Could you tell us a bit about your significant successes in your role?

In my role, I lead the teams of lawyers who provide legal support to BHP’s Minerals Australia operating assets and the operational functions, including employee relations, that support those assets. Our team operates across four commodities, multiple jurisdictions, and provides strategic guidance to the business to manage legal, reputational, and emerging risks in an ever-changing internal and external environment. Critical to our success as a team, is a an energised, empowered and connected culture of care and excellence and requires dedication to fostering this culture.

In your opinion, what are the qualities and skills needed to form a strong legal team?

In-house legal teams face constant challenges as political, regulatory, and societal expectations change quickly, and risks evolve and emerge. They need an unwavering customer focus to understand their broader business, its drivers, and the industry they operate within. Teams need to be future facing, with an eye to the external landscape, and building capability now that will be required in the future – whether that be in legal areas such as ESG, mine rehabilitation and closure, or in technological or project management skills, as we look to technology to improve our service delivery. But fundamentally underpinning any successful legal team is a culture that is based on pillars of care, respect, and empowerment, which allows each lawyer to contribute their best to the team and develop to their full potential, which in turn drives excellence in our delivery.

What is the biggest risk to your industry or organisation and how are you contributing to prepare your organisation for this?

The mining and resources sector is facing increasing challenges through changing societal and regulatory expectations on our industry, which will only continue to trend upwards as we move to a decarbonised world. The challenge for our industry is to ensure we operate in a responsible manner, and meet those expectations, now and into the future, and are seen as a valued contributor to the communities in which we operate. The role of legal in managing this risk is multifaceted. Our advice is no longer limited to legal considerations, but needs to take account broader societal, community and reputational matters. We also need to be closely connected to industry, regulators, and communities to ensure that we understand the changing landscape. And we need to test today’s decision-making frameworks against likely future standards, often asking whether it is ‘the right thing to do?’

What challenges have you overcome to get to the position you are in today?

My most important and rewarding job is that of mum to my two young boys, who are aged three and one years old. I had incredible support from my organisation and broader legal team throughout periods of parental leave and during my children’s first years. Despite this, the emotional and logistical challenges of balancing motherhood and family life, with the demands of my role and my own expectations of the contribution I want to bring to my role and team, requires a constant juggle and focus. I rely on a strong support network on both the home and work front, to help maintain the right balance. I am fortunate to work in an organisation that values flexibility and inclusion and diversity, and my own experience has made me a passionate advocate for ensuring we continue to improve the support we offer our legal teams through this life stage.