Bhp Group Ltd · ASX:BHP
Bhp — ESG Presentation (September 2026)
29 slides from Bhp's sustainability presentation, Sep 16, 2026
Slide 1: ESG roundtable
ESG roundtable 16 September 2026
Slide 2: Disclaimer
Disclaimer The information in this presentation is current as at 18 August 2026. It is in summary form and is not necessarily complete. It should be read together with the BHP Results for the year ended 30 June 2026. Forward-looking statements This presentation contains forward-looking statements, w
Slide 3: Social value supports long-term asset performance
Social value supports long-term asset performance Embedded in Western Australia Iron Ore (WAIO) decisions today, creating the conditions to operate and grow for decades Trusted partnerships Stronger supply chain Regional workforce BANJIM A AGREEM ENT REVIEW CYCLES PROJECT RISE PORT HEDLAND INVESTMEN
Slide 4: Safety
Safety Warren Wellbeloved Group Health, Safety and Security Officer
Slide 5: Safety remains our top priority
Safety remains our top priority Managing critical risks We are saddened by the loss of our colleague while at work at Peak Downs, in July this year. An investigation is underway to understand and learn from this event. High-potential injury frequency (HPIF)2 (Frequency) • Control verification Effect
Slide 6: BOS has contributed to improved safety performance
BOS has contributed to improved safety performance BOS empowers frontline teams to identify hazards, strengthen controls and solve problems, which has supported stronger safety outcomes in WAIO and Escondida BHP Operating System (BOS) Escondida WAIO Provides frontline teams with a (OEI) (HPIF) (OEI)
Slide 7: Technology is an enabler to further strengthen safety performance
Technology is an enabler to further strengthen safety performance BHP’s data, scale and BOS competitive advantages are expected to drive further safety and productivity improvements Resource & Load & haul Crush & screen Processing mine planning Removing people from hazards Supporting better decision
Slide 8: Safety remains our top priority
Safety remains our top priority Looking beyond: a broader safety focus Contractor safety Psychosocial safety Preparing for the future Partnership approach, increasing field Our focus is creating workplaces where Building the skills, controls and operating presence and engagement, and verifying peopl
Slide 9: Climate
Climate Graham Winkelman Vice President Climate and Environment
Slide 10: Leading assets in commodities the world needs
Leading assets in commodities the world needs Our Tier 1 assets combine scale, cost competitiveness and lower GHG emissions intensity Commodity attractiveness Asset attractiveness Steep Scale / size Exposed to Cost curve Expandable / Emissions intensity4 cost curve1 (US$)2 ‘mega trends’ quartile3 sc
Slide 11: Decarbonisation in a growing portfolio
Decarbonisation in a growing portfolio On track to meet our FY2030 operational GHG emissions target whilst delivering a high-quality growth portfolio1 Projected 16 Forecast pathway to our Other sources medium-term 12 Organic growth target for Other changes operational GHG emissions2 Electricity Scop
Slide 12: Net zero 2050 operational GHG emissions potential pathway
Net zero 2050 operational GHG emissions potential pathway Based on the opportunities and evolving technologies we can see today Projected (to FY2030) and potential (beyond FY2030) pathway(s) for our operational GHG emissions long-term net zero goal1 Scopes 1 and 2 greenhouse gas emissions from our o
Slide 13: Operational decarbonisation
Operational decarbonisation Andrew Larder Head of Decarbonisation Planning and Strategy
Slide 14: Safety remains our top priority
Safety remains our top priority Preparing to prevent and mitigate new high-voltage risks from fleet electrification through design, controls and validation Embed deployment 4 1 Understand the risk Industry standards High-voltage systems Regulatory frameworks Direct-current arc flash Operating practi
Slide 15: Battery-electric trucks charging: the productivity challenge
Battery-electric trucks charging: the productivity challenge Dynamic charging trials needed to help identify how to close the performance gap Static charging: the productivity gap Today Future Impact of Battery-electric Dynamic + Static System ~1,000 hours per truck haul truck1 + Static charging cha
Slide 16: Learning through trials in real mining environments
Learning through trials in real mining environments Building knowledge through operational trials, technology evaluation and OEM collaboration Haulage equipment Field equipment Charging infrastructure Caterpillar 793 XE Early Learner battery- electric haul truck, Jimblebar Liebherr 9400e excavator,
Slide 17: Sequencing the transition
Sequencing the transition Optimised sequencing to reduce risk and protect value Aligning renewable electricity supply to fleet demand How we are managing the transition Renewable supply deployed too early Power Electrified fleet Evaluating phased, site-by-site deployment across the capacity (MW) p
Slide 18: Our preferred solution remains battery-electric equipment
Our preferred solution remains battery-electric equipment Transitional and alternative technologies for diesel displacement can preserve flexibility, but most offer lower emissions abatement, narrower application and greater site dependency than battery electrification Long-term emissions Portfolio
Slide 19: FY2026 progress | FY2027 priorities
FY2026 progress | FY2027 priorities Building the foundations for large scale operational decarbonisation FY2026 FY2027 Scope 1 Scope 2 Electrification Continue BEHT trials at Jimblebar Battery-electric haul truck (BEHT) trials commenced Port Hedland solar and battery project operational Comm
Slide 20: Social value
Social value Maria Palomar Group Sustainability and Social Value Officer
Slide 21: Social value
Social value Opening up opportunities, reducing risk and building resilience over time June 2022 FY2026 — Midpoint FY2030 goals Social Value Framework On track and demonstrating impact to be delivered established Building foundations that will support BHP’s performance and growth Social value as a b
Slide 22: Partnerships that support growth and performance
Partnerships that support growth and performance Creating long-term value through stronger partnerships OPERATIONAL DECISION A$18m LONG-TERM PROJECT 60+ years WAIO railway ballast annual savings Jansen partnerships expected operating life More than C$1.7bn awarded to Indigenous partners Operational
Slide 23: Building conditions for performance and growth
Building conditions for performance and growth Broadening capability, strengthening inclusion and enabling reliable delivery Widening the pool of people who can contribute, while building the capability needed to operate safely, reliably and at scale 41.5% >60% women in BHP’s global employee of auto
Slide 24: Social value delivers tangible business value
Social value delivers tangible business value Embedded in operational design, not bolted on Copper SA has redesigned how freight moves • Shifting long-haul road freight to integrated rail-road in partnership with rail freight business Aurizon • Value is broader than GHG emissions reduction • Support
Slide 25: Social value FY26
Social value FY26 Driving shareholder value through opening up opportunities, increasing resilience and reducing risk over time June 2022 FY2026 — Midpoint FY2030 goals Social Value Framework On track and demonstrating impact to be delivered established Our social value framework Decarbonisation Hea
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Slide 27: Appendix
Appendix BHP
Slide 28: Footnotes
Footnotes Safety Slide 5: Safety remains our top priority Slide 11: Decarbonisation in a growing portfolio 1. Hazards where there was the potential for a fatality. A hazard is a source or situation with the potential for harm in terms of injury or ill- 1. Based on our current operational GHG emissio
Slide 29: Footnotes
Footnotes Operational decarbonisation Slide 15: Battery-electric trucks charging: the productivity challenge 1. Theoretical example of a current generation pre-commercial 220-tonne class battery-electric haul truck; not intended to represent any particular OEM’s product. 2. Assumes six to eight stat