Clark Murphy

When you look at the direction of the company in the last couple of years, a lot of M&A work, You talked about the portfolio realignment, balance sheet changes, et cetera. Was this a direction the company was going to take or did COVID impact what direction you thought the company should go in strategically?

When you look at the direction of the company in the last couple of years, a lot of M&A work, You talked about the portfolio realignment, balance sheet changes, et cetera. Was this a direction the company was going to take or did COVID impact what direction you thought the company should go in strategically?

When you look at the direction of the company in the last couple of years, a lot of M&A work, You talked about the portfolio realignment, balance sheet changes, et cetera. Was this a direction the company was going to take or did COVID impact what direction you thought the company should go in strategically?

The potash business, which you have made a number of acquisitions and investments, it is what fuels literally food growth in the world. And with Russia and Belarus being one of the biggest suppliers of potash, the war in the Ukraine has affected supply chains and the supply itself. How do you look at that? And did you do these deals previously? As a result of the war or beforehand?

The potash business, which you have made a number of acquisitions and investments, it is what fuels literally food growth in the world. And with Russia and Belarus being one of the biggest suppliers of potash, the war in the Ukraine has affected supply chains and the supply itself. How do you look at that? And did you do these deals previously? As a result of the war or beforehand?

The potash business, which you have made a number of acquisitions and investments, it is what fuels literally food growth in the world. And with Russia and Belarus being one of the biggest suppliers of potash, the war in the Ukraine has affected supply chains and the supply itself. How do you look at that? And did you do these deals previously? As a result of the war or beforehand?

So let me get this right. The guy who runs the world's largest mining company is decarbonizing, selling oil and gas assets, says we need healthier food on less arable land. which is not what grandma thinks of the average mining company. You're in essence, by what you sold and what you're investing in, are becoming a more sustainable company in a rough industry.

So let me get this right. The guy who runs the world's largest mining company is decarbonizing, selling oil and gas assets, says we need healthier food on less arable land. which is not what grandma thinks of the average mining company. You're in essence, by what you sold and what you're investing in, are becoming a more sustainable company in a rough industry.

So let me get this right. The guy who runs the world's largest mining company is decarbonizing, selling oil and gas assets, says we need healthier food on less arable land. which is not what grandma thinks of the average mining company. You're in essence, by what you sold and what you're investing in, are becoming a more sustainable company in a rough industry.

I find that fascinating and ironic, okay? So how do you balance this vision of mining in a rough, tough, and pretty remote parts of the world? And I'm going to eat better because you're investing in potash. I'm obviously exaggerating a little bit for effect here. But this is pretty interesting and not what one expects. Mike.

I find that fascinating and ironic, okay? So how do you balance this vision of mining in a rough, tough, and pretty remote parts of the world? And I'm going to eat better because you're investing in potash. I'm obviously exaggerating a little bit for effect here. But this is pretty interesting and not what one expects. Mike.

I find that fascinating and ironic, okay? So how do you balance this vision of mining in a rough, tough, and pretty remote parts of the world? And I'm going to eat better because you're investing in potash. I'm obviously exaggerating a little bit for effect here. But this is pretty interesting and not what one expects. Mike.

Like everything else, technology is a key part of the culture of what you're doing and how you go forward. How do you keep this sense of innovation and forward-looking as a corporate culture? Because many people say it's not the technology, certainly it's the power of the need of technology, but it's cultural change where machine learning and AI come to the fore.

Like everything else, technology is a key part of the culture of what you're doing and how you go forward. How do you keep this sense of innovation and forward-looking as a corporate culture? Because many people say it's not the technology, certainly it's the power of the need of technology, but it's cultural change where machine learning and AI come to the fore.

Like everything else, technology is a key part of the culture of what you're doing and how you go forward. How do you keep this sense of innovation and forward-looking as a corporate culture? Because many people say it's not the technology, certainly it's the power of the need of technology, but it's cultural change where machine learning and AI come to the fore.

We talk about collaboration and collaboration You have the BHP operating system, which has been so successful. And not to flatter you on the podcast, but you're regarded as the ability to inculcate the culture with consistency of 90,000 people through this operating system. Talk about this balance of the system that's company-wide.

We talk about collaboration and collaboration You have the BHP operating system, which has been so successful. And not to flatter you on the podcast, but you're regarded as the ability to inculcate the culture with consistency of 90,000 people through this operating system. Talk about this balance of the system that's company-wide.

We talk about collaboration and collaboration You have the BHP operating system, which has been so successful. And not to flatter you on the podcast, but you're regarded as the ability to inculcate the culture with consistency of 90,000 people through this operating system. Talk about this balance of the system that's company-wide.

A lot of people put things on the wall, but it doesn't really happen. It appears to have happened at BHP. How and why?

A lot of people put things on the wall, but it doesn't really happen. It appears to have happened at BHP. How and why?