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1.5.1 Focus areas
Three critical focus areas underpin our strategy: safety, culture and productivity. Strategic Report

Safety
We achieve nothing if we do not do it safely.
We seek to prioritise the health and safety of our people,
our host communities and the environment.
We know that we can never take the safety of our people for
granted. We reassess our safety risks and controls regularly.
If anything changes (for example, new technology is developed,
new risks emerge or we gather new information), then we adapt
our approach as needed to make sure our people are as safe
as possible.
The performance of all of our people is measured by how safe
our workplaces are. We have a goal of zero fatalities, and our
total recordable injury frequency (TRIF) is a key performance
indicator throughout BHP.
For more information on our approach to safety and
our safety performance, see section 1.10.3 and our
Sustainability Report 2017 at bhp.com.

Culture
We focus on our culture as it enables performance.
We believe it is important for every employee to understand
how their work contributes to achieving our strategy, work in
an environment where it’s ‘safe to speak up’ and be able to take
up their full accountability. Our Employee Perception Survey (EPS)
results serve to guide us on areas where we have performed well,
and areas that require further attention.
In FY2017, our leaders put in place tailored plans to increase care
and trusted relationships within our teams – attributes we have
identified as critical in making the most of our Operating Model.
These plans include local and BHP-wide priorities, including new
leadership development programs focused on the identification
and realisation of value and the management of risk. This work
builds on years of investment in developing our leaders’ capabilities
to engage and develop their teams and to lead change.
For more information on our culture and the actions
we are taking to support it, see section 1.9.1.

Productivity
We have achieved significant productivity gains in recent years,
helping us to produce our resources at significantly lower cost and
achieve strong cash flows, even while commodity prices were low.
There is considerable value still to come from our assets and
initiatives across BHP. The simplicity of our portfolio, the scale
and quality of our ore bodies and oil and gas fields and our
standardised systems and processes are all important attributes.
When combined with a newly streamlined corporate structure,
and centres of excellence in maintenance, projects and
geoscience, we are well positioned to reduce costs and
improve production even further.
For more on productivity, see section 1.6.

BHP Annual Report 2017 17