Page 52 - Annual Report 2020

1.6.3 Technology

Technology is a key lever for BHP to improve frontline safety,
increase productivity, reduce cost, build capability and accelerate Case study:
value creation. This is being achieved by leveraging technologies Automation
such as cloud computing and storage, and smart analytics to
enhance decision-making and advance mining technologies
to automate equipment.
In FY2020, we refocused our Technology function to an asset-
centric model, while streamlining our processes and our portfolio
of work to significantly increase the speed of delivering digital
solutions to our operations and functions. Plans have been
delivered that aim to realise a 30 per cent saving (against the
FY2020 budget baseline) by end of FY2021. This refocus also
established our first digital centre, elevated our use of data and
fast-tracked our infrastructure debottlenecking with concurrent
evolution towards cloud.
Digital centres partner our technology teams with our operations
to help rapidly solve asset-specific challenges. These hubs leverage
external partnerships, data, analytics and cloud-based infrastructure
to develop targeted solutions. They represent a shift from the
traditional model of having digital projects delivered by multiple
parts of our business. Our first two digital centres were launched
in Coal (Brisbane) and Enterprise (global), and we plan to launch
digital centres in Chile, North America and Western Australia
by the end of CY2020.
An example of the value unlocked through our digital centre
in Brisbane is a decision automation solution for our operations
at Caval Ridge using machine learning. This solution informs
operators of the optimal set points in the wash plant and is
enabling coal processing plants to reduce product ash variability
and improve overall product yield. This solution is being scaled
to other Coal sites. Use of advanced mine automation technologies is part of
Digital solutions are also improving safety and reducing the risk BHP’s strategy to improve safety, build capability and drive
for frontline staff. Our Innovation Centre developed a pedestrian greater productivity.
avoidance technology that leverages ultra-wide front-of-view In 2017, we completed the rollout of our first fully autonomous
cameras and deep learning models to reduce the likelihood of haul truck fleet at WAIO’s Jimblebar Mine. The implementation
forklift associated injuries. This avoidance technology can be fitted of autonomous haulage resulted in reducing the risk exposure
to any mobile heavy equipment. Another safety solution was the of our people to driving-related hazards, improved
Dash maintainer tool, an in-house hardware and software platform productivity and provided an opportunity for our workforce
that enables maintenance technicians to undertake machine to gain new skills. The site is now one of the safest operations
diagnostics out of harm’s way, eliminating more than 50 per cent in our portfolio, with significant events involving trucks at
of live work exposure hours on excavator maintenance. Jimblebar having dropped by more than 90 per cent since
To ensure our sites are ready to leverage robotics, autonomous the introduction of autonomous haulage. Jimblebar is our
equipment and advanced analytics solutions, we are accelerating benchmark site for haulage costs with a 20 per cent reduction
the modernisation of our sites’ infrastructure foundations. These since implementation (compared to other WAIO sites), and
progressive upgrades commenced in FY2020 with Jimblebar and is an example of leveraging technology and data to drive
Newman in Western Australia and Goonyella Riverside and Daunia performance and safety.
in Queensland, and include modular data centres, in-ground fibre, Following this success, in November 2019 BHP Mitsubishi
and networks and hosting infrastructure. Alliance (BMA) announced Goonyella Riverside Mine
Our ability to develop capability and attract technical talent is would be the first site to implement autonomous haulage in
critical to ensuring BHP’s workforce is future ready. Key talent Queensland. The transition to an autonomous fleet of up to
pipeline programs include our neurodiversity program (nurturing 86 trucks over the next two years is underway and will involve
career pathways that cater for a variety of neurological conditions, more than 40,000 hours of training delivered to the Goonyella
including Autism Spectrum Disorder) and our sponsorship of team to develop the competencies required for autonomous
SheCodes Plus (female-focused pathways into coding and software operations. BMA’s Daunia Mine (also in Central Queensland)
development). We have partnered with TAFE and Central will transition 34 trucks over 14 months with 30,000 hours
Queensland University to design and deliver qualifications in of training. In February, Newman East (Eastern Ridge) was
automation, and supported the Resources Technology Showcase announced as the next iron ore site to deploy this technology.
in Western Australia. While the introduction of this technology removes the need
for an operator in the haul truck, new roles are being created
in the operations as a result. Roles such as field officers,
service technicians and mine controllers are an essential part
of an autonomous operation and we are working with our
people to provide opportunities to transition into these new
roles. Our people and the communities in which we operate
are central to this change.
For more information on developing our people,
refer to section 1.6.1.

50 BHP Annual Report 2020