Western Australia Iron Ore Community Development Report 2020 Our purpose is to bring people and resources together to build a better world.

Our strategy is to have the best capabilities, best commodities and the best assets, to create long-term value and high returns.

BHP is successful when it increases social value. This is when communities, customers and suppliers value their relationship with us.

Contents

Introduction 2

Indigenous development 5

Indigenous employment 7

Our response to COVID-19 12

Our Vital Resources Fund 14

Local Buying program 18

Focus On: Port Hedland 22

Focus On: Newman 25

BHP across Western Australia 27

Workforce diversity and inclusion 30

Training and employment 31

Community Development Report 2020 1 Introduction Message from the Asset President, Brandon Craig

About BHP We are a leading global resources company. FY20 Highlights Our principal iron ore operations are BHP manages and operates Our State Agreements continue based in the Pilbara region of Western to deliver significant community Australia and comprise of an integrated Western Australia Iron Ore as and social benefits year-on-year system of four processing hubs and five a single integrated business through our ongoing investments in A$295.2m mines, connected by more than 1,000 on behalf of long standing infrastructure and services, many of kilometres of rail infrastructure and two international joint ventures. which are developed and delivered in Total community port facilities located at Port Hedland. partnership with the communities in which we operate. development expenditure in FY20, includes social BHP Iron Ore has contributed $A3.6 billion in social and community investment, training, Indigenous contracting This Community Development BHP established a A$50 million investment over the last nine years. and community overview summarises BHP WA Vital Resources Fund to support Iron Ore’s investments in delivering regional Australian communities infrastructure. community and social benefits over facing challenges from COVID-19 the past financial year. with local employment, health services and other community In the 2020 financial year (FY20), requirements. our total community development expenditure in Western Australia was In March, we stepped up by A$88.8m over A$295 million. employing 1,500 additional people on six-month contracts across We saw a significant This brings our total investment in Australia, with about 450 of these Western Australia over the past nine jobs in Western Australia. This increase of nearly years to in excess of decision provided us with additional 180% - to A$88.8m - A$3.5 billion. people to implement controls within our operations to prevent the on local content from This report provides an overview spread of COVID-19. FY19. of a range of community initiatives and partnerships which benefit host communities in Port Hedland, Newman In Newman and Hedland we and across Western Australia. It is with the support of host communities and worked with local businesses governments that WA Iron Ore has and residents to provide A$13.7m grown to become one of the world’s leading iron ore resource businesses. employment opportunities in critical roles to support our Our Local Buying It is important to us that our presence continued operations. Program spend more in these communities leaves a lasting than doubled, with a positive impact, extending beyond the substantial economic benefits our A$13.7m increase. operations deliver for the Western We implemented strict physical Australian community. distancing controls and hygiene practices to prevent any potential spread of COVID-19 in the In this together communities in which we operate.

In the last year, COVID-19 changed To everyone who has helped make the way we live and the way we a difference in our communities, Considerable growth work. thank you. in the number of However, throughout the pandemic, Brandon Craig BHP-considered we continue to persevere as a Asset President community. Traditional Owner WA Iron Ore businesses directly It has taken a collective effort from engaged. everyone who calls the Pilbara home or chooses to work here, to make sure we’ve done what’s best for our families and communities.

2 BHP Community Development Report 2020 3 Our approach to creating long-term social value Indigenous Development We integrate social value into our Social value is the positive contribution The longevity of BHP’s assets means we decision-making and actions by we make to the environment and must think and plan in decades. When considering the needs of our many society – our workforce, partners, we invest in a region, we become an stakeholders and finding solutions that customers, economies and intrinsic part of the local community create mutual benefit. communities. for the long term and that is why social value is an important part of the way we do business.

WA Iron Ore’s Social Value Strategy Key Priorities

People, Culture Community Environment & Procurement & Capability & Society Climate Change & Supply

Entry Pathways Accommodation and Greenhouse Gas Local and Infrastructure Indigenous Female Participation Water Stewardship Procurement

Indigenous Air Quality Representation

Business as Usual Enablers Social Investment, Collective Impact Projects, Leadership, Listening and Research, Risk Management, Communications and Advocacy Our vision for reconciliation We recognise and understand that Indigenous Australians have profound and special connections to, and identification with, lands and water, and these are tied to their physical, spiritual, cultural and economic well-being.

Wherever we operate around the Our commitment remains resolute By providing sustainable opportunities world, BHP will respect the rights of and we will continue to maximise the in education, employment and business Indigenous peoples; and contribute to contribution we believe we can make to for Aboriginal and Torres Strait Islander their sustainable long-term economic the lives of Aboriginal and Torres Strait peoples, we seek to create long-term empowerment, social development Islander peoples. social value. priorities and cultural wellbeing.

Community Development Report 2020 5 BHP’s Indigenous Peoples Strategy Indigenous Employment

Governance Economic empowerment Indigenous peoples will derive significant BHP will contribute to the economic and sustainable benefit from BHP operations empowerment of Indigenous peoples through through the effective governance and providing opportunities for employment, management of land access, cultural training, procurement and Indigenous heritage, agreement making and benefit enterprise support. distribution processes.

Outcomes

Social and cultural support Public engagement BHP will contribute to improved quality of life BHP will contribute to specific initiatives, for Indigenous peoples, through voluntary programs and public policy processes which social investment, promotion of Indigenous advance the interests of Indigenous peoples culture and building the Indigenous cultural consistent with the BHP Indigenous Peoples awareness of our workforce. Policy Statement.

Our approach to heritage

BHP agreements with Traditional Owners in Australia We continue to strengthen BHP views its relationship Relationships are fundamental and In the case of the South Flank project, WA Iron Ore Indigenous Employment should reflect the deep respect that BHP and the Banjima people have set pathways into the business with Traditional Owners as BHP holds for Indigenous people and up a Heritage Advisory Council, and we for Indigenous people. partnerships based on mutual their cultural heritage. will speak to other Traditional Owners, respect and trust. to understand the best approach for • The ramp up of South Flank 2019 2020 We seek to raise awareness of the them. has seen strong results with importance placed on management of 73 Indigenous employees We have listened to Indigenous leaders cultural heritage matters by BHP and We have also commenced a program representing 14.7% of the Employees from around our operations, and at a Traditional Owners and build on our of consultation to ensure we continue workforce. state and national level. existing processes. to meet their expectations in relation • This is also reflected in to the preservation and storage of leadership roles where nine We have sought to clarify our BHP has confirmed to Traditional artefacts. commitment to cultural heritage Indigenous employees 731 857 Owners that, consistent with its normal management and take on learnings that processes, BHP will not act on existing These clarifications are consistent (15%) are leaders. can strengthen our approach. section 18 approvals from the WA with BHP’s commitment to Free Prior • We diversified our entry Core Contractors Government without further extensive Informed Consent set out in the BHP level program with six consultation. Indigenous Peoples Policy Statement Indigenous employees and BHP Indigenous Peoples Strategy. who have commenced a two-year traineeship in Project Management and seven who 27 131 are undertaking a two-year traineeship to qualify as Emergency Services Officers. Representation of workforce • 30.5% of current apprentices and trainees are Indigenous. 9.20% 10.70%

6 BHP Community Development Report 2020 7 Case Study Case Study Female Indigenous employment Indigenous business Changing the landscape of BHP Working with BHP – an Indigenous supplier perspective

Indigenous women who have Through the 2020 Reconciliation BHP has also established a target of Aboriginal United Services (AUS) AUS Holdings’ relationship with BHP Steven said the opportunity to graduated from the Indigenous Action Plan, BHP has been working to three per cent Indigenous leadership has been successful with two of started in 2017 when it was contracted contract directly with BHP, rather Development Program (IDP) increase Indigenous representation, representation by 2028. its subsidiary companies securing to undertake traffic management than sub-contract to a Tier 1 supplier, are changing the cultural and rolling out an Indigenous ongoing contracted work with BHP services for rail maintenance and enabled and empowered his business employment landscape of BHP. Development Program across BHP’s Indigenous leadership parity in traffic management and transport emergency call-outs, along with site ‘to get a start’ and retain its unique, Australia. target seeks to achieve Indigenous services. specific work across the Pilbara. effective business model, self- “These future leaders are breaking leadership representation equivalent developed safety systems and culture. stereotypes around leadership in the The program has deliberately to the proportion of Indigenous AUS Managing Director Steven Dhu With depots and offices in Perth, Port mining industry; they’re becoming targeted female Indigenous people in the Australian population. said the reputation of his business Hedland, Newman and Tom Price “We have been able to train positive role models and workplace employees in order address their as a progressive Aboriginal-owned and a growing workforce of more mentors for other Indigenous women gross under-representation in company is thriving because of the than 80 employees, AUS Holdings is and employ local Aboriginal new to mining; and they are shifting leadership roles. For WA Iron Ore, we focus it places on service delivery, quickly establishing itself as one of people and, importantly, mindsets,” said BHP Indigenous increased the total number safety and employment outcomes for the premier service providers in the continue to provide Employment Manager Anthony Across Australia, BHP now directly of Indigenous employees, Aboriginal people. Pilbara. employment opportunities in Galante. employs 403 Indigenous women, both males and female, in our comprising 29 per cent of BHP’s a sustainable and supported Indigenous workforce, with another business from 731 in FY19 work environment,” said 131 Indigenous women in labour hire to 988 in FY20, bringing Steven. roles. Indigenous representation in our workforce up to 10.7%.

Indigenous business engagement and development Case Study Martumili artists In FY20 we increased our spend The total number of Aboriginal Across BHP Minerals with Indigenous businesses. We businesses WA Iron Ore procured goods The art of the industry also increased the overall number of and services from increased from 31 to Australia, more than businesses engaged. 43 in FY20, with 27 of these considered Sisters Tamisha and Montana Williams are learning the art of stretching canvas and material handling at the highly Traditional Owner businesses. A$400M will be successful Martumili gallery in Newman. Our direct spend This result was achieved through several spent with Australian The two trainees are also part of a Supported Accommodation program with the Newman Women’s Shelter and live in a increased by 37% from initiatives including an Indigenous ‘Meet BHP house. the Buyer’ event. Indigenous businesses A$49.2m in FY19 to over the next five The Newman Women’s Shelter provides a range of support services, which allow Tamisha and Montana to focus on their day-to-day work and learn skills to live independently. A$67.6m in FY20. years. Tamisha and Montana install artwork for exhibitions, working with curators and operating a scissor lift. Their work often involves marketplace sales, photography, filming and story recording for cultural purposes.

8 BHP Community Development Report 2020 9 Case Study Curtin University Scholarships BHP scholarships support the next generation of leaders

BHP has long supported a range of BHP Scholarship Alumni Chloe “I find it rewarding to inform scholarships at Curtin University for D’Souza now works as a Specialist in high achieving students. the Indigenous Affairs team. the business about native title matters, and how Many of these Curtin students “My mother is an Indigenous we work with Indigenous now work at BHP, in different woman and I am passionate about stakeholders,” said Chloe. fields including engineering, Indigenous affairs in Western Australia, and Australia more broadly. technology, environmental sciences, geology and Indigenous affairs.

We continue to strengthen pathways into the business for Indigenous people.

Case Study Indigenous trainees in Port Hedland

In FY20, BHP introduced a new “Not only am I getting hands Indigenous Traineeship program in Casson said the Port Hedland. on experience, I’m learning traineeship is a lot about the business too. This 12-month traineeship offers a probably one of the I’ve already recommended pathway into four key areas of the many of my friends and family business - resource processing, engineering, horticulture and best decisions she to apply for the program,” business administration. has ever made. Casson said.

Casson Green has lived in Port Hedland most of her life and is now a Production Trainee.

10 BHP Community Development Report 2020 11 Our response to COVID-19 Donated dongas and caravans

To support remote Aboriginal communities, BHP donated 10 accommodation dongas from its Kurra Village in Newman to the Western Working in partnership with communities, suppliers and Desert Lands Aboriginal Corporation. government, BHP continued to operate throughout the COVID-19 pandemic with stringent health and safety The dongas were to be used as temporary quarantine facilities to help measures in place. communities manage isolation requirements, and once COVID-19 passes, they will be repurposed as accommodation for medical and other essential services visiting remote communities. At the start of the COVID-19 outbreak, BHP introduced several initiatives to help reduce the economic burden on its supply partners so they The Newman Women’s Shelter and local police were able to continue to could also remain operational. deliver critical services thanks to BHP’s Geoscience team who loaned out caravans to both services. BHP immediately paid all outstanding invoices; temporarily reduced payment terms to seven days from 30 days; set up a US$6 million The police used their caravan for shelter while monitoring regional labour hire fund for sick leave and travel support in Australia; and borders, while another caravan was repurposed to become a temporary recruited for 1,500 new roles in Australia, with about 450 of these jobs home for the Newman Women’s Shelter. in Western Australia.

BHP also set up a A$50 million Vital Resources Fund to support regional Australian communities facing challenges from COVID-19 with local employment, health services and other community requirements. Case Study Goodline Local work for local families Community effort critical in the fight against COVID-19 With businesses struggling since “We increased our housing “For us, particularly through the outbreak of COVID-19, many maintenance team to keep All across the Pilbara, local residents and business owners have had to think outside the box when it local contractors in Port Hedland up with demand,” said Jane COVID, BHP has been hugely comes to facing the challenges of COVID-19. increased their workload. Kennedy at Goodline. supportive. We had more Goodline provides construction Jane explained how reduced contact than ever, to make and maintenance support payment terms also helped to BHP’s operations in Port during the COVID-19 crisis. sure our team was safe and Soap and sanitiser supplies Hedland, including housing maintenance in the town, and “Assistance on payment terms healthy and that we are employs over 230 locally-based • Local Newman businesses Soap Bush Soap and Boulevard Pharmacy was a big help – BHP paying people. answered the call to meet urgent soap and hand sanitiser demands invoices early allowed us to being looked after. And just when town supplies were running low. do the same with some of our Through COVID-19 there was a smaller suppliers. as importantly — that we had • Soap Bush Soap is a small Indigenous owned business which requirement for houses to be specialises in homemade soaps, creams and beauty products using quickly refurbished, helping work,” Jane said. plant oils. BHP team-members relocate • Similarly, Boulevard Pharmacy spent an entire day mixing ingredients when regional and state border to make hand sanitiser for BHP’s Newman Operations, local police, controls came into effect. Kanyirninpa Jukurrpa, Puntukurnu Aboriginal Medical Service, EPIS Aged Care, Western Desert Lands Aboriginal Corporation, and child care centres.

Deliveries on demand

Social and physical distancing has definitely had an impact on local businesses, so Pilbara Party Planners in Hedland and Sports Power in Newman adapted to their situation and became a delivery service for locals social distancing at home and FIFO workers at camp.

Pilbara Party Planners owner Mel Hatwel said if it wasn’t for this opportunity, she’d be locked inside with no income.

“Delivering items to BHP’s camps has allowed my business to not only continue, but we’ve also been able to employ another casual to help out as well,” Mel said.

12 BHP Community Development Report 2020 13 Our Vital Resources Fund Key highlights from the Vital Resources Fund across Western Australia

A$2 million A$1.25 million A$555,000

Royal Flying Doctor Service – Foodbank WA – A$1.25 million to East Pilbara Independence Support A$2 million to support extra capacity support the purchase and distribution (EPIS) – A$555,000 to establish a across Western Australia during of food to families and communities. ‘quarantine house’ for six months COVID-19. that can be used by the Indigenous community as a safe space to self-isolate.

A$330,000 A$300,000 A$220,000

Puntukurnu Aboriginal Medical Lifeline WA – A$300,000 to enhance Bega Garnbirringu Health Service Service (PAMS) – A$330,000 staffing capacity and mental health – A$220,000 to help fund a range of to retain additional GP support for services across the state. Goldfields services including support for remote Indigenous communities in the school students and victims of domestic Western Desert region. violence, efforts to combat homelessness and to support food security.

A$220,000 A$120,000 A$119,000

Western Desert Lands Aboriginal Kalgoorlie Boulder Chamber Bloodwood Tree Association – Corporation (WDLAC) – of Commerce and Industry – A$119,000 to build a mini-mart to A$220,000 to support return to A$120,000 to support local business support the South Hedland Soup Country and to provide a safe place for sustainability through online Kitchen service that has seen an Indigenous communities to self-isolate diversification. increase in demand for food staples BHP stands with the regional communities it operates in. in the Western Desert region. due to COVID-19.

A$24,000 A$10,600 A$50,000 At the start of the COVID-19 pandemic in Australia, BHP established a A$50 million Vital Resources Fund for the communities in which it operates. Junction – A$24,000 for community Martumilli – A$10,600 support for Nomads – A$50,000 to purchase soap-making station to increase online options for Martumilli Artworks refrigerated storage units for community access to soap during during COVID-19. Warralong and Strelley Indigenous Spending focused on critical areas for Australia’s COVID-19 response, including local healthcare, essential services, business and COVID-19. communities to assist in food security. financial support, mental health services, education and Indigenous communities.

A$60,900 A$85,860 A$6,300

Wirraka Maya - A$60,900 – Ngala Family Day Care - A$85,860 Tjiwarl - A$6,300 for essential food COVID-19 logistics planning support for family daycare support in the provision transport to Goldfields for Wirraka Maya (Aboriginal Medical Pilbara to enable parents to return to Indigenous communities. Service). work.

A$108,994 A$72,564 A$847,000

Rural Health West – A$108,994 YMCA - A$72,564 to support Hedland Aboriginal Health Council of to establish a Pilbara Health and Newman Early Learning Centres to Western Australia – A$847,000 Professionals Network and associated remain sustainable during COVID-19. to support the work of 23 Aboriginal tools to build resilience in Pilbara Medical Services operating across WA Health Workers during the COVID-19 to provide urgent culturally relevant pandemic. medical care in response to COVID-19.

A$203,484

Centrecare – A$203,484 for culturally appropriate Northern Goldfields Mental Health Program.

14 BHP Community Development Report 2020 15 Case Study Case Study Royal Flying Doctor Service East Pilbara Independence Support (EPIS) Saving lives in remote and regional WA EPIS facility offers Newman a safe haven

At the start of the COVID-19 And with everyone taking holidays Their highly specialised Aboriginal people who develop The quarantine facility will support The EPIS facility was critical because pandemic, BHP provided a within WA’s hard border, they’re influenza or coronavirus symptoms elderly, frail or disabled people available housing options did not A$2 million donation to the seeing 25-30 per cent more frontline workforce of pilots, have access to a facility in Newman as who are unable to isolate in their meet the needs of all Martu families. Royal Flying Doctor Service (RFDS) patients than this time last year. flight nurses, doctors and part of a program aimed at protecting communities if they develop in Western Australia, which led engineers across their five Indigenous communities against coronavirus-like symptoms or have BHP has provided A$550,000, as well a resources industry funding RFDS senior staff specialist Dr bases in WA were all trained COVID-19. been in contact with a person who as people, resources, and contractors commitment. Andrew Thelander said one of their has tested positive to coronavirus. to educate communities on COVID-19 biggest challenges was to develop in strict infection control risks and give them the option of Since the outbreak of the COVID-19 new COVID-19 clinical protocols and measures. BHP has partnered with EPIS can provide nursing care and returning to Country. pandemic, the RFDS has transported infection controls measures, with East Pilbara Independence support round-the-clock. more than 100 suspected, and three very limited time. “It is the embodiment of the Support (EPIS) to launch a The Return to Country program confirmed COVID-19 cases. Australian spirit. The focus now In the early stages of the COVID-19 is a partnership with the Shire of continues to be preparation, four-bedroom facility, with an outbreak, many people and families East Pilbara, Western Desert Lands making sure we stay ready,” additional 15 facilities available returned to Country, travelling back to Aboriginal Corporation (WDLAC), said Dr Thelander. if required by the Newman their remote communities to minimise Kanyirrinpa Jukurrpa (KJ), Puntukurnu community. the risk of COVID-19 spreading into Aboriginal Medical Service (PAMS), these small remote areas. EPIS, WA Police, Department of Communities and other service providers.

Case Study Case Study Bloodwood Tree Lifeline Mini-mart making a big difference Western Australians given a life-line

Since opening their doors to the Port Hedland community, the ‘food bank’- BHP committed A$300,000 to Despite call numbers dropping since Lifeline June 2020 snapshot: style minimart service operated by Bloodwood Tree has helped support many Lifeline WA, helping the organisation its peak, Lifeline continued to receive local families who may be struggling to put food on the table, during the to deliver their essential suicide over 1000 more calls in June 2020 Calls answered COVID-19 pandemic. prevention service at a critical time in compared to this time last year. 3,397 the COVID-19 pandemic. Telephone Crisis BHP’s support of A$119,000 enabled the construction of the dedicated Lifeline increased their services by 197 mini-mart, the purchase and freight of food staples and its continued Lifeline WA recorded a 25 per answering more calls, and developed Supporters trained operations from Bloodwood Tree’s main administration office, until cent increase in calls, with a program of wellbeing support for People had attended December 2020. Telephone Crisis Support volunteers. 44 almost 40 per cent of the calls Lifeline WA Training relating to COVID-19 and the Bloodwood Tree Chief Executive Officer Kelly Howlett, said the service has People have been supported been the difference between people having something to eat or going hungry. impact of closures, social 55 isolation, financial stress and through counselling “We have heard from clients that they have gone home and other related concerns. made a hearty evening meal. It is making a difference,” said Kelly.

16 BHP Community Development Report 2020 17 Local Buying program Our local spend in the communities in which we operate*: Local spend Local Buying Indigenous

(Total spend with all businesses Program spend contracting spend with a primary/significant base in (Spend with small, local Pilbara (Direct spend with businesses Hedland or Newman) businesses and Aboriginal Traditional 50% or more owned by Aboriginal Owner businesses - opportunities people) under $2M per annum)

WAIO FY20 Target - WAIO FY20 Target - WAIO FY20 Target - $115M $10M $52M

FY20 WAIO ACTUAL FY20 WAIO ACTUAL FY20 WAIO ACTUAL $206.4M $22.9M $67.6M

FY19 FY19 FY19 $117.6M $9.2M $49.2M

FY18 FY18 FY18 $137.9M $1.2M $37M

Numbers of Indigenous Spend with Traditional BHP-considered businesses engaged Owner businesses Traditional Owner (A business 50% or more owned by (Direct spend with businesses owned businesses Aboriginal people) by a member from one of the Pilbara (Direct spend with businesses 50% or Aboriginal language groups in which more owned by Aboriginal people) BHP operates) In FY20, BHP directly procured over A$206 million worth of goods and services from locally-owned and operated businesses based in communities of Port Hedland and Newman. FY20 WAIO FY20 WAIO FY20 WAIO

This figure exceeds the FY19 local spend by A$88.8 million and represents a significant boost to local economies at an 43 $34.2M 27 unprecedented time for Western Australia. FY19 FY19 FY19 31 $24.5M 18

FY18 FY18 FY18 20 $20.6M 9

* All figures in Australian dollars.

18 BHP Community Development Report 2020 19 Case Study BHP’s Local Buying program was established Cumulative approved WEB Business Hub in 2012 to boost regional economic spend 2017-2020 development in our communities. Small businesses collaborate on big ideas

AIE is based in the Port Hedland BHP has used Tan Ninety’s 1TASK “We had great support from WEB Business Hub, which is creating software to help frontline teams work opportunities for small businesses to more productively, collaboratively and BHP that made sure our BHP has spent more than A$500 million with over collaborate, including a partnership safer. current contracts would not 1,450 local businesses across Australia since the A$26.7M June 2020 between AIE and Tan Ninety, another be cancelled as a result of the Local Buying Program was launched in 2012. BHP vendor. Even more exciting has been the COVID crisis, and overall we opportunity for small businesses like June 2019 The Local Buying Program helps to keep jobs, businesses Owner Kale Billett said AIE saw an Tan Ninety and AIE to join forces on saw an increase in our work and families in regional communities, contributing to the A$13M increase in work during COVID-19 due their work for BHP – bringing big tech with BHP,” said Kale. longevity and vibrancy of the towns that are home to our to the state’s regional restrictions. solutions to the Port operations. operations. Dec 2018 A$6M AIE specialises in remediation The program is delivered in a partnership with C-Res. engineering and detailed inspections It streamlines procurement processes that are often and testing of concrete, steel and rail June 2018 insurmountable for small business and provides the infrastructure. added benefit of shorter payment terms. A$3.8M

In FY20, Local Buying program suppliers were paid A$0.7M Dec 2017 within 14 days, on average. 16.3M

WAIO Indigenous Contracting Spend, $80m with Traditional Owner business breakdown $70m 67.6 FY20 continues the $60m

year-on-year increased spend $50m 49.2 34.2 $40m with Indigenous businesses, 37.0 24.5 along with an increase in $30m 20.7 the number of Indigenous $20m 33.4 Case Study $10m 24.37 businesses engaged. 16.3 Kingkira $0

FY18 FY19 FY20 From strength to strength

Spend with Traditional Owner businesses ($) Tammy O’Connor is a As part of their first package of “I grew up here and it makes Palyku/Nyiyaparli woman and the work for BHP, Kingkira removed 74 Spend with non Traditional Owner businesses ($) owner of Kingkira, a 100 per cent buildings from the Marillana site at me really proud to work on my Aboriginal owned business in the Yandi, ahead of schedule and with Country. I love giving people Pilbara, providing industrial and zero safety events. jobs and opportunities – waste management services to BHP. people wearing my company’s Case Study Tammy is originally from Marble Bar Her local business is growing from and has 12 people working for her, shirt and brand. It’s a good South Flank strength to strength. Kingkira has 90 per cent of whom are Indigenous. feeling, having people say now successfully completed two big they work for Kingkira,” said South Flank local contracts: A$110m and 540 jobs projects at BHP’s South Flank project in the East Pilbara. Tammy. The US$3.6 billion South Flank It is anticipated that 85 per cent of the spend on South Flank will project has generated A$110 million in work for Western Australian be awarded to Australian companies – of which 90 per cent is businesses and 540 new local jobs, likely to be completed in WA. with local steel fabrication activity in Kwinana, south of Perth. Local businesses Civmec, AGC, PIC Around 3,000 people are now and Doina fabricated and assembled working on South Flank, representing The South Flank mega structures were large substructures for the South a significant investment by BHP in WA. built by local contractors, and are Flank reclaimer and two stackers the biggest iron ore reclaimers and which are critical to South Flank’s first First ore from South Flank is targeted stackers in the world. ore and operational ramp up. in the 2021 calendar year, with the project expected to produce ore for more than 25 years.

20 BHP Community Development Report 2020 21 Focus On: Port Hedland Case Study Value of the port of Port Hedland The port of Port Hedland and its supply chain contributed A$54.7 billion to WA’s economy in 2018/19 and supports one in every 12 jobs throughout Western Australia.

The report, by ACIL Allen and published in FY20 found that:

• The Port’s economic • It created 3,581 direct and It also found trade facilitated through contribution accounted for indirect full-time jobs — 44 per the Port boosted Australia’s GDP by 20 per cent of WA’s Gross cent of all jobs in Port Hedland more than A$64 billion, generated State Product more than 133,000 full time jobs • For every full-time job directly across Australia, and delivered • The Port contributed employed by the Port and the almost A$4 billion in taxes to the A$1.1 billion to the Town companies that trade through Federal Government. of Port Hedland’s economy the Port, a further two full-time jobs are created in other parts of the town’s economy

Hedland Collective Hedland Collective was created in 2017.

The Collective has identified three A key focus area for Hedland Collective It connects, researches, areas for collaboration: has been addressing the childcare advocates and kick-starts shortage by working with providers to • Strengthening local employment, projects to boost opportunities identify the key barriers to attract and training and business development retain more staff to the industry. for all people and propel • Coordinating social services to enterprise, and support ensure support for all community In FY20 there has been good strong local leadership to members progress implementing stand up through projects and • Building and communicating strategies to reduce the community vibrancy and culture. organisations. childcare waitlist. Case Study Revitalising the West End of Port Hedland Key social investment spend in Port Hedland BHP is investing up to A$20 Projects currently underway as “We are working million over the next five years to part of the West End Revitalisation help establish the West End of Port Program include a: collaboratively with government, industry and Hedland as a vibrant commercial and • A$3 million, two-stage community hub. greening program to improve the community to ensure the overall aesthetics and the sustainable future of the In partnership with State amenity of the area, with a focus Government, the Town of Port on the CBD port as well as to create a Hedland and other key partners, the revitalised West End for all of • Cleaning contract with West End Revitalisation Program will Port Hedland to enjoy.” also deliver local contracting and local Indigenous contractor employment oppowrtunities. Binbirri to clean local Nilson Davila, General Manager public infrastructure such as Port Operations. This is in addition to more than playgrounds, picnic tables and A$20 million that BHP has invested seating to improve the overall amenity of the • The installation of two upcycled A$1.2M A$886K A$600K West End over the last decade. shipping containers at Marapikurrinya Park for pop-up for FORM markets to transform the area into a vibrant hub of community activity and trade. Indigenous art and Hedland Well Womens VSwans REACH Partnership culture for economic Centre Partnership supporting at risk females at development Hedland High School

22 BHP Community Development Report 2020 23 Focus On: Newman Case Study Helping Pilbara businesses and start-ups to think big

As part of BHP’s A$20 million West It is an opportunity to utilise existing End Revitalisation Program in Port BHP infrastructure to promote the Hedland, BHP has donated Bangers growth and diversification of the Bungalow to the Port Hedland business community in the West End. Chamber of Commerce and Industry to run as an extension of the WEB The service-based Business Hub. programs on offer focus

The WEB Business Hub is a purpose- on management, financial, built facility in the heart of Port training and technology Hedland, that provides flexible support to enable businesses working accommodation, and to develop and enhance their programs which support small businesses. long-term sustainability.

Case Study Leading air quality program across the Pilbara Newman Futures

BHP plans to invest up to a further The Pilbara Air Quality Program involves: The Newman Futures project brings the The following project pathways have been identified: A$300 million over five years community, young people, business • The construction of wind • Implementing further • Economy and the Future of Work: • Liveability and Wellbeing: through its Pilbara Air Quality pioneers and local leaders together to fences at Port operations, a operational dust control projects Collaborating with industry, Building a strong economy means Program to improve air quality and generate a vision of what the future of method that has been proven to across our entire Pilbara supply innovators and government to supporting a happy, healthy and reduce dust emissions across its work, training and life will look like in significantly reduce the potential chain, including moisture explore how work is changing and functioning community. This focus operations. for dust lift-off from stockpiles management systems, ore Newman. how future work and supply chain area will look at how the hard and conditioning and monitoring opportunities can be supported soft infrastructure of Newman • Trialling vegetation barriers to The investment reinforces BHP’s infrastructure across our BHP is working closely with the Shire and elevated. can be enriched to support a capture dust in the West End commitment to the long-term, existing controls. of East Pilbara and the Newman sustainable population in town. sustainable future of the Pilbara in Port Hedland, in partnership community to understand and harness • Education and Training: What do with Curtin University and region and follows A$400 million opportunities for new types of work jobs of the future look like and • Culture and Country: Changes in Greening Australia in projects already delivered over to map out a sustainable and inclusive what are the pathways needed technology create the opportunity to get there? We are working to build upon and enhance the past decade to minimise dust economic future for the Newman with schools, training providers language, culture and Country to emissions across our supply chain. community. and local leaders to map the build cultural understanding and conditions for success in future strengthen future generations. education and training pathways in Newman. Key social investment spend in Newman

A$15M A$1.6M A$1M

Newman Hospital Newman Waste Water Newman Futures Projects Redevelopment Treatment Plant

24 BHP Community Development Report 2020 25 BHP across Western Australia Case Study Newman Hospital Big focus on health BHP has provided A$15 million to Other health services such as With the nearest major hospital upgrade the Newman Hospital. physiotherapy, occupational therapy, currently 450 kilometres away in speech therapy, counselling, South Hedland, this redevelopment The new facility includes 12 inpatient community health nursing and will see locals benefit from improved beds, six emergency department mental health will also be housed in access to health services in a bays, two dental chairs and six GP the new building. contemporary, fit-for-purpose facility. consult spaces. There will also be dedicated rooms for outpatient More than 300 local jobs will consults, therapy, medical imaging be created with works set to and pathology. commence later this year.

Matched Giving Program Pilbara Education Case Study Partnership New Alliance BHP proudly supports organisations that are important to employees. launched with Part of the WA community for more than 50 years, BHP has continuously Curtin University Through the Matched Giving Program, prioritised education support through its BHP matches personal donations made Social Investment Program. We have joined forces with by our employees to eligible not-for- Curtin University in an alliance profit organisations at a ratio of 2:1, In 2005, BHP and the WA Department focused on the future of which equates to a BHP donation of of Education embarked on one of the work and the growing use of two dollars for every dollar donated by largest corporate and Government technology in our business. Case Study employees. partnerships undertaken in regional Over the next five years, we Puntukurnu Aboriginal Medical Service Western Australia – focused on will be working side-by-side Total $ matched (WA FY20) delivering improved education with Curtin University to apply New Aboriginal health facility for Newman outcomes in the Pilbara. innovative thinking, world- PAMS is an Aboriginal-controlled To attract specialists to Newman, A$470,845 class expertise and novel primary healthcare provider BHP has also provided six houses to The objectives of the partnership were solutions to shape the future BHP is investing A$764,000 supporting communities located in PAMS. simple yet significant – to enhance of the resources and energy in the new Puntukurnu the remote Western Desert region. secondary education in the region, sector, and produce job-ready BHP is also partnering with PAMS boost school retention rates and offer graduates to focus on some of With the new facility, people will to protect Aboriginal people who Aboriginal Medical Service Top 3 Matched Giving young people a diverse range of training the biggest challenges in our have access to GPs, a pharmacy, develop influenza or coronavirus (PAMS) facility, opposite organisations in FY20 and career opportunities to help build future. chronic disease and kidney dialysis symptoms, with A$330,000 brighter, healthier communities. Newman Hospital. specialists, a dietitian, child health provided to support additional GPs The alliance will see BHP 1. Australian Red Cross and Curtin University work nurses, and speech and occupational for remote communities. In 2019, a new education strategy was therapists. collaboratively on education A$83,194 created focused on three key themes: programs, including industry • Business integration based experiences, as well 2. The Movember Group as a new program of student • Pathways to employment scholarships. A$65,675 • Positioning for the future.

3. World Vision Australia It outlines approaches for A$31,457 future investment, to ensure partnerships are made in accordance with aligned goals Total number of WA and priorities. employees participating in Better access to health services is a big the Match Giving Program issue for people who live in Newman. 775

26 BHP Community Development Report 2020 27 Case Study A game-changing AFLW partnership

Having sponsored the men’s team since 2005, expanding BHP’s support to the West Coast Eagles inaugural women’s team was a natural extension of our partnership. Traditionally we’ve used football as a driver for school attendance and improving educational outcomes. The expansion of our support will create greater diversity and a new wave of mentors and role models for young women. More broadly, BHP also announced an Australia-wide partnership with the AFLW to create more opportunities for women to play, umpire and coach football over the next three years.

Case Study We aim to unlock Big support for Telethon the enormous In FY20, BHP donated A$20 million over five years to the Telethon Kids Institute to fund a world-first research partnership with Aboriginal families in the Pilbara and Perth. potential that This project will partner directly with Aboriginal families to understand what cultural, environmental and policy diverse and frameworks they need — what is working, what is not ­­— to ensure the best possible early childhood outcomes. inclusive teams bring to the workplace Workforce diversity and inclusion Training and employment

Trainees, apprentices and graduates In FY20, 206 apprentices and 170 trainees started with WA Iron Ore.

BHP is an important contributor to the Australian economy, through the jobs we create, the taxes we pay and the resources we produce.

The FutureFit Academy is an exciting The FutureFit Academy is designed In June, the academy welcomed 250 example of this and through our new to provide employment and training new apprentices into the businesses, state-of-the-art training centre in in nationally-accredited trade a number that would allow for social Welshpool, we are revolutionising the apprenticeships, and maintenance distancing and other COVID-19 controls way we train the next generation of traineeships with a high focus on female whilst feeding into the pipeline of tradespeople. employees. skilled employees needed by the mining industry.

We believe our people should It’s an aspiration In FY20 BHP, WA Iron Ore Training and Courses Intake and FY19 have the opportunity to fulfil achieved 21.9% female designed to harness development 3,094 headcount Apprentices Trainees Graduate their potential and thrive in an representation and 10.7% courses for the inclusive and diverse workplace. Indigenous representation 206 167 58 the enormous potential delivered to Number of graduate, across its workforce. employees benefitted In our experience, inclusion and that a more inclusive employees in trainees and diversity promotes safety, productivity FY20 10,237 apprentice FY20 and wellbeing within BHP and underpins and diverse workplace As at FY20, our South Flank our ability to attract new employees. operational workforce program Apprentices Trainees Graduate will deliver at BHP, Total completions To better reflect the communities has achieved 41% female 306,258 206 170 61 in which we work, in 2016 we set an so we can leave a representation. aspirational goal to achieve gender balance across BHP by 2025. positive legacy for the generations to come. WA Iron Ore headcount

FY19 with Contractors FY20 with Contractors FY20 without Contractors

FIFO Residential FIFO Residential FIFO Residential 5,614 1,933 5,088 3,158 5,088 2,007

Perth WA Iron Ore Total Perth WA Iron Ore Total Perth WA Iron Ore Total 798 8,345 796 9,042 748 7,843

Community Development Report 2020 31 Actively supporting For more information BHP 125 St Georges Terrace our communities. Perth WA 6000 This brochure is printed on 100% recycled post-consumer waste Today and tomorrow. Feedback content, and is FSC certified which is an international, non- IOCommunications@bhp.com governmental organisation dedicated to promoting responsible Engage management of the world’s forests. Community is important to us. FSC has developed a system of www.facebook.com/BHPWA forest certification and product We are proud of the role we play in building strong communities through our business labelling that enables people to and community development activities. identify responsibly sourced wood, paper and other forest products.

32 BHP Think big. Today and tomorrow.

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