How Rio Tinto’s Restructure Tightens Global Supply Control

Rio Tinto restructures its business with a sharper focus on simplifying operations and strengthening supply chains across its global mining portfolio.

The company launches a new operating model built around three core product groups: iron ore, aluminium and lithium, and copper. Each unit is now led by its own chief executive, with changes taking immediate effect.

This strategic shift is designed to improve efficiency, tighten operational control and channel investment and talent into areas where they can make the biggest impact.

For Rio Tinto, the move is also about ensuring long-term value for shareholders by aligning its operations with market demand and the growing scrutiny on sustainability across the industry.

Integrated approach to iron ore

The reorganisation brings particular focus to Rio Tinto’s Iron Ore business.

Now led by Matthew Holcz as Chief Executive Iron Ore, this unit combines the company’s existing operations in Western Australia with the Iron Ore Company of Canada and the Simandou project in Guinea. Simandou is still under construction but represents one of the most significant new sources of high-grade iron ore globally.

By consolidating these assets under one leadership, Rio Tinto aims to build a more unified global business. The integration is set to support greater knowledge sharing, improve safety standards, deploy proven technologies at scale and share operational expertise across sites.

Iron ore remains critical to global steel production and infrastructure development. With demand from construction and manufacturing sectors remaining high, streamlining supply becomes essential. The new model allows Rio Tinto to deliver more stable and efficient output to these industries.

Simon Trott, who takes over as Chief Executive of the overall business, says the aim is simple: “A simplified business structure, grounded in our fundamental commitment to safety and with sharper focus on the most compelling opportunities we have, will enable us to deliver new standards of operational excellence and value creation.”

Merging lithium with aluminium

One of the more strategic adjustments comes in the alignment of lithium operations with aluminium. Under the leadership of Jérôme Pécresse, the new Aluminium group now includes Atlantic Aluminium, Pacific Aluminium and Lithium.

Rio Tinto’s decision to group these commodities reflects their similar production and processing needs, particularly the energy and infrastructure required at downstream stages.

This arrangement enables the company to deploy systems like the Safe Production System across multiple operations. These tools, originally designed for aluminium production, can now be adapted to boost productivity in lithium as well.

Aluminium continues to play a vital role in transport, packaging and construction, while lithium is central to battery production and the growing electric vehicle market.

As supply chain transparency and sustainability become key demands from customers and regulators, Rio Tinto’s ability to manage both metals under a single umbrella puts it in a strong position.

Focus on copper and future sources

Copper remains a standalone unit within Rio Tinto’s structure, headed by Katie Jackson.

With global demand for copper increasing due to its role in electricity generation, transmission and energy storage, the company keeps its attention fixed on core operations and upcoming projects.

The group continues to operate Oyu Tolgoi in Mongolia, where production is ongoing. It is also stabilising output at Kennecott in the United States and developing projects like Resolution and Nuevo Cobre in Chile. These sites represent future sources of supply as the energy transition drives up the need for critical minerals.

Outside the three main product groups, the Borates and Iron & Titanium businesses are now under the Chief Commercial Officer’s oversight. They remain active, but under review as part of wider strategic planning.

Leadership transitions and forward planning

The structural shift also comes with changes in senior leadership. Sinead Kaufman will leave the company in October 2025, concluding a 28-year career. She joined in 1997 as a geologist in the UK and later helped lead the company’s move away from coal and establish its lithium footprint.

Kellie Parker’s role as Chief Executive Australia also comes to an end. A new Head of Australia will now take on responsibility for external partnerships and stakeholder relations in the region.

Jakob Stausholm, who served nearly five years as Chief Executive, reflects on his tenure: "This has been one of the most extraordinary chapters of my professional life," he says.

"Not just because of what we’ve achieved but because of the people I’ve had the privilege of working alongside.

"My handover to Simon Trott, has been busy and productive; full of stakeholder engagement - including three heads of state across 3 countries. First was US President Donald Trump, then President Milei in Argentina and President Doumbouya in Guinea."

Simon Trott now leads the company into its next chapter: “We have delivered resilient results this year, remain on track to deliver strong mid-term production growth, and continue to make progress against our objectives.

"Our focus now is on unlocking further shareholder value, putting both our capital and talent where it will deliver the greatest returns.”