Rio Tinto workers push back against DEI programs: report

Workers at $161-billion mining giant Rio Tinto are more resistant to diversity programs that aim to promote women than they were three years ago.

Kellie Parker, the chief executive of Rio’s Australian operations, said a survey of more than 11,600 staff recorded “a backlash” against workplace diversity programs.

The report’s author, Elizabeth Broderick — lawyer and former Australian Sex Discrimination Commissioner — wrote: “There was specific resistance toward programs and strategies targeted at women and other marginalised groups such as leadership programs.”

Men feel undervalued or overlooked, she wrote, “with some expressing their view that there was reverse discrimination and that women were being hired who were not suitably qualified,” according to the Financial Review.

Benefits of strong DE&I strategy

Diversity, equity and inclusion (DE&I) programs that include gender balance targets are important because they work, said Prabha Nandagopal, a human rights and discrimination lawyer and founder of Elevate Consulting Partners, which advises organisations on social change strategies.

“The business case is well known in terms of improving innovation productivity, sense of belonging and the overall bottom line,” Nandagopal said. “It’s important that we level the playing field so all people in the workplace have an opportunity to really thrive.”

The benefits of a well-implemented DE&I strategy, she said, are improved innovation, improved productivity and safety and respect in the workplace.

Measures range from having targets around gender equity and mentorship to sponsorship programs that enable women to access senior leadership roles, she said.

DE&I as a driver of innovation and productivity

Nandagopal recommends HR managers look at the diversity metrics in their organisation, speak to workers and understand the perceived barriers.

“Take a multi-pronged approach, starting with recruitment, then retention, and then try to fix that leaky pipeline that we know exists in organisations – to help all people move through the organisation,” she said.

Male-dominated industries – mining, construction, engineering – have a steep hill to climb to close in on gender parity, Nandagopal said. Other sectors, such as education and healthcare, are dominated by women, although men prevail at senior leadership levels.

The Rio Tinto survey showed some women don’t want to appear to be favoured whereas some men assume they are being disfavoured. Nandagopal said she saw a similar “backlash against gender equity measures” when interviewing workers for a cultural review into a gold mining company.

Leadership’s role in explaining benefits of gender equity

When advising organisations on ways to address any potential backlash, she emphasises three points:

• The board, CEO and C-suite must be authentic in reaffirming their commitment to diversity, equity and inclusion.
• They must explain how DE&I programs can link to organisational values and business success by using data and evidence (she points to McKinsey’s annual Insights on Diversity and Inclusion report).
• Leaders must address misconceptions and emphasise how a DE&I approach ensures everyone has opportunity, rather than taking away opportunities from certain groups.

“That zero-sum mentality is still there in organisations across industries,” Nandagopal said. “I was doing some training with a law firm, and I had one of the male partners say to me he feels with these measures that he’s been discriminated against as a white male.”

It’s critical that leaders consult with the workforce before diversity measures are implemented, she said.

“This is where some organisations fall down. They’re really well-intentioned, but they roll out these initiatives without explaining to the workforce why and asking what their thoughts are about it.”

In the lead-up to introducing a DE&I program, Nandagopal recommends focus groups or listening sessions “to encourage really constructive conversations and, importantly, achieve buy-in”.

Workplace culture and risk of sexual harassment

Case studies and “storytelling” are great ways to demonstrate how DE&I programs have impacted individuals and teams in the workforce, she said.

If there are cynics in the audience, listen to them.

“There are always going to be people you can’t convince, but most times when you’re dealing with a fair-minded individual, you explain why it is necessary to level the playing field and you are able to bring them around,” Nandagopal said.

“Everybody benefits from gender equity measures, everyone. Low worker diversity, particularly in senior leadership levels, is a risk factor for workplace sexual harassment and sex discrimination,” said Nandagopal, who in 2023 established the Australian Human Rights Commission’s positive duty monitoring and enforcement team.

Around 39% of Rio Tinto workers surveyed said they had felt bullied in the past year, up from 31% in 2021. About 60% of female equipment operators said they had been bullied.

“Women are experiencing increasing retaliation in the form of gendered bullying due to Rio Tinto’s efforts to promote gender diversity and inclusion,” the report said.

A quarter of staff at Rio Tinto are female, up from 18.4% in 2019.