Amount of land (owned or leased, and managed for production activities or extractive use) disturbed or rehabilitated. Habitats protected or restored. EN14 Strategies, current actions, and future plans for managing impacts on biodiversity., page 18 50 of 56

Appendix B: GRI Index MM2 EN15 GRI Indicator & Description Level of Reporting Refer to The number and percentage of total sites identified as requiring biodiversity management plans according to stated criteria, and the number (percentage) of those sites with plans in place. Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk. EN16 Total direct and indirect greenhouse gas emissions by weight., page 38, 46 EN17 Other relevant indirect greenhouse gas emissions by weight. EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved., page 16, 38 EN19 Emissions of ozone-depleting substances by weight. EN20 NO, SO, and other significant air emissions by type and weight., page 16, 39-40, 46 EN21 Total water discharge by quality and destination., page 39, 46 EN22 Total weight of waste by type and disposal method., page 40, 46 MM3 Total amounts of overburden, rock, tailings, and sludges and their associated risks., page 40, 46 EN23 Total number and volume of significant spills., page 36, 46 EN24 EN25 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally. Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organisation s discharges of water and runoff. EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation., page 7, 19 EN27 EN28 EN29 EN30 Percentage of products sold and their packaging materials that are reclaimed by category. Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. Significant environmental impacts of transporting products and other goods and materials used for the organisation s operations, and transporting members of the workforce. Total environmental protection expenditures and investments by type. Human Rights Disclosures HR1 Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening., page 36 51 of 56

Appendix B: GRI Index HR2 HR3 GRI Indicator & Description Level of Reporting Refer to Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken. Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. HR4 Total number of incidents of discrimination and corrective actions taken., page 9 HR5 HR6 HR7 HR8 HR9 MM5 HR10 HR11 Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights. Operations and significant suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the effective abolition of child labour. Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour. Percentage of security personnel trained in the organisation s policies or procedures concerning aspects of human rights that are relevant to operations. Total number of incidents of violations involving rights of indigenous people and actions taken. Total number of operations taking place in or adjacent to Indigenous Peoples territories, and number and percentage of operations or sites where there are formal agreements with Indigenous Peoples communities. Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms. Disclosures on Labour Practices and Decent Work, page 9, 11, 21, page 9, 11, 21, page 9, 11, 21, page 9, 41 LA1 Total workforce by employment type, employment contract, and region, broken down by gender., page 33, 46 LA2 LA3 LA15 Total number and rate of new employee hires and employee turnover by age group, gender, and region. Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation. Return to work and retention rates after parental leave, by gender., page 33 LA4 Percentage of employees covered by collective bargaining agreements., page 33 MM4 Number of strikes and lock-outs exceeding one week s duration, by country., page 33 52 of 56

Appendix B: GRI Index LA5 LA6 LA7 LA8 LA9 LA10 LA11 GRI Indicator & Description Level of Reporting Refer to Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements. Percentage of total workforce represented in formal joint management worker health and safety committees that help monitor and advise on occupational health and safety programmes. Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender. Education, training, counselling, prevention, and risk-control programmes in place to assist workforce members, their families, or community members regarding serious diseases. Health and safety topics covered in formal agreements with trade unions. Average hours of training per year per employee by gender, and by employee category. Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings., page 34-35, 46, page 13-14, 23-24, 29, 32, 35, page 11-12, 20, 24-25, 41-42 LA12 Percentage of employees receiving regular performance and career development reviews, by gender., page 12, 33 LA13 LA14 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity. Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation. Society Disclosures SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programmes., page 33 Nyrstar Annual Report 2014, page 69-72, page 11-12, 15, 18, 20, 42 S09 Operations with significant potential or actual negative impacts on local communities. www.nyrstar.com/sustainability/pages/sustainability-programs.aspx, page 20-21, 24, 41-42 S10 MM6 MM7 MM8 Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. Number and description of significant disputes relating to land use, customary rights of local communities and Indigenous Peoples. The extent to which grievance mechanisms were used to resolve disputes relating to land use, customary rights of local communities and Indigenous Peoples, and the outcomes. Number (and percentage) of company operating sites where artisanal and small-scale mining (ASM) takes place on, or adjacent to, the site; the associated risks and the actions taken to manage and mitigate these risks. www.nyrstar.com/sustainability/pages/sustainability-programs.aspx, page 20-21, 24, 41-42, page 41., page 41. 53 of 56

Appendix B: GRI Index MM9 GRI Indicator & Description Level of Reporting Refer to Sites where resettlements took place, the number of households resettled in each, and how their livelihoods were affected in the process., page 41 MM10 Number and percentage of operations with closure plans,, page 32 SO2 Percentage and total number of business units analysed for risks related to corruption., page 9 SO3 Percentage of employees trained in organisation s anti-corruption policies and procedures., page 9 SO4 Actions taken in response to incidents of corruption., page 9 SO5 Public policy positions and participation in public policy development and lobbying. www.nyrstar.com/sustainability/environment/pages/reach.aspx, page 10 SO6 SO7 SO8 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. Total number of legal actions for anti-competitive behaviour, anti-trust, and monopoly practices and their outcomes. Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. Product Responsibility Disclosures PR1 PR2 PR3 PR4 PR5 PR6 PR7 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling, by type of outcomes. Practices related to customer satisfaction, including results of surveys measuring customer satisfaction. Programmes for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes., page 9, page 9, page 34, 36 www.nyrstar.com/sustainability/environment/pages/reach.aspx www.nyrstar.com/products/productinformation/pages/default.aspx, page 19, page 19, page 19 www.nyrstar.com/products/productinformation/pages/default.aspx, page 19 54 of 56

Appendix B: GRI Index PR8 PR9 GRI Indicator & Description Level of Reporting Refer to Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services., page 19 MM11 Programmes and progress relating to materials stewardship., page 19 Economic Disclosures EC1 EC2 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. Financial implications and other risks and opportunities for the organisation s activities due to climate change., page 7, 41 Nyrstar Annual Report 2014, page 103-104, page 9, 15-16 EC3 Coverage of the organisation s defined benefit plan obligations. Nyrstar Annual Report 2014, page 128, 161 EC4 EC5 EC6 EC7 EC8 EC9 Significant financial assistance received from government. Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation. Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation. Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. Understanding and describing significant indirect economic impacts, including the extent of impacts., page 20, 41-42, page 20, 41-42 55 of 56

Resources for a changing world Registered Office Nyrstar NV Zinkstraat 1 B-2490 Balen Phone +32 (0) 14 44 95 00 Email: info@nyrstar.com Contact Johan Skoglund Group Manager Environment & Sustainability Phone: +41 44 745 8210 Email: johan.skoglund@nyrstar.com Greg Morsbach Group Manager Corporate Communications Phone: +41 (0) 44 745 8295 Email: greg.morsbach@nyrstar.com