Creating a safe, respectful and inclusive workplace. Every day. For everyone.
We have a responsibility to create a safe, respectful and inclusive workplace.
In March 2021, we commissioned an independent review of our workplace culture to better understand, prevent and respond to harmful behaviours across our global operations. Former Australian Sex Discrimination Commissioner Elizabeth Broderick conducted the review, and we reported the findings and recommendations in February 2022.
We are now working to implement the 26 recommendations.
Our workstreams and commitments
To implement the 26 recommendations outlined in the Everyday Respect report, we are focusing on three workstreams, each with underlying commitments:
Workstream 1: Leadership and behavioural change
Ensuring all leaders – from our Executive Committee to the frontline – live our values and create a safe, respectful and inclusive work environment for everyone. All our people are empowered and encouraged to speak up freely when they see behaviours that are not aligned to our values.
Recommendation A1, A2, A3, A4, A5, A6, B3, B4, B5, B6, B7, D4 of the report.
Some ways we’re acting on this
- As at 30 January 2023, we have trained 91% of more than 7,000 leaders in creating psychological safety and moving from bystander to upstander.
- People who have experienced harm have shared their story in their own words with senior leaders, to facilitate healing and deep understanding of the impact of harmful behaviours.
- Learning from our strong safety culture and processes we have shared important information about incidents to help prevent disrespectful behaviours from continuing.
- We have increased our gender diversity – increasing the number of women in our workforce by 1.4% to 23% in 2022 – and received an overwhelming response to recruitment campaigns targeting women who have not previously worked in the mining industry, with more than 3,000 women across Australia and New Zealand applying.
- We are developing, empowering, and investing in our people through the Rio Tinto Safe Production System and the Voyager development programme for senior leaders.
- We are reviewing our incentives and performance management framework. From 2023, our performance management and incentives for around 24,000 people will be aligned to our strategy and efforts to improve culture: focusing on both how and what we deliver.
Workstream sponsor: James Martin
Our leaders are integral to this significant and sustainable cultural change. This year we are training leaders who have people reporting to them on how to create a psychological safe workplace and to move from bystander to upstander.”
Workstream 2: Facilities, safety mindset and risk management
Making all camp, village and office facilities safe, respectful and inclusive. This includes making sure we’re applying the same safety and risk processes that we use to prevent harm in operations to create a safe environment for all employees and contractors.
Recommendations B2, B8, B9, D1, D2, D3 and D5 of the report.
Some ways we’re acting on this
- We have urgently addressed safety and hygiene risks in our facilities such as security, lighting, timely access to clean and well-maintained restrooms and changerooms.
- All sites have completed a self-assessment of their facilities, and unsafe areas such as locks, lighting, and access to amenities have been updated. This work is ongoing and done in collaboration with our employees to make our facilities safe and more inclusive.
- We are making changes to our facilities to make them more inclusive. Examples include upgrading and adding new toilet facilities (including more women and gender-neutral options), as well as improving accessibility and functionality such as wheelchair access at visitor centres, prayer rooms, return-to-work rooms and locker rooms.
Workstream sponsor: Kellie Parker
Feeling safe and included in the workplace helps people to be their best, share ideas and concerns. This should start as soon as you begin work for Rio. There is a lot we can learn from our safety journey and this workstream will leverage all of that knowledge.”
Workstream 3: Caring response
This is about ensuring people feel it is easy and safe to call out harmful behaviours, highlight issues when they happen, and are supported. This includes introducing early intervention options and improving how we respond to formal complaints in the workplace.
Recommendations B1, C1 and C2 of the report.
Some ways we’re acting on thisWe are reviewing the way we respond to disrespectful and harmful behaviours, to strengthen and create a more trusted, culturally safe, caring and human centred response that focuses on care and healing at every step of the journey. To achieve this we have expanded the scope of work for our Business Conduct Office (BCO) and developed a discrete unit that will be responsible for delivering safe, confidential and caring support.
Workstream sponsor: Isabelle Deschamps
No one should experience disrespect in our workplace or anywhere else. If harmful behaviours do occur, it’s important that we have a more caring and trauma-informed response to guide and support our people.”
Sarah, our Chief Business Conduct Officer
“I joined Rio at such an interesting time, a time of great reflection about culture, about our history and past events.
My impression of Rio is that it’s a complex organisation, an organisation full of people who want to do the right thing and who have great values of care, courage and curiosity – values that we absolutely need in order to address the findings of the Everyday Respect report.
Just like for many people, it was really challenging to feel the experiences of our people. I was really sad to hear that people who have had the courage to speak up have suffered further harm as a result of our response.
I want people who have been impacted to know that we’ve heard you: You want to know that you can be confident that when you speak up, you’ll be supported by the Business Conduct Office and your leaders. You want to understand the process when you speak up. And you want to trust that our response, our resolution and our support and care for you will be prompt.
We’re setting up a team of experts, known as the discrete unit, who are there to support and care for our people who’ve been impacted by harmful and disrespectful behaviours. The team will also be available to support leaders, HR professionals, witnesses or other people who have been affected by those behaviours. We’re creating a number of channels through which people can seek support and report matters to the discrete unit.
We’re actively working to improve the myVoice (our whistleblowing programme) experience for our people. We’re also redesigning our investigation process to make sure it is trauma informed, caring and people-centred. Finally we’re strengthening our reporting and transparency.
While we’re doing this, we’re also making sure we engage with diverse voices to understand how we can further improve our care and response, and ensure our approach is culturally safe, inclusive and accessible.
We’ve made progress, but we know there is much more to do.”
We are implementing the Everyday Respect report recommendations and tracking progress.
Recommendations E1, E2, E3 and E4 of the report.
Some ways we’re acting on this
- We have established an Executive Steering Committee to oversee and track progress against our commitments
- We provide regular updates to our employees and external stakeholders
- Key indicators and progress against recommendations are tracked and reported to the Executive Committee and the Board