Employee engagement
An environment where people can develop positive working relationships with colleagues.
Employees are encouraged to create and maintain good working relationships with their team, demonstrate the organisation's values through their own behaviour, and encourage open two-way communication.
Rio Tinto's core values of accountability, respect, teamwork and integrity are expressed through the principles and standards of conduct set out in The way we work. They define the way we manage the economic, social and environmental challenges of our operations and are important to fulfilling our commitment to operate in a responsible way.
Our Speak-Out programme provides employees and contractors with an independent and confidential means of reporting issues such as harassment, unfair treatment or unethical practice in the business.
An employee assistance programme is offered across our business and provides free, independent confidential counselling for employees and their immediate family on issues such as stress, anxiety, depression, interpersonal relationship issues, financial and legal counselling.
In June 2010 Rio Tinto conducted its second employee engagement survey to better understand what is important to our employees. More than 65 per cent of RTCA employees participated in the survey, taking time to comment on areas of corporate social responsibility, sustainable development, leader communication and business direction.
A whole of business action plan was finalised in response to the results of the survey in late 2010 and is complimented by localised, site specific actions at each operation to ensure relevance for employees. The plans will be implemented in 2011, and broadly include actions in the following areas:
- Renewed focus on developing effective leader and team member working relationships. This will include a review of leadership development programmes to monitor and improve their success
- A sustainable development employee engagement programme, providing opportunities for employees to learn about and participate in sustainable development activities in our business.
Another Rio Tinto wide employee survey will be conducted in 2011.
During 2010 we continued to implement our talent management system by introducing a forum for having career conversations amongst employees and their leaders. This provides greater transparency for leaders and employees participating in the annual performance review process.
Blair Athol Mine's My Future Plan programme continued as the mine reduced its production during 2010. The mine has a target closure date of 2016 and the My Future Plan programme was developed to help the business understand employee needs and manage change through to closure of the mine.
My Future Plan consists of a range of communication and consultation processes with employees to establish individual needs and wants regarding personal circumstances, career aspirations, and future roles available on-site and within Rio Tinto, and the possibility of further training to assist employees to gain new skills for future career options. The programme offers a $5000 subsidy to each employee for training and initiatives that built their skill set for the future. During 2010 a Certificate III in Surface Coal Operations was offered to more than one hundred employees through this initiative. The training will enable employees to have transferable skills that are recognised within Rio Tinto and other mining operations.