site visit to iron ore operations in western australia

Site visit to iron ore operations in Western Australia

2–5 September 2013

©2013, 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 statementsThis presentation includes forward-looking statements. All statements other than statements of historical facts included in thispresentation, 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 industryresults, 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.

1

Extending our competitive advantagesAndrew Harding - Chief executive officer – Iron Ore, China, Japan, Korea

2nd September 2013 Day 1 Day 2 Day 3 Day 4


• Delivering value for shareholders

• Proven sector leadership in:

− Integrated operational performance

− Cash costs/ margin improvement

− On time/ budget growth projects

− Sales and marketing strategies

− Utilisation of new technology

− Key stakeholder engagement

• Flexible to changing internal and external environments

• Relentless focus on safety

3

Proven sector leadership


4

Strategy pillars to build on industry leading performance and deliver best return to shareholders

Our VisionTo remain the best iron ore

producer in the world

2. Value-Driven Growth

Disciplined phasing and low cost growth options

1. Productionat the Right Cost

Lowest cost production through unrivalled technology and high performing teams

3. Maximising Portfolio Value

Leveraging our portfolio of growth options, product strategy andsales and supply chaincapabilities

Examples• Product Value In Use

• Infrastructure synergies• Development options

Examples• Product strategy

• Supply chain synergies• Development sequence

Examples• System capacity

creep• Operating andcapital efficiency


Iron Ore all injury frequency rates2003 – 1H 2013Per 200,000 hours worked

Source: Rio Tinto

5

Safety performance

0.00.20.40.60.81.01.21.41.61.82.02.22.4

03 04 05 06 07 08 09 10 11 12 1H'13

All injury frequency rate

Lost time injury frequency rate


Source: Rio Tinto Source: Rio Tinto

6

Long-term fundamentals for Chineseiron ore demand remain strong

Chinese steel production and iron ore requirementsMillion tonnes

Machinery and transportation increase as proportion of Chinese steel demand%

0

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1600

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800

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2000 2010 2020 2030 2040

Iron

ore

req

uire

men

t (M

t)

Ste

el a

nd S

crap

(M

t)

Crude Steel ProductionScrap GenerationIron Ore Requirement (RHS)

0%

10%

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100%

2012 2030

Property Infrastructure MachineryWhite goods Transportation Others


• Supply capacity continues to be constrained

− Reduced sources of project financing

− Protracted approvals processes

− Mid tier / Junior projects based on inferior resources

− Challenges working in remote locations

• Complexity associated with Port Hedland inner harbour

• Our consistent aim is to have the next best expansion options

Announced and completed iron ore production capacity (global)Million tonnes

Source: UNCTAD, Rio Tinto analysis

7

On-going constraint to the developmentof new iron ore supply

0

200

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600

800

1000

Announced for 2012-14 Completed by Q2 2013

0

200

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1000

Announced for 2008-10 Completed by Q4 2010

Certain Probable Possible Rio Tinto additional capacity

Others completed


• 2012 low capital expenditure debottlenecking led to 7mt/a capacity re- rate to 237 Mt/a

• 2012 full year record Pilbara mine production of 239 Mt

• Record Q1 & Q2’13 Pilbara mine production of 57.8 Mt & 62.0 Mt respectively, despite cyclones and unseasonal weather

• Low spend, high return productivity initiatives are ‘business as usual’ across the fully integrated mine, rail and port system

Pilbara mine productionMillion tonnes/Quarter

Source: Rio Tinto

8

Performance records continue forour Pilbara iron ore operations

0

10

20

30

40

50

60

70

Q1 Q2 Q3 Q4

2010 2011 2012 2013 237mtpa


9

Strong focus on cash costs managementdelivers results, with more expected

• Continued focus on controlling cash operating unit costs

• Inflationary pressures persist but have eased

• 2012 cash cost: US$23.5/t

• 2013 H1 cash cost: US$23.1/t

− Lower than 2012 H1 levels due to reduced spend on contractors and consultants

− Lower spend partially offset by weather

Pilbara cash operating unit cost*(2006 = 100)

*Unit cost shown on the graph is Rio Tinto share of Hamersley Iron and Robe River calculated from cash costs for Hamersley Iron and Robe River. Excludes royalties, shipping costs, and in 2006 real terms

0

20

40

60

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FY2006

1H2007

2H2007

1H2008

2H2008

1H2009

2H2009

1H2010

2H2010

1H2011

2H2011

1H2012

2H2012

1H2013

AUD cost USD cost


• Lowest cost producer in the Pilbara

• Consistently achieving a premium relative to Platts 62% Fe for spot sales

• Integrated marketing and operations has led to significant value delivery, for example in scheduling

• Expect Pilbara cash operating cost position to improve going forward

WA IO – EBITDA per tonneUS$/t and % Margin

Source: Rio Tinto ; BHPB; and FMG lodged financial statementsNote: RTIO results exclude Dampier Salt and RT Marine Tonnage based on attributed shipments (adjusted for Robe River at 65% as per financial results)Results as reported. All publically available information

10

Leading EBITDA performance in theWestern Australian iron ore industry

0%

10%

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30%

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70%

80%

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120

140

H209 H110 H210 H111 H211 H112 H212 H113

EB

ITD

A %

US

$/t

RTIO ($US/t) BHP ($US/t) FMG ($US/t)

RTIO % BHP % FMG %


• 290 Mt/a first ore on ship 24 August

• 290 Mt/a delivered ahead of schedule and on budget

• 220 – 290Mt/a delivered at a capital intensity less than US$140/t (100%)

• Infrastructure expansion to 360Mt/a fully approved and underway

• Multiple options for mine capacity expansions are being evaluated

− Low cost productivity opportunities

− Expansion of existing mines

− New mine development

Emu Siding upgrade complete

11

290Mt/a infrastructure complete and360Mt/a infrastructure progressing well

290Mt/a wharf complete, 360Mt/a in progress


Source: Rio Tinto, Wood MackenzieNote: Includes shipping and sustaining capital expenditure and is adjusted for inflation and FX

12

Our assets will remain well-positionedon the contestable market cost curve

2013 Industry cost curve(US$/wmt CFR)

2020 Industry cost curve(US$/wmt CFR)

0

50

100

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200

0 500 1000 1500 2000

Vale

BHP Pilbara

RTIO Pilbara

FMG Pilbara

Mtpa

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50

100

150

200

0 500 1000 1500 2000

Vale

BHP Pilbara

RTIO Pilbara

FMG Pilbara

Mtpa


• Full community engagement is imperative to our licence to operate

• Strong Aboriginal focus− 9 of 10 Indigenous Land Use

Agreements completed, covering all of our Pilbara footprint

− Jobs and training for > 1500 Aboriginal employees

− $2 billion in contract work with Aboriginal businesses

• Partnering with WA Government and local governments, participating in the North West and fly in / fly out communities

• Community- giving partnerships,eg. Scitech, Better Beginnings, Black Swan Theatre, Naturescape and RFDS

13

Full engagement with our community stakeholders


Extending our competitive advantages

• Lowest cost producer in the Western Australian iron ore industry with consistent track record of productivity improvement

• Growth projects continue to be deliveredon or ahead of schedule and on or below budget

• Multiple options for growth beyond 290Mt/a, with low cost incremental, brownfield and greenfield opportunities being evaluated

14


Projects & DevelopmentExtending our competitive advantages

David Joyce - Managing director, Projects & Development


Superior project delivery:

• Experienced and well-established team comprised of owners, operations and EPCM

• Full understanding of the procurement and construction programme

• Intense focus on capital intensity delivering significant value

Source: Rio Tinto, Pit Crew Management Consulting

2

We have demonstrated superior performance in delivering projects

Western Australian construction projects performanceCost (% of budget)

RTIO projects Non RTIOprojects

Over budgetbehind schedule

Under budgetahead ofschedule

Mo

nth

s o

ver

bu

dg

et

-30

-20

-10

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10

20

30

0%

20%

40%

60%

80%

100%

120%

140%

160%

180%

200%

Budget Additional Months


Added capacity

Project description

Date of first ore

220Mt/ato 225Mt/a

Dampier port debottlenecking

Q1 2011

225Mt/ato 230Mt/a

Dampier port incremental

Q1 2012

230Mt/ato 290Mt/a

Programme expansion andre-rating of port, rail, mines and infrastructure

Q3 2013

Cape Lambert

3

Completed 220 to 290Mt/a pathway at a capital intensity <$140/t (100%) or $115/t (Rio Share)


Project StatusApproved amount

US$BLeft to commit

US$B

Port Approved 3.7 0.3

Rail Approved 1.4 0.1

Western Turner Syncline / Brockman 4 Phase 2

Approved 1.4 0.1

Nammuldi BWT Approved 2.2 1.1

Accommodation Approved 0.3 0.1

Power Approved 0.5 0.05

Fuel Approved 0.3 0.05

Total $9.8bn $1.8bn

Expansion to 290Mt/a fully approved,ahead of schedule and under budget

4

Figures as at end July 2013


• All infrastructure in place-port, rail, power and water

• Accelerated infrastructure schedule enabled first ore on-ship 24th August

• Ramp up to 290Mt/a capacity commences 4 months ahead of original schedule

• Close co-operation between implementation and operations teams

290Mt/a port capacity ramp up profile Million tonnes

5

Early completion and ramp up to 290Mt/a adds considerable value

220

230

240

250

260

270

280

290

300

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Accelerated ramp-up Originally announced plan

First ore on ship

Source: Rio Tinto


6

Getting the 290 Mt/a expansion right: Port

First train First ship

Car dumper Reclaimer


Cape Lambert Yard – auto wash facilityEmu Siding upgrade

7

Getting the 290 Mt/a expansion right: Rail

Electronically Controlled Pneumatic (ECP) ore car Cape Lambert Yard – trip service facility


8

Getting the 290 Mt/a expansion right: Mines

WTS1 – Conveyor 2 and CrusherBrockman 4

Nammuldi – early works WTS1 – Conveyor 2


• All dredging and wharf piling completed

• The first of the topside modules have been installed with the balance due by November

• Stockyard civil work ready to receive balanced machines in September

• Both car dumpers civil structure nearing completion

• Rail formation at Cape Lambert and 50% of rail duplication earthworks complete

9

360Mt/a infrastructure progressing well

Project Status

Amountapproved

US$B

Left to CommitUS$B

Port Approved 3.9 1.5

Rail Approved 0.9 0.2

Power Approved 0.6 0.1

AutoHaul™ Approved 0.5 0.1

Total $5.9bn $1.9bn

Cape Lambert


10

Realised significant opportunities in the step to 360Mt/a

Theme Improvement opportunity

Optimising expansion size

• Replacement of original Cape Lambert car dumper

• Expanded port capacity from 340 to 360Mt/a

Challenge thescope

• Replace Brockman 4 Phase 3 with alternate brownfield expansions

• 15Mt/a concentrator replaced by stretch of existing and new mines

• Capital reduced from $1.8bn to $0.6bn and now less than $0.3bn

Fit for purpose implementationstrategies

• Locked in contractor resources for both phases eg. wharf piling, dredging and rail saving $80m

• Low cost country sourcing eg. camp implementation saving $60m and balanced machines saving $70m

• Appropriate contracting arrangements eg. EPC for power station $10m and Nammuldi process plant with a re-schedule benefit


0

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20000

Probable (RHS)Proven (RHS)

Production

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2,000

4,000

6,000

8,000

10,000

12,000

14,000

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20,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

• Drilling effort is staying ahead of production increases

• The drilling focus is on near-mine opportunities to maximise use of existing infrastructure

• Mine planning continue to assess options for developing the best business value pathway

• Increased orebody knowledge to sustain current production levels and to support expansion plans

Pilbara resources, reserves and production1

Million tonnes

1 Resource and Reserves in dry tonnes, reported on a 100% basis and Resources exclusive of Reserves. Details of the Mineral Resources Resource and Ore Reserves from 2001 to 2012 are found in the Rio Tinto Annual Reports

11

Increased ore body knowledge supports the full range of Pilbara growth pathways

Resource: Reserves:

Inferred

Indicated

Measured


Mine capacity range shows indicative options dependent on productivity gains achieved and phasing of growth mine development

Mine capacity optionsAverage annualised (Mt/a)

12

Multiple options for mine capacity growth exist

200

225

250

275

300

325

350

375

400

2012 2013 2014 2015 2016 2017 2018

Indicative mine capacity

Greenfield options (examples only)

Silvergrass ~21 Mt/a

Koodaideri ~36 Mt/a

Brownfield expansion options (examples only)

Yandicoogina ~7 Mt/a

West Angelas ~6 Mt/a

Brockman 4 ~2 Mt/a

Indicative Operational Improvement

System stretch ~10 Mt/a


• Growth to 290Mt/a is being completed at a capital intensity of less than US$140/t (100% Rio Tinto) or US$115/t (Rio Tinto share)

• Delivering projects ahead of schedule adds early tonnes and significant business value

• To maximise shareholder value, multiple options for growth to 360Mt/a are under evaluation

13



14

Technical MarketingExtending our competitive advantages

Warwick Smith - Managing director – Sales & Marketing

Darren Matthews – General manager – Technical Marketing



2

The ability to continuously maximise value

• A deep understanding of markets and the steel industryIndustry knowledge

• Aligning our resource base with customer needs over the long term to maximise product valueProduct alignment

• Continuous development of marketing strategy, competencies, and excellence in tactical execution

Strategic agility

• Maximising supply chain capacity utilisation and value

Supply chainoptimisation


Iron ores are differentiated by quality and cost to customer

• Iron ore products are not homogenous and are differentiated by their quality and delivered cost to customers.

• Blast furnaces run on a combination of sinter, lump, and pellets. Mills select the proportion of sinter, pellets and lump to suit their blast furnace requirements to optimise cost and production.

• Key factors considered by steel mills are:− Chemical, physical and metallurgical properties − Variability, as this impacts raw material planning and process efficiency

3

Quality Logistics

Physical Properties

Chemical Properties

Metallurgical Properties

Product Variability

Freight Rates

Market

Ship Size

Mill Location and Inbound Logistics


Iron ore quality and type• Iron ore fines and concentrates must be agglomerated prior to reduction in a Blast Furnace• Mills source a recipe of different ores to produce sinter based on their quality, availability

and cost

4

Europe

South America

CanadaChina

India Australia

Sinter


Iron ores are differentiated byquality and cost to customer

• Iron content of the iron ore should be as high as possible• All contaminants influence the total cost of steel production and should be as low as possible. − Major gangue contaminants such as alumina and silica are removed as slag in the blast furnace. − Elements such as phosphorus, sulphur and manganese can report to hot metal, requiring removal

in steelmaking− Trace elements, alkalis and other mineral contaminants also impact steel production

• Product characteristics are reflected in a negotiated adjustment to the iron ore price. This may be as an absolute or proportional (%) adjustment

5

Sintering Ores: 56-66% Fe Direct ChargeLump: 57-65% FePellets: 62-68%FeSinter: 55-58% Fe

Concentrates:62-66% Fe


Technical

Geographical

Commercial

Geopolitical

Customers value iron ores differently after considering the following factors

Technical• Every steel mill is different and value varying ores differently• Key technical factors considered by steel mills which impact iron ore selection and value are:− The steel products they produce− Their operating preferences and ore blending options− The size of their blast furnace or sinter plant− Quality of metallurgical coal − Their stock holding and blending capacity− Mill flexibility to varying Sinter, Pellet and Lump charge

6

Sinter Plant

Blast Furnace

Steelmaking CastingAgglomeration Iron-making

Basic OxygenFurnaceCoke Plant

Steelproducts


Technical

Geographical

Commercial

Geopolitical

7

Customers value iron ores differently after considering the following factors

• Geographical − Delivered costs and availability of fuels and fluxes− Seasonal preferences − Availability, cost and quality of alternative ores supply− By products value or disposal costs

• Commercial− Purchasing strategies; including diversification of supply− Preferred contract types− Own iron ore investments

• Geopolitical− Environmental compliance (impacting energy costs

and choice of direct charge)− Carbon Pricing, CO2 exposure and cost, Energy

caps/limitations


8

Alignment of business planningto customer needs

Integrated analysis ensures

that resource value is

maximised

2. Production System

Extraction, processing, and blending of mined products are key aspects of product offering

1. Resource Planning

The attributes of our product offerings are determined by the mineral building blocks of our resources

3. Customer and Industry Analysis

Customers purchase ironores by evaluating product characteristics and priceagainst steel productioncost

• Marketsegmentation

• Resource optimisation • Customer

Feedback

• Product valueassessment• Scheduleoptimisation

• Mining sequence• Ore Processing • Cut-off grades

• Blending


9

Our Pilbara products are aligned toour resource base and customer needs

Product Strengths

Pilbara BlendFines

• The most traded iron ore product globally• Base load sinter blend in Asian markets

Pilbara BlendLump

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

HIY Fines • Ideal chemical composition for the Asiansinter blends, with low alumina and phosphorus

• Coarse sizing aids sinter granulation

Robe ValleyFines

• Coarse sizing aids sinter granulation• Low phosphorus

Robe Valley Lump • Low phosphorus

Pilbara Blend Fines61.5% Fe, 8.5% H2O

Pilbara Blend Lump62.5% Fe, 4% H2O

Robe Valley57.0% Fe, 7% H2O



10

Aligning our resource offeringand our customer base

July 2012 – June 2013actual shipments by market (Pilbara and IOC)

July 2012 – June 2013percentage of products by market (Pilbara and IOC)

China62%

Atlantic4%

Korea, Taiwan12%

Japan22%

0%

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100%

China Japan Korea, Taiwan Atlantic

PBF PBL RRF RRL HIY Conc. Pellets


• Focused on maintaining long term relationships

• Improved blast furnace operating practices

• Improved product understanding

• Slag chemistry fundamentals

• New product evaluations

• Sintering test work

• Environmental studies

11

We continually work with our customers, research providers and universities to optimise our product offering


• Consistent alignment of our products to our resource base and to our customers

• Sustained successful marketing of Pilbara Blend, the largest globally traded volume iron ore product

• Continued work with customers, research providers and universities to optimise product offering

12








1

Pilbara mine operationsExtending our competitive advantages

Michael Gollschewski - Managing director, Pilbara Mines

3rd September 2013 Day 1 Day 2 Day 3 Day 4


3

Pilbara mine network


4

Fully integrated operations


5

Mine schematic - Multiple improvement options


Pilbara iron ore: mines, ports and typical quality of product

6

Cape Lambert A

Pilbara Blend (PB)

L & F

Mines

Ore-types

Ore group

Products

L & F

Ports

Ore-types B = Brockman Iron Formation MM = Marra Mamba Iron Formation PIS = Yandicoogina pisolite PIS = Robe Valley pisolite

Product Fe (dry basis) Moisture

Pilbara Blend Lump 62.5% 4.0%

Pilbara Blend Fines 61.5% 8.5%

Robe Valley Lump 57.0% 6.0%

Robe Valley Fines 57.0% 7.0%

Yandicoogina Fines 58.5% 9.0%

Dampier Cape Lambert B

HIY

F

RVL & F

Yandicoogina

PIS

Mesa MesaA JPIS

Channel Iron DepositsBanded Iron Formation derived Iron Deposits

Brockman 2

B

Paraburdoo (inc. Channar

EasternRange)

B

Brockman 4

B

Nammuldi

MM

WestAngelas

MM

HopeDowns 1

MM

Marandoo

MM

Mt TomPrice / WTS

B & MM

Hope Downs 4

B


• Consistent record performances

• Material moved in Q2 increased as a result of higher production and pre-stripping at Marandoo, HD4 and Nammuldi as part of the 290 ramp up

• Continual improvements in running the system

− Dynamic planning favours trains to lower mine cycle times

− Optimising mine planning and blasting to decrease haul distances and increase throughput rates in the plants

Total Material Moved and Saleable Ore Production (Mt)

7

Mine portfolio consistently performingabove design

-

10

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50

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250

Q111

Q211

Q311

Q411

Q112

Q212

Q312

Q412

Q113

Q213

TMM (LHS) SOP (RHS)


• In total, 100Mt autonomously moved over West Angelas, Yandicoogina and Nammuldi sites from Jan 2008 to Jun 2013

• Real-time monitoring and improvement of unit costs and productivity

− Truck cycle times

− Improved maintenance

− Better performance ontyres and fuel

• Reduced capital expenditure on machines and infrastructure

“Smart” explosives truck

8

Mine of the Future™ programme continuesas a key value generator…

Autonomous trucks

Autonomous drilling


• Contractor cost savings ~ $7.5m YTD − Reduction in contractor use− Use of non original equipment

manufacturer suppliers

• Maintenance cost savings and avoidance of ~$23m YTD− Component life extension− Challenging our maintenance tactics to

condition based

• Optimisation of support functions ~$11m YTD

• Maintenance ‘Breakthrough’ ~ $5m YTD − Improving maintenance labour

productivity

Yandicoogina

9

…. and costs continue to be robustly managed


• Proven ability to ramp up and integrate new expansion tonnes

− HD4 applied best practice developments

− Brockman 4 already at close to design run rate (40 Mt/a)

− Western Turner Syncline operational using trucking operation with conveyor scheduled for completion end of 2013

− Nammuldi schedule for first ore in Q3, 2014

• Available mine stocks and productivity improvements will be used to fill any short term spare infrastructure capacity

Pilbara Iron quarterly mine production forecast Annualised

1. Production forecasted to be impacted by weather

10

Mine production is on track to deliver 290Mt/a

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13Q1 13Q2 13Q3 13Q4 14Q1¹ 14Q2¹ 14Q3 14Q4

Actuals Forward Looking Ramp Up to 290

290Mt/a


11

Visits to two premier mine operations

Hope Downs Yandicoogina

Newest site Large scale very low cost operation

Centralised services function First fully automated truck mine

Wet plant design enhancement Continued low capital intensity expansions

Joint Venture operation Rio Tinto CEO Safety Award 2012

HD4 operations


• Many hundreds of productivity and cost improvement opportunities across the full suite of 14 mine operations

• Continued record mine performance and proven ability to ramp up and integrate new expansion tonnes

• Mine of the Future key™ to unlocking further productivity and cost improvement

12


Hope Downs 4Extending our competitive advantages

John Dumbill - General manager, Greater Hope Downs



Safety guidelines

Please observe the following rules during your visit:

• Follow the advice of your host; visitors are to be escorted at all times

• Wear safety glasses at all times while outside and hard hats when advised

• Wear seat belts when provided

• No smoking inside buildings or vehicles

• Jewellery not permitted to be worn on sitei.e. rings, earrings (except for studs)

• In an emergency, your host will leadyou to the nearest Muster Point

2


Hope Downs 1• Initial development; 22 Mt/a Dry – Hope

Downs North− ‘Dry plant’− Stockyard (660 kt) live capacity− Completed in Q1 2008

• Expansion; 22 Mt/a to 30 Mt/a Dry –Hope Downs South− Modified crushing & screening circuit− Completed in Q1 2009

Hope Downs 4• Greenfields Mine site development to

support the expansion to 290 Mt/a− 15Mt/a Dry crushing & screening circuit− Wet plant − Stockyard (900 kt) live Capacity − Currently in wet commissioning

3

Greater Hope Downs development stages

Mine site, HD4


Processing high grade, high phosphorus Brockman (HPB) ore to produce lump and fines products

Target material:2013 – TMM 42.1 Mt SOP 6.0 Mt2014 – TMM 62.1 Mt SOP 16.6 Mt

• 70-80% of the high grade ore is below the water table

• Wet screening was selected to optimise productivity

Screening plant, HD4

4

Hope Downs 4 – the newest mine operation


• In early stages of deployment with “go-live” scheduled for early 2014

• AHS will deliver planned total material movement with three less trucks, a 14% productivity improvement.

• Expected significant improvement in

− Tyre life

− Fuel usage

− Maintenance costs

− Cycle time

− Real time data generation

− Safety

5

Deployment of the autonomous truck fleet

Autonomous trucks


Standardised design

• Front end primary sizers are replicas of Yandicoogina

• Train load out design based on Hope Downs 1

• Similar plant being constructed at Marandoo

Operational readiness

• Swift mobilisation of the operations team to site using their expertise to conduct the mine pre-strip work

Screening plant, HD4

6

Key learnings and application

Train load out, HD4


Centralised services for flights and accommodation saving of ~$3M*• Most cost effective flight for the sector• Direct employee cost saving (travel,

accommodation, site allowances etc.)• Less site accommodation required

Village contract saving of ~$5M*• Savings identified in volume, mobilisation,

facilities maintenance, cost avoidance• Potential future savings to be found in

management rationalisation, consumables andcentralised kitchens

Greater Hope Downs savings of ~$3M*• Leveraging skills and expertise across both

Hope Downs sites• Combined Crane, Training and Business

Improvement teams

Conveyor belt, HD4

7

Sustainable cost reductions

*Expected savings for 2013


• Leveraging key learnings from past builds with standardised design and operational readiness

• Optimising key productivity platforms with wet screening and autonomous trucks

8


Yandicoogina regionExtending our competitive advantages

Alex Bates - General manager, Yandicoogina region



Safety guidelines








2


Junction Central Dry Plant – 24 Mt/a• Primary Jaw Crusher• Scalping screens• Secondary cone crusher• Tertiary cone crushers• Product screening• Overland conveyor

Wet Plant – 12 Mt/a• Primary sizer• Wet scrubbers• Dewatering screens• Secondary cone crusher• Overland conveyor

Rail distance ~450 km to Cape Lambert (or Dampier)

3

Yandicoogina – Overview

Junction South EastDry Plant – 16 Mt/a• Primary sizer• Secondary sizer• Overland conveyor

Loop• 4 x ~275 kt stockpiles• One product HIY fines• Tertiary crushing

& screening• 2 reclaimers• 2 train loadouts

Mine overview, Yandicoogina


4

Low capital intensity development expansion

2000 2004 2005 2007

Initial development; 15 Mt/a• ‘Dry plant’• Stockyard (66 Kt live

capacity)• Capex US$360M

Expansion; 15 Mt/a to 20 Mt/a• Modified crushing &

screening circuit• Capex US$77M

Expansion; 20 Mt/ato 24 Mt/a• Modified crushing &

screening circuit • Capex US$75M

Expansion; 24 Mt/ato 36 Mt/a• New 12 Mt/a ‘wet plant’• 15 Mt/a low grade ore feed• Capex US$200M

Expansion; 36 Mt/ato 52 Mt/a• New 16 Mt/a capacity ‘dry

plant’• Additional rail loop and train

load out• Capex US$530M

1998

-

10.00

20.00

30.00

40.00

50.00

60.00

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Yandicoogina SOP

Mill

ion

tonn

es


Dry plant increased tonnes:

• Identified in 2008, process control improvements and new equipment at a cost of approximately $150k

• Increased production from 3,450 to 3,750 tonnes per operating hour added additional capacity of 1.8Mt/a

Wet plant increased throughput:

• Oversize conveyor identified as a bottleneck

• Drive system upgrade in mid 2012 at a cost of $350k resulted in an increase of approximately 300 tonnes per hour (12%) increase in feed rate

5

Productivity improvements – Yandicoogina

YANDI Dry Plant(tonnes per operating hour/ saleable ore product)

20

21

22

23

24

25

26

3,2003,3003,4003,5003,6003,7003,8003,900

2009 2010 2011 2012

Mt/

a

TP

OH

TPOH SOP

YANDI Wet Plant(tonnes per operating hour)

1,800

1,900

2,000

2,100

Q1 2012 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013

TP

OH


Train load out

• Two waves – 2008/09 followed by 2011/12

• Initial improvement due to upgrade of TLO1 and various plant modifications including track scales and improved control systems

• Fine tuning of control systems, challenging perceived system limitations and constraints, operator involvement resulted in second step change

• 260 fewer train trips required per year from 15 tonnes/car capacity increase

6

Productivity improvements – Yandicoogina

YANDI TLO(tonne per car)

100

105

110

115

120

125

Jan 08Jul 08Jan 09Jul 09Jan 10Jul 10Jan 11Jul 11Jan 12Jul 12Jan 13Jul 13

TP

C

Train load out, Yandicoogina


Cost initiatives

Contractor cost reduction – ~$2m YTD• Reduce the costs associated with major contractors (labour hire, catering contractors

and airline carriers) • Ongoing improvements in shutdown management to reduce contractor requirements

Mining cost reduction initiatives – ~$1m YTD• Installation of new JSE Haul road to reduce travel distance • Reduction in blasting consumables • Introduction of Yellow Dot servicing – trials still being undertaken 2013• Haul truck hydraulic kidney looping – $514k projected in 2014

7

Operations, Yandicoogina


• Continued high value, low capital intensity development options

• First mine with fully automated truck fleet showing notable improvements

8








1

Pilbara port operationsExtending our competitive advantages

Clayton Walker - Managing director, Pilbara Supply Chain

4th September 2013 Day 1 Day 2 Day 3 Day 4


Safety guidelines








3


4



5

Port schematic - Multiple improvement options

Source: Online Data Source: SAP, Offline Data Source: PDS


Single owner, single user and each port readily expandable

Current port capacity is 237 Mt/a:• Parker Point: 102 Mt/a• East Intercourse Island: 50 Mt/a• Cape Lambert: 85 Mt/a

All three terminals are managed as one port:• Sharing of common support such as: Safety, Maintenance,

Engineering, and Scheduling• Optimisation of ship queuing and tug fleet• Balancing of ore production by product and grade through rail

connections• Shared learning and standardisation of processes

Combined manning: ~1,150

Current combined assets:• 5 car dumpers• 9 shipping berths• 5 ship loaders

6

Parker Point

East Intercourse Island (EII)

Cape Lambert

290Mt/a Combined assets:• 6 car dumpers• 11 shipping berths• 6 ship loaders


7

Product flow and logistics at the ports

Cape Lambert A

HIY

F

RVL & F

Yandicoogina

PIS

Mesa MesaA JPIS

Channel Iron DepositsBanded Iron Formation derived Iron Deposits

Pilbara Blend (PB)

L & F

Dampier

Mines

Ore-types

Ore group

Products

L & F

Ports

Brockman 2

B

Paraburdoo (inc. Channar

EasternRange)

B

Brockman 4

B

Nammuldi

MM

WestAngelas

MM

HopeDowns 1

MM

Marandoo

MM

Mt TomPrice / WTS

B & MM

Stockpiling and blending Pilbara Blend at Dampier and Cape Lambert B

Ore-types ; B = Brockman Iron Formation, MM = Marra Mamba Iron Formation, PIS = pisolite

Hope Downs 4

B

Cape Lambert B


Significant rate improvements on both inload and outload circuits have increased port capacity in the past 12 months

• At Parker Point, improvements have increased ship loading rates by nearly 1,000 tonnes per hour during 2012

• Dumper capacity has increased as a result of improvement work and faster train turnaround times

Parker Pt Outload rates – SL3P(tonnes per operating hour)

8

Port capacity improvements and debottlenecking delivering record performance

7,500

7,700

7,900

8,100

8,300

8,500

8,700

8,900

9,100

9,300

9,500

Jul2012

Aug2012

Sep2012

Oct2012

Nov2012

Dec2012

Jan2013

Feb2013

Mar2013

Apr2013

May2013

Jun2013

Net

Rat

e (T

PO

H)


• Contractor cost savings of ~$8m year to date have been realised by ensuring the right skills are used for each job

• Changes to bulking methods, allowing the sharing of resources across the Ports ~$4.5m

• Bringing shut wash-down activities in-house ~$3.0m

Cape Lambert

9

Cost savings initiatives are ensuringincreased cash flow for the business


We are well-prepared to commission and operate the expanded port assets

• Operational readiness is the key to effectively delivering the expanded port assets

− Operational involvement at all project stages providing input to design and developing an understanding of future operations

− Progressive handover and acceptance

− Integrated commissioning team with operations and expansion personnel

• Preparation for marine operations via monitoring, modelling, simulators and test ships

• Integration of the new operation within the supply chain

10

First 290Mt/a ore on ship, Cape Lambert B


• Single owner, single user and each port readily expandable and unconstrained

• Many hundreds of productivity and cost improvement opportunities across 3 port operations

• Seamless integration of growth and operational infrastructure, enabling value to be delivered early

11



12

Pilbara rail operationsExtending our competitive advantages




Safety guidelines








2


3



• 39 Pooled fleet and 6 Robe Valley trains operate on 1,500km of rail (42 and 6 by end of October)

• 173 locomotives and 9,800 wagons in fleet

• Rail is going through a period of significant change and growth. This includes:− Introduction of new technology− New systems and processes− Structural changes− New and expanded infrastructure

• Our progress has been positive, key projects are on schedule and we are operating at a lower cost base

• Traditionally rail has been the bottleneck – this is soon to be rectified

4

Single owner, single user and proximity to present and future resources and operations


5

Significant rail expansions readilyenable 290Mt/a system performance

CD5C first train 20th July

Q2 2013 Q3 2013 Q4 2013

290Mt

38

42

Emu upgrade

Hope Downs 4First railings

ECP fit out

35

SL11C first ore

CD5C full rate

Juna Downs upgrade

42 consists in service

35 consists

in service

MarandooPhase II

Q1 2014 Q2 2014

Emu – Cape Lambert Track Duplication


• Car dumper improvement projects underway to standardise the way we work and replicate success has yielded improvements of in excess2 Mt/a

• Q1’13 delivered a new record (~27kt) in train payload, driven by both consist length and tonnes-per-car performance

• Electronic controlled pneumatic brakes fitted to rail fleet is expected to show improved braking performance and train cycle times –the overall benefit is expected to be 2.8Mtpa

Pooled Fleet Payload Tonnes

6

While working to deliver 290Mt/a capacity,we never take our focus off productivity …

110

111

112

113

114

115

116

230

231

232

233

234

235

236

25.425.625.826.026.226.426.626.827.027.2

1,500

1,600

1,700

1,800

1,900

2,000

2,100 Railings (LHS) Payload

(RHS)

Tonnes per-car (RHS)

No

. of

trai

ns

per

qu

arte

rC

on

sist

len

gth

(n

o. o

f ca

rs)

To

nn

es p

er-c

arkt

per

co

nsi

st

~27kt

Consist length (LHS)


… and sustainable cost improvement

Rail has made significant reductions in cost position through the following focus areas:

• Fuel efficiency initiatives ~$2m YTD

• Contractor savings ~$3.5m YTD including: negotiated savings; escalation containment; headcount reductions; and replacement of contractors with in-house resources

• Employee and associated cost savings – including: structural changes; accommodation and flight cost reductions

7

Ambitious Fuel Efficiency Programme is reaping results:

More than 15 Initiatives including:• Off-lining locos• Auto engine stop start policy• Loco engine parameter changes• Driver assist and electronic controlled

pneumatic braking

1.70

1.90

2.10

2.30

2.50

2.70Jan-1

3

Fe

b-13

Mar-13

Apr-13

May-1

3

Jun-13

Jul-13

Aug-13

Sep-13

Oct-1

3

Nov-13

Dec-13

Railways 2013 Litres of diesel used to rail 1000t of Iron ore

L / KTonne.Km 2012 Average


• Invested US$518 million as part of Mine of the Future™

• World’s first fully autonomous, long-distance, heavy-haul rail system when it becomes fully operational in Q2 2015.

• The first phase is on track to commence operation between Rosella and the coast in July 2014

Key benefits

• Improved productivity, efficiency and safety outcomes through greater flexibility in scheduling and removal of driver changeover times

• Reduced training and accommodation requirements

Rio Tinto iron ore train, Pilbara operations

8

Capturing further system benefitsthrough AutoHaul™


• Without conventional expansion of track and rolling stock assets, are we capable of:

− Achieving 1,500,000 safe and efficient tonnes railed every day

This involves:

• Idea generation (first phase completed in 2012)

• Undertaking conceptual and order of magnitude level study of the ideas

Fuel cars

9

Continued testing of the Rail of the Future

Rail of the Future ore cars


10


• Single owner, single user rail network and proximity to present and future resources and operations

• Many hundreds of productivity and cost improvement opportunities across 1,600km of rail operations and related infrastructure

• Seamless integration of growth and operational infrastructure, enabling value to be delivered early







1

Operations CentreExtending our competitive advantages


Kellie Parker – General manager – Operations Centre



• Two levels of alarm− Beep Beep – prepare to evacuate− Whoop Whoop – follow your guide to

muster point

• In the event of an emergency, please stay with your host and follow their instructions

• The control room is an operating site, with people listening to radios and concentrating on safety critical tasks. We ask that visitors keep noise levels to a minimum if entering the control room and turn off all mobile phones

• Photography is not permitted

3

Safety while visiting the Operations Centre

The muster point for all OC personnel i.e. control room and office block is located at the rear of the external power storage shed, South East.


4

Seamless integrated operations –bringing it all together


• Nerve centre of Pilbara operations

• Operational improvements evident through increased production efficiencies and records

• Will continue to unlock value across our network by remaining responsive to supply and responsible about costs

• Building a trusting progressive cultural change through engagement and sharing of best practices, backed by accurate performance data

• Phase II of our Operations Centre will unlock further value across our network through

− Standardisation of interface processes with sites and across the supply chain

− Improve the sophistication of real time data with advances in technology

Control room, Operations Centre

5

System wide, real time information allows clear visibility of capabilities, issues and rapid responses


6

Full end to end visibility means that the entire network is optimised

EII

PPt

Mesa J

Mesa A

NammuldiBrockman 2

Brockman 4

Tom Price

ParaburdooWest Angelas

Hope Downs

YandicooginaMarandoo

CLACLB

Recent Car Dumper cycle time improvements has the potential to release additional capacity in the order of ~2 Mt per annum

Coordinated effort to reduce cycle times at train loadouts. Capacity released on the order of ~1 Mt per annum to the System

~14 minutes (median) cycle time improvements at Parker Point car dumpers from Q2’12 to Q2’13.

~6 minutes (median) cycle time improvement Clearing Train at CD1C; ~4 minutes improvement Place Train time at CD2C

Overall train loading time improved by ~15 minutes (median) from Q2’12 to Q2’13

Coordinated planning between Operations Centre and operational teams help to deliver fast recovery to mitigate losses during weather events and unplanned breakdowns

Helicopter view of the Pilbara Supply Chain allows agile responseto continually maximise system throughput

*Capacity gain is based on simulation results in the 290 Mtpa world


Close proximity of teams allows rapid response to system issues

Cape Lambert

• No railed tonnes were lostduring the unplanned wharf belt replacement at Cape Lambert and wet weather affecting the coastal region during June

• Port stocks were built upby 2Mt

• Maintenance shuts realigned

Rail

• Significant rain fall in Q1

• Impacted various sections of the rail network

• System view meant we are able to slow some parts of production value chain and allow others to continue

7

Unplanned wharf belt replacement at Cape Lambert and

wet weather

Rail closure due to severe Q1 weather


It provides insight into system bottlenecks and where to focus improvement efforts …

• Increased mine production through standardising and improving truck park up across mines

• Improved plant production through using central control to transfer learnings and improvements across plants

• ~2 Mt/a improvement sustainably delivered through shut alignment, standardisation, debottlenecking and production systems alignment at no capital cost

8

Controller productivity report examples


…and assists in reducing and avoiding costs

• Improving the condition and life of our asset components

• Analyse real time equipment data to highlight potential issues before they escalate to failures

• Manage such issues as part of scheduled maintenance rather than unplanned breakdowns

• HME maintenance costs of ~$8M YTD have been avoided

• Understanding the true condition of assets has allowed further cost avoidance by challenging planned maintenance and change outs

9

On board systems on the haul truck monitor asset condition and alarms if an abnormal condition is detected

The Asset Health Evaluator at the Operations Centre reviews alarms and on-line data and determines appropriate action including stopping the truck and reducing the severity or potential of a failure

Real time condition data sent to the Operations Centre


With growth, the Operations Centre allows continued focus on system optimisation

• Protect value chain from downside whilst enabling upside opportunities during commissioning and future operations

• Early involvement in projects, including active involvement in commissioning teams ensures a smooth transition into operation

• Incorporate operational improvements, lessons learnt and opportunities for standardisation into new operations

• Lead an integrated approach to ensuring we are ready to run our expanded supply chain

10

290Mt/a

Operations Centre supports an integrated mining operation


• 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

11



12

Sales & MarketingExtending our competitive advantages

Warwick Smith - Managing director, Sales & Marketing

5th September Day 1 Day 2 Day 3 Day 4


2

The ability to continuously maximise value

• A deep understanding of markets and the steel industryIndustry knowledge

• Aligning our resource base with customer needs over the long term to maximise product valueProduct alignment

• Continuous development of marketing strategy, competencies, and excellence in tactical execution

Strategic agility

• Maximising supply chain capacity utilisation and value

Supply chainoptimisation


Source: Platts Source: Mysteel, Shanghai Futures exchange, Bloomberg

3

Recent developments in iron oreand steel prices

Iron Ore Spot prices $/dmt, CFR China

China steel prices and forwards RMB/t

100

110

120

130

140

150

160

Dec-12 Mar-13 Jun-13 Sep-13

Platts 62%

3000

3200

3400

3600

3800

4000

4200

4400

Dec-12 Mar-13 Jun-13 Sep-13 Dec-13

Rebar spot prices (Shanghai)Rebar forwardsHRC spot prices


Very strong growth in demand so far in 2013

• Strong growth in steel demand so far in 2013 driven by real estate, infrastructure and auto production• Steel stocks have seen continued draw-down, with trader stocks declining ~9% over the month of July• Improved steel prices in China has given support to mill margins and iron ore prices

4

Chinese Crude Steel Production (Mt Annualised)

Chinese Mill and Trader Steel Stocks(Days of consumption)

200

300

400

500

600

700

800

900

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2008 2009 2010 2011 2012 2013

Mt

Source: China NBS, RTIO Industry Analysis Source: Mysteel, CISA, RTIO Industry Analysis

10

12

14

16

18

W1 W11 W21 W31 W41 W51

Days

2010 2011 2012 2013


While iron ore stock levels are lower YoY

• Iron ore ports stocks remain well below this time last year• Iron ore stock levels at mills are also at low levels compared to consumption requirements

5

Chinese iron ore stockpiles at port(Mt)

Chinese mill iron ore stocks (Mt) and share of total requirements

Source: Mysteel, RTIO Industry Analysis Source: CISA, Mysteel, RTIO Industry Analysis

0

20

40

60

80

100

120

Aug/12 Oct/12 Dec/12 Feb/13 Apr/13 Jun/13 Aug/13

Australia Brazil India Others

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

10

20

30

40

50

Jan-12 Apr-12 Jul-12 Oct-12 Jan-13 Apr-13 Jul-13

Domestic ore average inventoryImport ore average inventoryOre stocks as a percentage of requirements


Japan• A weakened currency has lifted exports and

invigorated some sectors – orders for machinery and ships have strengthened providing support to the economy and steel industry

South Korea• Capacity expansions are expected to add over

11Mtpa of steel capacity by 2018

Rest of Asia (including India)• Current ASEAN steel expansion plans are for a

significant increase in steelmaking capacity out to 2018. This could translate to up to 30Mt of additional steel production from 2012 levels

Europe • While not returning to pre-GFC highs, a recovering

Europe should see annual steel production increase ~25Mt by 2018

South America• Continued economic development and expansion

of the steel industry should add ~25Mt of steel production by 2018

Contestable iron ore demand(Mt)

Source: RTIO Industry AnalysisNOTE: Rest of World includes:EU27, CIS, North & South America, ASEAN and Other Asia, Middle East and Africa

6

While China will remain key, it does notmake up the entire short term growth story

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2012 2013 2014 2015 2016 2017 2018

China JKT Europe RoW



7

Long-term fundamentals for Chineseiron ore demand remain strong

Chinese steel production and iron ore requirementsMillion tonnes

Machinery and transportation increases as proportion of Chinese steel demand%

0

200

400

600

800

1000

1200

1400

1600

0

200

400

600

800

1000

1200

2000 2010 2020 2030 2040

Iron

ore

req

uire

men

t (M

t)

Ste

el a

nd S

crap

(M

t)

Crude Steel ProductionScrap GenerationIron Ore Requirement (RHS)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2012 2030

Property Infrastructure MachineryWhite goods Transportation Others


• The steepness of the iron ore cost curve above $100/t means that small changes in supply and demand can have major impacts on prices

• Private Chinese iron ore miners have in the past acted rationally and quickly to a changing price environment

• Chinese domestic iron ore production costs will continue to increase strongly, driven by an appreciating currency, a move to underground mines, rising power, wage, and other input costs

• ~70% of Chinese domestic mine production was privately owned

Chinese domestic private cost curve – 2012$/dmt CFR

Source: Platts, CU Steel, China National Bureau of Statistics,Rio Tinto analysis

8

Chinese domestic iron ore productionis highly price sensitive

0

20

40

60

80

100

120

140

160

180

200

220

240

260

0 50 100 150 200 250 300 350Mtpa

Cumula

Aug-Sept 2012

H1 2012



9

Aligning our resource offeringand our customer base

July 2012 – June 2013actual shipments by market (Pilbara and IOC)

July 2012 – June 2013percentage of products by market (Pilbara and IOC)

China62%

Atlantic4%

Korea, Taiwan12%

Japan22%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

China Japan Korea, Taiwan Atlantic

PBF PBL RRF RRL HIY Conc. Pellets



10

Linking product placement andcommercial marketing objectives

July 2012 – June 2013actual shipments by pricing mechanism (Pilbara)

Estimated 2014shipments by pricing mechanism (Pilbara)

Monthly45%

Q Lagged31%

Q Actual12%

Spot12%

Monthly49%

Q Lagged26%

Q Actual8%

Spot17%


RTIO’s electronic tender spot saleschannel – scalable and secure

• Simultaneously invites more than 90 pre-qualified buyers to bid on a spot shipment• Seamlessly contracts with highest bidder• “Sealed” bids and defined processes ensures impartiality

11

E-tender smart phone app

E-tender internet “gateway”


Source: Platts, Rio Tinto Source: Platts, BCI, Rio Tinto

12

RTIO maintains sector leading performanceand is able to respond to changes quickly

Platts IODEX Iron ore fines 62% Fe($/dmt CFR)

RTIO PBF spot sales (relative to Platts 62% Fe)(c/dmtu)

80

90

100

110

120

130

140

150

160

170

Jul-1

2

Aug

-12

Sep

-12

Oct

-12

Nov

-12

Dec

-12

Jan-

13

Feb

-13

Mar

-13

Apr

-13

May

-13

Jun-

13

(10)

(5)

-

5

10

15

20

25

30

Jul-1

2

Aug

-12

Sep

-12

Oct

-12

Nov

-12

Dec

-12

Jan-

13

Feb

-13

Mar

-13

Apr

-13

May

-13

Jun-

13


The capabilities required to maximiserevenue continue to evolve

• In 2007 we established Rio Tinto Iron Ore Asia in Singapore as the operational headquarters for sales and marketing in the Asia pacific region

• Since 2007 the iron ore industry presence in Singapore has grown and Singapore is rapidly becoming the global iron ore trading hub

• Iron Ore Asia is co-located with Rio Tinto Marine which leads to more efficient scheduling processes and integrated freight procurement, a key enabler for mine to customer supply chain optimisation

• The relative contribution to overall profitability of product price adjustments and management of the port to customer supply chain, will increase as iron ore prices decline.

13


• Long-term fundamentals of global steel demand remain strong, particularly China

• Continued alignment between our resource offering and our customer base, delivering mutual value

• Supporting the development of independent index pricing and price risk management services, with an intention to sell more via spot transactions

14


Rio Tinto plc2 Eastbourne TerraceLondon W2 6LGUnited Kingdom

T +44 (0)20 7781 2000

riotinto.com

Rio Tinto Limited120 Collins StreetMelbourne, Victoria 3000Australia

T +61 (0)3 9283 3333

site visit to iron ore operations in western australia

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