Findings of the Progress Review include:
•The 26 recommendations outlined in the 2022 Everyday Respect Report have been largely
implemented, with longer-term actions, such as continued investment in facilities, ongoing.
•People continue to experience harmful behaviours at Rio Tinto’s workplaces (see below for
more details)
•Around half of survey respondents reported a perceived improvement in relation to bullying
(50%), sexual harassment (47%) and racism (46%), compared to 8% who thought bullying had
become worse, 2% who thought sexual harassment had become worse and 4% who thought
racism was worse. A majority of respondents expressed confidence the company will make a
meaningful difference in these areas in coming years.
•People are more empowered to speak up and Everyday Respect is now widely considered a
normal conversation within the company, which is a critical step for culture change.
•The survey data in this Progress Review is a lagging indicator, suggesting that the full benefit of
the changes made in this time are yet to be fully experienced by the Rio Tinto workforce.
While recognising this progress and the clear commitment of many of Rio Tinto’s people and leaders to
create a safer, more inclusive and respectful organisation, the study showed that people continued to
experience harmful behaviours in Rio Tinto’s workplaces over the past year, including:
•Eight people reported experiencing actual or attempted sexual assault or rape, compared to five
people in 2021. Thirty-two people reported experiencing pressure or requests for sex or sexual
acts, compared to 37 people in 2021. The majority of people in both cases were women.
•7% of respondents reported experiencing sexual harassment (the same as in 2021).
•39% of respondents reported experiencing bullying (compared to 31% in 2021)
•7% of respondents reported experiencing racism (the same number as in 2021, when
comparing racism behaviours to those included in the 2021 survey).
Building on the 26 Everyday Respect recommendations, and guided by the insight from the Progress
Review, Rio Tinto has shaped the next stage of its plan to further embed existing interventions and
accelerate change focused around three priority areas: equipping frontline leaders to drive change,
building buy-in for change across all areas of our workforce and securing and retaining diverse talent.
Key actions include:
•Integrating ongoing listening to business processes through four Employee Resource
Groups (doubling to eight early in 2025) and more than 20 Village Councils; and through our
twice-yearly People Survey.
•Further embedding our new performance management process by linking career
progression and remuneration to how people behave according to our “Values in Action”
framework, equally to what they have achieve.
•Deepening people leadership capability, with all operational leaders and site leadership
teams to undertake Values, Mindsets and Behaviours training by the end of 2026.
•Driving sustainable improvements in workforce diversity, with progress on gender balance
linked to end of year bonuses to drive sustainable year on year improvement.