Governance, capability and culture

Climate change and climate transition planning is a material governance and strategic issue for us, our Board and management as described in the BHP Annual Report 2026, Sustainability Report, 6 Governance. Therefore, it is essential we continue to build capability and culture at appropriate levels across our organisation to enable us to deliver on our climate change strategy, including our greenhouse gas (GHG) emissions targets and goals. 

Board’s and management’s role

The BHP Board is responsible for the governance and oversight of climate change issues, including strategic approach, risk management, investment decisions, public disclosures and executive remuneration. The Board approves significant social, community and sustainability policies, including those related to climate change and public sustainability goals and targets, and oversees performance against our strategy, goals and targets.  

The CEO and Executive Leadership Team execute our sustainability-related policies and strategy approved by the Board and are accountable for performance and achievement of BHP’s sustainability-related commitments, targets and goals, including our climate change targets and goals. Management plays a key role in assessing, monitoring, managing and overseeing climate-related risks and opportunities, and BHP’s performance against relevant climate targets and goals.  

Refer to the BHP Annual Report 2026, Sustainability Report, 6 Governance for more information on the role of the BHP Board and management.  

Board skills 

The Board maintains a skills matrix that identifies the skills and experience the Board needs for the next period of BHP’s development, considering BHP’s circumstances and the changing external environment.  

Refer to the BHP Annual Report 2026, Sustainability Report, 6 Governance for information on skills in the current matrix related to the Board’s capability to assess and monitor climate-related risks and opportunities and climate transition strategies.   

Organisational training 

From our last organisational review, to support capabilities, we developed training with subject-matter experts internally and externally. Our training is delivered via an internal organisational learning management system with completion required and monitored for certain roles. 

Our training includes modules on ‘Introduction to climate change’, ‘Physical climate-related risk and adaptation’, ‘Scope 3 emissions’ and ‘Energy and carbon accounting’. 

Organisational culture 

Our enhancement of climate-related capabilities in turn enables a culture shift – as the practice of factoring climate-related risks and opportunities, impacts and dependencies into decision-making increasingly becomes business-as-usual for those equipped with an understanding of these concepts. 

We regularly run internal communication campaigns to inform and educate our workforce about our climate change strategy and progress.  

We hold a quarterly internal Sustainability and Climate Community of Practice session to deliver updates on external developments and our latest progress, and to enable sharing of best practice across the organisation. 

Our Health, Safety, Environment and Community (HSEC) Awards recognise and celebrate the innovation and contribution of our workforce to making our workplaces and the communities where we operate more sustainable, including through climate-related initiatives. They recognise achievement on an individual and team level, and are designed to identify, commend and replicate best practice, inspire new ideas and further embed consideration of areas, such as climate change, into what we do.