Mike Henry

that both enables the industry, but also meets the very valid concerns of policymakers at the national level through to the local level.

that both enables the industry, but also meets the very valid concerns of policymakers at the national level through to the local level.

that both enables the industry, but also meets the very valid concerns of policymakers at the national level through to the local level.

So let's think about this, Clark. As a mining company, you think about what we're doing. We're going into some of these remote communities and we're investing billions of dollars in these projects that play out over 20, 30, 40 years, sometimes longer. And we only gain access to those resources in the first place if we have the support of governments and communities.

So let's think about this, Clark. As a mining company, you think about what we're doing. We're going into some of these remote communities and we're investing billions of dollars in these projects that play out over 20, 30, 40 years, sometimes longer. And we only gain access to those resources in the first place if we have the support of governments and communities.

So let's think about this, Clark. As a mining company, you think about what we're doing. We're going into some of these remote communities and we're investing billions of dollars in these projects that play out over 20, 30, 40 years, sometimes longer. And we only gain access to those resources in the first place if we have the support of governments and communities.

So we have to have a value proposition for them. Now, social value has been at the center of BHP's thinking for two or three decades. But a couple of years ago, we put in place a refreshed social value framework. It ended The distinctive nature of the social value framework is that it treats social value creation not as something that stands alongside the business, but this is core business.

So we have to have a value proposition for them. Now, social value has been at the center of BHP's thinking for two or three decades. But a couple of years ago, we put in place a refreshed social value framework. It ended The distinctive nature of the social value framework is that it treats social value creation not as something that stands alongside the business, but this is core business.

So we have to have a value proposition for them. Now, social value has been at the center of BHP's thinking for two or three decades. But a couple of years ago, we put in place a refreshed social value framework. It ended The distinctive nature of the social value framework is that it treats social value creation not as something that stands alongside the business, but this is core business.

We need to be thinking about how we can go about creating best possible value for shareholders and best possible value for the range of stakeholders that we have. And in order to enable that, it needs to be something that is owned by all decision makers in the business. And so it's not about us sacrificing economics.

We need to be thinking about how we can go about creating best possible value for shareholders and best possible value for the range of stakeholders that we have. And in order to enable that, it needs to be something that is owned by all decision makers in the business. And so it's not about us sacrificing economics.

We need to be thinking about how we can go about creating best possible value for shareholders and best possible value for the range of stakeholders that we have. And in order to enable that, it needs to be something that is owned by all decision makers in the business. And so it's not about us sacrificing economics.

It's about investing discretionary effort in ensuring that we can maximize our economic outcomes, but at the same time, ensure that we're supporting, in this case, local stakeholders by way of local businesses, oftentimes indigenous businesses or First Nations businesses, so that they benefit from our existence as well.

It's about investing discretionary effort in ensuring that we can maximize our economic outcomes, but at the same time, ensure that we're supporting, in this case, local stakeholders by way of local businesses, oftentimes indigenous businesses or First Nations businesses, so that they benefit from our existence as well.

It's about investing discretionary effort in ensuring that we can maximize our economic outcomes, but at the same time, ensure that we're supporting, in this case, local stakeholders by way of local businesses, oftentimes indigenous businesses or First Nations businesses, so that they benefit from our existence as well.

We do. So it is endless. And that's why it's important that it's part of core business. But the other point I would note is that in many instances, we're increasingly engaging in co-creation. or co-design of outcomes such that we build trust with stakeholders and they feel that they've had a say in the way that outcomes are pursued.

We do. So it is endless. And that's why it's important that it's part of core business. But the other point I would note is that in many instances, we're increasingly engaging in co-creation. or co-design of outcomes such that we build trust with stakeholders and they feel that they've had a say in the way that outcomes are pursued.

We do. So it is endless. And that's why it's important that it's part of core business. But the other point I would note is that in many instances, we're increasingly engaging in co-creation. or co-design of outcomes such that we build trust with stakeholders and they feel that they've had a say in the way that outcomes are pursued.

And one example of this would be we have a coal mine in New South Wales. that is reaching, well, within five years from now, will reach the end of its economic life.

And one example of this would be we have a coal mine in New South Wales. that is reaching, well, within five years from now, will reach the end of its economic life.