delivering long-term shareholder value for personal use only · 10/9/2014 · china’s crude...

Delivering Long-Term Shareholder Value9 October 2014, Perth

©2014, Rio Tinto, All Rights Reserved

Cautionary statement

This presentation has been prepared by Rio Tinto plc and Rio Tinto Limited (“Rio Tinto”) and consisting of the slides for a presentation concerning Rio Tinto. By reviewing/attending this presentation you agree to be bound by the following conditions.

Forward-looking statements

This document contains certain forward-looking statements with respect to the financial condition, results of operations and business of the Rio Tinto Group. These statements are forward-looking statements within the meaning of Section 27A of the US Securities Act of 1933, and Section 21E of the US Securities Exchange Act of 1934. The words “intend”, “aim”, “project”, “anticipate”, “estimate”, “plan”, “believes”, “expects”, “may”, “should”, “will”, “target”, “set to” or similar expressions, commonly identify such forward-looking statements.

Examples of forward-looking statements include those regarding estimated ore reserves, anticipated production or construction dates, costs, outputs and productive lives of assets or similar factors. Forward-looking statements involve known and unknown risks, uncertainties, assumptions and other factors set forth in this presentation that are beyond the Rio Tinto Group’s control.

For example, future ore reserves will be based in part on market prices that may vary significantly from current levels. These may materially affect the timing and feasibility of particular developments. Other factors include the ability to produce and transport products profitably, demand for our products, changes to the assumptions regarding the recoverable value of our tangible and intangible assets, the effect of foreign currency exchange rates on market prices and operating costs, and activities by governmental authorities, such as changes in taxation or regulation, and political uncertainty.

In light of these risks, uncertainties and assumptions, actual results could be materially different from projected future results expressed or implied by these forward-looking statements which speak only as to the date of this presentation. Except as required by applicable regulations or by law, the Rio Tinto Group does not undertake any obligation to publicly update or revise any forward-looking statements, whether as a result of new information or future events. The Group cannot guarantee that its forward-lookingstatements will not differ materially from actual results.

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Extending our competitive advantage

Driving industry-leading margins supported by automation, innovation and technology

Continued proven delivery of world-class projects

Rio Tinto is maximising sustainable shareholder value

World-class assets, seamless supply chain, unencumbered

optionality

Product blend & specialist marketing

capture full value


Yandicoogina overland conveyor

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Brownfields mine development – one of many examples of value maximisation

• Maximising value is part of our DNA

• The 360Mt/a expansion is not tonnage but value-driven

• Chase outcomes that offer greatest value, for example protection of premium Pilbara Blend products

• ~40Mt/a of brownfield mine projects approved and in implementation

• Average mine production capital intensity less than $15/t

West Angelas Stacker 3

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• China is forecast to reach ~1Bt of crude steel production by around 2030

• Driven by exports of manufactured goods and replacement demand

• Iron ore demand growth will be driven by emerging economies with more than 80% of the world’s population

• Other contestable iron ore markets likely to develop over the coming decades including India, the Middle East and the ASEAN countries

China’s crude steel production forecast (Mt/a)

Source: Rio Tinto

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Long-term iron ore fundamentals remain robust

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1,000

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2010 2015 2020 2025 2030China JKT EU27 India ASEAN Middle East Other

Total iron ore demand projections (Mt/a)


Uniquely positioned to capture value enhancing growth

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• Industry supply response to date commensurate with attractive fundamentals

• 4Q tonnes are now being displaced

• Rio Tinto’s resource, cost and market position drives sustainable long-term value from production growth

• Pilbara expansion delivers compelling incremental and absolute value

Source: Source: Rio Tinto, Wood MackenzieNote: Includes shipping and sustaining capital expenditure and is adjusted for inflation and FX. 2020 cost curve based on 2014 real data

2010 Industry cost curve 2020 Industry cost curve

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RTIO Pilbara

Mtpa

$/wmt CFR

Cumula

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Mt/a

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0 500 1000 1500 2000

RTIO Pilbara$/wmt CFR

Mt/a

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• Our low cost advantage has been sustained

over many years

• H1 2014 cash unit cost of US$20.40/t

(11% lower than H1 2013)

• Maintain consistent and attractive

margins (66% in H1 2014)

• An embedded culture of cost discipline

• A ‘cash generation office’ has been

active since the 2008 which drives cost

and productivity focus

• Over 200 individually tracked cost

reduction and productivity improvement

projects

• Sustainable position as the most

profitable producer in the Pilbara

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Industry-leading cash costs and margins

RTIO- Pilbara cash unit cost / EBITDA

margin

(US$ per tonne)


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Proven Probable MeasuredIndicated Inferred Production

• A multi-generational resource with 45Bt of mineral inventory

• Replacing resource and reserves ahead of production

• Ore body knowledge is key to successful delivery of mine plans

• Quality of resources and reserves underpins longevity of Pilbara Blend products

Pilbara resources, reserves and production1

(Mt)

1 Mineral Resource and Ore Reserves are reported in dry metric tonnes, and are reported on a 100% basis, Mineral Resources are reported exclusive of Ore Reserves. Details of the Mineral Resources Resource and Ore Reserves from 2001 to 2013 are found in the Rio Tinto Annual Reports

Rio Tinto owns Pilbara’s leading resources and reserves

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• 75% complete

• All 360Mt/a marine and wharf works complete

• Port B shiploader, stacker and reclaimer commissioned early

• First ore through car dumper 7 ahead of schedule

• All rail works complete, including AutoHaul® wayside works

• First autonomous AutoHaul® journey complete

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360Mt/a infrastructure on time and budget

Cape Lambert 360Mt/a shiploader first ore

Cape Lambert car dumpers 5, 6 & 7


Operations Centre integral to capturing innovation benefits

• Value derived from real-time optimisation of production, maintenance and logistics:

− Revised car dumper timing and additional consist provide extra ~4Mt over 2014 and 2015

− OC optimises the system to ensure no lost tonnes from major conveyor belt rip

• Change in mindset and culture to ensure continued innovation

• Rio Tinto continues leading-edge advantage with key partners

Automationand autonomy

Big data and

analysis

Big data and

analysis

Smart people,smart

operations

Smart people,smart

operations

Mine of the

Future™

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Control room, Operations Centre

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Iron ore supply and pricing 11

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Oct-10 Jun-11 Feb-12 Oct-12 Jun-13 Feb-14 Oct-14 Jun-15

Spot Historical

Forward (SGX)

Iron ore spot and forward prices

($/dmt, CFR China)Annualised global crude steel production

(Mt)

• Iron ore prices have declined throughout 2014 due to increased supply

• Market mechanisms are playing out with ~ 125Mt of high cost global iron ore supply likely to exit the market in 2014

• Crude steel production continues to run at healthy levels

• We continue to witness consistently high demand for Rio Tinto iron ore products across varied market conditions

Source: Platts, SGX

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2003 2004 2006 2008 2009 2011 2013

China

Japan+Korea+Taiwan

N.America

Rest of World

EU

EU (15)

Source: WSA, RTIO Analysis, Mysteel


• Iron ore demand growth is inextricably

linked to the development pathway of

emerging economies where more than

80% of the world’s population resides

• China’s growth story is set to continue

albeit at more modest rates than

witnessed over the past decade

• As China continues to develop, less

steel will be required for domestic stock

accumulation - particularly in buildings

and infrastructure - with more steel

required for stock upgrading and exports

of manufactured goods

• China is forecast to reach ~1Bt of crude

steel production by around 2030

China’s crude steel production forecasts

(Mt/a)

Source: Rio Tinto

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Long-term fundamentals for Chinese iron ore demand remain strong

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For exported goods

Replacement domesticdemand

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Pilbara Blend products are the basis of our expansions

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Product Strengths H1 2014 %

Pilbara BlendFines(61.5% Fe, 8.5% H2O)

• Consistent quality

• The most marketed iron ore product globally

• Base load sinter blend in Asian markets

• ~45%

Pilbara BlendLump(62.5% Fe, 4% H2O)

• Avoids the costs of sintering which will increase with increasing emissions legislation

• ~25%

HIY Fines(58.5% Fe, 9% H2O)

• Ideal chemical composition for the Asian sinter blends, with low alumina and phosphorus

• Coarse sizing aids sinter granulation

• ~20%


The integration of marketing and operations maximises portfolio value

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• Product offering and customer segmentation drives our mine development and production planning

• RTIO Technical Marketing works with customers, researchers and universities to maximise the value-in-use of our products

• Pilbara Blends are the most marketed and commercially liquid ores in the market

• Reported spot transactions highlight that Pilbara Blend Fines consistently achieve a premium over the Platts 62% Fe index

0%

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China Japan Korea, Taiwan Atlantic Other

PBF PBL RRF RRL HIY Conc. Pellets

H1 2014 products by market

%

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Marketing strategies which maximise value15

• Rio Tinto has built a reputation for consistent quality and supply which supports our marketing strategy

• Rio Tinto’s customer portfolio is focused on long term contracts with large mills that have substantial offtake capability

• Of our 2014 volume:

• ~85% will be sold under term contracts

• ~15% uncontracted for sale into the spot market, in support of liquid and transparent indices

2014 Pilbara offtake agreements by pricing

mechanisms

Monthly55%

Q Lagged25%

Q Actual5%

Spot15%


Strong relationships enable supply chain optimisation

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Pilbara shipments to Japan and China (Mt)

Shipments on a 100% basis and includes all Pilbara operations controlled by Rio Tinto.

• Since 1966 Rio Tinto has shipped over 3Bt to Japan and China

• Continuing partnerships with Japan, including the Robe River joint venture, remain central to our business

• The Channar Joint Venture was established in 1987 and has delivered over 200Mt to China

• The Bao-HI Joint Venture was established in 2002 and has delivered over 130Mt to China

• Partnerships allow Rio Tinto to improve sales processes and lower transaction and administration costs

1 billionth tonne shipped to China

1 billionth tonne shipped to JapanFor

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Take-aways

• Iron ore market fundamentals remain robust

• Rio Tinto’s resource, integrated logistics and marketing drives sustainable long-term value

• Rio Tinto will protect margins by remaining the world’s lowest cost major producer

• Commitment to technology and innovation is key to Rio Tinto’s competitive edge

• Pilbara Blend delivers sustained premiums and creates additional value

• Pilbara 360Mt/a delivers compelling and resilient project economics

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Operations Centre Investor visit9 October 2014

Cautionary statement

This presentation has been prepared by Rio Tinto plc and Rio Tinto Limited (“Rio Tinto”) and consisting of the slides for a presentation concerning Rio Tinto. By reviewing/attending this presentation you agree to be bound by the following conditions.

Forward-looking statementsThis presentation includes forward-looking statements. All statements other than statements of historical facts included in this presentation, including, without limitation, those regarding Rio Tinto’s financial position, business strategy, plans and objectives of management for future operations (including development plans and objectives relating to Rio Tinto’s products, production forecasts and reserve and resource positions), are forward-looking statements. Such forward-looking statements involve known and unknown risks, uncertainties and other factors which may cause the actual results, performance or achievements of Rio Tinto, or industry results, to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements.

Such forward-looking statements are based on numerous assumptions regarding Rio Tinto’s present and future business strategies and the environment in which Rio Tinto will operate in the future. Among the important factors that could cause Rio Tinto’s actual results, performance or achievements to differ materially from those in the forward-looking statements include, among others, levels of actual production during any period, levels of demand and market prices, the ability to produce and transport products profitably, the impact of foreign currency exchange rates on market prices and operating costs, operational problems, political uncertainty and economic conditions in relevant areas of the world, the actions of competitors, activities by governmental authorities such as changes in taxation or regulation and such other risk factors identified in Rio Tinto's most recent Annual Report on Form 20-F filed with the United States Securities and Exchange Commission (the "SEC") or Form 6-Ks furnished to the SEC. Forward-looking statements should, therefore, be construed in light of such risk factors and undue reliance should not be placed on forward-looking statements. These forward-looking statements speak only as of the date of this presentation.

Nothing in this presentation should be interpreted to mean that future earnings per share of Rio Tinto plc or Rio Tinto Limited will necessarily match or exceed its historical published earnings per share.

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• Concept originated through RTIO’s Industry Leadership Programme.

• Business context: growth, volatility, complexity - needed a more responsive organisation.

• Decision made to establish an integrated planning function and an Operations Centre.

Control

Room

OB1

OB2

A strategically important project

UtilitiesMines Plants Rail Ports

Centralised Control Room

BENEFITS

Integrated Planning and Scheduling

Whole of System Visibility

Improved access to

information

Collaboration

Operations Support

Asset MgtMining Whole of Business PlanningLogisticsQualityProcessing

OPERATIONS CENTRE

Operational

Excellence

System Performance

Better, smarter, faster

decision making

Rapid Replication

Operations Centre Optimising System Plans and Performance

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There are 4 key managerial functions, all with strong linkages to Site Operations

• Continue to make operational decisions

• Retain accountability for health and safety

• Site knowledge and expertise

• Better, smarter faster decisions

• Focus on tonnes and quality

• Optimising the whole value chain

• Local people leadership and training

• Driving controller improvement & standardisation

• Control Room team dynamic/culture

• Day to day systems support

• System improvement projects

• Capital program management

Dynamic Scheduling Controllers Production Systems Next Generation

• Business process redesign

• Interface standardisation

• Delivery Plan co-ordination

• Business Improvement co-ordination

Site Operations

Control Room layout

Mining & PlantsPorts & Dynamic Scheduling

Rail

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Control, Monitor and Optimise (Pit to Port) The Control team has three main functions to ensure safe tonnes are delivered to our customers on time, at the right cost

• Monitor production rates and control set points• Minimise performance loss by active communication and coordination during system

outages• Collaborate across functions and sites to provide better, faster and smarter decisions

to optimise system performance

Control Monitor Optimise

The Control Room has evolved over time

Control Room Stabilised

• Roles moved to Perth from the Pilbara

Multi skill & optimise

• Dynamic Constraint Utilisation, Controller Role consolidation, Brockman 4 TLO, Asset Health, Rail Maintenance Alignment, Business Resilience, SCADA Standardisation

New Technology

• Multi-skilling of Pit & Plant roles, Control System automation, Loco GPS, Electronic Train graphing, Advanced collaborative environments, Remote Assist (MATE), Wireless Mesh

Automation

• Autonomous Drilling, Autonomous Trucks, Autonomous Trains

Future

• Next Gen, Transformation of people and processes, Big Data, Automation

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Operations Centre summary

• The nerve centre of the Pilbara integrated network, seamlessly bringing it all together

• Full end to end visibility means the entire system is optimised

• Comprehensive insight into system bottlenecks, improvement efforts and reduction and avoidance of costs

• Enormous future potential

This is just the beginning…

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delivering long-term shareholder value for personal use only · 10/9/2014 · china’s crude...

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