The paper “ Rio Tinto Indigenous Employment Program in Australia” is an intriguing version of the case study on human resources. Rio Tinto is an international mining company that has its headquarters in the United Kingdom. The company is a combination of Rio Tinto PLC and Rio Tinto Limited. The two entities form a group that combines productivity with a responsible approach to business. Furthermore, the group aims towards satisfying a sustainable development model that encompasses working with host communities as close as possible. They do these by respecting the cultural values and ideals of the host communities and maintaining a symbiotic relationship with these communities.
This paper presents a case study of Rio Tinto indigenous employment program in Australia. It aims at examining the relationship between the Rio Tinto group and the Aboriginal and Torres Strait Islander indigenous population. StakeholdersThe stakeholders involved in this program are the community leaders of the Aboriginal and Torres Strait Islander people, the company’ s management and the indigenous people themselves. Werther and Chandler (2010) explain that a stakeholder is an individual or a group of people that possess an interest in the actions of an organization.
The leaders of the two communities are involved in consultations with Rio Tinto officials to lay down the groundwork for the corporation between the company and the indigenous population. The leaders represent their communities in consultations with the company. They are in charge of picking the type of relationship they want to pick with the Rio Tinto group by presenting their needs and requirements that are to be met by the company before they enter into a partnership. They, as traditional landowners, are signatories on agreements between the community and the company.
An example of such an agreement was the Argyle participation agreement of 2005. The agreement outlined the community’ s and the company’ s vision for the development of the region to the benefit of both the community and the mining company. The indigenous people form a core stakeholder group in this relationship. As the company benefits from exploiting the mineral reserves on their land, the indigenous population benefit by getting employment opportunities, education provision, business development and provision of training programs for students in engineering, administration, and human resource courses.
The management of the company is involved with: decision making concerning the agreements made with the indigenous population, meeting with community leaders and putting in place programs that will mutually benefit the company as well as the indigenous communities. Impacts on the company’ strategic objectivesEven though Rio Tinto is a global company with branches in the United Kingdom, North America, South Africa, Asia, and Europe, its business base in Australia make up a third of its assets. Therefore, the company’ s operations in Australia are a significant part of the growth and development of the whole Rio Tinto group of companies.
As mining is a capital intensive undertaking and is a long term investment, viable strategies and policies need to be developed to cope with the running of the company in remote regions. The main strategic objective of Rio Tinto is maximizing the long term benefits of the companies’ shareholders which include the location, extraction, and processing of mineral resources in the whole world. This core strategy incorporates operations in a manner that is ethical and also socially responsible.
The company aims to uphold a good reputation that would make it an attractive business organization. Rio Tinto has six strategic pillars that impact on its operations. They include health and safety, operational and financial delivery, growth and innovation, people, communities and environment and finally customers and markets,