Charlie Lenegan notes: “The challenge for Rio Tinto business units is to demonstrate their sustainable development credentials by bringing forward suitable projects for inclusion in the Foundation portfolio.”

The second key to success is the Foundation's effective network model. Individuals in the Foundation's working group provide network “nodes” into the Rio Tinto businesses and beyond. The set up is a formal one, which delivers benefits both ways. As well as plugging the Foundation firmly and relevantly into the businesses, it widens the impact of the Foundation's work.

Jonathan Moodie, general manager, Research and Technical Support at Comalco, says: “As a member of the working group, I get to see many of the innovative developments that will help sustain Rio Tinto businesses over the long term. The Foundation is encouraging more of these developments within Rio Tinto, as well as providing a way of sharing what's happening.”

Mike Hollitt envisages that in the coming years Rio Tinto will benefit from a broader understanding of common themes in the Foundation's portfolio of activities: “For the Foundation to be of ongoing value, it has to be more than just the sum of its individual projects.”

Mike continues: “People need to understand better the complete risk picture. It's not just about calculating the risks of doing new things, which is what business tends to focus on. Given that the world is changing around us, we also need greater appreciation of the risks of not doing things differently – they can include loss of competitiveness, trust, business effectiveness, and ultimately loss of business itself.

“In the Foundation we aim to arm people with the understanding they need, and provide new tools and systems to turn that understanding into practical achievement.”

Given the positive results of the Foundation's work to date, there is essentially no limit to the amount of work it could embrace. And there is plenty of impetus for the Foundation to continue beyond its 2007 deadline.