Introduction: Rio Tinto is a respected international mining group, combining Rio Tinto plc, a London shown general public company headquartered in the united kingdom, and Rio Tinto Small, which is posted on the Australian Stock Exchange, with executive offices in Melbourne. Both companies are signed up with in a dual posted companies (DLC) composition as a single economical entity, called the Rio Tinto Group.
1> Central business:
a. Major products or brands:
Rio Tinto is a leader to find, mining and finalizing the earth's mineral resources. The Group's worldwide functions supply essential vitamins and metals that help to meet global needs and contribute to improvements in living benchmarks.
Rio Tinto's activities span the earth but are strongly symbolized in Australia and THE UNITED STATES with significant businesses in SOUTH USA, Asia, Europe and southern Africa. And, major products include: alumina, aluminium and bauxite, borates, coal, copper, gemstones, yellow metal and metallic, gypsum, flat iron ore, molybdenum, sodium, sulphuric acid, talc, titanium dioxide, uranium and other products.
(Rio Tinto Alcan - Business overview : Home -> Who we are ->Business introduction)
We are the aluminium business of Rio Tinto. We maintain large level, long life, successful operations. We have over 24, 000 employees and are energetic on six continents and in 27 countries. This consists of a significant presence in Australia, Canada and France.
Our businesses are divided into two business units: Bauxite and Alumina, and Primary Metal.
We currently own, operate or have passions in:
6 bauxite mines and deposits in 4 countries
10 alumina refineries in 5 countries
23 aluminium smelters in 10 countries
12 power creating vegetation including 9 hydroelectric facilities
Annually we produce approximately:
35 million tonnes of bauxite (2008)
9 million tonnes of alumina (2008)
4 million tonnes of aluminium (2008)
Our global and Most important Metal headquarters are in Montreal, Canada. Bauxite and Alumina is headquartered in Brisbane, Australia.
Our products derive from all stages of the aluminium creation process:
Refining bauxite into alumina
Smelting alumina to create aluminium
Manufacturing a huge variety of fabricated, semi-fabricated aluminium and amalgamated products
Our AP smelting technology is the industry benchmark in energy and operating cost efficiency. We continue to invest in discovery technology that drive step changes in:
Full economic cost)
b. Business generates the most revenue:
c. Business generates the most profit:
d. Business will drive growth in the next decade:
e. Since 2007, how successful the corporation has been?
2>Corporate cultural responsibility
Every year, we report on our ecological development performance through a number of channels. In addition to the summary of the performance and ecological development highlights in our Annual article, we publish lasting development program information, progress against our goals and targets and performance data on these web pages and we also article under other voluntary commitments.
(Exactly why is it CSR?
Stakeholder engagement is a key aspect of corporate and business cultural responsibility because it
enables a shared understanding of a company's influences using its stakeholders and
the company. For Rio Tinto, it has been a decade-long voyage that demonstrates the
Group's seriousness, through its aspire to learn from different partnerships, in taking
responsible actions. Its approach goes beyond compliance and its own partnerships
approach has truly gone from sponsorship to corporate partnerships that bring value to each
partner by harnessing positively the synergy and commonality they have got. - Article 13 and CBI - CSR RESEARCH STUDY Series, March 2006)
Social responsibility is portrayed in actions to safeguard our own basic safety and that in our colleagues, to protect the environment, and to make an effort to improve neighborhoods where we work and live - BORAX)
4>Strategy: Rio Tinto's target is to increase total shareholder go back by sustainably finding, expanding, mining and producing natural resources.
This company's strategy is to invest in and operate large, permanent, cost competitive mines and businesses, driven not by choice of commodity but instead by the quality of each opportunity.
A fundamental part of this is to deliver value while working within an ethically and socially accountable manner, and remaining committed to permanent ecological development.
To deliver this strategy the Group specializes in:
The breakthrough of Tier 1 (large, low priced) orebodies that will safeguard our future cash flow
The development of Group possessions into safe and reliable large scale, extended life and low cost operations to guarantee the Group can operate profitably at every level of the item cycle
Operating within an honest and socially accountable manner that retains Rio Tinto's reputation and ensures ongoing access to people, capital and mineral resources
Putting long term sustainable development in the centre of everything the Group does
At Rio Tinto, there's always a suite of quality projects under development or appraisal, and a portfolio of global exploration projects to ensure profitable development opportunities for the future
Our strategy of buying large, long run, cost competitive mines and businesses means that people operate on prolonged time horizons. A few of our projects last 40 years or even more from mineral finding to closure, representing large level, long term assets in set capital, often situated in remote control locations.
These long-term commitments provide opportunities for us to plan, put into practice and deliver sustainable contributions to sociable wellbeing, environmental stewardship and economical prosperity, in your strong governance systems.
Our focus on sustainable development provides the framework in which our business operates. This allows us to keep up a highly deemed reputation that ensures ongoing usage of people, capital and nutrient resources. This in turn helps us to deliver better go back for our shareholders, manage risk effectively, reduce environmental impacts, cut functioning costs, attract and hold on to high calibre employees and offer more business development opportunities. These factors help differentiate Rio Tinto from its competitors and contribute to our goal of being the undisputed sector leader in creating value for our stakeholders.
The vitamins and metals produced at our functions donate to society's needs, creating wealth to support community infrastructure, health care and education programs, and delivering financial dividends for our shareholders. Our activities provide the means and chance to develop new approaches to dealing with the world's environmental and human being development troubles, such as environment change and poverty.
We also recognise that, if not managed appropriately, some areas of our activities have the ability to detract from sustainable development, such as options for the future use of water and land; amenity influences on local communities; and greenhouse gas emissions from our businesses and the utilization of the products.
We are suffering from and integrated a structured construction to ensure that we meet up with the goal of contributing to the global changeover to ecological development. This platform contains the "must have" blocks, which signify Rio Tinto's higher level business drivers.
Our global code of business conduct, Just how we work, reinforces our dedication to integrate lasting development thinking in the manner we make decisions about finding, acquiring, developing, and operating possessions throughout the world.
This approach commences with our corporate and business policies, that happen to be supported by strategies and criteria that lay out the minimum appropriate requirements for behaviour or operating conditions. Our regulations are also supported by a range of leadership tools and accountabilities to ensure appropriate execution across the Group. We keep an eye on and survey against our performance using set up indicators and metrics with a suite of Group huge goals and goals.
By communicating and elevating knowing of our approach to stakeholders, we have been embedding a ecological development culture that details every part of your organisation.
We use a global management competency model, Leading at Rio Tinto, to help our people know very well what is expected of these. This requires seven management competencies to be shown at each degree of our organisation, including promoting ecological development. Leading at Rio Tinto has been incorporated in our recruitment and selection, performance management and development planning functions.
Further details on our method of sustainable development and our performance can be found in our Annual survey, in these lasting development web pages and in our business systems' own lasting development information. )
a. Marketplaces Rio Tinto has focused on:
We are firmly displayed in Australia, North America and European countries which take into account 90 per cent of our assets, and we have significant businesses in South America, Asia, and southern Africa.
b. Its report strengths:
c. Would you describe the business as development?
Rio Tinto's website:
The Technology and Invention group (T&I) experienced its origin in the combo of the Operational and Complex Excellence (OTX) company and the Group's Improving performance in concert business improvement work in the areas of mining, processing, property management and proper creation planning.
T&I's focus is usually to be somebody in value delivery with Rio Tinto businesses by:
supporting execution of leading practice and high value projects;
developing and implementing strategic innovation technologies; and
evaluating the technological threat of major capital and development projects.
The group includes a primary team of technology experts and a number of technology centres that develop leading practice and drive ecological improvement in the areas of health, safe practices and environment (HSE), mining, processing, asset management, strategic production planning, and task development and evaluation. Key elements are common and visible options of operational effectiveness, the improvement of analytical tools and increased practical development of staff capability.
A further centre targets step change development to confer competitive advantage in development of orebodies apt to be available to Rio Tinto in the future.
The total staff in T&I at year end was 387, compared with 368 at calendar year end 2006. The increase was due to the higher-level of expansion activity characterising the source sector.
4. c. 2.
23 August 2010
Speaker: John McGagh, Brain of Innovation
Location: Sydney Convention and Exhibition Centre, Australia
Presentation slides can be found in the bottom of the page
I wish to say thanks to the organizers of the ASEG convention for providing the chance to speak to you today. I must say that it's daunting for Substance Engineer to be standing in front of so many geophysicists.
Today I am going to cover three ideas. Firstly I am going to lay out the view that Rio Tinto as a miner is rolling out in confronting the difficulties that lay ahead for our industry when confronted with the unprecedented demand for minerals driven by growing economies. Secondly, I am going to frame the rationale behind Rio Tinto's ongoing work to become the technical market leaders in our sector and explain why we imagine this provides a method for us to capture competitive advantage. Finally, towards the finish of the presentation, I'll deliver a written report to the seminar on the latest developments regarding the VK1TM (*) tool and make lots of milestone announcements.
As we can see from the slide large surface tier #1 Ore Physiques continue steadily to play their part in promoting the global demand for mineral deposits, however, entropy is a one-way street and these ore body are depleted over time. Whilst we husband mineral resources with ever before increasing efficiency and success, clearly, when confronted with current demand we must find substitutes for the middle-aged ore physiques and also switch our minds to the creation of new reference from material we'd previously considered to be throw away. The people of the exploration community have a crucial part to experience in finding new resources. Before shifting from this glide I would like to leave you with a mental construct as we look at the visual images of these mid- to late-life ore body. In the time right away of the Industrial Trend to today the nutrient industry has played out its part in providing the raw materials to what we now call developed nations, this enables about 1. 3 to 1 1. 5 billion people to reach a developed quality lifestyle; for the purposes of this presentation I explain a developed quality lifestyle as being any economy above US$15, 000p. a per capita GDP. Give or have a couple of years the elapsed time from the start of the Industrial Revolution to today is just about 230 years. I will leave you with this thought and can grab this thread a little bit later in the presentation.
Looking at the slip on the screen we return to the problem of finding substitution tier #1 ore systems, the glide shows the comparative size, day of finding and depth of discoveries for copper. As we see from around the 1950s/1960s to today we watch a deepening craze in large discoveries. I'd like to indicate the Image resolution Copper discovery which ultimately shows at ~1500m and is available at depth, this is a joint venture between Rio Tinto and BHP Billiton. Whilst Image resolution Copper is a substantial resource it is very deep, the specialized challenges to create a mine feeding higher than 100, 000 tonnes/day from a depth of approximately 1. 5 to 2. 0 km with ambient rock and roll temps of around 85c is significant. We will need new technology to build up the excellent mines of the future, also, we will need new technology to use the ultra mines into the future if we will cater for growing nations copper needs. Rio Tinto's mine-of-the-futureTM program is, among other activates, chasing a variety of technologies that will help bring these deep massive underground block cave operations into economic creation.
I get your focus on the glide on the display. Here we depict in no order or inclination a snapshot of faces from the developing countries of the world. These folks aspire to the standard of living that we are aware of, they would like to develop their economies and in doing this enrich their lives; to do this they'll require minerals. It is quite possible that the mineral industry must provide similar levels of minerals to around 1. 3 to at least one 1. 5 billion people in the recently developing nations in the next 25 to 30 years to the amounts provided to today's developed nations during the last 230 years. These are rough approximations designed to demonstrate the magnitude of the challenge in front of us, the volumes are natural and do coloring an image. Over another 25 to 30 years approximately 1. 3 to at least one 1. 5 billion people will move beyond $5, 000 GDP per annum to $15, 000 GDP per annum and in doing so they'll build places, build infrastructure, build new places of learning, build new homes and factories and also build places for leisure. Without nutrients this will never be possible, therefore, our industry has a challenge ahead of it.
The slide on the display screen graphically illustrates what goes on when developing countries rapidly develop. Shenzhen, as we see on the display screen, radically changed itself in around 25 years. This picture explains to a tale that may very well be replicated throughout the developing world in years to come. This infrastructure requires minerals and we have to rise to the challenge.
We can take notice of the effect that the current level that usually Chinese industrialization has already established on our industry during the last decade roughly, I'll use Rio Tinto Iron Ore as a visual example. We have been rapidly developing in European Australia a organic of mines that are required to be able to service the demand from expanding nations. As you can see it got around 35 years for Rio Tinto Flat iron Ore to reach the 100 million plenty per annum degree of shipments using their company operations. It took only seven years to include another 100 million tons of capacity. We could today planning to take this procedure to 320 million tonnes per calendar year capacity and possibly beyond. These levels never have been attained by just expanding a couple of operations, as the thing is that we have exposed multiple operations and currently have 12 mines producing on the Iron Ore network. It is quite possible that people will be beginning a mine every two years in order to react to the demand that people anticipate. This degree of expansion brings a variety of technical challenges. We have to manage multiple deposits all with a differing and unique geology/substance composition; we have to draw out product very effectively; we have to embrace ever increasing standards of basic safety and environmental performance, we have to be highly selective in how we mine/mixture and then move this materials through a intricate web of control vegetation and rail associations to arrive at a slot infrastructure that can be up to 300 kilometres away from the mine in order to deliver a combined quality that customers wish to buy. In tackling these technical challenges we are using our internal resources and the ones of our complex lovers to bring technology into our industry, we do that because it is merely good business. By way of example, the entire Iron Ore network is now controlled from one solo building in Perth, European Australia; this control centre is situated approximately 1300 kilometres away from the closest mine. The usage of high technology, advanced marketing communications, advanced processing systems, state-of-the-art visualization systems to assist in planning in blend with remote functions and handy remote control provides Rio Tinto Flat iron Ore with a competitive gain today. This is merely the beginning, we in Rio Tinto can easily see competitive advantages being supplied through this and other scientific advances for decades to come.
Some technical developments take a period of time and we'll talk about VK1TM later, but, I wish to stress that when we see competitive benefit we can apply the technical knowledge and management concentrate to implement improvements in a rapid manner. We shifted from original idea through to switching all of our Iron Ore Operational control to the purpose built proprietary Perth procedures control centre in just over 3 years, when we see value we can and do move very quickly. We believe that demands we have been facing as an industry means we do have to respond quickly. We believe the times when major mining houses can relax and rely after the suppliers to use their balance sheet and their resources to provide technical solutions that the mining residences might just possibly buy have died. Our traditional, indeed new, suppliers come with an important part to experiment with in helping us create the mine-of-the-futureTM, but, Rio Tinto identifies which it must have a much greater role in shaping the technologies necessary for the the mine-of-the-futureTM and in doing this we must anticipate to take on additional, but controllable, risk and in recognition we expect higher rewards for our shareholders.
If we now look at the next glide in the pack this is actually the copper storyline. At the macro level we see the same trend even as see demonstrated inside our Flat iron Ore business. It really is quite possible that over the next 25 to 30 years the global economy will consume a comparable amount of copper that it is consumed over-all of human history to date. Think about the Image resolution Copper example, this demand brings with it the challenge of new technology to provide new degrees of mineral recovery. We vision the mine-of-the-futureTM today because it ensures we will be both effective and efficient as we prosper tomorrow.
The glide summarizes, in bite-size chunks, a variety of obstacles that Rio Tinto envisions taking place in the not too distant future. New solutions provides new opportunities to tackle these troubles, this bodes well for what we believe will be an exciting technical future for both our industry and for folks want to work in our industry in the a long time.
I get asked to make clear what we do in Rio Tinto Advancement? In reply I use the simple construct that rests on the display behind me now. Put simply, Rio Tinto invention exists to allow Rio Tinto's sections to do tomorrow what they can not do today. Whenever we check out our industry through these eye we visit a never-ending group of technical challenges that offer true value adding and shareholder prosperity generating opportunities. Rio Tinto Development does not follow technology for technology's sake, we go after technology since it is an excellent business investment and it provides our company with competitive benefit.
We will move to illustrate a few of the systems residing within Rio Tinto under the Advancement banner. I will run for you a six tiny video recording, the first and last minute contains important corporate and business placement, the central four minutes depict many of the technologies that people will work on and can discuss. These comprise autonomous surface mining in many forms, rapid underground development that will allow us to bring on the Image resolution copper's of the future into production in an useful and effective manner, exciting developments in the advanced restoration of minerals from that which was considered to be waste channels, we also touch after the fantastic knowledge behind VK1TM and we discuss a number of fascinating flotation related trends. We currently have more than 65 opportunities in our Innovation portfolio which we can show you handful today. As I stated before, given the exciting future of our industry we've many areas where step change technology can be employed in order to create the mine-of-the-futureTM. We have to now run the training video.
I could not present as of this conference without immediately touching upon VK1TM. I am going to give you some time to absorb the slip on the display screen as I reflect on some of the backdrop behind this job. It really is my honour to learn Dr. Fank Vehicle Kann, Frank is the inventor and brains behind this technology. Frank told me that some 31 years ago during a meeting with the then Anaconda Copper Company he had put the bits of a new gravity exploration technology together and became persuaded that he could build a much better gravity gradiometer. You probably know that Frank is a physicist from Australia, concluding his PhD in Western Australia and his post-doctorate at Stanford. Frank has resided with the VK1TM dream for 31 years. Rio Tinto became co-travellers in this technology some 21 years ago when Rio Tinto purchased BP Minerals. Many things have happened in the intervening period, materials sciences improved, cryogenic systems have gotten far better, high accuracy micro manufacturing processes have gotten much better and the power of processing systems has increased beyond all recognition. This is the time for the VK1TM tool and I am pleased to announce that we are the end of the start of what is a 31 year voyage.
I will now run a brief two minute video that goes inside the lab as the team was assembling and pre-flight testing the instrument, the video will show you the device on the hexapod through the ground testing phase. I am delighted to have the ability to declare that on Saturday, 21 August 2010 a fully configured cryogenically cooled operational VK1TM instrument got to the air in Western Australia. The tool provided data. Rio Tinto is currently firmly on the path that it lay out for itself 21 years back which is to attain 1Eo sensitivity at 1Hz. That is a very fascinating time for Rio Tinto and I would like to offer my own congratulations to VK1TM development team.
I trust you relished the video. I'm also very happy to announce that we have commenced development of the second, improved, instrument we have selected VK1BTM. We do have a pathway to another evolution the technology which is selected VK2TM, but that story is for a later date.
I would like to now wrap up this conversation along by reflecting on and summarizing what we have covered in the presentation. Rio Tinto requires a long-term view on research and development and given the thrilling future ahead because of this industry we think that innovation is paramount to unlocking future value. Rio Tinto has situated itself to be the technology innovator in the sector and we do this with full knowledge and deliberate planning. Over the last 5 to 6 years Rio Tinto has increased its financing in innovation by over an order of magnitude, I hope that this display has set out the rationale for carrying this out; the rationale is to boost business value and deliver competitive edge.
We didn't abandon our technology investment through the global financial meltdown as some of our competitors does. The investments that we make in Advancement are proportional to the shareholder value that people are targeting to fully capture through the release of the step change technologies; this is the driving rationale behind our mine-of-the-futureTM program.
VK1TM is fascinating for Rio Tinto as we've a path to 1Eo at 1Hz level of sensitivity, the value we see is significant and the shareholder probable is also extensive, therefore, VK1TM will be appropriately resourced to capture this value. We also believe in leveraging synergies, not 7km out of this venue sits the Rio Tinto Centre for Surface Mine Automation. The Centre of excellence is run by Prof. Hugh Durant-Whyte and includes a assortment of probably the best civilian robotics brains. In the centre of the surface mine autonomy aspiration sits data fusion, here lays the synergy opportunity; combining the gravity gradiometer impulses available from VK1TM with other fused data across a variety of exploration data-sets provides an thrilling pathway for new strategies of exploration that'll be pursued by my fellow workers in Rio Tinto Exploration.
This tale will evolve as time passes and I'm sure some rep of Rio Tinto will keep this esteemed gathering suitably appraised of progress.
Before I complete my demonstration I would like to in my opinion offer my thanks a lot, and Rio Tinto's thanks, to the Geological Review of Western Australia and Geosciences Australia making available the Karring test site in Western Australia which will be used as a test foundation for VK1TM. That is an excellent facility and a genuine national source of information for Australia, we do give thanks to both organizations for his or her eye-sight in creating the service.
This completes my presentation. I would like to personally thank everyone in the audience for taking the time to listen to my report and I wish you well for the remainder of your convention.
Please take note of; VK1 is a brand of Rio Tinto, registered in Australia
5> Vission, quest, goals:
a. Vission: Rio Tinto's vision of being the global mining head means retaining or achieving sector command, including operational superiority, sustainable development, exploration and creativity.
The global reach of our operations and jobs gives us the capability to respond to growing demand for metals and minerals from developed and rising economies. Our diverse portfolio, high quality investments, and expertise in technology and marketing give us the ability to supply a broad spectrum of customers and markets. Effective supply string integration with this businesses and Rio Tinto Marine ensures that we meet customer needs and create value for ourselves by delivering the right products and services at the right time to the right place.
Rio Tinto has a solid reputation for operational excellence and sustainable development. This reputation gives us our licence to use, and it is essential that people uphold it and build upon it.
Our belongings and reputation give us the capabilities to operate and increase our business on a worldwide scale. And as we do so, we likewise have the range and expertise to bring permanent advantages to our local areas and host countries.
Rio Tinto's mission is to be the resources company of preference. How it runs is layed out in its statement of business practice Just how we work. It summarises the Group's guidelines and policies for many employees. Underpinning the expectations are corporate regulations that cover communities, career, environment,
human rights, land gain access to, occupational health, political involvement, security and ecological development. The Group sets global standards applicable across all itsoperations, so there is a consistent approach regardless of the locality. This aspect is important to Rio Tinto as it recognises a local concern can influence its global reputation
Rio Tinto Borax will improve its long-term value by left over the global borate provider of choice. - RORAX)
Rio Tinto's purpose is to increase total shareholder go back by sustainably finding, growing, mining and digesting natural resources.
We believe that it is important to set targets across a variety of key sustainable development metrics so that we can continually drive performance improvement and manage risk.
Our targets are designed using the following principles:
They give attention to internal performance, while deciding external motorists.
They must be relevant to the nature in our business.
They have to be measurable and transparent, consistent with other Rio Tinto targets.
They must include a degree of stretch out, while being realistically possible with appropriate management.
Our board endorses our ecological development targets and obtains regular updates on our progress and the key issues affecting performance.
We placed new Group goals across a variety of ecological development metrics during 2009
A 6% decrease in total greenhouse gas emissions per device of commodity production by 2013 (from 2008). We live also targeting an additional 4% lowering by 2015, to deliver a standard 10% cut down
A 7. 5% reduction in total greenhouse gas emissions per device of commodity production in 2009
A 6% decrease in freshwater used per tonne of product by 2013 (from 2008)
A 4% upsurge in fresh water used per tonne of product in 2009
A goal of zero traumas and zero fatalities
Four individuals were fatally wounded while working at Rio Tinto managed functions during 2009. We achieved a 16% improvement inside our all injury occurrence rate (AIFR) which we use to keep an eye on improvement toward our goal of zero accidental injuries.
A 30% reduction in the speed of new cases of occupational condition (per 10, 000 employees) by 2013 (from 2008)
A 21% decrease in the pace of new instances of occupational disease (per 10, 000 employees) achieved during 2009.
A 10% reduction in number of employees (per 10, 000 employees) exposed to a noises environment greater than 85 decibels by 2013 (from 2008)
A 6% upsurge in the number of employees (per 10, 000) exposed to a noise environment of more than 85dB achieved during 2009.
All operations to get in place by 2013 locally appropriate, publicly reported sociable performance indicators that demonstrate an optimistic contribution to the economical development of the communities and parts where we work, constant with the Millennium Development Goals
(Rio Tinto's website)
6>Desirability as an employee:
Through the study, I myself recognize that Rio Tinto is a good company leading to find, mining and producing the Earth's nutrient resources. We can not deny the actual fact that Rio Tinto is a big corporation numerous chains of assignments, obviously the business enterprise has been successful with high income and benefit. An excellent environment which appeals to a lot of employees. And of course, I am one of them. However, I would like to have the chance to take a part in Rio Tinto because of not only these exact things but also its goal and strategy. Rio Tinto pays attention and targets social responsibility. They have the plans of encourage the development by building an invention team. Being a vietnamese person, I do want to hope to be an employee of this company. I love the experience, especially in another type of and professional working environment to broaden my horizon. Furthermore, I love to get the chance to apply what I've learned from the MBA course. Therefore, a foreign corporation like Rio Tinto will be most suitable with my wish.