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In 2022, Rio Tinto’s landmark Everyday Respect review shone a stark light on its workplace culture: high rates of bullying, harassment, and racism, with widespread concerns about safety and respect. The findings sparked a multi-year program to rebuild trust and embed inclusive behaviours.
Two years on, the company commissioned an independent Progress Review to assess change. The results were a mix of promising progress and confronting truths. Yes, many reforms were underway. Yes, more employees reported improvements in respect. But the review also surfaced a different challenge—backlash—and showed how resistance can not only slow reform, but actively fuel harmful behaviours.
Backlash in Action: What the Review Found
The review didn’t just measure change; it captured resistance in real time.
1. Bullying surged, especially against women
- By 2024, 50% of women reported experiencing bullying, up from 36% in 2021.
- The report linked part of this increase to “retaliation in the form of gendered bullying” in response to diversity and inclusion efforts.
2. Sexual assault reports rose
- The number of reported cases of actual or attempted rape climbed to eight in the past year, up from five in 2022.
- This suggests that some areas remain deeply unsafe despite policy and training reforms.
Note: A rise in reported incidents, may paradoxically signal a safer workplace, as it often reflects increased trust in the system, greater psychological safety, and confidence that concerns will be taken seriously rather than ignored.
3. A “battle of the sexes” dynamic emerged
- A backlash emerged among some male employees. "From men, resistance was primarily located in the sense of being undervalued or overlooked due to the perceived stronger focus on gender balance and diversity, with some expressing their view that there was reverse discrimination and that women were being hired who were not suitably qualified,” the report said. “There was specific resistance towards programmes and strategies targeted at women and other marginalised groups, such as leadership programmes.”
4. Progress was uneven and fragile
- Around half of respondents acknowledged improvements in bullying (50%), sexual harassment (47%), and racism (46%).
- But the report cautioned that resistance may be contributing to a rise in harmful behaviours in some parts of the organisation.
Why Backlash Happens in Culture Change
Backlash doesn’t always mean the change is wrong—it means the change is real enough to be felt.
- Status threat & identity loss When a shift challenges entrenched hierarchies or privileges, people in historically dominant groups can feel their value, expertise, or authority is under attack. This can trigger defensive behaviours, sarcasm, or outright obstruction.
- Perceived zero-sum outcomes If employees believe new opportunities for one group mean fewer opportunities for another, they view change as competition rather than collaboration. The absence of clear, evidence-based messaging about why inclusion benefits everyone fuels this perception.
- Change fatigue without a clear “why” Employees already juggling operational demands can see new training, policies, or reporting systems as “extra work” with no payoff. Without compelling links between respect, safety, and performance, change feels like compliance theatre.
- Perceived unfairness or inconsistency If misconduct is punished inconsistently, or leaders are seen as “getting away with” bad behaviour, it undermines trust. People disengage—or push back—because they believe the system is rigged.
- Manager skill gaps Middle managers are the frontline of culture change, yet often lack the skillset (and confidence) to handle difficult conversations. This gap allows backlash behaviours to fester unchecked.
- Symbolism over substance Highly visible campaigns without tangible improvements in work design, safety, and accountability can create cynicism. People see “posters on walls” but no change in reality.
How to Reduce Backlash Before It Starts
The Rio Tinto review makes it clear: preventing backlash isn’t about avoiding discomfort—it’s about anticipating it and designing change so that resistance is minimised and progress is sustained.
1. Anchor the “why” in lived reality Go beyond corporate slogans. Use local examples and team-specific scenarios drawn from the review to illustrate why change matters now, and how it directly affects safety, performance, and well-being.
2. Co-design solutions with those affected Invite frontline staff, unions, and under-represented voices into the design process early. People commit more to changes they help shape—and it surfaces practical ideas leaders might overlook.
3. Build manager muscle before expecting manager action Equip managers with role-play practice, conversation scripts, and coaching support to handle feedback, conflict, and resistance. This prevents “avoid and hope” leadership.
4. Show early wins that are structural, not symbolic Fix something tangible quickly—like unsafe transport for remote workers, or inconsistent shift rostering—so people see immediate proof of commitment.
5. Align systems, policies, and incentives Make respect and inclusion part of performance reviews, promotion pathways, procurement criteria, and safety KPIs. Behavioural change sticks when the systems reward it.
6. Communicate with clarity, not euphemism Name the problems plainly, acknowledge past harm, and be honest about non-negotiables. Avoid “change speak” that sounds like spin.
7. Apply accountability fairly and visibly Share aggregated, anonymised case outcomes. Demonstrating consistent consequences removes ammunition for “witch hunt” or “nothing changes” narratives.
8. Track and share progress relentlessly Monitor leading indicators—speak-up rates, resolution times, respect climate surveys—and close the loop by showing what’s been done in response.
Responding When Backlash Surfaces
- Listen and label: “I’m hearing concerns about fairness and speed of change.”
- Reframe to shared values: Respect and safety aren’t “political”—they’re operational essentials.
- Separate intent from impact: Harm matters even when unintentional.
- Hold the line: Curiosity about concerns; zero tolerance for disrespect.
- Protect targets and allies: Intervene early against exclusion, dog-whistles, or retaliation.
What Success Looks Like
- Managers feel equipped and confident to handle challenging conversations.
- Issues are addressed early at the team level before they escalate.
- Belonging and psychological safety improve for women, Indigenous employees, and under-represented groups.
- Turnover and safety incidents decline in high-risk areas.
Final thought: Backlash is not proof that culture change has failed. It’s proof that the status quo is being challenged. The work is to channel that discomfort into dialogue, reinforce boundaries, and keep going until respectful behaviour is no longer aspirational—it’s simply “how we work here.”
Citations
https://www.abc.net.au/news/2024-11-20/rio-tinto-bullying-and-sexual-harrassment-report/104623880?
https://www.ft.com/content/848d008b-9465-4d56-9fb3-242850e8ccfe?