May 17, 2020

Rio Tinto: How managers can drive workplace change

Rio Tinto
Andrew Harding
3 min
Rio Tinto: How managers can drive workplace change
Australia can lead the world in creating a more flexible, inclusive and diverse workforce, but change must start at the top, Rio Tinto Iron Ore chief ex...

Australia can lead the world in creating a more flexible, inclusive and diverse workforce, but change must start at the top, Rio Tinto Iron Ore chief executive Andrew Harding said.

Speaking at a Women in Leadership lunch hosted by the Committee for Economic Development of Australia, Andrew said all levels of leadership across an organization must be aligned and committed to fostering workplace flexibility. And while systems and processes to achieve change were important, they could only take an organization so far.

• Related content: Rio Tinto goes solar at Weipa mine in Australia

“Where I think the challenge lies is actually getting all the levels of leadership aligned and committed around the change that’s needed,” Andrew said.

This could be achieved by fostering change in three areas of leadership – communication, inclusion and role modeling. For example, communication about inclusion and diversity usually focused on the benefits it brought to a business at a very high level, he said. However this would not drive change for leaders at lower levels, who need to see the benefits that change could bring to them.

“The discussion needs to move from what happens to the organization to what happens to the team,” Andrew said.

“If you are the leader of a high-performing team, you’re going to do well. If you’re the leader of a high-performing team that is diverse, more resilient and has fewer blind spots in its decision-making, you’re going to do well over a longer period of time.

“We need to communicate what the value is to the people who are going to be pushing the agenda.”

In the case of inclusion, leaders needed to focus on building social cohesion. This meant teaching team leaders and team members how to manage their relationships and the way they worked together. To improve team-based processes across its business, Iron Ore has created High Value Initiatives.

 • Related content: Q&A: Rio Tinto’s Warrick Ranson, Head of Productivity Development, Technology and Innovation

“Our High Value Initiatives are about driving team-based process into the business; in a sense each is a small experiment in inclusiveness,” Andrew said.

Under the program, diverse teams are set up and given a complex, technical problem to solve, which would bring huge value to the business. By working together and finding solutions, the teams had generated millions of dollars in savings.

Iron Ore recently set up a High Value Initiative around workplace flexibility and already it was delivering a fundamental change in thinking. Change driven by leadership occurred 20 years ago with safety where a shift in thinking was experienced at all levels.

“Safety is not the responsibility of a safety officer, safety is the responsibility of the line leader,” Andrew said. “Responsibility for workplace flexibility, diversity and inclusiveness of an organization is not the responsibility of the human resources manager, it’s the responsibility of the leader. Change starts at the top.”

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Jun 29, 2021

Vale invests $150mn to extend life of Manitoba operations

battery metals
2 min
Vale’s $150mn investment in operations at Thompson, Manitoba will extend mine life by 10 years

Vale has announced a $150mn CAD investment to extend current mining activities in Thompson, Manitoba by 10 years while aggressive exploration drilling of known orebodies holds the promise of mining well past 2040.

Global energy transition is boosting the market for nickel

The Thompson Mine Expansion is a two-phase project. The announcement represents Phase 1 and includes critical infrastructure such as new ventilation raises and fans, increased backfill capacity and additional power distribution. The changes are forecast to improve current production by 30%.

“This is the largest single investment we have made in our Thompson operations in the past two decades,” said Mark Travers, Executive Vice-President for Base Metals with Vale. “It is significant news for our employees, for the Thompson community and for the Province of Manitoba.

“The global movement to electric vehicles, renewable energies and carbon reduction has shone a welcome spotlight on nickel – positioning the metal we mine as a key contributor to a greener future and boosting world demand. We are proud that Thompson can be part of that future and part of the low carbon solution.”

Vale continues drilling program at Manitoba

Coupled with today’s announcement, Vale is continuing an extensive drilling program to further define known orebodies and search for new mineralization.

“This $150mn investment is just one part of our ambitious Thompson turnaround story. It is an indicator of our confidence in a long future for the Thompson operations,” added Dino Otranto, Chief Operating Officer for Vale’s North Atlantic Base Metals operations.

“Active collaboration between our design team, technical services, USW Local 6166, and our entire Thompson workforce has delivered a safe, efficient and fit-for-purpose plan that will enable us to extract the Thompson nickel resources for many years to come.”

The Thompson orebody was first discovered in 1956 by Vale (then known as Inco) following the adoption of new exploration technology and the largest exploration program to-date in the company’s history.  Mining of the Thompson orebody began in 1961.

“We see the lighting of a path forward to a sustainable and prosperous future for Vale Base Metals in Manitoba,” said Gary Annett, General Manager of Vale’s Manitoba Operations.

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