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4. How we support inclusion and diversity at Rio Tinto 4
5. Our targets for inclusion and diversity 6
Inclusion & Diversity Policy Page 2
1. The purpose of this Policy This policy sets out Rio Tinto’s expectations around the behaviours needed for an inclusive and diverse workplace. Rio Tinto is an equal opportunity employer and does not discriminate on grounds of age, gender, race, national or ethnic origin, language, religion, political beliefs, sexual orientation or physical ability.
Rio Tinto’s commitment to inclusion and diversity aligns with our values - Safety, Teamwork, Respect, Integrity and Excellence; and is reflected in our global code of conduct - The Way We Work. It is also aligned with other Rio Tinto policies, including our Human Rights, Employment and Communities policies, our Environment, Social and Governance (ESG) framework and our People and Business strategy.
This policy is co-owned and supported by the Rio Tinto Board and Executive Committee (ExCo) and forms a key component of the culture at Rio Tinto that will support the long term sustainable success of our business.
2. Our commitment to inclusion and diversity
Inclusion is everybody’s business.
At Rio Tinto we aspire for our people to stand by the values of our business, with inclusion and respect at our core. By doing this, we can seek to:
Embrace and invite different perspectives, valuing diversity as a strength
Ensure our processes are transparent, fair and free from bias wherever possible
Ensure that our people can achieve their full potential and they have equal opportunity to participate, learn and grow
Hire, promote and engage a diverse workforce
Provide an environment where people feel safe to speak up when things
are not right or others are excluded
Develop strong and sustainable relationships with diverse stakeholders,
including; shareholders, communities, employees, governments, customers and suppliers.
This is how we want to do business at Rio Tinto. How we seek to ensure every voice is heard, every idea is encouraged and everybody is supported to perform at their best.
Inclusion & Diversity Policy Page 3
3. Why inclusion and diversity is important Inclusion and diversity is an imperative for the long-term sustainable success of our business, it is the right thing to do and enables us to:
Deliver strong performance and growth by being able to attract, engage
and retain diverse talent
Support our people to reach their full potential by providing a work place where people are comfortable to be themselves and feel supported to perform at their best
Challenge and innovate to achieve the best solutions and ideas by
enabling us to tap into the diverse perspectives, experiences and knowledge of our workforce and wider stakeholders
Optimise resources and manage risk by working collaboratively and
eliminating structural and cultural barriers
Protect and enhance our “licence to operate” by recognising, respecting
and taking into account the needs and interests of our different stakeholders
Adapt and respond more effectively to changing societal expectations and
the market more broadly
4. How we support inclusion and diversity at Rio Tinto
We all play a role in supporting inclusion and diversity and taking personal accountability for our behaviour and contribution;
All of our employees, contractors and partners are responsible for:
Acting with integrity and respect and otherwise in accordance with our company values
Role modelling the behaviours through everyday actions
Recognising our own personal biases that may cause us unintentionally to
exclude and work hard to overcome them
Actively supporting inclusion and diversity in our teams and work
environments
Acting as inclusion and diversity champions – advocating and supporting
initiatives and programmes
Inclusion & Diversity Policy Page 4
Contributing to creating an environment where everyone feels respected, valued and supported to perform at their best
Speaking up if others appear excluded
In addition to the above, the Rio Tinto Board and Executive Committee will:
Establish the Group’s purpose, values and strategy and satisfy themselves that these are aligned to the Group’s desired culture
Establish and sponsor this Inclusion and Diversity policy
Lead by example
Guide the development of the Group’s Inclusion and Diversity strategy and targets
Fully consider the impact of diversity across every talent decision – hiring, promoting, developing etc. and actively build diversity into their teams
Actively drive improvement and monitor progress against plan
Leaders at Rio Tinto will:
Fully consider the impacts of diversity across every talent decision they make – hiring, promoting, developing etc. and actively build diversity into their teams
Create an inclusive work environment where people feel respected, valued
and supported to perform at their best
Actively drive improvement and monitor progress against plan
Rio Tinto is an equal opportunity employer and does not discriminate on
grounds of age, gender, race, national or ethnic origin, language, religion, political beliefs, sexual orientation or physical ability.
We work hard to develop systems and processes that are free from bias, enable flexibility and are designed to attract, retain and reward diverse talent and inclusive leaders. Wherever we operate, we are committed to developing and supporting productive, mutually beneficial and long-term relationships with local communities, suppliers and partners.
Inclusion & Diversity Policy Page 5
5. Our targets for inclusion and diversity We set stretch targets to achieve an inclusive and diverse workplace and comply with international, national and local regulatory requirements in reporting our performance and progress.
Our Inclusion and Diversity objectives and targets are disclosed in our annual report, which includes the proportion of women on the Board, Executive Committee, Senior Management, Graduate population and total workforce.
We also measure the inclusiveness of our workplace in our bi-annual
engagement survey and behavioural expectations are regularly evaluated as part of our performance and talent processes. This allows us to measure and consider not just “what” our people achieve (outcomes) but also “how” they achieve it (behaviours).
Individual Group businesses are encouraged to set measurable objectives that
are relevant to their particular operating contexts.
