prospects banner

Inclusion and diversity

An inclusive and diverse workforce promotes safety, productivity and wellbeing and underpins our ability to attract new employees. We employ, develop, and promote based on people’s strengths and do not tolerate any form of discrimination, bullying, harassment, exclusion or victimisation. Our systems, processes and practices are designed to support fair treatment for all of our people. 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 communities where we operate. In July 2020, we published our Inclusion and Diversity Statement  confirming our vision, commitment and contributions to inclusion and diversity

Our employees are encouraged to celebrate diversity and to speak up if they encounter behaviours inconsistent with our values and expectations. To help mitigate gender pay disparities, we have taken steps to reduce potential bias in recruitment and conduct an annual gender pay review, the results of which are reported to the BHP Remuneration Committee.

Respect is one of Our Charter values and is fundamental to building stronger teams and being an inclusive and diverse workplace. For some people, this has not been their experience of working at BHP. We are determined to address this. 

Our ambition to achieve a more diverse and inclusive workplace is focused on four areas:

  • 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 

Inclusion and diversity

  • Gender balance (1)

    In 2016 we publicly announced our aspiration to achieve gender balance within our employee workforce globally by the end of FY2025. In FY2021, we increased the representation of women working at BHP by 2.7 per cent, resulting in 5,257 more female employees than reported in 2016. Overall, women represent 29.8 per cent of our employee workforce, including employees on extended absence such as parental leave. The Executive Leadership Team is confident of achieving 40 per cent female representation by the end of FY2025, meeting the definition of gender balance used by entities such as the International Labour Organization and Hesta, which consider balance to be a minimum of 40 per cent women and 40 per cent men.

    The percentage of employees newly hired to work for BHP in FY2021 was 52.1 per cent male and 47.9 per cent female. This is a marked increase on our FY2015 baseline for our aspirational goal, which was 10.4 per cent female. We also improved our representation of women in leadership by 2.8 percentage points compared to FY2020, with 25.2 per cent female leaders as at the end of FY2021.

    To further accelerate female representation, in FY2021 we worked to:

    • improve employment messaging to target diverse audiences about why they should work for BHP
    • progress market mapping to proactively target people or groups of people not actively looking to work for BHP or our industry
    • broaden our employment and brand reach across social, digital and traditional media channels
    • enhance our workforce development and retention through coaching and support materials for leaders
    • develop a Ways of Working Framework to guide employees and leaders to ‘Work where you get great outcomes’
    • implement mentoring and support networks for women

    (1) Based on a ‘point in time’ snapshot of employees as at 30 June 2021, as used in internal management reporting for the purposes of monitoring progress against our goals. This does not include contractors. For the first time this includes employees on extended absence (660 at 30 June 2021), who were previously not in active headcount.

  • Indigenous employment

    Indigenous peoples are critical partners and stakeholders for many of BHP’s operations around the world. BHP recognises, as part of our Global Indigenous Peoples Strategy, that we can contribute to the economic empowerment of Indigenous peoples through providing opportunities for employment, training, procurement and support Indigenous enterprises. Pre-employment training, employment, career development and retention of Indigenous employees are key to this.


    We have set targets to achieve Indigenous employment of 8 per cent in our Australian workforce by the end of FY2025, 10 per cent in our workforce in Chile by the end of FY2026 and 20 per cent in our workforce at potash operations in Canada by the end of FY2027.


    Indigenous employment within our employee and contractor workforce(2) as at 30 June 2021 was 7.2 per cent in Australia, 7.5 per cent in our operations in Chile and 13.7 per cent at our Jansen Potash Project in Canada.

    (2) Based on a ‘point in time’ snapshot of employees and labour hire contractors as at 30 June 2021.

  • LGBT+ inclusion

    Our LGBT+ ally employee inclusion group, Jasper, was established in 2017 as a natural extension of our inclusion and diversity aspirations and to reflect Our Charter value of Respect. It was founded by a small group of passionate employees who identified clear risks and opportunities for LGBT+ inclusion for employees and contractors across our operated assets.


    This past year has seen the team drive substantial shifts in company culture, external engagement, policies, procedures and capability. LGBT+ awareness training was conducted across our operated assets and work has progressed on how to reach LGBT+ people in our regions and ensure our employees are safe and supported onsite.


    This year marks Jasper’s fourth anniversary. The membership base of LGBT+ employees and allies has grown substantially and there are now eight regional chapters across Australia, Asia and the Americas.


    Towards the end of 2020, Jasper won an Excellence Award in the Health category at the BHP Group HSEC Awards for the Bring your whole self to work campaign, acknowledging its significant contribution to employee mental health. In February 2021, we launched our Gender Affirmation Policy and leader toolkit outlining how we will support employees affirming their gender. The Gender Affirmation Policy reflects BHP’s commitment to creating a culture that is inclusive of trans and gender diverse team members – where everyone is treated with dignity and respect and can realise their full potential without discrimination.

  • Flexible working

    Our focus on flexible working over the past few years assisted our office-based workers to adapt to remote working requirements caused by the COVID-19 pandemic.


    We expect to maintain a hybrid working model for employees based in corporate offices allowing office and home-based working arrangements while requiring 30 to 50 per cent of their work to be based in the office (excluding times when COVID-19 related workplace restrictions are in place) depending on the nature of their work.


    We also understand many site-based employees are in roles that by their very nature cannot be performed remotely. We will continue to seek to provide flexible working through part-time and job-share arrangements, flexible rosters and career breaks.

  • Working with suppliers

    We continue to work with our supply partners to ensure their products and services are suitable for our workforce, as well as encouraging diversity in their own work teams.


    In FY2021 this included:

    • implementing measures designed to improve safety and security controls at our site villages
    • securing a commitment to local hiring from Sociedad Concesionaria del Norte S.A Consortium, which has the road maintenance contract between Antofagasta and Escondida, with targets and gender balance during the operational phase of work.