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Inclusion and diversity

We believe that an inclusive and diverse workforce promotes safety, productivity and wellbeing, and underpins our ability to attract and retain employees. Our systems, processes and practices are designed to support fair treatment for our people. Our Inclusion and Diversity Position Statement confirms our vision, commitment and contributions to inclusion and diversity. We have further work to do to achieve this goal.

Our strategy is to focus on attracting and retaining a workforce that is truly representative of society. We intend to do this by addressing the barriers and impacts of bias and racism experienced by people within underrepresented groups by listening to their experience combined with insights from our engagement surveys and the recently deployed self-identification survey, ‘Tell Us About You’. So far, around 10,000 people have confidentially shared with us information about themselves (a 22 per cent response rate), which is a good starting point and we expect to see participation grow over time. Our intention is to contrast this data with national/regional census data over time to measure how diverse we are against the general population.

To help mitigate gender pay disparities, we have taken steps to reduce potential bias in remuneration at the time of recruitment and we conduct an annual gender pay review, the results of which are reported to the BHP Remuneration Committee. Respect is one of our values under Our Charter 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 and we are determined to address this.

For information on our approach to addressing workplace sexual harassment refer to Sexual Harassment

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

  • embedding flexibility into 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 systems, policies and processes, and in behaviours through the Respectful Behaviour campaign
  • ensuring our workplaces are safe for and attractive to a diverse range of people

Inclusion and diversity

  • Gender balance1

    In CY2016, we announced our aspiration to achieve gender balance within our employee workforce globally by the end of FY2025, which we define as a minimum 40 per cent women and 40 per cent men in line with the definitions used by entities such as the International Labour Organisation and HESTA.

    We increased the representation of women working at BHP in FY2022 by 2.5 percentage points, with almost 8,000 more female employees at the end of the year than in 2016. At 30 June 2022, women represented 32.3 per cent of our employee workforce up from 17.6 per cent when we set our aspirational goal. We are confident of achieving gender balance by the end of FY2025. 

    The percentage of employees newly hired to work for BHP in FY2022 was 52.7 per cent male and 47.3 per cent female. This is a marked increase on our baseline for our aspirational goal, which was 10.4 per cent female hired in FY2015. 

    We also improved our representation of women in leadership by 2.7 percentage points compared to FY2021, with 27.9 per cent female people leaders at the end of FY2022.

    To further accelerate female representation, in FY2022 we:

    • continued market mapping to proactively target people or groups of people not actively looking to work for BHP or our industry 
    • implemented a ‘Tell Us About You’ survey, our first self-identification survey to measure the rich diversity of our workforce 
    • integrated inclusive leadership capabilities at all levels of our leadership learning curriculum  
    • embedded the Ways of Working Framework to guide employees and leaders to ‘Work where you get great outcomes’  
    • launched Phase 3 of the Respectful Behaviour campaign to reinforce our zero tolerance of sexual harassment, racism and bullying including global ‘Stop for Safety’ sessions for all employees and contractors 

    Based on a ‘point-in-time’ snapshot of employees as at 30 June 2022, including employees on extended absence, as used in internal management reporting for the purposes of monitoring progress against our goals. This does not include contractors. People leaders as defined as employees with one or more direct report.

  • Indigenous employment

    Indigenous peoples are critical partners of BHP’s operations around the world. We recognise, 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 by supporting Indigenous enterprises. 

    We have set targets to increase Indigenous employment in our Minerals Australia operations, Minerals Americas operations in Chile and our Jansen Potash Project and operations in Canada. For more information on our 2030 goals related to Indigenous partnerships refer to BHP’s Operating and Financial Review 7.13 - Indigenous peoples.


    In our Minerals Australia operations, we have achieved the Australian Indigenous employment target of 8 per cent ahead of schedule (8.3 per cent of employees at 30 June 2022) through significant effort with targeted Indigenous recruitment campaigns, a tailored application process focused on the cultural needs of applicants and BHP’s commitment to the regional communities where we operate. A key focus in Australia now is the retention and development of our Indigenous workforce. New targets have been set and engagement strategies are being developed as part of BHP’s next Minerals Australia Reconciliation Action Plan.

    From FY2023 the targets for Indigenous employee representation are 9.7 per cent by the end of FY2027 in our Minerals Australia operations, 10 per cent by the end of FY2025 in our Minerals Americas operations in Chile and 20 per cent by the end of FY2026 in our Jansen Potash Project and operations in Canada. 

  • Disability Access & Inclusion

    At BHP, we value inclusion of all people. Disability is a valuable aspect of society and the culture of our workforce. In support of BHP’s commitment to creating a diverse and inclusive work environment, our Accessibility & Inclusion Network, Amber, was established in 2022.


    Amber is an employee-led network sponsored at the executive level, designed to drive change through leadership and influence. The network was named after the amber gem, which often contains fossilised material called “inclusions.” These inclusions are one of the reasons amber is so coveted.

    The value placed on the inclusions within amber contrasts with the valuation of stones like diamond, where “perfection” or “purity” is held in high regard. Due to these inclusions, amber can also be found in a diverse range of shapes, shades, and colours. This reflects the diversity and intersectionality of the disability community.


    Our Amber Accessibility & Inclusion Network provides a platform for employees to share their perspective, connect with others who have similar experiences, and provide peer support. Amber is focused on those who identify as having any kind of disability, as well as carers and allies. The network also encompasses our already established Neurodiversity@BHP group, which supports all neurodivergent people at BHP, as well as our commitment to mental health and wellbeing.

    BHP is acting across all our regions to ensure an accessible and inclusive workplace for people with disability. Minerals Americas has taken the lead on this, with Chile reaching its target of 1.5% people with disability – above the legally mandated requirement.

  • LGBT+ inclusion

    Our LGBT+ ally employee inclusion group, Jasper, established in 2017, is a natural extension of our inclusion and diversity aspirations and reflects our value of Respect under Our Charter.

    Its membership base grew to around 2,000 in FY2022, with eight regional chapters globally.

    It also has a Global Committee, which works across seven key pillars that map to the Australian Workplace Equality Index (AWEI):

    • HR policy and diversity practice 
    • Sustainability, strategy and accountability
    • Employee and leadership engagement
    • Visibility and awareness
    • Education, training and professional development
    • Data collection and reporting
    • Community engagement

    In 2022, BHP reached the bronze ranking in the AWEI, which benchmarks best practice for LGBT+ inclusion in the workplace. For the first time, BHP also indexed against best practice for LGBT+ inclusion in the Americas. We reached a ‘Company tier rating A’ in the Radiografía Pride Connection 2022 benchmarking survey organised by Fundación Iguales, Pride Connection in Chile.

    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 transgender and gender diverse  team members – where everyone is treated with dignity and respect and can realise their full potential without discrimination.

    In FY2022, we continued to close gaps for LGBT+ inclusion, such as releasing guidelines and implementing support for transgender and gender diverse recruitment, and updated our parental leave policy to be more inclusive by making language more gender neutral and ensuring it applies to birth, long-term guardianship and adoption aligned to changes in Australia.

  • Flexible working

    Our flexible working has evolved throughout the COVID-19 pandemic and we have embedded a hybrid working model for employees in non-operational roles, allowing office and home-based working arrangements, while requiring 30 to 50 per cent of work to be based in the office, depending on the nature of work. 

    We understand many site-based employees are in roles that cannot be performed remotely. We continue to seek to provide flexible working through lifestyle-friendly rosters with some sites within WAIO moving away from two weeks on (seven days, seven nights)/one week off rosters to eight days on (day shift)/six days off then seven days on (night shift)/seven days off rosters. Part-time and job-share arrangements have increased including at senior levels. 

  • 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 FY2022 this included:

    • supplier inclusion and diversity 
    • continuing to focus on Indigenous procurement 
    • collaborating  with suppliers on programs and BHP's expectations to prevent sexual harassment

Transgender and gender diverse recruitment drive delivers results    

BHP’s first recruitment drive designed to engage with trans diverse  talent has delivered results for the Maintenance and Engineering Centre of Excellence based in Santiago, Chile.