Everyday Respect

Creating a workplace where everyone, everywhere feels safe, respected and included, every day.

We released the Everyday Respect Report in 2022, focusing on implementing the 26 recommendations.

Two years after releasing the initial Everyday Respect Report we asked EB&Co., who independently ran the original review, to return for a Progress Review.

In November 2024 we published the findings from the Progress Review, finding change is happening and we’re making progress. However, there are serious challenges we must continue to address. People are still experiencing behaviours and attitudes in our company that are unacceptable and harmful.

Disruptive cultural change is hard. It requires our organisation to listen and regularly check in with our people as we continue to evolve on this multi-year journey to Respect and Inclusion.

The findings from the Progress Review continue to be used to:

• Help inform and shape the next phase of our culture journey
• Help us understand the types of issues our people are facing
• Provide an opportunity to make our business a safer, more respectful and  inclusive workplace

Making meaningful change

We’re making progress with promising signs of improved culture, and building a Rio Tinto we can all be proud of.

The Everyday Respect Progress Review Report highlighted that while Everyday Respect is now widely considered a normal conversation, people continue to experience harmful behaviours at our workplaces, particularly women and underrepresented groups.

Guided by the insights from the Progress Review, and building on the 26 Everyday Respect recommendations, we continue to shape the next stage of our plan to further embed existing interventions and accelerate change.

We are finding better ways™ to support and empower our people, which means creating an environment where everyone feels comfortable being themselves, has the courage to speak up if something is not right and listens to each other with care and curiosity.

We are focusing on 3 priority areas:

• Equipping frontline leaders to drive change
• Building buy in for change across all areas of our workforce
• Securing and retaining diverse talent

How we will implement change

To ensure we have a workplace where everyone, everywhere feels safe, respected and included to bring their best, every day we are focusing on the following key actions.

• Integrating ongoing listening to business processes through our 8 Employee Resource Groups 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, as much as what they have achieved.
• Deepening people leadership capability with all operational leaders and site teams to undertake Values, Mindsets and Behaviours training by the end of 2026. to undertake training on creating psychological safety, identifying and addressing harmful and disrespectful behaviour and leading inclusive teams.
• Driving sustainable improvements in workforce diversity with progress on hiring and retention of people to deliver improvements in gender balance to drive sustainable improvements year on year.
• Accelerating cultural inclusion activities including extending our Cultural Connections Program from Australia, where employees have already benefitted by deepening their understanding of Indigenous history and culture, to Canada.
• Further educating about harmful behaviours including sexual harassment, bullying and racism, with more than 90% of our employees and contractors to complete redesigned mandatory Code of Conduct training, in line with Everyday Respect, by the end of 2025.
• Publishing case studies of harmful behaviour to encourage discussion and wider learning with the roll out of ‘Purple Banners’ - a communications tool developed in our Iron Ore business, modelled on the sharing of safety incidents.
• Further improving the reporting and resolution process for people experiencing harmful behaviours, including reducing timeframes and increasing transparency.
• Including all contractors in relevant Everyday Respect training and listening programs, where practical.
• Further upgrading facilities through building on our investment to date to improve facilities at sites with further significant investment planned, alongside publishing clear principles in facilities design and requirements in line with our Code of Conduct.