At BHP, we recognise the responsibility and opportunity that comes with operating on Country. We aim to set a standard for embedding Aboriginal and Torres Strait Islander perspectives into our business that can help drive the changes we need to be a trusted partner long into the future.  

Our commitment  

This ambition comes to life in our 2023–2027 Reconciliation Action Plan (RAP), co-created with Traditional Owners and Aboriginal and Torres Strait Islander partners from across Australia to outline our approach to respectful engagement, cultural understanding, economic and community development, and advocacy to advance national reconciliation and contribute to a society that is just and equitable for all. 

Key achievements  

Our industry still has a lot to learn and a path of change ahead. At BHP, we know that transformational change takes time and we’ve heard clearly through the co-creation process that actions speak louder than words. Since committing to our first Reconciliation Action Plan (RAP) in 2007, BHP has  published a total of six RAPs, continually evolving our approach to reconciliation with Aboriginal and Torres Strait Islander peoples in Australia. We’re making progress across all four RAP pillars: understanding and respect, economic development, culture and community and advocating for change.  

This case study explores our progress in the culture and community pillar of the 2023-2027 RAP.  

Culture and community  

Our commitments under the culture and community pillar are to support Aboriginal and Torres Strait Islander peoples, institutions and communities through voluntary social investment that realises social, environmental and cultural aspirations as well as build the cultural capability of our workforce, address the drivers of racism and enhance workplace cultural safety. 

With support from Indigenous employees, in FY2024 we undertook a cultural safety review to inform strategies that will deepen cultural support and wellbeing for Indigenous employees in BHP’s Australian workforce. We also conducted a review of our Indigenous Cultural Respect Framework and in partnership with Traditional Owners and Indigenous employees, we are working to co-create a new cultural respect learning framework to enhance cultural capability in the workforce and together, make BHP a safer place for all.  

Partner symposium  

BHP hosted an inaugural Australian Indigenous Social Investment Partner Symposium in May 2024. The symposium brought 29 Indigenous social investment partners together with members of BHP’s Indigenous Engagement, Corporate Affairs, Communities, Communications and Legal teams to learn, share and identify opportunities for deeper collaboration.  

In seeking outcomes for Indigenous people, created by Indigenous people, the symposium created space for collective reflection on partnering practice – working together to understand what is going well and where we can improve collaboration, goal setting, governance and evaluation, and advocacy.  

Allan James, Head of Indigenous Engagement reflected on the success of the event. “By coming together over two days, we unlock doors and lines of enquiry between organisations that we hope will build long lasting relationships that are strategic and of benefit across generations.”  

“Contributing to the achievement of aspirations of Aboriginal and Torres Strait Islander peoples and communities within Australia is essential to the relationships we share with communities, and ultimately supports the sustainability of our operations”, Allan said.  

It is anticipated the symposium will  be an annual event and is supported by a regular virtual Community of Practice with external partners facilitated by BHP that further enhances collaboration, connectivity and learning from each other. 

First Australian Indigenous Social Investment Report  

In FY2024, we  published our first Australian Indigenous Social Investment Report, reflecting our Australian Indigenous Social Investment Strategy, which is focused on supporting community-led Indigenous organisations. Purposeful and meaningful voluntary social investment to support positive outcomes for Indigenous peoples and communities is key.  

This strategy focuses on six key areas:  

1. arts and culture  
2. education and training  
3. community health and wellbeing  
4. knowledge, languages and technologies  
5. country, nature and environment  
6. Indigenous governance, economic development and advocacy  

Plans are informed by the voices and perspectives of Indigenous peoples, and we work in collaboration with partners to co-create and agree on key priorities; develop strong governance mechanisms internally and externally; actively develop the cultural capability of our business and employees; and share trusted relationships with partners across Australia.  

You can read the FY2024 Australian Indigenous Social Investment report here.  

We’re grateful to everyone who has contributed to our progress under our RAP . Guided by our company purpose to bring people and resources together to build a better world, we will work to unlock a better future, together.