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Case Study
Rio Tinto: Everyday Respect (B) (eCase) – For usage of this eCase in a program, please contact Case Services

Part B of the Rio Tinto: Everyday Respect multimedia case series reveals the reaction to the report of various stakeholders, as well as how Rio Tinto has acted on the report’s recommendations. The case also shares some of the creative ways Rio Tinto has instilled a culture of respect and enabled it to permeate throughout the organization.

Diversity and Equity and Inclusion Business Ethics Human Resources Leadership Organizational Behavior Sustainability
By David Bach and Shih-Han Huang
Case reference: IMD-7-2466, © 2023
Rio Tinto: Everyday Respect (B) (eCase) – For usage of this eCase in a program, please contact Case Services
By David Bach and Shih-Han Huang
Case reference: IMD-7-2466 ©2023
Summary
Part B of the Rio Tinto: Everyday Respect multimedia case series reveals the reaction to the report of various stakeholders, as well as how Rio Tinto has acted on the report’s recommendations. The case also shares some of the creative ways Rio Tinto has instilled a culture of respect and enabled it to permeate throughout the organization.
Reference IMD-7-2466
Copyright ©2023
Copyright owner IMD Copyright
Organization Rio Tinto Group
Industry Materials, Metals and Mining
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study
Rio Tinto: Everyday Respect (A) (eCase) – For usage of this eCase in a program, please contact Case Services

In February 2022 Rio Tinto publicly released a workplace culture report that revealed that sexual harassment, racism and bullying had been occurring at an alarming rate throughout the organization. This was shortly after the Juukan Gorge disaster in Australia: Rio Tinto caused global outrage when its technicians blew up two rock shelters conside…

Diversity and Equity and Inclusion Business Ethics Human Resources Leadership Organizational Behavior Sustainability
By David Bach and Shih-Han Huang
Case reference: IMD-7-2465, © 2023
Rio Tinto: Everyday Respect (A) (eCase) – For usage of this eCase in a program, please contact Case Services
By David Bach and Shih-Han Huang
Case reference: IMD-7-2465 ©2023
Summary
In February 2022 Rio Tinto publicly released a workplace culture report that revealed that sexual harassment, racism and bullying had been occurring at an alarming rate throughout the organization. This was shortly after the Juukan Gorge disaster in Australia: Rio Tinto caused global outrage when its technicians blew up two rock shelters considered sacred by the Aboriginal traditional owners and deemed to be of “the highest archaeological significance in Australia” by scientists. Why did Rio Tinto commission the report, how did it deal with the findings, and how might reckoning with the past shape its future? In Part A of this online multimedia case series, three Rio Tinto executives – James Martin, Chief People Officer, Kellie Parker, Chief Executive, Australia and Isabelle Deschamps, Chief Legal Officer, Governance & Corporate Affairs – and the independent expert commissioned to write the report, Liz Broderick, describe in their own words their experiences, considerations and the debate about whether to release the report.
Reference IMD-7-2465
Copyright ©2023
Copyright owner IMD Copyright
Organization Rio Tinto Group
Industry Materials, Metals and Mining
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications

Case Study
Multi-stakeholder governance at Better Cotton

Better Cotton was founded in 2005 to set standards for cotton production, with a goal of facilitating ethical, environmental and development-friendly agricultural practices. As multiple players come under increasing pressure to address social and environmental issues across their supply chains, Better Cotton aims to engage all actors to work tog…

Corporate Governance Strategy Sustainability Diversity and Equity and Inclusion
By Didier Cossin and Sophie Linguri Coughlan
Case reference: IMD-7-2421, © 2022
Multi-stakeholder governance at Better Cotton
By Didier Cossin and Sophie Linguri Coughlan
Case reference: IMD-7-2421 ©2022
Summary
Better Cotton was founded in 2005 to set standards for cotton production, with a goal of facilitating ethical, environmental and development-friendly agricultural practices. As multiple players come under increasing pressure to address social and environmental issues across their supply chains, Better Cotton aims to engage all actors to work together. The Better Cotton Standard System was developed as a holistic approach to sustainable cotton production that addresses the three pillars of sustainability: environmental, social and economic. The organization works to build capacity by working with local partners to train cotton farmers worldwide in more sustainable farming practices that improve their livelihoods and protect and restore the environment. Its assurance model aims to balance scalability with cost effectiveness. Its Chain of Custody system matches supply and demand by tracing transactions throughout the supply chain. Better Cotton subscribes to a multi-stakeholder governance model, bringing stakeholders together to participate in dialogue, decision making and implementation of responses to joint problems. By seeking input from multiple types of actors involved in a question, the eventual consensual decision gains greater legitimacy, and it can be more effectively implemented than a response by any single actor. Multi-stakeholder governance requires balancing representation with the need for efficiency and effectiveness in developing and implementing strategy. The case allows for a discussion on the extent to which the BetterCotton governance model is aligned with its strategy and mission, and more broadly, how to design governance for multi-stakeholder organizations.
Reference IMD-7-2421
Copyright ©2022
Copyright owner IMD Copyright
Organization Better Cotton
Industry Manufacturing, Textile
Available Languages English
Contact

Research Information & Knowledge Hub for additional information on IMD publications