Page 46 - Annual Report 2020

1.6 Capability and culture

1.6.1 Our people
Our global workforce is the foundation of our business and we believe that supporting the wellbeing of our
people and promoting an inclusive and diverse culture are vital for maintaining a competitive advantage.
We engage more than 80,000 employees and contractors globally To continue to grow value we must ensure our operations perform
and empower them to work in safer, more creative and rewarding well and that means safely, productively, cost-effectively and
ways. We trust and collaborate to drive performance and give our reliably. We invest in our people to drive this performance.
people more say, new capabilities and tools, and new avenues for In FY2020, we invested in a new workforce surveying and analytics
technology and innovation. platform that provides our leaders with deeper and more frequent
We provide competitive remuneration to reward employees for their insights into our culture and our people’s safety, engagement and
expertise and commitment to our business strategy and long-term enablement. We first deployed this technology in response to the
success. Our remuneration approach is designed to inspire our COVID-19 pandemic, to closely manage wellbeing and monitor the
employees to embrace BHP’s core objectives and values. effectiveness of communication. With more than 55,000 responses
Developing our capabilities and an enabled culture over a three-month period from employees and contractors
to a weekly pulse survey, we could respond to the needs of our
The delivery of our strategy is predicated on culture and capability. workforce by deploying targeted support initiatives, such as
We apply the BHP Operating System (BOS) practices to build leader guides, training packages, coaching and access to mental
leader capability. We invest in people and capability to deliver health services.
high performance and our aspiration for a gender-balanced Our COVID-19 wellbeing survey results identified our leaders
workforce. We drive continuous improvement through respect as strong communicators and leaders of their teams through
for people’s differences, self-accountability, a hunger to learn significant change. Eighty-nine per cent of respondents indicated
and a commercial mindset. they received support from their leader when they needed it and
The BOS sets the foundation for long-term and in-depth learning 92 per cent were clear about what they should be working on.
and development, by developing practices and capabilities that With a focus on developing capability in core leadership routines,
empower our people to pursue operating excellence. In FY2020, 2,602 leaders have participated in the Step Up to Leadership
the focus of our capability building work was on teaching and training since FY2015, which has been pivotal in the development
embedding the BOS practices across our operated assets, from of BHP’s culture over the past five years. These programs will be
general managers to frontline employees and contractors. The BOS updated in FY2021 to further support our people and the
senior leader development sessions equipped senior leaders to development of our culture.
lead and role model the BOS’s principles and practices. We will
further develop leadership capability in FY2021 through the BOS We also focused on developing the leadership skills of our Indigenous
learning and development programs for coaches and work with our employees in FY2020, through our Indigenous development
leaders to support the effective embedment of the BOS to improve program, which identifies Indigenous employees with leadership
operational capability and cultural outcomes. potential and addresses barriers to career progression. For more
information, refer to the Indigenous employment section.

44 BHP Annual Report 2020