Rio Tinto is stepping up to its cavernous culture of sexual harassment, racism, bullying and discrimination following an in-depth study of 10,000 employees run by Elizabeth Broderick, the former sex discrimination commissioner.  

Study findings into Rio Tinto’s culture 

  • “Bullying is systemic, experienced by almost half of the survey respondents
  • sexual harassment and everyday sexism occur at unacceptable rates
  • racism is common across several areas
  • employees do not believe that the organisation is psychologically safe, which impacts their trust in the reporting systems
  • harmful behaviour occurs by and between employees, managers, and leaders, including senior leaders. Unique workplace features, such as the hierarchical, male-dominated culture, create risk factors
  • a capability gap in leading and managing people exists across many levels of the organisation, particularly on the frontline
  • people, policies and systems are not properly embedded or “lived” across the organisation. Harmful behaviour is often tolerated or normalised. Harmful behaviour by serial perpetrators is often an open secret, and
  • employees believe there is little accountability, particularly for senior leaders and so-called “high performers”, who are perceived to avoid significant consequences for harmful behaviour.”

Confidence in human resources 

Rio Tinto HR practitioners were among the most confident that these issues could be tackled. 

However, employees had “very low confidence” in Talk to Peggy, the formal reporting channel or myVoice, the new whistleblower policy.  

One employee said, “Human resources are the talent manager. They are the ones who get you ahead. So, if they are the ones putting together your complaint file, that can be penalising. You do not want to be the one… causing problems.”

Another employee said, “[After I complained about sexual harassment], I did not hear from HR again unless I contacted them. When I did, they were confused about why I was asking for an update and eventually told me that I was not going to be told the outcome, and it was the policy that no feedback would be given.”

The report said, “Rio’s best practice approach to workplace health and safety recognises that workplaces cannot be free from injury or critical incidents if employees do not feel confident to report unsafe practices or risks. Cultural reform, which values psychological safety, must similarly ensure that employees feel confident in reporting behaviour that creates risks to or injures their psychosocial health. Employees must also feel confident that their concerns will be treated seriously and that they will receive support.”

Cultural reform

The study highlighted “a visible shift towards a healthier culture has occurred in recent times.”

Other changes underfoot include: 

  • The Everyday Respect Taskforce (ERT) focused on change 
  • Rio Tinto’s purpose and values changed to encompass “care, courage and curiosity”
  • Leadership development programs were implemented to increase self-awareness, empower frontline employees, and enhance cultural impact. A mindfulness and coach network are linked to the Safe Production System for employees and leaders.

Five key recommendations came out of the report:  

  • caring, courageous and curious leadership 
  • creating a positive onus to prevent harmful behaviours
  • caring and human-centred response to disrespect and harmful behaviour
  • ensuring appropriate facilities for all as a precursor to dignity and safety at work, and
  • embedding, sustaining, monitoring, and evaluating the progress of cultural reform

Jakob Stausholm, chief executive officer, says the report’s findings are “deeply disturbing to me and should be to everyone who reads ”hem”.

The report said, “the project findings indicate that the organisation is still only at an early stage along this path” and “the real task now is for the organisation to make safety and respect the lived reality for each one of these employees – whoever they are and wherever they work across Rio Tinto."