People and Culture and Contemporary Leadership Report: BHP Group

This report provides a detailed analysis of the BHP Group's people and culture initiatives. It examines various aspects, including performance-related strategies, focus on productivity, real-time learning programs, and culture-based initiatives. The report highlights the importance of value creation, mental health support, employee engagement rates, competitive remuneration, and safety measures within the organization. It explores how BHP Group implements policies to enhance employee engagement, foster a positive work environment, and achieve its organizational goals. The report also references the organization's commitment to ethical business practices, human rights, and sustainable development. Furthermore, it discusses the company's initiatives related to employee development, talent management, and community engagement. The analysis emphasizes the importance of transparency, accountability, and adherence to standards in maintaining credibility and addressing environmental and social concerns. Overall, the report offers insights into BHP Group's approach to contemporary leadership, people management, and cultural development.

PEOPLE & CULTURE
Running Head: PEOPLE AND CULTURE 0

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Table of Contents
Introduction................................................................................................................................2
Performance Related initiative...................................................................................................2
Focus on productivity.............................................................................................................2
Learning in real-time..............................................................................................................2
Culture-based initiatives.............................................................................................................3
Creation of value....................................................................................................................3
Mental health..........................................................................................................................3
Rates of employee engagement..................................................................................................4
Competitive remuneration......................................................................................................4
Safety......................................................................................................................................4
Conclusion..................................................................................................................................5
References..................................................................................................................................6

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Introduction
Assessment of the BHP group is done by initiatives that support actual performance. It
appraises targets to support the organization to potentials. Scope of engagement allows to
precise monitoring and assessment of policies of BHP groups. This organization is
implementing initiatives to inform employees at large. The research of market support
organization by entities to support group among the largest producers of copper, aluminum,
nickel, iron ore, manganese, uranium, titanium, and silver minerals. It also includes coal and
petroleum assets. It measures responsibilities as an initiative for focusing more on
productivity. This directly supports an organization to deal with performance (Ponting, 2011).
This is necessary to survive in today's competitive environment. This boost employees to
work more effectively and indirectly support the organization to achieve goals. BHP group
has developed many programs and policies for engagement of employees by supporting their
environment of work. It has established values that present culture initiatives. For this
organization supports policies to build a great culture of work within the organization. It has
taken many initiatives to increase initiatives of employees by competitive remuneration and
safety to employees.
Performance Related initiative
The BHP group articulates an organization's value of sustainability, respect, integrity,
simplicity, accountability, and performance. These guides for behavior and inform that
decision making are an integral part of long term success. It is committed to human rights
that are outlined in the BHP code of business conduct. A document presents the commitment
of an organization to hold ethical practices of business and applies to each employee,
contractors, suppliers, and business partner that work with BHP group limited (Holder, 2011).
Focus on productivity
In the last year, an organization has been focusing on productivity. BHP Group is presenting
a fast change at the horizon. It has solved the problems of capacity by recruiting new people.
It is very easy for an organization in stringent criteria of selection. There is no compromise
on quality as an organization has grown and the potential of employees is better used. People
analytics helps an organization to determine characteristics for performing best in teams. This
is applied in the recruitment and the development of team and people. BHP group applies
initiative to organizing work as a tool for future growth. The work within the organization is
flexible and employees have the opportunity to craft process to look at the quantitative and

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qualitative capabilities. This is also necessary for a specific assignment and connected the
captured part of the process to establish the availability of people for other teams. Teams in
the organization are not built by people with fixed jobs and people that have specific skills
are needed to deliver assignment (Vito, et al., 2015).
Learning in real-time
The domain of learning has been fast to use opportunities offered by technology and people.
The organization invests lots of money for direct and immediate use application for possible
future. This presents a sign of big change as work within the employees divide into digestible
small pieces. Employees have easy access to learning material that is necessary to learn
playfully. This experience of learning tailored to individual capabilities and employees need.
A change remains to measure and monitor people performance to find the most appropriate
solution for appropriate learning. An organic approach to the management of talent is related
to power people. Planning and control is the nature of an organization and delivers high
expectations. The organization used to implement and design a program to go with the flow
of approach to initiate an approach immediately with measurement. This approach is applied
by HR to all areas of business (De Grosbois, 2012).
Culture-based initiatives
To enhance the culture-based initiative organization is working in vulnerable socio-cultural
factors of the community to operate a business. BHP group always maintain a good report
with local communities to operate with administrations to the forefront and contribute
towards the surrounding development of a community. This organization offers employment
opportunities to local people as believes to hire local people in operations. This has given a
competitive advantage in the market (Cameron & Quinn, 2011).
Creation of value
Culture of BHP is shaped to support the creation of values from a portfolio. It is committed to
investing in the workforce that will provide support to people by having a healthy culture and
the right skills for the working environment. This group supports competitive remuneration to
reward employees for their commitment to expertise by filling strategies of business to
contribute for long term success. Principle and framework are intended to encourage
employees and embrace values that reflect safety, productivity, and culture. The main focus
for the financial year 2018 consists of a culture that promotes trust to build a relation, care,
and enhancing capabilities of leaders by recruiting a diverse workforce. For this organization

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is working with leaders to develop capabilities, recognizing the main role to engage
employees and support ongoing improvement for productivity and safety (Brocke & Sinnl,
2011).
Mental health
This organization is consistent with its culture of care and mental health of people is a
priority for the Group of BHP. It has good progress with the implementation of a group-wide
framework of mental health. The organization has an initial focus to decrease stigma
associated with mental illness by raising awareness for conditions of mental health. This has
built confidence to recognize and capacity to support an individual to solve mental health
issues. In the financial year 2018, it has expanded the program to embrace positive actions to
support a healthy and thriving workforce. This consists development of program peer-led
resilience to enhance team and personal abilities to adapt and respond circumstances of a
changed life to form long term wellbeing. It has initiated to develop a centralized resource to
help people by improving mental health, and support friends, colleagues, and families to
include a category of wellbeing to engage and form a strategy of mental health by equipping
leaders to support people.
Rates of employee engagement
This organization has a workforce of more than 62000 employees. Contractors of the
organization are working in more than 90 locations worldwide. It has shaped to support the
creation of values from a portfolio. It is committed to investing in the workforce to provide
employees a healthy culture.
Competitive remuneration
BHP group provides competitive remuneration to reward employees as it is committed to
fulfilling the strategy of the business to contribute at long term success. The framework of
remuneration and principle are designed to increase the inspiration of employees to remain on
the core values and objectives that present commitment to safety and productivity. The main
focus of the financial year 2018 includes a culture that promotes employees to rely on the
development of engaged employees for the ongoing support of improvement in productivity
and safety. For example, 40 managers from the operation of organization around the world
(that are responsible for a workforce of 75 percent) joined 10 days to personally contribute to
workforce and projects by aiming to solve issues of a complex business. They have received
training as a part of a strategy to cultivate a diverse cohort with the abilities to run effective,

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safe, and efficient operations. This organization has a concept to support employee’s
engagement by advancing opportunities in their career. It has developed responsibilities to
employees for centralized remuneration system.
Safety
For the employees, it has established a safety engagement to share the lessons with many
people. This organization has taken initiatives to reduce injuries. This organization is
committed to health and safety and it is an important part of its charter value of sustainability.
It is committed to stewardship of a responsible environment. This presents a long term plan
of resources by the responsibility to safeguard future generation. It has disclosed performance
plan across environment and community metrics in a report of sustainability to reinforce the
commitment to accountability and transparency (Fernandes & Jose, 2011).
Conclusion
Discussion of the paper presents initiatives of an organization that enhances values by
engagement of employees and services to increase the level. BHP Group is a global leader in
the industry of natural resources. It always looks at new ways by optimizing and update
policies and practices. This has developed an initiative regarding its management system to
look at a different outcome. The organization believes that improvement is necessary to
clarify goals to employees by regular gratitude. It has attempted to adhere to standards that
are necessary to get creditability regarding facts. It has ensured and acknowledged
responsibilities to avoid controversies. This organization is operating in industries like mining
and petroleum that face high concerns of environment and society. It has applied strict
adherence to policies to avoid the issue of reputation. It generates policies to stick on profits
and values. It uses transparency for its employees to inform and connect with policies that
ensure creditability to the responsible entity.

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References
Brocke, V. & Sinnl, T., 2011. Culture in Business. Business Process Management Journal, 17(02), pp.
357-378.
Cameron, K. S. & Quinn, R. E., 2011. Organization Culture. I ed. New York: John Wiley & Sons.
De Grosbois, D., 2012. Learning. International Journal of Business Management, 31(03), pp. 896-905.
Fernandes, R. & Jose, A., 2011. Research and Practice. Journal of Business Ethics, 04(03), pp. 285-
307.
Holder, J., 2011. Initiatives. International Journal of Endocrinology, 26(13), pp. 29-63.
Ponting, S., 2011. BHP. [Online]
Available at: https://www.bhp.com
[Accessed 16 08 2019].
Vito, A., Berardi, U. & Dangelico, R. M., 2015. Productivity. Journal of Urban Technologies, 22(01), pp.
03-21.