Company: RTNTF
Filing Date: 2025-02-20
Form Type: 20-F
Source: 0001628280-25-006642
Chunk: 188

Company: RIO TINTO LTD
Filing Date: 2025-02-20
Form: 20-F
Chunk 188
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 closures (including Channar and Eastern Range), Gove, Argyle, Energy Resources of Australia (ERA), Mange-Garri, Diavik and legacy sites. Risk oversight: Closure Steering Committee, Risk Management Committee, Sustainability Committee Building trusted relationships with Indigenous Peoples Our relationships with Indigenous Peoples play a material role in delivering our operational and strategic goals and in our ability to operate. A breakdown in these critical relationships may have a significant impact on our business. We aim to build respectful and enduring relationships with Indigenous partners and communities, enabling them to realise their goals and aspirations and to create long-term shared benefits.

| l | Social Licence | Change vs 2023: Stable |

Risks (threats) Mining activities may strain relationships with Indigenous Peoples, particularly where actual or perceived damage of significant cultural values (cumulative or acute) occurs without appropriate consultation and consent. This may result in loss of trust with Indigenous Peoples, impacting our social licence to operate. Key exposures Indigenous Peoples near Resolution, in the Pilbara, Cape York (Weipa), Canada (Quebec, Labrador, British Columbia), and Argentina. Risk oversight: Risk Management Committee, Sustainability Committee

| Annual Report on Form 20-F 2024 | 97 | riotinto.com |

Strategic report | Our approach to risk management

Risk to excel in development strategic objective Delivering on our growth projects Delivering our growth strategy relies on our ability to develop resources faster and more competitively than others, while striving for impeccable ESG credentials, and on the success of our exploration (greenfield and brownfield) and acquisition activities to secure those resources. Developing projects requires complex multi-year study and execution plans and carries significant delivery risk.

| l | Excel in Development | Change vs 2023: Stable |

Risks (threats) New high-quality deposits are increasingly scarce, and those that are known require advances in processing technology, significant capital investment, or may negatively impact our ESG credentials. Additionally, as studies and projects progress, they are susceptible to changes in approvals, societal expectations, or changes in underlying commercial or economic assumptions which could impact economic viability. Key exposures Simandou, increasing approval timeframes in the Pilbara, Oyu Tolgoi underground expansion, Rincon, Resolution and Jadar. Risk oversight: Investment Committee, Ore Reserves Steering Committee, Risk Management Committee, Board Risk to i mpeccable ESG strategic objective Minimising our impact on the environments we work in and building physical resilience to changes in those environments, including climate change and