Page 47 - Annual Report 2020

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Operations Services was created by BHP to provide permanent Gender balance
employment within BHP for roles undertaking maintenance and We aim to achieve gender balance globally by CY2025. In FY2020,
production execution services across Minerals Australia assets. we increased the representation of women working at BHP by
Operations Services supports people to build their skills through 2.0 per cent, resulting in 1,767 more female employees than at the
a structured coaching and in-field verification process, designed end of FY2019. Our overall representation of women is 26.5 per cent. Strategic Report
to enable operators and maintainers to achieve mastery within
their roles. This helps deliver consistent equipment operation We signed the CEO Statement of Support for the United Nations (UN)
and maintenance that balances safety, maximum productivity Women’s Empowerment Principles in FY2020 to strengthen our
and equipment reliability. global commitment towards gender equality. The partnership with
UN Women and the UN Global Compact encourages business leaders
We recognise government, industry and education stakeholders to use seven principles as a guide for actions that advance and
play important roles in helping us fulfil our skills requirements. empower women in the workplace, marketplace and community.
The Queensland Future Skills Partnership with TAFE Queensland
and Central Queensland University has been established to fast The percentage of people newly hired to work for BHP in FY2020 Governance at BHP
track development of new autonomy skills. Our Minerals Americas was 60.7 per cent male and 39.3 per cent female. This female
team is partnering with the Industrial and Mining Training Centre representation outcome is a marked increase compared to FY2015
in Chile, initially established 24 years ago by Escondida, to deliver (10.4 per cent female), the baseline for our aspirational goal.
new technology skills and a pipeline of operators/maintainers who Several of our operations and major capital projects have reported
are new to mining, with a focus on increasing female participation strong female representation with investment in entry-level
in mining. We are working with the Minerals Council of Australia programs. Operations Services, South Flank, Escondida, Olympic
as a key stakeholder through which the Department of Education, Dam and other operations increased their female representation
Skills and Employment will engage with the mining sector to with apprenticeship intakes to develop women and create new
develop a new skills organisation. Some of our operated assets are talent pools of females and diverse talent in entry-level roles as
also partnering locally with external companies to deliver programs operators, maintainers and others according to specific operational
that prepare people who are new to mining with the skills they needs where this diversity does not exist today. Escondida improved Remuneration Report
need to work in the mining industry. female representation in FY2020 by 3.1 percentage points and hired
Inclusion and diversity 67 female apprentices in mine operations. Operations Services
Inclusion and diversity promotes safety, productivity and wellbeing increased female representation by 8.0 percentage points to
33.1 per cent in FY2020, including 82.9 per cent female apprentices
of our workforce and underpins our ability to attract new employees. and trainees, 266 females and 55 males.
We employ, develop and promote based on people’s strengths and
we do not tolerate any form of discrimination, bullying, harassment, We also improved our representation of women in leadership
exclusion or victimisation . Our systems, processes and practices by 1.7 percentage points compared to FY2019, with 22.4 per cent
(1)
are designed to support fair treatment for all. female leaders.
Our employees are trained to recognise and mitigate potential To accelerate female representation, in FY2020 we: Directors’ Report
bias towards any employee and encouraged to speak up if they • improved employment branding that targets diverse audiences
encounter behaviours that are inconsistent with our values and about why they should join BHP
expectations. To prevent gender pay disparities, we have taken • progressed market mapping to proactively target people or groups
steps to reduce potential bias in recruitment and conduct an of people not actively looking to work for BHP or our industry
annual gender pay review, the results of which are reported • broadened our channels across social, digital and
to the BHP Remuneration Committee. traditional media
Respect is one of Our Charter values and we believe it is • enhanced our workforce development and retention through
fundamental to building stronger teams and being an inclusive coaching and support materials for leaders
and diverse workplace. For some people, this has not been their • took further steps to uncover and remove barriers for women
experience of working at BHP. We are determined to address this. with the launch of the Women@BHP group on BHP’s social
In FY2020, we continued our Respectful Behaviour campaign, networking service and set clear expectations of leaders about Financial Statements
which builds awareness of what constitutes disrespectful how to respond to Our Code of Conduct breaches relating
behaviours in the workplace to generate conversation. to sexual harassment
We equipped leaders and employees with materials to help them
have conversations about disrespectful behaviours and integrated Indigenous employment
those materials and concepts throughout our cultural tools and We aim to provide employment opportunities in the communities
programs (including BHP leadership programs, Leading Inclusion, in which we operate that contribute to sustainable social and
sexual harassment training, and Our Code of Conduct training). economic benefits for Indigenous peoples. In Minerals Australia,
(3)
We also started to assemble an internal working group in FY2020, Indigenous employment within our employee and contractor
workforce increased from 5 per cent to 6.5 per cent (1,726
to develop a holistic plan to address the controls and cultural employees and 475 contractors), exceeding our target of
enablers of sexual harassment and assault in the workplace. 5.75 per cent by the end of FY2020. There has been a 140 per Additional information
Our strategy to achieve a more diverse and inclusive workplace cent (50 to 120) increase in Indigenous employees in supervisor,
continues with focus on four areas: superintendent and manager roles since FY2017 through external
• embedding flexibility in the way we work hiring and internal leadership development and career progression.
• encouraging and working with our supply chain partners In North America, we have focused on working with our contracting
to support our commitment to inclusion and diversity partners to support the employment of First Nations and Métis
• uncovering and taking steps to mitigate potential bias peoples, who now comprise 22 per cent of our workforce at the
in our behaviours, systems, policies and processes Jansen Potash Project, and our overall workforce including
employees comprising 15 per cent Indigenous people. In Chile,
• ensuring our brand is attractive to a diverse range of people representation of Indigenous workers at our operations rose to
6.6 per cent in FY2020 (from 5.9 per cent in FY2019). Shareholder information

(1) We promote a workplace that is free from discrimination based on personal attributes unrelated to job performance, such as race, age, ethnicity, nationality, gender
identity, sexual orientation, intersex status, physical or mental disability, mental health condition, relationship status, religion, political opinion, industry/union
affiliations, pregnancy, breastfeeding or family responsibilities. This is subject to BHP’s requirement to comply with local laws in the jurisdictions in which we operate.
(2) Based on a ‘point in time’ snapshot of employees as at 30 June 2020, as used in internal management reporting for the purposes of monitoring progress against our
goals. This does not include contractors. This methodology differs from the data reported in section 1.6.2, which is calculated based on the average of the number
of employees at the last day of each calendar month for a 10-month period from July 2019 through to April 2020 and in accordance with our reporting requirement
under the UK Companies Act 2006 which is then used to calculate a weighted average for the year to 30 June based on BHP ownership.
(3) Based on a ‘point in time’ snapshot of employees and labour hire contractors as at 30 June 2020.

BHP Annual Report 2020 45