In a post by BHP COO Edgar Basto, he wrote: "... a recent Western Australian Iron Ore (#WAIO) Graduate Technical Forum, where I met with a bright group of new graduates who are just starting their careers with us at BHP."
He further expanded: "Around 100 graduates attended the forum from areas such as data science, engineering, and geology, showcasing the broad range of exciting technical opportunities available to meet today’s needs and keep up with tomorrow’s growing demand for minerals."
He continued: "BHP’s focus on building the workforce of the future—through our graduate programs and initiatives like the Future of Work Program and FutureFit Academy—ensures that we’re not only ready for today’s challenges, but also preparing for a future that values safety, innovation, sustainability, and growth opportunities across the globe."
𝙏𝙝𝙚 𝙥𝙧𝙤𝙗𝙡𝙚𝙢 𝙞𝙨, 𝙬𝙝𝙞𝙡𝙚 𝙬𝙚 𝙩𝙖𝙡𝙠 𝙖𝙗𝙤𝙪𝙩 𝙩𝙖𝙡𝙚𝙣𝙩𝙚𝙙 𝙜𝙧𝙖𝙙𝙪𝙖𝙩𝙚𝙨, 𝙝𝙤𝙬 𝙙𝙤 𝙬𝙚 𝙙𝙚𝙛𝙞𝙣𝙚 𝙬𝙝𝙖𝙩 "𝙩𝙖𝙡𝙚𝙣𝙩" 𝙢𝙚𝙖𝙣𝙨 𝙞𝙣 𝙩𝙝𝙚 𝙘𝙤𝙣𝙩𝙚𝙭𝙩 𝙤𝙛 𝙢𝙞𝙣𝙞𝙣𝙜? What is the 𝙧𝙤𝙡𝙚 𝙤𝙛 𝙄𝙉𝙉𝘼𝙏𝙀 𝙏𝘼𝙇𝙀𝙉𝙏 in the complexity of the mining process, the technology, and the most neglected part of mining: the ability to create effective human relationships.
The real question is, despite giving these young graduates new careers, potential CPAs, how do we actually map out their path in the industry from day one? How can a COO or CEO, at any stage, tap into any of these individuals to understand exactly what is happening to whom, and where, without having to call HR or others for updates? What if you could, at any time, tap into one of these graduates, no matter where they are within BHP, and see the world they inhabit through their eyes, as well as from the perspective of the employees and leaders around them? Can you imagine the possibilities?
This side of mining technology still lacks focus on mental well-being and understanding how people are truly doing. We could use objective data for early warnings, rather than relying on random "RUOK" conversations, allowing for more targeted engagement with individuals who may be struggling.
What happens when young graduates arrive on-site, where managers are struggling fearing that 30% of the crew might not show up for their rotation? What are we not addressing? Why is there resistance to providing the full context?
Mining Execs eagerly invest in new technology but remain unwilling to start essential conversations as pressure on the workforce intensifies?
I must add a caveat: we are pushing these points because it seems no one is willing to ask the difficult questions. How can we change if we can’t admit we’re missing this crucial aspect of the industry?
BHP, you're not alone. The same questions were put to Stephan Kotze who posted on recent #JoburgIndaba and there was no response from there.
It's a small detail but one that big enough that is causing existential threat to mining
https://lnkd.in/dJTHVxnN
