Finding better ways to provide the materials the world needs
Our business
We operate in 35 countries where our 60,000 employees are working to find better ways to provide the materials the world needs
Our purpose in action
Continuous improvement and innovation are part of our DNA
Innovation
The need for innovation is greater than ever
We supply the metals and minerals used to help the world grow and decarbonise
Iron Ore
The primary raw material used to make steel, which is strong, long-lasting and cost-efficient
Lithium
The lightest of all metals, it is a key element needed for low-carbon technologies
Copper
Tough but malleable, corrosion-resistant and recyclable, and an excellent conductor of heat and transmitter of electricity
Bringing to market materials critical to urbanisation and the transition to a low-carbon economy
Oyu Tolgoi
One of the most modern, safe and sustainable operations in the world
Rincon Project
A long-life, low-cost and low-carbon lithium source
Simandou Project
The world’s largest untapped high-grade iron ore deposit
Providing materials the world needs in a responsible way
Climate Change
We’re targeting net zero emissions by 2050
Nature solutions
Our nature-based solutions projects complement the work we're doing to reduce our Scope 1 and 2 emissions
Enabling ESG transparency
Our START™ initiative tracks traceability and responsible production of Rio Tinto materials.
We aim to deliver superior returns to our shareholders while safeguarding the environment and meeting our obligations to wider society
Reports 2024
Download our 2024 suite of reports, including our 2024 Taxes and Royalties Paid Report, detailing $8.4 billion of taxes and royalties paid globally during the year
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Things You Can't Live Without
Our podcast discussing what needs to happen to create a sustainable future for the everyday items we have come to rely on
Refuelling the mining industry
How can we power the world’s biggest machines with new fuel solutions?
Forging a low-carbon future
How we're working to decarbonise iron ore and steel
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It is a particularly nerve-jangling job. And the stakes are high too.
Our Weipa bauxite operation in Queensland, Australia, ships more than 30 million tonnes of bauxite every year.
Up to ten big ships come into the Weipa port each week destined to carry bauxite to customers in eastern Australia, Asia and beyond. Ships without a berth can accrue daily penalties of up to A$100,000, upset bauxite production at the mine feeding the port, and delay delivery to customers. Getting the ships in, loaded up and out on time and on budget means juggling tides, times, customers, the weather and 30 separate decisions per ship worth millions of dollars a year.
This is the job of Michelle Sjoberg, port scheduler.
"We would spend three to four hours every morning running scenarios manually in response to the latest changes to the variables – weather, arrival times and stock availability, and our experience."
That was fine, but there had to be a better way.
And there was. Rio Tinto hired industrial mathematicians to produce software that helps port schedulers like Michelle to make better decisions, more consistently and more often. The result? A more efficient, lower-cost shipping operation.
"We run those same scenarios and make evidence-based decisions in maybe 30 minutes. Plus we know what we're doing is backed by data, not opinion," says Rod Smith, chief adviser for planning and scheduling in Rio Tinto's Productivity & Technical Support team.
And the benefits are not limited to ports.
We have found many other opportunities where "mathematical optimisation" (that's the industry term) can help us accurately evaluate alternatives – fast. From when we first make contact with ore in the ground to getting finished products to our customers, our teams can respond to real-world problems and opportunities as they happen.
"Without smart maths-based tools, we used to plan and react based on patterns, instinct and local policies – meaning we got the answer exactly right some of the time, nearly right most of the time, and very wrong some of the time," says Rod. In other words, not good enough for Rio Tinto.
"This doesn't take the decision away from the operator – instead it helps them make better decisions more often." Rod Smith, chief adviser for planning and scheduling
And it saves Rio Tinto time and millions of dollars in the process.
Not a bad way to spend a morning.