Everyday Respect

Creating a workplace where everyone, everywhere feels safe, respected and empowered to bring their best, 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.

Findings from the Progress Review have been released, 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 each other as we continue to evolve on this multi-year journey to Everyday Respect.

The findings from the Progress Review will 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 more safe, inclusive and respectful.

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 while Everyday Respect is now widely considered a normal conversation, people continue to experience harmful behaviours at our workplaces, particularly women and marginalised groups.

Guided by the insights from the Progress Review, and building on the 26 Everyday Respect recommendations, we have shaped 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 empowered to bring their best, every day we are focusing on the following key actions.

• Integrating ongoing listening to business processes through 4 Employee Resource Groups (doubling to 8 early in 2025) 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, equally to 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.
• Driving sustainable improvements in workforce diversity with progress on gender balance linked to end of year bonuses to drive sustainable year on year improvement.
• 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 in 2025.
• 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.
• Inclusion of all contractors for 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.