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Our purpose and values

Our purpose in action

We鈥檙e finding better ways to provide materials the world needs, now and in the future.

To ensure we remain strong now and in the future, we’ve been deepening our focus on becoming the best operator in the sector, learning from how we execute of our projects, scaling up our decarbonisation program, and strengthening our work culture.

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Addressing Scope 3 emissions

In 2024, we continued developing BioIron™, an innovative ironmaking process which, when combined with renewable energy and fast growing plants, has the potential to reduce CO2 emissions by up to 95% compared with the current blast-furnace method, supporting decarbonisation of the global steel value chain.

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After demonstrating BioIron’s effectiveness in a small-scale pilot plant in Germany in 2023, we are now investing US$143 million to build a research and development facility in Western Australia.

This facility, scheduled for commissioning in 2026, will feature a pilot plant 10 times larger than its predecessor in Germany. It will mark the first opportunity to test BioIron™ at a semi-industrial scale, with the capability to produce one tonne of direct reduced iron per hour. The data we obtain from this project will help us evaluate the potential for scaling up the technology to an even larger demonstration plant.

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Simandou: Dedication to safety as we grow

The Simandou high-grade iron ore project in Guinea is Rio Tinto's largest project. It is also the largest mining and related infrastructure project in Africa.

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Tragically, in 2024, Morlaye Camara, an employee from a contracting company was injured following an incident at Simandou’s SimFer port site and subsequently passed away from his injuries. Our deepest condolences are with everyone affected.

The safety of our people is always our number one priority, and this tragedy has reinforced lessons we will carry forward, everywhere we work. We worked with our partners to conduct a thorough review at the port site and shared the lessons learned with our partners and leaders across our company, so they can reflect on how these relate to their own teams and workplaces, and act upon what we have learned.

As we deliver today and for the future, we acknowledge the risks and challenges of the environments we are working in, and the importance of adapting and improving our approach for specific contexts. We will continue taking the steps needed to achieve high standards of health and safety across all our projects and operations – sharing with, and learning from, our colleagues and partners, as we grow.

Father and mother holding their child's feet, forming a heart shape with their hands.

Supporting our people through parental leave

Taking parental leave is a milestone in employees鈥 personal and professional lives. Rio Tinto鈥檚 global Paid Parental Leave policy offers 4.5 months鈥 leave at full pay for all employees following birth or adoption.

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However, taking parental leave may be met with mixed feelings, and can be challenging. One of the 26 recommendations of the Everyday Respect Report was to address structural barriers to leadership diversity, which included reviewing our people’s experience in accessing the parental leave we offer. From this, in 2024 we published guidance materials to better support both employees and their leaders, before, during and after parental leave, to help make the transitions positive. The guidance reflects the lived experience of our people, and is designed to help employees and leaders navigate the to-dos, the logistics and the overall journey together. It is one of the ways we are working to remove barriers to inclusion and bring our Everyday Respect priorities to life, and create an environment where everyone, everywhere, feels safe, respected and empowered to have a good day, every day.

Conveyor and reclaimer at our Weipa site

SPS boosts bauxite production

Our Amrun mine in Australia has hit production capacity for the first time since the mine began operating, breaking monthly production records 3 times in 2024 and opening up new international export markets.

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Here’s how they did it:

  • Our Safe Production System (SPS) and Asset Management Uplift programs helped the team focus on how they could improve materials handling, throughput and shutdowns.
  • Kaizen (problem solving) best practice events generated ideas to improve plant flow by 6%, to eliminate shutdown losses entirely since March, and have the potential to improve port capacity by 10% by focusing on vessel turnaround time.
  • A site culture that’s committed to solving problems, standardised processes, and building the skills of frontline teams in shutdowns and asset management to achieve predictable performance.

Finding better ways speaks to our drive for both innovation and continuous improvement, while also emphasising how solutions are delivered 鈥 with impeccable ESG performance. We are striving for new ways to do things, and deeper partnerships to solve problems and to create win-win opportunities. There are already hundreds of examples of how we are doing this. It applies to big, meaningful innovation and smaller everyday progress.鈥

- Jakob Stausholm, Chief Executive

Our purpose #FindingBetterWays

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