Mike Henry

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.

where we're known for our operational reliability and operational excellence. One example of that is our iron ore business has been the lowest cost major iron ore business in the world now for five years running. That helps us to build trust with shareholders, and it creates a greater foundation from which we're able to do the big things that we do as a business. And of course,

where we're known for our operational reliability and operational excellence. One example of that is our iron ore business has been the lowest cost major iron ore business in the world now for five years running. That helps us to build trust with shareholders, and it creates a greater foundation from which we're able to do the big things that we do as a business. And of course,

where we're known for our operational reliability and operational excellence. One example of that is our iron ore business has been the lowest cost major iron ore business in the world now for five years running. That helps us to build trust with shareholders, and it creates a greater foundation from which we're able to do the big things that we do as a business. And of course,

It allows us to be more consistent over time as well, because with that embedded in the DNA, the very fabric of the company, we're less reliant upon individual leaders and it will change over time.

It allows us to be more consistent over time as well, because with that embedded in the DNA, the very fabric of the company, we're less reliant upon individual leaders and it will change over time.

It allows us to be more consistent over time as well, because with that embedded in the DNA, the very fabric of the company, we're less reliant upon individual leaders and it will change over time.

And that's why I said up front, Clark, we're on a journey. And I'd love to be able to say that every part of BHP has progressed at exactly the same pace on this, but that's not the case. Because this is a huge project, culture change and capability change, it's natural that there's going to be some parts of the organization that move more quickly than others.

And that's why I said up front, Clark, we're on a journey. And I'd love to be able to say that every part of BHP has progressed at exactly the same pace on this, but that's not the case. Because this is a huge project, culture change and capability change, it's natural that there's going to be some parts of the organization that move more quickly than others.

And that's why I said up front, Clark, we're on a journey. And I'd love to be able to say that every part of BHP has progressed at exactly the same pace on this, but that's not the case. Because this is a huge project, culture change and capability change, it's natural that there's going to be some parts of the organization that move more quickly than others.

Now, what have we seen is when leaders really embrace the BHP operating system, and not just from an intellectual perspective, but from a emotional connection to what it is that we're trying to achieve by way of better engaging and enabling the frontline of the business, that's where we see the implementation of the BHP operating system done most reliably and most quickly.

Now, what have we seen is when leaders really embrace the BHP operating system, and not just from an intellectual perspective, but from a emotional connection to what it is that we're trying to achieve by way of better engaging and enabling the frontline of the business, that's where we see the implementation of the BHP operating system done most reliably and most quickly.

Now, what have we seen is when leaders really embrace the BHP operating system, and not just from an intellectual perspective, but from a emotional connection to what it is that we're trying to achieve by way of better engaging and enabling the frontline of the business, that's where we see the implementation of the BHP operating system done most reliably and most quickly.

I think where we've had instances where leaders may get it intellectually, but it's seen as an add-on to existing work rather than a way of working, sometimes the headline metrics suggest that the implementation is going well. And we only find out a year or two or three down the road that actually it hasn't gone quite as well as we expected.

I think where we've had instances where leaders may get it intellectually, but it's seen as an add-on to existing work rather than a way of working, sometimes the headline metrics suggest that the implementation is going well. And we only find out a year or two or three down the road that actually it hasn't gone quite as well as we expected.

I think where we've had instances where leaders may get it intellectually, but it's seen as an add-on to existing work rather than a way of working, sometimes the headline metrics suggest that the implementation is going well. And we only find out a year or two or three down the road that actually it hasn't gone quite as well as we expected.

And we start to see a regression in capability of the business. So this is something that we measure at every operation across BHP. We regularly assess how well the operating system is being implemented. And in a number of instances, we've seen that it stalls or it regresses and we have to go back in and redeploy. And so the real lesson for me is that one, culture change takes time.

And we start to see a regression in capability of the business. So this is something that we measure at every operation across BHP. We regularly assess how well the operating system is being implemented. And in a number of instances, we've seen that it stalls or it regresses and we have to go back in and redeploy. And so the real lesson for me is that one, culture change takes time.

And we start to see a regression in capability of the business. So this is something that we measure at every operation across BHP. We regularly assess how well the operating system is being implemented. And in a number of instances, we've seen that it stalls or it regresses and we have to go back in and redeploy. And so the real lesson for me is that one, culture change takes time.

It requires a huge level of organizational commitment from senior leaders on down. And for something like the BHP operating system, it has to be both an intellectual and emotional commitment to it for it to be implemented effectively.