Leadership development
The suite of formal leadership programmes developed and implemented in 2004 for both strategic and business unit leaders continued its successful rollout in 2005. In addition, we launched the new Operational Leadership Development Programme to complete the suite. In total, 19 customised leadership development programmes involving 464 participants were successfully run in 2005 in partnership with leading business schools in Europe, North America and Australia. This is a 90 per cent increase in programmes and a 106 per cent increase in participants over the previous year. All products groups and business units were represented and both participant feedback and reported business impact has been positive. A further 14 programmes with ~ 470 participants are planned for 2006.
These programmes remain focused on ensuring that our leaders, at all levels, are well prepared for the right range of current and future challenges that they will face in leading a complex and commercially successful organisation. All of these programmes are closely integrated with the core leadership competencies Rio Tinto identified as necessary for effective leaders where ever they work in our organisation. In 2005 we undertook a detailed review and refinement of our leadership competencies to ensure they remain relevant.
Further more, in 2005 career development tools piloted in 2004 were rolled out through workshops with Human Resources practitioners from ten business units. These tools will also be integrated into both our graduate development programme in 2006 and a new coaching capability building programme we are piloting in 2006 for full rollout in 2007.
People development in Rio Tinto is also focused on ensuring technical, professional and functional competence. Seven further functional competency projects were undertaken in 2005 in areas such as orebody knowledge and strategic mine planning, asset management, major capital project management and shipping.
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