Rio Tinto Deepens Partnership with Yinhawangka People in the Pilbara
Yinhawangka Aboriginal Corporation and Rio Tinto have taken a significant step in redefining how large-scale mining operates on traditional lands, formalising an Interim Modernised Agreement that signals a shift in both tone and practice. While the agreement is described as interim, its intent is anything but temporary. It is designed to reset how decisions are made on Yinhawangka Country and how Indigenous knowledge, authority and priorities are embedded into day-to-day operations.
Rather than replacing what came before, the new agreement builds directly on the 2013 Participation Agreement that has guided engagement between the Yinhawangka People and Rio Tinto for more than a decade. That earlier framework established important foundations for consultation and participation. However, expectations have evolved across Australia’s resources sector, particularly following high-profile failures in cultural heritage protection. Against that backdrop, this modernised approach reflects a broader recalibration of relationships between mining companies and Traditional Owners.
From Participation to Co-Management
At the heart of the Interim Modernised Agreement is a clear move away from consultation after the fact and towards genuine co-management. The agreement sets out how Yinhawangka will be involved earlier and more meaningfully in mine planning and operational decision-making. This includes shared responsibility for matters relating to cultural heritage, environmental stewardship and land use planning.
Crucially, the agreement introduces dedicated funding to support Yinhawangka participation in co-management structures. In practical terms, this recognises that meaningful involvement requires resources, time and capacity, not just good intentions. Across the mining sector, under-resourcing Indigenous participation has often undermined otherwise well-framed agreements. By embedding funding into the structure, the agreement acknowledges that partnership must be enabled, not assumed.
Yinhawangka Voices at the Centre
For Yinhawangka leaders, the agreement reflects long-held principles about self-determination and responsibility to Country. Board Chairwoman Robyn Hayden (née Tommy) made it clear that mining decisions are never abstract or purely commercial when they affect ancestral lands and living cultural landscapes: “Mining on our Country always comes with hard decisions, and we have always been clear that Yinhawangka People must be at the centre of those decisions.”
Her comments underline a reality often overlooked in technical or regulatory discussions. Resource projects intersect with identity, heritage and intergenerational responsibility. Decisions made today have consequences that extend far beyond mine life or commodity cycles: “This agreement with Rio Tinto reflects both parties’ commitment to working in partnership, strengthening respectful communication, and ensuring Yinhawangka voices are heard. It creates opportunities for both our current and future generations, supporting a stronger and more sustainable future for both our People and our Country.”
The emphasis on future generations is particularly significant. Modern Indigenous agreements increasingly focus on long-term outcomes, including cultural continuity, environmental health and economic participation beyond the lifespan of a single project.
Rights, Responsibilities and Raising Concerns
One of the most substantive elements of the Interim Modernised Agreement is the explicit right for Yinhawangka to raise concerns about Country, the environment or cultural heritage at any time. This provision shifts the balance from reactive consultation to ongoing dialogue, recognising that risks and impacts can emerge unexpectedly as projects evolve.
To support this, the agreement establishes a joint committee bringing together Yinhawangka and Rio Tinto representatives. This forum is designed to enable early collaboration on new projects and major operational changes. Rather than being informed once plans are largely settled, Yinhawangka perspectives are intended to guide decisions from the outset.
Such structures reflect lessons learned across Australia, where delayed engagement has led to conflict, project delays and, in some cases, irreversible damage to cultural heritage. Early collaboration not only reduces risk but also improves project design by incorporating local knowledge that cannot be replicated through desktop studies or external consultants.
Environmental and Cultural Heritage Protection
Environmental management and cultural heritage protection sit at the core of the agreement’s co-management framework. While regulatory compliance remains essential, the agreement recognises that statutory approvals alone are not sufficient to safeguard Country in a way that aligns with Yinhawangka values.
Traditional ecological knowledge offers insights into landscape management, seasonal patterns and cumulative impacts that are increasingly recognised by environmental scientists. Integrating this knowledge into mine planning can improve outcomes ranging from water management to rehabilitation strategies. The agreement creates space for that integration, moving beyond token consultation towards shared stewardship.
In the broader Australian context, this reflects a growing alignment between Indigenous land management practices and contemporary sustainability objectives. As climate pressures intensify, mining companies are under increasing scrutiny to demonstrate environmental responsibility that extends beyond minimum compliance.
Rio Tinto’s Perspective on Partnership
From Rio Tinto’s standpoint, the Interim Modernised Agreement represents both a learning process and a commitment to change. Iron Ore Chief Executive Matthew Holcz described the agreement as an opportunity to deepen understanding and reshape working relationships: “Working alongside the Yinhawangka People to co-develop this Interim Modernised Agreement is an important step in our ongoing partnership. It will allow us to keep learning from Yinhawangka knowledge and perspectives as we work towards a fully modernised agreement, based on respect, transparency and shared responsibility.”
His remarks reflect a broader shift within the company following increased scrutiny of its heritage management practices in recent years. Across the sector, mining executives are increasingly acknowledging that trust must be rebuilt through consistent action, not statements alone: “We thank the Yinhawangka People for their continued leadership and guidance, as we work together to strengthen our partnership.”
The emphasis on leadership and guidance is notable. It signals recognition that Traditional Owners are not simply stakeholders but rights holders with authority derived from enduring connection to land.
Binding Commitments and a Pathway to 2026
Although described as interim, the agreement is legally binding and establishes the framework for a full modernised agreement expected to be finalised in 2026. This phased approach allows both parties to implement new processes, test governance arrangements and refine co-management practices before locking them into a long-term structure.
Such staged agreements are becoming more common in complex mining regions, where legacy arrangements must be carefully transitioned to avoid disruption while still delivering meaningful reform. By committing to a clear timeline, the agreement avoids the risk of interim arrangements becoming indefinite placeholders.
The process towards a full modernised agreement will require sustained engagement, capacity building and mutual accountability. For Yinhawangka, it offers an opportunity to further embed cultural authority into operational decisions. For Rio Tinto, it represents a chance to demonstrate that lessons learned are being translated into durable change.
A Signal to the Wider Resources Sector
Beyond its immediate impact on Yinhawangka Country, the Interim Modernised Agreement carries broader implications for Australia’s mining industry. Investors, regulators and policymakers are paying closer attention to how resource projects engage with Indigenous communities, particularly in relation to social licence and environmental governance.
Agreements that prioritise co-management, early involvement and funded participation are increasingly seen as indicators of lower long-term risk. They can reduce the likelihood of disputes, project delays and reputational damage, while also supporting more sustainable regional development.
As the industry continues to navigate heightened expectations around cultural heritage protection and environmental responsibility, frameworks such as this one may well become benchmarks rather than exceptions.
Digging Together
The Interim Modernised Agreement between Yinhawangka Aboriginal Corporation and Rio Tinto sets a clear direction of travel. It acknowledges past foundations while responding to contemporary expectations for partnership, respect and shared decision-making. While the work towards a full modernised agreement is still underway, the structure now in place offers a practical model for how mining can operate on Country with Traditional Owners as genuine partners.
For both parties, the coming years will test how effectively principles are translated into practice. Yet the agreement itself sends a strong message that the future of resource development in Australia will be shaped not only by geology and markets, but by relationships grounded in trust, accountability and shared responsibility.
