How a bunch of Australian funds toppled Rio’s chief

Rio's board scrambled to find an appropriate response to the Juukan Gorge disaster.

Rio Tinto’s chairman Simon Thompson was deep in dialogue with the board over how extreme the sanctions must be for its worst disaster in many years when a query was raised: the place does the destruction of a 46,000-year-old Aboriginal heritage website sit on the spectrum of different crises which have rocked company Australia?

The first comparability, board members agreed, must be rival BHP’s 2015 Samarco dam collapse in Brazil that killed 19 folks and poured mine waste into the native river. Rio’s catastrophe was completely different; nobody was lifeless. But they had been nonetheless eager about taking a look at what accountability adopted. Although BHP to today is coping with the fallout of lawsuits, reparations and restoration actions, Rio’s board famous that the reckoning for BHP’s prime brass had been comparatively contained. No rapid dismissals. Case Study No. 1.

Case Study No. 2 concerned newer occasions at Westpac (money-laundering scandal, child-trafficking hyperlinks) which claimed the scalps of the financial institution’s chairman and chief govt final 12 months. But this, too, was completely different to what Rio was going through, as a result of Westpac’s disaster concerned one thing unlawful.

Rio’s board scrambled to search out an applicable response to the Juukan Gorge catastrophe.Credit:Erin Jonasson

A 3rd company disaster – sexual harassment allegations that shook AMP – was additionally being monitored, however on the time of this convention name, was nonetheless enjoying out.

Nearly three months had handed since Rio Tinto’s ill-fated resolution to blast by two culturally important rock shelters at Western Australia’s Juukan Gorge for a mine enlargement, leaving conventional homeowners devastated and the Australian public incensed. The miner’s board of administrators, spanning three continents, was looking for a precedent – any related benchmarks – that would information its accountability response.

It might discover none.

But if each day updates and a stream of investor telephone calls would make one factor painfully clear, it was that the board’s first attempt at delivering accountability – a proposal to dock the annual bonuses of chief govt Jean-Sebastien “JS” Jacques, iron ore boss Chris Salisbury and company relations boss Simone Niven – was not going to fulfill. A refrain of buyers was saying: “Heads have to roll”.

“Some were very vocal in expressing their concerns both publicly and privately, but there were a lot of shareholders who were supportive of the management team and felt they had done a good job,” chairman Simon Thompson recalled. “We had to balance a wide range of views. If we feel some critical stakeholders do not have the confidence in the ability of this leadership team to make the necessary changes, then, of course, we have to move on.”

Thompson, a minimum of for some time, didn’t suppose he needed to. Why would he?

Shares in Rio Tinto, the world’s second-largest mining firm, are dual-listed on the London and Australian inventory exchanges, the place its shareholder registers are dominated by US-based funding giants and the Chinese-owned Chinalco.

Australian buyers, the place the difficulty was rising, account for lower than 20 per cent of Rio’s inventory.

It started with the likes of AustralianSuper, HESTA, Unisuper and Aware Super (previously First State) looking for teleconferences with the board. After it was decided that accountability could be restricted to pay cuts reasonably than dismissals, the calls elevated in frequency. The proposed penalties fall “significantly short”, is how AustralianSuper’s chief govt Ian Silk put it. “We have asked the board to reconsider its response.”

Chief executive Jean-Sebastien Jacques was forced to resign over the disaster.

Chief govt Jean-Sebastien Jacques was compelled to resign over the catastrophe.Credit:Philip Gostelow

But, equally, the board was additionally listening to from different buyers – buyers within the United States, Britain and Europe – lots of whom had been a lot bigger shareholders, and plenty of of whom held views on applicable accountability that had been vastly completely different to the Australians’.

Rio’s American shareholders had been stated to be livid, and even seen the proposed bonus cuts as a dramatic overreach towards three otherwise-excellent executives, in line with a supply aware of the workings of the board. Rio’s European funds, too, had been extra muted in opposition to the bonus cuts proposal. And many fervently supported the board’s resolution to maintain Jacques as CEO.


If this was an rebellion, it did not have the numbers.

“Just a few colonial troublemakers … won’t worry us,” is how the top of 1 giant Australian fund characterised Rio’s London-focused board’s views on the time. Not to say that the calls had been largely coming from {industry} tremendous funds with hyperlinks to left-leaning commerce unions.

There was no single tipping level so to talk. Pressure for motion picked up slowly. And two key interventions got here on the eleventh hour – from the Church of England Pension Fund and Australia’s $160 billion Future Fund.

Peter Costello, the Future Fund’s chairman and a former federal treasurer, instructed Thompson instantly that resignations had been obligatory.

“What has become clear,” Thompson stated, days later, “is that the issue of individual accountability was hindering our ability to start rebuilding trust. On that basis, by mutual agreement with JS, Chris and Simone, we took action.”

The “rabble” in Australia did not have the assist. What they did have was the moral arsenal. And in a stark signal of the instances the moral points fanned out and prevailed. Shareholder democracy – that concept that you just get as a lot say as your vote – had been turned on its head.

Everyone’s speaking ESG

Would a coup like this, with out the majority of shareholder assist, have succeeded 5 years in the past?

In the aftermath of final week’s Rio resignations, it is a query that has been raised by a number of mining and company governance insiders, with BHP’s 2015 disaster cited as the obvious benchmark.

“Probably not,” stated one. “Samarco is clearly a really completely different occasion, however an excellent comparability for severity of response.”

“Do you suppose if Samarco occurred right now that the CEO would have survived?” asked another. “I’m not so positive. Standards have elevated. We are all now on discover.”

The $130 billion Aware Super, which joined a coalition of 11 buyers to co-sign a letter to Rio’s board final week demanding higher accountability, says the result was a part of a broader, accelerating shift of shareholders and boards turning into extra attuned to environmental, social and governance issues – generally known as “ESG”.

‘Just just a few colonial trouble-makers … gained’t fear us.’

Head of a giant Australian fund

Superannuation buyers have been spearheading the rise of ESG stress amid the rising consciousness that corporations missing of their “social licence to function” – that’s, ongoing acceptance of its enterprise practices by stakeholders and the broader public – current longer-term dangers to members’ retirement financial savings.

“Having engaged with corporations during the last 5 years we have now frequently heard from them that nobody ever asks them the identical questions we do,” says Liza McDonald, Aware Super’s head of accountable investments.

“We have an actual alternative to encourage corporations to behave in a means that creates long-term, sustainable returns for our members.”

Few industries are extra uncovered to such ESG dangers than mining, which, by its very nature, has a major influence on the atmosphere and communities.

‘I feel we’re seeing a major second.’

Danielle Welsh-Rose, head of ESG at Aberdeen Standard

Until now, a lot of the ESG stress going through mining corporations has been across the world warming influence of their operations and carbon-intensive assets they promote. At threat of being screened out by ESG-conscious buyers and seeing their shares dumped, miners have been ploughing billions of {dollars} into emissions-reduction initiatives lately, switching to renewable power the place doable, signing as much as objectives to turn into “net-zero” emitters. Some of the largest diversified miners have been hastening strikes to scale back their publicity to coal.

But what Juukan Gorge has performed is ready off a groundswell of investor consideration on corporations’ engagement with conventional homeowners this 12 months, which is able to characteristic extra closely in future ESG issues, explains Danielle Welsh-Rose, the top of ESG at Aberdeen Standard, one in every of Rio’s greatest British shareholders. This consideration post-Juukan Gorge is being amplified by inequality points raised within the concurrent Black Lives Matter motion.

“I actually suppose this hasn’t been a difficulty with mainstream buyers earlier than and this does mark a shift into the mainstream,” Welsh-Rose says. “I feel we’re seeing a major second.”

Legal reform push

A disturbing fact that this disaster has uncovered is that what Rio did was not illegal. In truth, sacred websites are blasted with some regularity throughout the Pilbara with all obligatory authorized approval, consent of conventional homeowners, and the data of conventional homeowners (The Juukan Gorge’s conventional homeowners say they had been unaware of the blast plan till it was too late to cease it).

As a federal inquiry probing Rio’s actions widens its lens to look how Indigenous heritage is handled industry-wide, a light-weight is lastly being shone on what some Indigenous leaders have lengthy described as the acute energy imbalance that underpins their heritage laws and the land-use offers they signal with assets corporations. Namely, that they’re afforded no proper to attraction approvals granted for works that might influence important websites on their ancestral land, and no energy to veto initiatives themselves.

Researchers and traditional owners have saved the "spine-tingling" site from destruction by Rio Tinto.

Researchers and conventional homeowners have saved the “spine-tingling” website from destruction by Rio Tinto.Credit:Jillian Huntley/Karlka Nyiyaparli Aboriginal Corporation

Executives from BHP had been questioned on Thursday about why they proceeded with making use of for approval to destroy 40 heritage websites at its $4.5 billion South Flank iron ore mine regardless of understanding about conventional homeowners’ issues. While the Banjima folks didn’t object to the approval, BHP acknowledged to the inquiry that its offers with the Banjima didn’t permit them to legally object. Since Juukan, BHP has paused all such plans till it has re-engaged with conventional homeowners. Momentum is rising for authorized reform.

“It took a disaster for folks to start out taking a look at this,” said Jamie Lowe, of the National Native Title Council, which represents 70 traditional owner groups and native title bodies. “Hopefully we will drive modifications to truly occur.”

For Rio’s half, there’s a recognition that it has important modifications to make. There is belief to rebuild and a therapeutic course of to start – with its conventional proprietor companions, shareholders, and with Australia.

The Juukan catastrophe has resurfaced long-held criticism that the management of the mining large – dual-listed on the Australian and London inventory exchanges – has drifted from Australia and turn into disengaged since merging with CRA in 1995, regardless of its iron ore operations right here producing the lion’s share of the worldwide group’s income.

Large buyers and authorities leaders alike have instructed Rio’s board they count on the shake-up to result in stronger ties with Australia and its Indigenous communities. And with Jacques’ exit date set down for March 31 or sooner, a query mark stays over what extent that may information the board’s selection for the subsequent CEO. Some early names within the combine embody a listing of Australian ex-Rio executives: Tom Palmer, the president of worldwide gold miner Newmont; OZ Minerals boss Andrew Cole; ex-Shell Australia chair Zoe Yujnovich. Stephen Pearce, an ex-Fortescue Metals chief monetary officer and present CFO at Anglo American, has additionally been talked about.

Peter Costello, when he was federal treasurer, set strict necessities for BHP to base its operations and govt management staff in Australia following its merger with Billiton in 2001.

Costello says he has now made clear to Thompson his place about what Rio must do – on the senior govt degree, board degree and head workplace features.

“Rio now derives 85 per cent of its profit from mining in Australia, yet its headquarters is in London, its CEO is based in London, its CFO is based in London … if it wants to get more in touch with the issues that affect its business, it’s got to have a greater presence in Australia,” he says.

“This is a view that I have made plain to the chairman, and we hope that the company comes to the same view.”

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