Employees at Richards Bay Minerals

Progressing our 4 objectives

Becoming Best Operator

What we're focusing on

  • Eliminating fatalities, preventing catastrophic events and reducing injuries
  • Executing our strategy to deliver attractive shareholder returns and build a stronger, more diversified, and growing business
  • Safely and sustainably realising the full value of our assets, through our Safe Production System (SPS)
  • In 2024
  • Our priorities for the future

Safety

  • Our all-injury frequency rate (AIFR) was 0.37 in 2024 (consistent with 0.37 in 2023)
  • Tragically, there were 5 fatalities in our business in 2024, and we continue to see serious events where people are exposed to potential fatal incidents

Operational performance

Our overall operating performance improved, and we delivered 1% production growth and a 3% increase in sales volumes, both on a copper equivalent basis (based on long-term consensus pricing).

  • Some assets continued to face challenges, particularly Iron Ore Company of Canada, Kennecott and Rio Tinto Iron and Titanium

At the end of 2024, we had commenced deployment of SPS at 31 (80%) of our sites. These sites account for over 95% of the production uplift opportunity identified:

  • At our Pilbara iron ore operations, we achieved our SPS target of 5 million tonnes, and Gudai-Darri reached 50Mtpa rates
  • 6% year-on-year increase in good anodes produced at Kennecott (excluding shutdowns and 2023 furnace rebuild)
  • Record annual production at Amrun

Safety

  • Continuing to support contractor safety, further integrating contractors into our safety culture and learning from them
  • Continuing to strengthen our safety control framework to align with our evolving risk profile
  • Improving the governance of our aviation safety and assurance programs
  • Further evolving our safety maturity model

Operational performance

  • Continuing to strengthen the business as we execute our strategy to deliver profitable growth
  • Driving further consistency across our global operations

Our SPS priorities for 2025:

  • Accelerating SPS deployment saturation and maturity
  • Embedding the mindsets and behaviours we need for lasting and positive cultural change
  • Locking in high performance through our management performance practices

Striving for impeccable ESG

What we're focusing on

  • Embedding sustainability in our decisions, to support our journey to becoming Best Operator
  • Striving for impeccable ESG credentials across our work, including in health, safety and wellbeing, environment and nature, decarbonisation, communities, diversity, and culture
  • Truly listening to communities so we can find better ways to work together, and building cultural competency across Rio Tinto
  • In 2024
  • Our priorities for the future

Environment

  • We are turning strategy into action on decarbonisation, and this year committed to carbon abatement projects representing more than 3 million tonnes of annual emissions
  • We shared our support for the ICMM’s Nature Position Statement, which sets out ICMM members’ approach to contributing to a nature-positive future
  • We laid the foundation for our nature strategy and target program, through consultations with stakeholders

Social

  • We published the findings of an independent, external Progress Review on our work to deliver sustained workplace cultural change. It assessed our progress in the 2 years since we published the Everyday Respect Report, and identified areas that require our continued effort
  • We strengthened our approach to psychosocial risk management, running more risk assessments, and helping leaders identify hazards and implement controls
  • We developed a 3-year human rights learning strategy and a global learning program to support training for our people in higher-risk human rights roles
  • We launched Local Voices, our global community perception monitoring program, to help inform our planning and decision making

Governance

  • We launched new annual Code of Conduct training
  • We piloted a new Third-Party Risk Management system

Environment

  • We will progress our plans to deliver on our emission-reduction targets, work with our partners to reduce theirs, and collaborate to drive meaningful change for our stakeholders
  • We will formalise our nature strategy and approach, and continue open dialogue on it with our stakeholders
  • Our nature target program will begin in 2025, with a Group target and site-based improvement programs

Social

  • We will focus on the next stage of our plan to accelerate culture change
  • We will continue to progress towards our Community and Social Performance targets, and strengthen our capabilities to become a better operator and partner
  • We are moving to a model of co-management of cultural heritage

Governance

  • We will explore new ways of providing support to our people, and encourage more people to speak up

Excelling in development

What we're focusing on

  • Advancing a range of projects across the business
  • Developing options for the future through our project pipeline, exploration, mergers and acquisitions, and technology
  • In 2024
  • Our priorities for the future

Project development 

  • We made significant progress on the mine, rail and port infrastructure for the Simandou project in Guinea, in collaboration with our joint venture partners
  • We completed breakthroughs of Shafts 3 and 4 at Oyu Tolgoi, key to maximising the copper mine’s underground potential
  • We advanced 5 replacement iron ore mine projects in the Pilbara. At Western Range, our newest mine in the Pilbara, first ore is on plan for the first half of 2025 and we are now operating our Autonomous Haulage System trucks. Construction began on our seawater desalination plant, which will support future water supply for our coastal operations and communities in the Pilbara
  • Construction began on the expansion of the AP Technology™ AP60 aluminium smelter in Quebec. AP60 smelting technology is among the most efficient and lowest-carbon technology currently available at commercial scale
  • The Rincon starter plant in Argentina delivered its first lithium

Pipeline projects

  • We approved the expansion of the Rincon lithium project in Argentina to 60,000 tonnes per year
  • We continued to advance a range of other studies, including Winu and Resolution

Exploration

  • We made strong progress on our advanced Exploration projects, including Kamiesburg (mineral sands), Texas (potash) and Chiri (diamonds)
  • Our Nuevo Cobre project in Chile’s Atacama region, a joint venture with Corporación Nacional del Cobre de Chile (Codelco), has delivered encouraging early results

Innovation

  • We established the Rio Tinto Innovation team to accelerate our innovation efforts, help shape our future business, and make our assets safer, more efficient and more sustainable. Our Group-wide approach enables us to focus on the highest impact projects, to innovate across and between product groups, functions and geographies, and to work with external partners to bring the outside world in. 
  • We will carry on exploring new approaches, technologies, renewable energy and partnership opportunities. Our aim is to discover, progress and develop high-quality projects supporting future growth through the cycle, in close consultation with communities
  • In 2025, we will invest in new partnerships with Chinese suppliers to trial new construction methods, innovations and technologies – including artificial intelligence – to develop orebodies faster and reduce our capital intensity
  • We will manage our pipeline of opportunities to deliver high-quality growth options, focusing on materials needed in a decarbonising world, including:
  • delivering first ore at Simandou in line with our 2025 plan
  • optimising the next tranche of replacement mines in the Pilbara
  • completing the Western Range project in the Pilbara
  • managing key closure projects at Argyle, Gove and Ranger
  • beginning operations at the Rincon starter plant, and beginning construction of the Rincon expansion plant 
  • completing the acquisition of Arcadium Lithium and integrating Arcadium Lithium’s pipeline of development projects, subject to acquisition completion
  • We will continue building our teams’ capabilities needed to achieve these

Strengthening our social licence

Strengthening our social licence underpins each of our objectives, and our ability to operate. 

Our social licence is the extent to which we have the acceptance, support, and trust of multiple categories of stakeholders in countries that are most relevant to us. These stakeholders include our workforce, the communities in which we operate, civil society organisations, governments, investors, customers and suppliers.

Annual report 2024

Annual Report 2024
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16.46 MB
Annual Report 2024 - ESEF Format
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18.37 MB

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