Canada's Top 100 Employers (2025) Magazine - Flipbook - Page 22
22
( 2025 )
SPONSOR CONTENT
BHP Canada builds success with a diverse team
T
here 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.
“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.”
— Karina Gistelinck
Potash Asset President
“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
Employees at BHP Canada appreciate the organization’s dedication
to investing in the communities where it operates.
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
$
2,000
mental health practitioner benefit
Why BHP?
The opportunity for growth and
development while feeling valued.
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.
As someone who grew up in
a community similar to the ones
near the mine, Dyck is impressed
with BHP’s investments, from
employment to hockey rink, medical
and school sponsorships. “They’re
doing it properly, engaging properly
and providing great experiences,”
he says. “It’s a real boon for the
community.” ¢
$
100,000
maximum matching charitable
donation per employee
