Building a culture of care and trustful relationships
Through our Engagement and Perception Survey (EPS) in FY2018, our employees told us they feel proud to work at BHP and describe the work environment as collaborative and inclusive. They have the freedom to express ideas and the confidence their colleagues will listen. Our EPS results show improvement in nine of the 10 broad survey categories over the past 12 months.
The most significant improvements related to team work and trustful relationships at work (six point increase); a focus on employee development (three point increase); and being engaged and invested in BHP (two point increase). Of the employees surveyed, 81 per cent agreed that their team starts from a position of trust. This is a strong result given that trust and the quality of work relationships are critical to BHP’s sustainable performance.
The results revealed some areas where we need to step up our efforts to improve employee engagement. Many employees faced too many obstacles to doing their jobs well and believed that processes could be more efficient. There was also room for improvement in how the leadership group mmunicated change and the impact their decisions had on the workforce. FY2019 presents an opportunity to address obstacles, streamline processes and increase technology capability. The survey showed that our leaders have improved in their ability to manage change, which will improve people’s experiences at work.
Supporting strong leadership
Over the past four years, BHP has invested in developing frontline leaders, with a particular focus in FY2018 on helping them to encourage and manage a flexible workforce and build an inclusive team. The EPS results demonstrated the progress we have made in specifically shifting leader behaviours for how they engage, lead change and develop their teams, and over the past five years we have seen significant increases (up to nine per cent) across these EPS measures.
We developed new programs and tools, such as a digital coach and leadership podcasts to improve the quality of leadership. In FY2018, 40 General Managers from our operations around the globe, who are responsible for 75 per cent of BHP’s workforce, attended 10 days of face-to-face workshops and contributed to projects aimed at solving complex business problems. They received intensive technical and leadership training that formed part of a strategy to cultivate a diverse general manager cohort with the capability to run safe, effective and efficient operations. The leadership programs will be expanded to include more operational managers in FY2019.
More than 90 per cent of maintenance managers from Minerals Australia attended our Maintenances Academies, a development initiative from our Maintenance Centre of Excellence. The sessions broadened leaders’ technical knowledge, leadership capability and collaboration with peers.
We are now focused on developing frameworks and processes to further raise leadership and cultural capability. We will more clearly define the specific capabilities our future leaders require to deliver strong safety and productivity outcomes at each level of management.
Outside of leadership capability, we will streamline our systems, processes, tools and behaviours to improve operational capability. The BHP Operating System (BOS) framework will lay the foundation for long-term and in-depth learning and development. BOS training will reinforce basic technical and problem-solving skills as part of a broader push to help our people solve problems and come up with sustainable solutions.
Inclusion and diversity
At BHP, we believe that all our people should have the opportunity to fulfil their potential and thrive in an inclusive and diverse workplace. Inclusion and diversity promote safety, productivity and wellbeing within BHP. We employ, develop and promote people based on merit and do not tolerate any form of unlawful discrimination, bullying or harassment. Our systems, processes and practices empower fair treatment.
We have an aspirational goal to achieve gender balance globally by CY2025. At the end of FY2018, there were 915 more women employees at BHP than the same time last year, contributing to an increase in the representation of women by 1.9 per cent up to 22.4 per cent12. These results show we are making progress, although we did not achieve the three per cent annual growth to which we aspire.
The external hiring ratio of 39.8 per cent women and 60.2 per cent men remains the strongest contributor to improved female representation outcomes, and is a marked increase in female hiring compared to FY2015 (10.4 per cent). The turnover of women (9.7 per cent) is still higher than the rate for men (6.5 per cent). However, the take up of flexible working (a key lead indicator of improving the representation of women) has increased to 46 per cent in FY2018 from 41 per cent in FY2017.
The focus areas of our strategy to achieve a more diverse and inclusive workplace include:
- embedding flexibility in the way we work;
- encouraging and working with our supply chain partners to support our commitment to inclusion and diversity;
- uncovering and taking steps to mitigate potential bias in our behaviours, systems, policies and processes;
- ensuring our brand is attractive to a diverse range of people.
Flexible work promotes greater workforce diversity. We introduced ‘flex principles’ to clarify what we mean by flexible working at BHP, prompting an increase in the number of employees that embraced flexible work arrangements. Some 46 per cent of our people now work flexibly, up from 41 per cent in FY2017. A further 2,183 people (8.6 per cent) indicated that they plan to work flexibly in the next 12 months. Those who are formally working flexibly also report a significant increase in wellness compared to the Group average.
We have seen both long-distance commuters and residential employees at our operations implement flexible rosters, job share arrangements and take breaks from work. This has challenged the prevailing mindset that flexibility is only available to office-based employees. For example, in Western Australia Iron Ore, 28 (seven per cent) of our train drivers are now working flexibly via part-time job sharing arrangements.
Working with suppliers
BHP’s Supply team continues to lead a comprehensive program of work to build inclusion and diversity incentives into contracts in Australia. We engage with mobile equipment manufacturers to design tools and equipment for use by a diverse workforce and encourage them to embrace diversity in their work teams. BHP has encouraged suppliers to support greater diversity through ergonomic design and product development.
Mitigating potential bias
Our employees have been trained to recognise and mitigate potential bias through more inclusive behaviour towards all employees. Policies and systems have been changed to reduce potential bias. BHP has taken steps to reduce potential bias in recruitment and conducts an annual pay gap review, the results of which are reported to BHP’s Remuneration Committee. Together, these will address future pay disparities between men and women.
Inclusion and diversity continue to be a strong theme in our internal communications to our employees. To ensure BHP and our industry is attractive to a diverse range of people external to the business, we implemented a number of initiatives in FY2018. For example, we ran proactive media and online campaigns that highlighted our progress in flexible work and our broader inclusion and diversity agenda.
The capability of our leaders to effectively manage diverse teams and make people feel more included is improving; eight out of the 11 questions in the EPS relating to inclusion increased significantly in FY2018.
At BHP, we want to provide a safe, inclusive and supportive workplace for all. It’s part of bringing your whole self to work.
Jasper is BHP’s employee inclusion group for BHP’s lesbian, gay, bisexual, transgender and others (LGBT+) community and its allies. Formally endorsed by the Executive Leadership Team and Global Inclusion and Diversity Council, Jasper’s aim is to drive a safe and inclusive work environment for everyone by providing advice on ways to reduce bias and ensure LGBT+ people are respected and valued no matter their sexual or gender identity.
A number of local Jasper chapters have been established, with diverse representation from across our business. Awareness sessions have been held at BHP locations around the world to build understanding and acceptance and raise awareness of the challenges and discrimination experienced by the LGBT+ community.
We aim to provide employment opportunities in our host communities that contribute to sustainable social and economic benefits for Indigenous people. For more on our approach to Indigenous employment and our performance to date, see the Indigenous peoples section in the 2018 Sustainability Report.
The culture of care and trustful relationships is a fundamental principle of our employee relations strategy at BHP. We are committed to full compliance with legislative workplace requirements and agreements, both individual and collective, and we aim to continually improve our relationships through better engagement with our people.
In FY2018, BHP Mitsubishi Alliance (BMA) concluded a two-year negotiation of its primary enterprise agreement in Australia with no lost time due to industrial action. Overall, BHP has achieved a year with only 24 hours of lost time due to industrial action in Minera Escondida Limitada. On 17 August 2018, Escondida successfully completed negotiations with Union N°1 and signed a new collective agreement, effective for 36 months from 1 August 2018.
Supporting diversity at our operations
Discover more >