The Future of Mining? Rio Tinto’s Game-Changing Restructure

Rio Tinto has set a clear direction for its future, launching a streamlined operating model designed to sharpen focus across its mining operations and supply chains.

With an eye on long-term shareholder value, the company is restructuring into three core product groups: iron ore, aluminium & lithium and copper.

The new structure takes immediate effect and places each group in the hands of experienced leadership.

The goal is to boost efficiency, improve operational accountability and focus capital and talent on areas where they can deliver the most value.

Stronger supply integration

At the centre of the restructuring is Rio Tinto’s Iron Ore business, now unified under Matthew Holcz, who steps into the role of Chief Executive Iron Ore.

The new grouping merges the company’s existing Western Australian operations with the Iron Ore Company of Canada and, once construction is complete, the Simandou project in Guinea.

This integration links mature sites with an emerging major project, forming a broader global business. It aims to share best practices on safety, roll out proven technologies and transfer operational expertise across the iron ore portfolio.

Simon Trott, Rio Tinto’s new Chief Executive, says this clarity of purpose is core to the changes: “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.”

Iron Ore plays a central role in global steel production and infrastructure development.

By streamlining leadership and operations, Rio Tinto wants to ensure the supply chain supporting these industries becomes more resilient, consistent and efficient.

Downstream strategy

Another key shift sees the company’s Lithium assets merged into the Aluminium business unit, now under the leadership of Jérôme Pécresse. This group is made up of three operational areas: Atlantic Aluminium, Pacific Aluminium and Lithium.

The aim is to group processing-intensive commodities, allowing Rio Tinto to apply learnings across operations with similar downstream challenges. Productivity initiatives such as the Safe Production System will be deployed more broadly, building on their positive impact within Aluminium.

This consolidation also reflects the changing nature of global demand. Lithium plays a growing role in battery production, while Aluminium remains vital in transportation, packaging and construction.

With both markets facing increased scrutiny over sustainability and ethical sourcing, Rio Tinto positions itself to offer greater transparency and control over these supply chains.

Copper and critical minerals

Copper remains a standalone product group, led by Katie Jackson.

Rio Tinto maintains its focus on delivering production from Oyu Tolgoi in Mongolia, stabilising operations at Kennecott in the US and developing future supply sources like the Resolution project and Nuevo Cobre in Chile.

Copper is seen as essential for the energy transition, with demand set to increase due to its role in electricity generation, transmission and storage.

By keeping this product group intact, the company commits to supplying this critical mineral while improving project delivery and operational consistency.

Outside of the three core units, the Borates and Iron & Titanium businesses move to the Chief Commercial Officer’s portfolio for review. These operations continue with no disruption, pending further strategic decisions.

Leadership changes

As part of this reshaping, several executive changes come into play.

Sinead Kaufman will leave the business at the end of October 2025, ending a 28-year career with Rio Tinto. She first joined as a geologist in the UK in 1997 and went on to lead major strategic shifts, including the company’s exit from coal and the establishment of its lithium operations.

Kellie Parker’s position as Chief Executive Australia will also conclude and a new Head of Australia will take over responsibility for stakeholder relations and external partnerships. 

Former Chief Executive Jakob Stausholm, who led the company for nearly five years, offered his final reflections on LinkedIn, crediting the progress made since a difficult starting point and commends the teams and stakeholders who helped shape Rio Tinto’s course.

"This has been one of the most extraordinary chapters of my professional life," Jakob 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 looks to the future: “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.”