Mike Henry

It's through ensuring that the senior team really understands this. And so we have a specific effort underway today to re-baseline us all in terms of our understanding of artificial intelligence so that we're better equipped than to lead the 80,000, 90,000 people across the company on this journey.

It's through ensuring that the senior team really understands this. And so we have a specific effort underway today to re-baseline us all in terms of our understanding of artificial intelligence so that we're better equipped than to lead the 80,000, 90,000 people across the company on this journey.

It's through ensuring that the senior team really understands this. And so we have a specific effort underway today to re-baseline us all in terms of our understanding of artificial intelligence so that we're better equipped than to lead the 80,000, 90,000 people across the company on this journey.

So it's happening, Clark. And I would start by, again, for the sake of transparency, saying that we're on a journey. We first deployed the BHP operating system back in 2017, 2018. And the philosophy behind it was, it's a people-centric system, so let me start by saying that. It was really to say that BHP operates in a highly dynamic environment.

So it's happening, Clark. And I would start by, again, for the sake of transparency, saying that we're on a journey. We first deployed the BHP operating system back in 2017, 2018. And the philosophy behind it was, it's a people-centric system, so let me start by saying that. It was really to say that BHP operates in a highly dynamic environment.

So it's happening, Clark. And I would start by, again, for the sake of transparency, saying that we're on a journey. We first deployed the BHP operating system back in 2017, 2018. And the philosophy behind it was, it's a people-centric system, so let me start by saying that. It was really to say that BHP operates in a highly dynamic environment.

We're operating all over the world in tough jurisdictions, in tough circumstances where you're dealing with a geological uncertainty, weather uncertainty. We operate cross-culturally with different workforces, workforce compositions. And against that backdrop, we need to equip our people to be able to make the best possible decisions in the face of that uncertainty on a day-to-day basis.

We're operating all over the world in tough jurisdictions, in tough circumstances where you're dealing with a geological uncertainty, weather uncertainty. We operate cross-culturally with different workforces, workforce compositions. And against that backdrop, we need to equip our people to be able to make the best possible decisions in the face of that uncertainty on a day-to-day basis.

We're operating all over the world in tough jurisdictions, in tough circumstances where you're dealing with a geological uncertainty, weather uncertainty. We operate cross-culturally with different workforces, workforce compositions. And against that backdrop, we need to equip our people to be able to make the best possible decisions in the face of that uncertainty on a day-to-day basis.

And we need to equip them and engage them in a way that better harnesses their experience and ingenuity.

And we need to equip them and engage them in a way that better harnesses their experience and ingenuity.

And we need to equip them and engage them in a way that better harnesses their experience and ingenuity.

Leaders in BHP need to see themselves as being enablers of their teams, being coaches, of course providing a degree of direction, but really moving away from a top-down command and control type culture to one where we're able to engage our people more effectively and to trust their ability to drive improvement in the business day in and day out. We spoke about COVID earlier. This was one of the

Leaders in BHP need to see themselves as being enablers of their teams, being coaches, of course providing a degree of direction, but really moving away from a top-down command and control type culture to one where we're able to engage our people more effectively and to trust their ability to drive improvement in the business day in and day out. We spoke about COVID earlier. This was one of the

Leaders in BHP need to see themselves as being enablers of their teams, being coaches, of course providing a degree of direction, but really moving away from a top-down command and control type culture to one where we're able to engage our people more effectively and to trust their ability to drive improvement in the business day in and day out. We spoke about COVID earlier. This was one of the

great proof points through COVID was that given how quick the world around us was moving, we needed to trust people on the front line to make the right decisions. We made decisions more quickly, we were a safer business, and we became a much more productive business. I overlay that then with everything that we're trying to achieve through the BHP operating system,

great proof points through COVID was that given how quick the world around us was moving, we needed to trust people on the front line to make the right decisions. We made decisions more quickly, we were a safer business, and we became a much more productive business. I overlay that then with everything that we're trying to achieve through the BHP operating system,

great proof points through COVID was that given how quick the world around us was moving, we needed to trust people on the front line to make the right decisions. We made decisions more quickly, we were a safer business, and we became a much more productive business. I overlay that then with everything that we're trying to achieve through the BHP operating system,

which has a series of principles behind it and a series of practices that everybody gets trained around. And this starts with high-level company strategy, how we align it to what's happening on the ground with that strategy, and then how we go about equipping our people to drive business improvement day in and day out. And that's allowed us to become a leading operator in the sector.

which has a series of principles behind it and a series of practices that everybody gets trained around. And this starts with high-level company strategy, how we align it to what's happening on the ground with that strategy, and then how we go about equipping our people to drive business improvement day in and day out. And that's allowed us to become a leading operator in the sector.