To address this challenge, Rio Tinto opted for SafeContractor in 2009, shortly after opening its port and stockpile plant in Sept-Îles, Quebec.
Up to 400 contractors are employed at the mine during peak season each year. All must be quickly vetted, onboarded and assigned tasks based on qualifications and past performance. This requires review and approval from multiple stakeholders across a 24-square-mile facility and a 418-kilometer railway before contractors can begin work.
In this interview, Nick Trepanier, Senior Contract Manager Advisor, shares the benefits Rio Tinto has seen by eliminating paper-based processes and using the SafeContractor digital platform to:
When we first started the department in 2009, we faced several challenges. Contractor performance was inconsistent, and we lacked a reliable way to measure progress and provide structured feedback. When I refer to contractors, I mean our partners. We want them to succeed and grow with us long term. But without clear feedback, improvement becomes difficult.
We began by clarifying the roles and responsibilities of both managers and contractors and developing a structured evaluation process. We met with management and field teams to gather feedback on contractor performance and identify areas for improvement.
Next, we centralized contractor evaluation profiles in SafeContractor. This allows us to track, verify and share information easily, including skills, qualifications, completed training, certifications and insurance status.
Our Procurement team uses SafeContractor to review contractor performance before issuing tenders. We work with many contractors, and approximately 30% change each year. We may work with a contractor for one year and not again for two or more years.
Having access to historical performance data, including health and safety records and documented improvements over time, is extremely valuable.
We manage approximately 2,000 tasks requiring work permits. These must be approved and signed by both the contractor’s supervisor and the site supervisor before work begins.
Permits cannot be signed more than 24 hours in advance because site conditions may change.
Our site spans eight miles by three miles. For example, if a contractor working at mile seven needs a signature from a supervisor at mile eight, obtaining approval could take 30 minutes or more. This created delays. In some cases, we even used helicopters to speed up approvals along our 418 km railway.
By implementing electronic work permits through SafeContractor, approvals can now be completed digitally on mobile devices. What previously took hours or half a day now takes 10 minutes.
We estimate this change has saved $5 million in time alone. Additional savings come from eliminating the need to print multiple permit copies.
More importantly, contractors can begin work much sooner.
Rio Tinto is focused on strengthening partnerships with contractors by integrating them more fully into our operations. To support this, we launched a contractor management excellence program called CMX.
As part of CMX, we hold a 15-minute weekly meeting with contractors to discuss incidents or accidents encountered on-site. During these meetings, we visit the site, review actions taken and explore alternative solutions.
We then share these learnings across Rio Tinto, as similar safety challenges can arise in different locations. Since heavy equipment and risk factors are often consistent across operations, knowledge sharing strengthens safety practices globally.
When SafeContractor was first introduced, contractors were reserved. Over time, they became more open and proactive, even reaching out outside regular hours to provide safety feedback.
Our objective is to ensure contractors are actively involved in enforcing procedures and contributing to solutions. They must be included in discussions rather than simply informed of changes.
When contractors have input, implementation and compliance become significantly easier.
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