Learning and development

Learning and development

Tackling the challenges and preparing for the future

Investing in development makes good business sense. We want highly capable, high-performing people who connect and collaborate to help us deliver what we need to deliver now – and, at the same time, prepare for the future.

Providing challenging work and developing people so they are courageous, confident and capable means employees feel well-equipped to deal with the day-to-day, but more importantly, fulfilled and optimistic about their futures.

Companies have to meet these expectations if they are to attract and retain the most talented people.


Underground training at Oyu Tolgoi, Mongolia Underground training at Oyu Tolgoi, Mongolia

Investing in our employees

By investing in and providing learning and development for our employees, we support and challenge them to grow professionally and personally throughout their careers with us. We adapt our approach to meet operational needs, enhancing the capabilities we need today and building talent from within the business to meet future skill requirements.

Our approach applies to all levels of the organisation. We actively seek ways to make learning a part of our culture and ensure it is accessible to all our employees. This ranges from formal learning to experiential on-the-job learning. Leaders have a role to play: demonstrating that they are committed to their own learning and being role models for life-long learning to inspire their team members and colleagues.

Inspiring leaders

Having strong leadership across Rio Tinto is essential to our success. Our leaders provide the crucial link between how we operate, our values, and what every employee does every day. So we’ve introduced a multi-faceted leadership development programme called Leading for Success to create a common understanding of the responsibilities and expectations of Rio Tinto leaders.

"Each day, every one of us is relied on to provide a sense of direction, inspire others to truly stretch themselves, engage those around us so that we work together to achieve more and demonstrate our values and behaviours," says chief executive Jean-Sébastien Jacques.

Leading for Success is a six to nine month learning journey and extends to every leader across the organisation. It builds organisational alignment, develops an engaging leader mindset and strengthens overall leadership qualities.

Lots done, more to do

At the end of 2017, nearly all senior leaders had started their learning journey and attended the face-to-face workshops. Approximately half of our mid-level leaders enrolled to complete the programme during the year.

This is great, but we don’t want to stop here. We’re extending Leading for Success to our frontline leadership in 2018, and around 6,000 leaders across our organisation will have completed the programme by the end of the year.

In addition, we will be working to ensure learning is more accessible to all employees. We’re exploring new technologies and developing a growth mindset amongst employees, supporting them to extract, reflect and apply their learning.