Page 126 - Annual Report 2020

2.6.2 Workforce engagement

The Board has arrangements in place for workforce engagement, The Board considers these arrangements to be effective as they
and has built on these arrangements further following the enable the Board to hear first-hand from a cross-section of the
implementation of the UK Code. Alongside section 1.4.3, the table workforce, and to engage with them interactively (e.g. during site
below describes the ways the Board engaged with our workforce in visits and some Board briefing sessions), with the opportunity to
FY2020, and how workforce considerations impacted key decisions. consider the feedback received in subsequent Board discussions.
Engagement practice Description
Site visits Directors visited operational sites in several countries and informally engaged with a cross-section of our workforce in the
field, in small group discussions and meetings to hear first-hand the views of our people.
Deep dives In February 2020, Directors participated in an interactive presentation from Western Australia Iron Ore (WAIO) employees.
The employees shared their perspectives on issues including peer comparison, strategic risks, people and investment options.
Board meetings Directors hear from employees, up to several levels below the CEO, at each Board meeting. Topics include the health
and safety of our people, culture, ethics and compliance, workforce relations, response to COVID-19, our purpose,
human rights, conduct concerns and diversity.
Members of our workforce are able to raise matters of concern either through one of the means described below,
or through our 24-hour speak-up helpline, EthicsPoint (see section 2.15). This helps to ensure Board oversight of culture
and management response to serious conduct contrary to Our Charter and Our Code of Conduct.
Employee survey Directors discussed the results of the FY2019 Employee Engagement and Perception Survey, which provided insights
results on developing our culture and the areas of focus for FY2020. The results showed that our commitment to leadership
development and a focus on trust and care remain critically important to a vibrant culture that underpins performance
and transformation.
Wellbeing survey Directors were provided with details of employee feedback from a regular COVID-19 wellbeing survey. By reviewing the
results data and open comments, our leaders are working to address key concerns for our people including challenges related
to managing their health (working from home, lack of exercise, poor sleep and diet), workload (lack of clear barriers
and work hours in work-from-home situations), family (home schooling) and social isolation (particularly in mining camps
and for young people).

2.7 Director skills, experience and attributes
Skills, experience and attributes required Overarching statement of Board requirements
The Board and its Nomination and Governance Committee work The BHP Board will be diverse in terms of gender, nationality,
to ensure the Board continues to have the right balance necessary geography, age, personal strengths and social and ethnic
to fulfil its responsibilities. The requirements for Board composition backgrounds. The Board will comprise Directors who have
are described in an overarching statement, with the desired skills proven past performance and the level of business, executive
and experience included in the skills and experience matrix below. and non-executive experience required to:
All Directors are expected to comply with the Group’s Code • provide the breadth and depth of understanding necessary
of Conduct, act with integrity, lead by example and promote to effectively create long-term shareholder value
the desired culture. • protect and promote the interests of BHP and its social licence
The overarching statement, skills, experience and attributes to operate
consider and respond to both the external environment and • ensure the talent, capability and culture of BHP to support
BHP’s core business characteristics, including: the long-term delivery of our strategy
• BHP’s strategy and the long-term cyclical nature of the business Attributes
• that BHP is a global natural resources company operating The Board believes each Non-executive Director has these attributes:
in global markets sufficient time to undertake the responsibilities of the role; honesty
• the continued need to focus on financial and non-financial risks and integrity; and a preparedness to question, challenge and
(including HSEC risks and the risks identified) (see section 1.5.4) critique. The Executive Director brings additional perspectives
• the increasing challenge related to social value and the many to the Board through a deeper understanding of BHP’s business
stakeholders that are impacted by BHP, including civil society, and day-to-day operations.
communities, investors, government, regulators, customers
and employees
• the increasing importance of technology and innovation to the
sustainability of BHP
• ongoing and continued focus on capital allocation and improving
shareholder and capital returns

124 BHP Annual Report 2020