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Rio Tinto

CFMEU slams Rio Tinto’s warning on robots replacing Aussie workers – by Ben Hagemann (Ferret.com – March 31, 2014)

http://www.ferret.com.au/

The Construction, Forestry, Mining and Energy Union (CFMEU) has struck back after Rio Tinto’s warned that Australian mining labour forces could be replaced by robots.

Rio Tinto CEO Sam Walsh has cautioned Australia against allowing resource projects to shut because of local cost pressures, and warned that Australian society and Australian workers had to ensure they didn’t price themselves out of the market.

He said that the carbon and mining taxes were an issue, and that Rio Tinto is banking on the repeal of both the mining and carbon taxes. “It’s awfully important Australia maintains its competitiveness,” Walsh said.

He said Rio Tinto’s push into the “robotisation” of mining was partly due to the massive wages the company has been forced to pay in Australia. Walsh first introduced automated workshops when he headed Nissan’s manufacturing operations, and said that was done because Australians didn’t want to do the hard, dirty work.

“Some people have expressed concern about automation but quite frankly it’s getting harder and harder to attract young people to remote areas,” he said.

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China’s steel meltdown will ripple around the world – by Carl Mortished (Globe and Mail – March 27, 2014)

The Globe and Mail is Canada’s national newspaper with the second largest broadsheet circulation in the country. It has enormous influence on Canada’s political and business elite.

LONDON — There’s too much mining, and too much iron ore. Overproduction will take the price of steel’s raw material down by almost a third over the next few years, says Australia’s official forecaster. A supply glut could be just part of the problem, because a swathe of Chinese steel makers are burdened with too much debt – and Beijing is not keen on bailouts.

Australia’s iron triumvirate – Rio Tinto Group, BHP Billiton Ltd. and Fortescue Metals Group Ltd. – are ramping up production, and chasing market share at the expense of prices. The frenzied digging means that the country’s exports of ore are expected to rise by almost a fifth to 680 million tonnes this year.

Australia’s Bureau of Resource and Energy Economics is predicting that by 2019, the iron ore price will fall from last year’s average of $126 (U.S.) per tonne to $87.

The price has already declined by a fifth since the beginning of this year, moving close to $100 per tonne, amid concerns that China’s export engine is slowing.

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Rio Tinto Puts Indian Women in the Driver’s Seat – by Joe Kirschke (Engineering and Mining Journal – March 19, 2014)

http://www.e-mj.com/

India is no easy place to be a woman. Despite comprising a workforce majority in the teeming nation of 1.2 billion with equal rights under a 1949 constitution, India’s women are almost universally exploited while often denied access to health, education and other basic needs. Worse, the world’s second most populous nation looms among the most dangerous places for gender-based violence.

Madhya Pradesh, one of India’s poorest regions and home to Rio Tinto’s Bunder Diamond Project, is emblematic: In 2011, the National Crime Bureau recorded 3,406 assaults against women—surely a conservative figure, and the highest rate nationwide. But while meeting local women pending development of India’s No. 1 diamond resource the year before, Rio officials noticed another grouping: dozens of raised hands at a community meeting—all hoping for driving skills.

The diversified Anglo-Australian giant is now beating the curve in empowering women in a deeply tribal, hardscrabble land booming India has long since forgotten. Through community development, moreover, Rio Tinto is bringing a Corporate Social Responsibility (CSR) win-win for women in a trajectory where half marry before 18, and 60% of whom give birth within a year amid one of the highest infant mortality rates worldwide.

The story surrounding Rio’s CSR footprint in the 15 villages of 15,000 inhabitants each surrounding its Bunder site dates to 2006, two years after the discovery of porous volcanic outcroppings revealed the deposit.

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$3B potash mine possible for Sedley – by Bruce Johnstone (Regina Leader-Post – March 19, 2014)

http://www.leaderpost.com/index.html

Rio Tinto partners with North Atlantic

A brief mention of a joint venture project with North Atlantic Potash Inc. in Rio Tinto’s 2013 annual report has the potash industry buzzing about a large find of potash near Sedley, about 30 kilometres southeast of Regina.

As it turns out, Saskatoon-based North Atlantic internally announced the discovery of 329 million tonnes of potash on its website in December, but never released the information to the public, according to a North Atlantic employee.

In the annual report, Rio reported that the Sedley area discovery contained “encouraging potash grade and thickness,’ according to an article earlier this week in The Australian, the country’s largest national newspaper.

The joint venture between Rio Tinto Potash Management, a subsidiary of Rio Tinto, one of the largest mining companies in the world, and North Atlantic Potash, a subsidiary of JCS Acron, one of Russia’s largest mining companies, was formed in 2011.

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Rio unveils big potash find near BHP mine – by Matt Chambers (The Australian – March 18, 2014)

http://www.theaustralian.com.au/business

RIO Tinto has declared it is sitting on a big potash deposit in Saskatchewan in the same basin where its rival BHP Billiton is spending $US3.8 billion ($4.2bn) just to be ready to mine the fertiliser ingredient when global food demand warrants it.

In its annual report, Rio described the KP405 potash discovery as the eighth “tier-one” discovery in the past decade by its exploration group. “Drilling results indicate encouraging potash grade and thickness,” Rio said.

“Higher nutritional standards, population growth and limited arable land make potash a critical factor in maintaining global food security.” Rio’s Russian partner, Acron, has been more animated, saying there is the potential for a long-life, low-cost mine at the “massive” KP405 deposit.

BHP chief Andrew Mackenzie describes potash as a potential “fifth pillar” of BHP’s commodities business, indicating the potential he thinks the company has in Saskatchewan’s Elk Point Basin.

BHP last year approved a $US2.6bn spend to gain access to the deposit, bringing total approved spending to $US3.8bn before it has made a definite decision to mine.

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Rio Tinto unveils its Processing Centre of Excellence – by Cole Latimer (Mining Australia – March 13, 2014)

http://www.miningaustralia.com.au/home

Rio Tinto has unveiled the latest component of its Mine of the Future program – the Processing Centre of Excellence.

Based in Brisbane, Rio says this “is a world first, state-of-the-art facility that ehances monitoring and operational performance by examining in real time processing data from several Rio Tinto operations spread across the globe”.

Known by some colloquially as ‘the excellent centre for excellent excellence’, it will be operated by a team in Brisbane, that will provide processing solutions and initiatives to mine sites in Mongolia (at Oyu Tolgoi), the US (at Kennecott), and across Australia (at five different sites).

A massive interactive screen while show, and analyse, technical data in real time, “allowing processing improvements ot be immediately introduced and operational performance to be optimised,” the miner said in a statement.

Early trials have already led to improvements such as adjusting the flotation process for gold and copper recovery at Oyu Tolgoi in Mongolia.

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BHP Billiton Half-Year Profits Rise, Led by Iron Ore – by Rhiannon Hoyle (Wall Street Journal – February 17, 2014)

http://online.wsj.com/home-page

SYDNEY–BHP Billiton Ltd. (BHP) said Tuesday its first-half profit rose, as it cut spending and squeezed more from assets including its vast Australian iron ore pits to offset a decline in global commodity prices.

BHP-the world’s largest mining company by output-reported a net profit of US$8.11 billion in the six months through Dec. 31, up from a profit of US$4.43 billion in the year earlier period. The result beat an average US$7.04 billion of seven analysts’ forecasts compiled by The Wall Street Journal.

Melbourne-based BHP increased its interim dividend by 3.5% to 59 U.S. cents a share, reflecting Chief Executive Andrew Mackenzie’s strategy of focusing more on boosting returns for shareholders and less on costly acquisitions or funding major new projects.

Miners like BHP and Rio Tinto PLC (RIO), which invested billions of dollars in new projects over the past decade as an Asia-led boom in demand for raw materials like coal and iron ore, are being forced to overhaul their strategies as prices of those commodities fall. An economic slowdown in China-the world’s biggest buyer of commodities-and several big new mines starting up have left the world awash with too much supply.

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COLUMN-Identical twins BHP and Rio start to differ – by Clyde Russell (Reuters India – February 18, 2014)

http://in.reuters.com/

Feb 18 (Reuters) – For the past 18 months BHP Billiton and Rio Tinto have appeared like identical twins, singing the same tune on cutting back spending, controlling costs and returning more to shareholders.

The latest financial results show the world’s two biggest diversified miners are finally hitting the right notes with investors, but are diverging in style.

BHP Billiton on Tuesday posted a 31 percent rise in first-half profit to $7.76 billion, beating the median analysts’ forecast of $6.93 billion. This was achieved on the back of annualised cost savings of $4.9 billion, lower capital expenditure and higher profits from expanding iron ore output.

It was a similar story for Rio Tinto, which on Feb. 13 reported a 45 percent jump in second-half profit to $5.99 billion, exceeding the median forecast of $5.49 billion.

As with BHP, much of the boost came from cuts to capex and operating costs, with the standout performer being iron ore, which provides about 90 percent of the company’s profits.

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Rio Tinto in talks to sell Quebec aluminum plant – by Josephine Mason (Reuters U.S. – January 27, 2014)

http://www.reuters.com/

NEW YORK – Jan 27 (Reuters) – A small Canadian aluminum producer is in talks to take over Rio Tinto Alcan’s aluminum casthouse in Shawinigan, Quebec, rescuing the plant from closure at the end of this year, the fund’s project leader told Reuters on Monday.

Sotrem, a company based in Saguenay, Quebec, that makes aluminum foundry alloys and deox, a type of aluminum used to remove oxygen in steel production, is leading the deal to buy the plant, said Yvon D’Anjou, who is in charge of the project.

“We expect to come to a consensus in the next few months,” said D’Anjou. He is familiar with the plant, having worked as head of business development at Alcan until 2008, he said. A spokesman for Rio Tinto confirmed in an email that the company has entered exclusive negotiations for the sale of the casthouse, but did not give any further details.

Under a plan drawn up by Sotrem, the casthouse would produce 35,000-40,000 tonnes per year of small-diameter extrusion billet, a niche product used to make gas cylinders and scuba diving tanks, D’Anjou said.

That capacity could increase to 60,000 tonnes in the next two years if there was demand. The smelter on site, which Alcan shut towards the end of last year, is not included in the deal, he said. 

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Rio Tinto details blueprint for indigenous jobs – by Patricia Karvelas (The Australian – January 27, 2014)

http://www.theaustralian.com.au/

MINING giant Rio Tinto has told Tony Abbott’s indigenous jobs review that enormous changes must be made to get Aborigines into jobs.

These include providing incentives for the nation’s best teachers to relocate to remote Australia and changing rules that make it attractive to stay on welfare in order to receive cheaper housing.

Rio Tinto Australia managing director David Peever, who has been appointed to the Prime Minister’s Indigenous Advisory Council, has written to the indigenous jobs review headed by mining magnate Andrew Forrest to present a blueprint for change.

Rio Tino has been under scrutiny after it decided to wind down its Gove alumina refinery in Arnhem Land, devastating a 1500-strong workforce that includes many indigenous employees, after telling Australian governments there was no point in further negotiations to save the plant.

Rio says in the third quarter of last year, the company employed approximately 1650 indigenous people in permanent roles across its Australian operations, representing 7.3 per cent of the total workforce.

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Rio Tinto Slashes Costs as Iron-Ore, Coal Output Hit Records – by David Stringer and Jesse Riseborough (Bloomberg News – January 16, 2014)

http://www.bloomberg.com/

Rio Tinto Group (RIO), the world’s second-largest mining company, beat its 2013 cost-cutting targets as fourth-quarter iron ore production advanced to a record on increased Chinese demand.

Output climbed 7 percent to 55.5 million metric tons last quarter from 52 million tons a year earlier, London-based Rio said today in a statement, in-line with the 55.7 million-ton median estimate of five analysts surveyed by Bloomberg.

Rio cut cash costs by more than $2 billion and halved exploration spending across its suite of commodities to $948 million last year, beating the targets set by Chief Executive Officer Sam Walsh after he replaced Tom Albanese in February following failed aluminum and coal deals. The cuts came even as production of iron ore, thermal coal and bauxite rose to records, Walsh said.

“What Rio is trying to articulate is that it’s delivering on its promises, it has a very solid business and it’s leveraged to the iron ore price,” said Peter Esho, chief market analyst at Invast Financial Services Pty. in Sydney.

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Walsh’s steely resolve for change of culture helps Rio Tinto turn around – by Andrew Burrell and Paul Garvey (The Australian – January 4, 2014)

http://www.theaustralian.com.au/business

SOON after arriving in London a year ago to begin his reign as chief executive of Rio Tinto, Sam Walsh took a stroll from his Kensington home to check out an antiques fair at nearby Sloane Square.

The avid collector of milk jugs — he has more than 350 of the cherished antiques stashed away in his other house in Perth — was in his element as he prepared to browse the collectables. “I walked up to the very first stand and picked up a Royal Worcester milk jug,” recalls Walsh. “And the lady looked at me and said, ‘Australian accent, interested in milk jugs, we know who you are — we’ve been expecting you!’ ”

Walsh roars with laughter when telling the story, partly because he cheerfully revels in the fact his passion for delicate milk jugs breaks all the stereotypes of the knockabout mining industry. But he knows too that it’s much harder to be anonymous — even at an antiques fair — when you’re running one of the biggest companies in one of the world’s financial capitals.

It’s even harder, it may be suggested, when you’re trying to lead the turnaround of a company that had spectacularly lost its way under predecessor Tom Albanese, culminating in more than $US14 billion in writedowns as a result of the failed 2007 acquisition of Canadian aluminium producer Alcan and the disastrous takeover of African coal play Riversdale Mining in 2011.

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Eggs Benny with the man who led the counter-revolution at Rio Tinto [Sam Walsh] – by Eric Reguly (Globe and Mail – December 13, 2013)

The Globe and Mail is Canada’s national newspaper with the second largest broadsheet circulation in the country. It has enormous influence on Canada’s political and business elite.

LONDON — Sam Walsh is a curious mix of plain-spoken modesty and polished style. With his cherubic face and easy smile, the Australian chief executive officer of Rio Tinto, the world’s second-largest mining company, would make the perfect Santa Claus. He is addicted to Coca-Cola, loves to tell stories and has a dotty obsession with milk jugs, the little porcelain ones you find on tea or coffee trays.

In China, he once paid for an entire dinner set just so he could nab the one jug that went with it. “I pulled the milk jug out and stuck it in my pocket,” he says, grinning. “The store owner went mad because she was left with a dinner set without a jug.”

Yet he is also addicted to fine suits – Canali is his brand – collects modern art and, along with his wife Leanne, is a regular at London’s Royal Albert Hall.

His easy-going manner is deceiving; his job is to fix the damage inflicted on the company by an epic spending spree that was highlighted by the $38-billion (U.S.) purchase in 2007 of Montreal’s Alcan, probably the biggest, stupidest resources deal of the last decade. He is doing it with the steely efficiency of the great white sharks hunting in the waters off his home town of Perth, Western Australia.

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Rio Tinto on track to save $3bn in costs – by Alex MacDonald (The Australian – December 12, 2013)

http://www.theaustralian.com.au/business

MINING titan Rio Tinto says it has already exceeded its target of cutting $2 billion in operating costs by the end of the year and said it will prioritise paying down debt next year.

Major resources companies such as Rio Tinto are moving to bolster their balance sheets and profits in the face of subdued prices for many commodities, as a decade-long mining boom cools.

Rio Tinto already announced plans to more than halve its capital expenditure to less than $8 billion by 2015 from last year’s level while its peer BHP Billiton announced plans to cut its capital spend below $15 billion in the future from $21.7 billion in the last financial year.

In an effort to boost profitability, mining companies are also slashing operating costs by reducing headcount, increasing production capacity at its operations, and revising supply contract agreements among other things. Rio Tinto announced in February plans to cut operating costs by $2 billion through such measures by the end of the year.

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Massive investment will complete Kitimat smelter project – by Richard Gilbert (Journal of Commerce – December 9, 2013)

http://www.journalofcommerce.com/

Rio Tinto is planning to invest US$2.7 billion to complete the modernization of its aluminium smelter in Kitimat, B.C., while the company is cutting back on capital spending at projects around the world.

“For nearly 60 years, the smelter has been a major impetus for the economic development of northwest British Columbia,” said Jean Simon, president, primary metal, Rio Tinto Alcan.

“We are very proud to announce this US$2.7 billion investment to complete the modernization project. This is one of the largest private investments in B.C.’s history and it will ensure the sustainability of the aluminium business in Kitimat for decades to come.”

Rio Tinto announced on Dec. 1 that the US$3.3 billion Kitimat modernization project will be completed in 2014.
The project involves the demolition of several buildings on the site of the existing smelter and clearing space for a new plant.

The project began in 2011 and will create 2,500 jobs during the peak period of the construction phase.

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