Mike Henry

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.

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.

To say the least.

To say the least.

To say the least.

It's definitely become more uncertain and more complex in recent years. And we're an industry that has benefited from multiple decades of relatively free trade and an absence of industrial policy, which at times can serve to distort markets. The reality of the world that we live in today is... Governments are needing to focus on cost of living crisis globally.

It's definitely become more uncertain and more complex in recent years. And we're an industry that has benefited from multiple decades of relatively free trade and an absence of industrial policy, which at times can serve to distort markets. The reality of the world that we live in today is... Governments are needing to focus on cost of living crisis globally.

It's definitely become more uncertain and more complex in recent years. And we're an industry that has benefited from multiple decades of relatively free trade and an absence of industrial policy, which at times can serve to distort markets. The reality of the world that we live in today is... Governments are needing to focus on cost of living crisis globally.

There's geopolitical concerns at play. And we've seen this resurgence of trade protectionism and industrial policy. That's the real world that we live in. And from a corporate strategy perspective or a company perspective, the way that we deal with that is, number one, being out there sensing volatility.

There's geopolitical concerns at play. And we've seen this resurgence of trade protectionism and industrial policy. That's the real world that we live in. And from a corporate strategy perspective or a company perspective, the way that we deal with that is, number one, being out there sensing volatility.

There's geopolitical concerns at play. And we've seen this resurgence of trade protectionism and industrial policy. That's the real world that we live in. And from a corporate strategy perspective or a company perspective, the way that we deal with that is, number one, being out there sensing volatility.

the world around us and making sure that we're bringing back into our kind of day-to-day thinking the way that we run the business and understanding of the currents that are at play in the world around us. And that can be at the local level all the way up to the global level.

the world around us and making sure that we're bringing back into our kind of day-to-day thinking the way that we run the business and understanding of the currents that are at play in the world around us. And that can be at the local level all the way up to the global level.

the world around us and making sure that we're bringing back into our kind of day-to-day thinking the way that we run the business and understanding of the currents that are at play in the world around us. And that can be at the local level all the way up to the global level.

Secondly, we have to ensure that we are seen as a business to be creating value for the broad range of stakeholders that we interact with, including but beyond shareholders. And so we've focused on having a very distinctive social value proposition. And thirdly, we need to be out there as leaders advocating for our industry and for sound policy. Part of that is education.

Secondly, we have to ensure that we are seen as a business to be creating value for the broad range of stakeholders that we interact with, including but beyond shareholders. And so we've focused on having a very distinctive social value proposition. And thirdly, we need to be out there as leaders advocating for our industry and for sound policy. Part of that is education.

Secondly, we have to ensure that we are seen as a business to be creating value for the broad range of stakeholders that we interact with, including but beyond shareholders. And so we've focused on having a very distinctive social value proposition. And thirdly, we need to be out there as leaders advocating for our industry and for sound policy. Part of that is education.

We spoke earlier about the lack of awareness in some quarters as to what mining is about and its essential nature. I've spent time, as have my team, on the road out engaging policymakers and other stakeholders on trying to build that understanding of mining. Off the back of that understanding, then to talk about what sound policy looks like,

We spoke earlier about the lack of awareness in some quarters as to what mining is about and its essential nature. I've spent time, as have my team, on the road out engaging policymakers and other stakeholders on trying to build that understanding of mining. Off the back of that understanding, then to talk about what sound policy looks like,

We spoke earlier about the lack of awareness in some quarters as to what mining is about and its essential nature. I've spent time, as have my team, on the road out engaging policymakers and other stakeholders on trying to build that understanding of mining. Off the back of that understanding, then to talk about what sound policy looks like,