BHP Canada builds success with a diverse team

There probably aren’t many people who think of the mining industry as a leader in diversity and inclusion. But BHP Canada Inc., headquartered in Saskatoon, is working to change that.

As potash asset president for the company’s potash project in Jansen, Sask., Karina Gistelinck is forging ahead with a plan to build the world’s largest potash mine, while also building a workforce that’s diverse, inclusive and respectful.

“It’s been a journey,” she says. “In 2016, BHP globally had 17 per cent female representation, and we made a bold statement that by 2025 we would be gender balanced. We’re now at 37 per cent, and for female leaders we’re at 50. At our Jansen potash project in Saskatchewan, our team currently is balanced, including on our leadership team.”

At Jansen, BHP is also aiming to have Indigenous people make up 20 per cent of its workforce once the mine becomes operational in late 2026, matching the population of the region, and Gistelinck is confident that this will be achieved.

“We’re proud of our accomplishments, but they don’t just look good on paper,” she says. “There has to be a business reason, and research shows that diverse, inclusive teams are safer, and that means mental as well as physical safety. They’re also more productive, creative, innovative and better at managing risk.”

BHP uses a number of methods to achieve its goals. One example is flexible working schedules. “Flexibility has been one of the key diversity drivers,” Gistelinck says. “It is something that we know is important to our employees.”

The company also offers comprehensive leadership training that covers physical and psychological safety, respect and ethics, as well as human resources, health and safety, diversity and the BHP operating system.

“We have a very hands-on training program that allows leaders to develop the tools they need to be effective, including understanding the importance of diversity and how to lead diverse teams,” Gistelinck says. “As we are building teams at all levels, we make a mindful effort to ensure they are diverse.”

Torrie Dyck has been with BHP for a year and a half, starting as a business planner, then joining the Operations Readiness team, which is responsible for the workforce being set up at the Jansen mine. Dyck, now principal, leadership effectiveness, in Operations Readiness, values the coaching sessions he’s had with his manager.

“We looked at roles I’d be interested in and identified the experiences I’d need to move into them,” he says. “Over the year I got the education and training I needed, and I was fortunate to be offered this role.”

Dyck is a member of BHP’s Indigenous employee reference group, one of several focused on different backgrounds and interests, and he appreciates the opportunities it’s provided. “We have a number of directives we work on with the company, and they come to us when they need direction or information,” he says. “So, it goes both ways, and benefits both the employer and the employee.”

Gistelinck points out that BHP has targets around spending with local Indigenous businesses, Indigenous representation in the workforce and investment in the communities. “We look at everything, not just from an economic perspective but also from a social value perspective,” she says.

This article appeared in the magazine announcing this year's Canada's Top 100 Employers winners, published November 15, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

BHP Canada invests in local talent and communities

Like many who grew up in Saskatchewan, Maury Simoneau travelled west after university to work in the oil, gas and construction industries in Alberta and B.C. But 13 years ago, an exciting project with the Saskatoon-headquartered mining company BHP Canada Inc. brought him back.

“BHP gave me the opportunity to come home to Saskatchewan and work in the province I grew up in,” says Simoneau, who was initially hired as a site superintendent for the BHP potash mine in Jansen and is now infrastructure and services manager for potash.

Simoneau, who lives with his family in nearby Humboldt, appreciates the fact that he can work on a huge project and still be close to home. “It’s a unique experience to work on a mega project like this and yet in 45 minutes I can be home to coach my kid’s hockey team,” he says.

He also values the efforts BHP has made to support and engage with the communities surrounding the mine. “They’re creating meaningful opportunities in those communities, and in the local First Nations,” he says. “They’re giving back in lots of ways, like sponsoring sports and wellness initiatives that help make the communities better places to live.”

Karina Gistelinck, BHP’s Potash Asset president, says that helping local communities thrive is part of the company’s social value framework, which also includes pillars around decarbonization, nature-positive plans and Indigenous engagement.

“We have opportunity agreements with six First Nations, and we embed targets on spending with Indigenous companies and have a goal to have 20 per cent Indigenous representation in our workforce, reflecting the community,” she says. “We are also investing in things like hockey rinks and medical facilities, and working with a community group to support housing and child care in the region.”

Professional development is also a priority for BHP. “They’re really focused on development plans for employees,” says Simoneau. “Each year, we set our development plans and work with our leaders to meet these goals and aspirations. Development isn’t just a box that gets ticked; BHP offers great training that helps people achieve their goals.”

Gistelinck points out that BHP offers all employees comprehensive training on the business and the qualities of leadership when they are first hired.

“We support team members from various backgrounds learning about our business and provide training on everything from what a potash mine is to how to manage difficult conversations,” she says. “For leaders, we focus on safety on site as well as psychological safety. What does it mean to work in a diverse team and make sure everybody feels respected? And we give them tools to manage disrespectful behaviour in a constructive way.”

Simoneau notes the importance of safety as a core value at BHP. “The values of this company are second to none,” he says. “People are their most important asset, and they are committed to doing everything they can to keep everyone safe on site. And respect in the workplace is not lip service. We stomp out disrespectful behaviour, and there’s a strong focus on inclusion and diversity.”

This article appeared in the magazine announcing this year's Saskatchewan's Top Employers winners, published February 4, 2025 in the Regina Leader-Post and Saskatoon Star Phoenix. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.