6-K 1 d181163d6k.htm FORM 6-K

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Form 6-K

REPORT OF FOREIGN PRIVATE ISSUER

PURSUANT TO RULE 13a-16 OR 15d-16

UNDER THE SECURITIES EXCHANGE ACT OF 1934

August 17, 2021

BHP GROUP LIMITED (ABN 49 004 028 077) (Exact name of Registrant as specified in its charter) VICTORIA, AUSTRALIA (Jurisdiction of incorporation or organisation) 171 COLLINS STREET, MELBOURNE, VICTORIA 3000 AUSTRALIA (Address of principal executive offices) |  | BHP GROUP PLC (REG. NO. 3196209) (Exact name of Registrant as specified in its charter) ENGLAND AND WALES (Jurisdiction of incorporation or organisation) NOVA SOUTH, 160 VICTORIA STREET LONDON, SW1E 5LB UNITED KINGDOM (Address of principal executive offices)

Indicate by check mark whether the registrant files or will file annual reports under cover of Form 20-F or Form 40-F: ☒ Form 20-F ☐ Form 40-F

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): ☐

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): ☐

Indicate by check mark whether the registrant by furnishing the information contained in this Form is also thereby furnishing the information to the Commission pursuant to Rule 12g3-2(b) under the Securities Exchange Act of 1934: ☐ Yes ☒ No

If “Yes” is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b): n/a

Growing value and positioning for the future Full year ended 30 June 2021 Mike Henry Chief Executive Officer Jansen

Disclaimer The information in this presentation is current as at 17 August 2021. 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 2021. Forward-looking statements This presentation contains forward-looking statements, including statements regarding: trends in commodity prices and currency exchange rates; demand for commodities; production forecasts; plans, strategies and objectives of management; closure or divestment of certain assets, operations or facilities (including associated costs); anticipated production or construction commencement dates; capital costs and scheduling; operating costs and shortages of materials and skilled employees; anticipated productive lives of projects, mines and facilities; provisions and contingent liabilities; and tax and regulatory developments. Forward-looking statements may be identified by the use of terminology, including, but not limited to, ‘intend’, ‘aim’, ‘project’, ‘anticipate’, ‘estimate’, ‘plan’, ‘believe’, ‘expect’, ‘may’, ‘should’, ‘will’, ‘would’, ‘continue’, ‘annualised’ or similar words. These statements discuss future expectations concerning the results of assets or financial conditions, or provide other forward-looking information. The forward-looking statements are based on the information available as at the date of this presentation and/or the date of the Group’s planning processes or scenario analysis processes. There are inherent limitations with scenario analysis and it is difficult to predict which, if any, of the scenarios might eventuate. Scenarios do not constitute definitive outcomes for us. Scenario analysis relies on assumptions that may or may not be, or prove to be, correct and may or may not eventuate, and scenarios may be impacted by additional factors to the assumptions disclosed. Additionally, forward-looking statements in this release are not guarantees or predictions of future performance, and involve known and unknown risks, uncertainties and other factors, many of which are beyond our control, and which may cause actual results to differ materially from those expressed in the statements contained in this release. BHP cautions against reliance on any forward-looking statements or guidance, particularly in light of the current economic climate and the significant volatility, uncertainty and disruption arising in connection with COVID-19. For example, our future revenues from our assets, projects or mines described in this release will be based, in part, upon the market price of the minerals, metals or petroleum produced, which may vary significantly from current levels. These variations, if materially adverse, may affect the timing or the feasibility of the development of a particular project, the expansion of certain facilities or mines, or the continuation of existing assets. Other factors that may affect the actual construction or production commencement dates, costs or production output and anticipated lives of assets, mines or facilities include our ability to profitably produce and transport the minerals, petroleum and/or metals extracted to applicable markets; the impact of foreign currency exchange rates on the market prices of the minerals, petroleum or metals we produce; activities of government authorities in the countries where we sell our products and in the countries where we are exploring or developing projects, facilities or mines, including increases in taxes; changes in environmental and other regulations; the duration and severity of the COVID-19 pandemic and its impact on our business; political uncertainty; labour unrest; and other factors identified in the risk factors discussed in BHP’s filings with the U.S. Securities and Exchange Commission (the ‘SEC’) (including in Annual Reports on Form 20-F) which are available on the SEC’s website at www.sec.gov. Except as required by applicable regulations or by law, BHP does not undertake to publicly update or review any forward-looking statements, whether as a result of new information or future events. Past performance cannot be relied on as a guide to future performance. Presentation of data Unless specified otherwise: variance analysis relates to the relative performance of BHP and/or its operations during the year ended 30 June 2021 compared with the year ended 30 June 2020; operations includes operated assets and non-operated assets; total operations refers to the combination of continuing and discontinued operations; continuing operations refers to data presented excluding the impacts of Onshore US from the 2017 financial year onwards; copper equivalent production based on 2021 financial year average realised prices; references to Underlying EBITDA margin exclude third party trading activities; data from subsidiaries are shown on a 100 per cent basis and data from equity accounted investments and other operations is presented, with the exception of net operating assets, reflecting BHP’s share; medium term refers to our five year plan. Queensland Coal comprises the BHP Mitsubishi Alliance (BMA) asset, jointly operated with Mitsubishi, and the BHP Mitsui Coal (BMC) asset, operated by BHP. Numbers presented may not add up precisely to the totals provided due to rounding. All footnote content (except in the Annexures) is contained on slide 27. Alternative performance measures We use various alternative performance measures to reflect our underlying performance. For further information please refer to alternative performance measures set out on pages 62 – 77 of the BHP Results for the year ended 30 June 2021. No offer of securities Nothing in this presentation should be construed as either an offeror a solicitation of an offer to buy or sell any securities, or a solicitation of any vote or approval, in any jurisdiction, or be treated or relied upon as a recommendation or advice by BHP. No offer of securities shall be made in the United States absent registration under the U.S. Securities Act of 1933, as amended, or pursuant to an exemption from, or in a transaction not subject to, such registration requirements. Reliance on third party information The views expressed in this presentation contain information that has been derived from publicly available sources that have not been independently verified. No representation or warranty is made as to the accuracy, completeness or reliability of the information. This presentation should not be relied upon as a recommendation or forecast by BHP. BHP and its subsidiaries In this presentation, the terms ‘BHP’, the ‘Company’, the ‘Group’, ‘our business’, ‘organization’, ‘Group’, ‘we’, ‘us’ and ‘our’ refer to BHP Group Limited, BHP Group Plc and, except where the context otherwise requires, their respective subsidiaries set out in note 13 ‘Related undertaking of the Group’ in section 5.2 of BHP’s Annual Report and Form 20-F. Those terms do not include non-operated assets. This presentation includes references to BHP’s assets (including those under exploration, projects in development or execution phases, sites and closed operations) that have been wholly owned and/or operated by BHP and that have been owned as a joint venture operated by BHP (referred to as ‘operated assets’ or ‘operations’) during the period from 1 July 2020 to 30 June 2021. Our functions are also included. BHP also holds interests in assets that are owned as a joint venture but not operated by BHP (referred to in this release as ‘non-operated joint ventures’ or ‘non-operated assets’). Our non-operated assets include Antamina, Cerrejón, Samarco, Atlantis, Mad Dog, Bass Strait and North West Shelf. Notwithstanding that this presentation may include production, financial and other information from non-operated assets, non-operated assets are not included in the Group and, as a result, statements regarding our operations, assets and values apply only to our operated assets unless otherwise stated. References in this release to a ‘joint venture’ are used for convenience to collectively describe assets that are not wholly owned by BHP. Such references are not intended to characterise the legal relationship between the owners of the asset. Financial results 17 August 2021 2Disclaimer The information in this presentation is current as at 17 August 2021. 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 2021. Forward-looking statements This presentation contains forward-looking statements, including statements regarding: trends in commodity prices and currency exchange rates; demand for commodities; production forecasts; plans, strategies and objectives of management; closure or divestment of certain assets, operations or facilities (including associated costs); anticipated production or construction commencement dates; capital costs and scheduling; operating costs and shortages of materials and skilled employees; anticipated productive lives of projects, mines and facilities; provisions and contingent liabilities; and tax and regulatory developments. Forward-looking statements may be identified by the use of terminology, including, but not limited to, ‘intend’, ‘aim’, ‘project’, ‘anticipate’, ‘estimate’, ‘plan’, ‘believe’, ‘expect’, ‘may’, ‘should’, ‘will’, ‘would’, ‘continue’, ‘annualised’ or similar words. These statements discuss future expectations concerning the results of assets or financial conditions, or provide other forward-looking information. The forward-looking statements are based on the information available as at the date of this presentation and/or the date of the Group’s planning processes or scenario analysis processes. There are inherent limitations with scenario analysis and it is difficult to predict which, if any, of the scenarios might eventuate. Scenarios do not constitute definitive outcomes for us. Scenario analysis relies on assumptions that may or may not be, or prove to be, correct and may or may not eventuate, and scenarios may be impacted by additional factors to the assumptions disclosed. Additionally, forward-looking statements in this release are not guarantees or predictions of future performance, and involve known and unknown risks, uncertainties and other factors, many of which are beyond our control, and which may cause actual results to differ materially from those expressed in the statements contained in this release. BHP cautions against reliance on any forward-looking statements or guidance, particularly in light of the current economic climate and the significant volatility, uncertainty and disruption arising in connection with COVID-19. For example, our future revenues from our assets, projects or mines described in this release will be based, in part, upon the market price of the minerals, metals or petroleum produced, which may vary significantly from current levels. These variations, if materially adverse, may affect the timing or the feasibility of the development of a particular project, the expansion of certain facilities or mines, or the continuation of existing assets. Other factors that may affect the actual construction or production commencement dates, costs or production output and anticipated lives of assets, mines or facilities include our ability to profitably produce and transport the minerals, petroleum and/or metals extracted to applicable markets; the impact of foreign currency exchange rates on the market prices of the minerals, petroleum or metals we produce; activities of government authorities in the countries where we sell our products and in the countries where we are exploring or developing projects, facilities or mines, including increases in taxes; changes in environmental and other regulations; the duration and severity of the COVID-19 pandemic and its impact on our business; political uncertainty; labour unrest; and other factors identified in the risk factors discussed in BHP’s filings with the U.S. Securities and Exchange Commission (the ‘SEC’) (including in Annual Reports on Form 20-F) which are available on the SEC’s website at www.sec.gov. Except as required by applicable regulations or by law, BHP does not undertake to publicly update or review any forward-looking statements, whether as a result of new information or future events. Past performance cannot be relied on as a guide to future performance. Presentation of data Unless specified otherwise: variance analysis relates to the relative performance of BHP and/or its operations during the year ended 30 June 2021 compared with the year ended 30 June 2020; operations includes operated assets and non-operated assets; total operations refers to the combination of continuing and discontinued operations; continuing operations refers to data presented excluding the impacts of Onshore US from the 2017 financial year onwards; copper equivalent production based on 2021 financial year average realised prices; references to Underlying EBITDA margin exclude third party trading activities; data from subsidiaries are shown on a 100 per cent basis and data from equity accounted investments and other operations is presented, with the exception of net operating assets, reflecting BHP’s share; medium term refers to our five year plan. Queensland Coal comprises the BHP Mitsubishi Alliance (BMA) asset, jointly operated with Mitsubishi, and the BHP Mitsui Coal (BMC) asset, operated by BHP. Numbers presented may not add up precisely to the totals provided due to rounding. All footnote content (except in the Annexures) is contained on slide 27. Alternative performance measures We use various alternative performance measures to reflect our underlying performance. For further information please refer to alternative performance measures set out on pages 62 – 77 of the BHP Results for the year ended 30 June 2021. No offer of securities Nothing in this presentation should be construed as either an offeror a solicitation of an offer to buy or sell any securities, or a solicitation of any vote or approval, in any jurisdiction, or be treated or relied upon as a recommendation or advice by BHP. No offer of securities shall be made in the United States absent registration under the U.S. Securities Act of 1933, as amended, or pursuant to an exemption from, or in a transaction not subject to, such registration requirements. Reliance on third party information The views expressed in this presentation contain information that has been derived from publicly available sources that have not been independently verified. No representation or warranty is made as to the accuracy, completeness or reliability of the information. This presentation should not be relied upon as a recommendation or forecast by BHP. BHP and its subsidiaries In this presentation, the terms ‘BHP’, the ‘Company’, the ‘Group’, ‘our business’, ‘organization’, ‘Group’, ‘we’, ‘us’ and ‘our’ refer to BHP Group Limited, BHP Group Plc and, except where the context otherwise requires, their respective subsidiaries set out in note 13 ‘Related undertaking of the Group’ in section 5.2 of BHP’s Annual Report and Form 20-F. Those terms do not include non-operated assets. This presentation includes references to BHP’s assets (including those under exploration, projects in development or execution phases, sites and closed operations) that have been wholly owned and/or operated by BHP and that have been owned as a joint venture operated by BHP (referred to as ‘operated assets’ or ‘operations’) during the period from 1 July 2020 to 30 June 2021. Our functions are also included. BHP also holds interests in assets that are owned as a joint venture but not operated by BHP (referred to in this release as ‘non-operated joint ventures’ or ‘non-operated assets’). Our non-operated assets include Antamina, Cerrejón, Samarco, Atlantis, Mad Dog, Bass Strait and North West Shelf. Notwithstanding that this presentation may include production, financial and other information from non-operated assets, non-operated assets are not included in the Group and, as a result, statements regarding our operations, assets and values apply only to our operated assets unless otherwise stated. References in this release to a ‘joint venture’ are used for convenience to collectively describe assets that are not wholly owned by BHP. Such references are not intended to characterise the legal relationship between the owners of the asset. Financial results 17 August 2021 2

Financial results Full year ended 30 June 2021 Mike Henry Chief Executive Officer Spence Growth OptionFinancial results Full year ended 30 June 2021 Mike Henry Chief Executive Officer Spence Growth Option

Delivering on our strategy Strong operational performance and intended portfolio changes enhance long-term value Continued operational excellence and project delivery Strong financial results, record FY dividend Jansen grows value and increases future facing commodities exposure Petroleum merger to create a global top 10 independent energy company Unification of corporate structure to make BHP simpler and more agile Financial results 17 August 2021 4Delivering on our strategy Strong operational performance and intended portfolio changes enhance long-term value Continued operational excellence and project delivery Strong financial results, record FY dividend Jansen grows value and increases future facing commodities exposure Petroleum merger to create a global top 10 independent energy company Unification of corporate structure to make BHP simpler and more agile Financial results 17 August 2021 4

FY21 operational highlights We were safe, more reliable and more productive Safety Production Unit costs Zero fatalities Records Delivered 1 2 TRIF” 11% to 3.7 per million hours WAIO, OD , Goonyella, and concentrator FY21 guidance across WAIO, Escondida worked compared to FY20 throughput at Escondida Petroleum and Queensland Coal Reliability Portfolio Major projects On time Adding options No major operational and budget Jansen sanctioned; exploration advances disruptions with new options and JVs Spence Growth Option, South Flank, Ruby and Atlantis Phase 3 Notes: TRIF – Total Recordable Injury Frequency; WAIO – Western Australia Iron Ore; OD – Olympic Dam Financial results 17 August 2021 5FY21 operational highlights We were safe, more reliable and more productive Safety Production Unit costs Zero fatalities Records Delivered 1 2 TRIF” 11% to 3.7 per million hours WAIO, OD , Goonyella, and concentrator FY21 guidance across WAIO, Escondida worked compared to FY20 throughput at Escondida Petroleum and Queensland Coal Reliability Portfolio Major projects On time Adding options No major operational and budget Jansen sanctioned; exploration advances disruptions with new options and JVs Spence Growth Option, South Flank, Ruby and Atlantis Phase 3 Notes: TRIF – Total Recordable Injury Frequency; WAIO – Western Australia Iron Ore; OD – Olympic Dam Financial results 17 August 2021 5

FY21 financial highlights A strong set of results enables higher shareholder returns Earnings EBITDA margin Free cash flow US$37.4 bn 64% US$19.4 bn Underlying EBITDA “ 69%“ 11% points“ 140% Net debt Shareholder returns ROCE 200 US cps US$4.1 bn 32.5% Final dividend determined, ” 66%“ 15.6% points payout ratio of 92% Note: All comparisons are against FY20. Net debt excludes vessel lease contracts that are priced with reference to a freight index. Financial results 17 August 2021 6FY21 financial highlights A strong set of results enables higher shareholder returns Earnings EBITDA margin Free cash flow US$37.4 bn 64% US$19.4 bn Underlying EBITDA “ 69%“ 11% points“ 140% Net debt Shareholder returns ROCE 200 US cps US$4.1 bn 32.5% Final dividend determined, ” 66%“ 15.6% points payout ratio of 92% Note: All comparisons are against FY20. Net debt excludes vessel lease contracts that are priced with reference to a freight index. Financial results 17 August 2021 6

FY21 social value highlights We have made significant progress across our social value goals and targets Operational emissions Inclusion and diversity Social investment On track 29.8% US$175 m to reduce GHG emissions by at least female representation across Group including a US$50 million donation 3 4 30% by FY30 to the BHP Foundation “ 69% compared to FY16 Value chain emissions Local procurement Freshwater withdrawals 7 day ” 27% Partnerships 7 payment terms for small, local and from FY17 baseline , ahead of our FY22 5 to support our 2030 Scope 3 goals 6 Indigenous suppliers target reduction of 15% Financial results 17 August 2021 7FY21 social value highlights We have made significant progress across our social value goals and targets Operational emissions Inclusion and diversity Social investment On track 29.8% US$175 m to reduce GHG emissions by at least female representation across Group including a US$50 million donation 3 4 30% by FY30 to the BHP Foundation “ 69% compared to FY16 Value chain emissions Local procurement Freshwater withdrawals 7 day ” 27% Partnerships 7 payment terms for small, local and from FY17 baseline , ahead of our FY22 5 to support our 2030 Scope 3 goals 6 Indigenous suppliers target reduction of 15% Financial results 17 August 2021 7

Financial results Full year ended 30 June 2021 David Lamont Chief Financial Officer BMAFinancial results Full year ended 30 June 2021 David Lamont Chief Financial Officer BMA

Financial performance Operational excellence supported EBITDA margin of 64%, ROCE to 32.5%, record dividend and strong earnings per share Strong earnings delivery Summary income statement FY21 % change (US cents per share) (Index, FY16=100) (US$ billion) 250 Underlying EBITDA 37.4“ 69% Underlying EBITDA margin 64% 200 200 Underlying EBIT 30.3“ 91% 8 Adjusted effective tax rate 34.1% 150 8 Adjusted effective tax rate incl. royalties 40.7% Underlying attributable profit 17.1“ 88% 100 100 Net exceptional items (5.8) 50 Attributable profit 11.3 Underlying basic earnings per share 337.7 US cps“ 88% 0 0 “ 151% FY16 FY17 FY18 FY19 FY20 FY21 Dividend per share 301 US cps Underlying basic EPS (H1) Underlying basic EPS (H2) Revenue (RHS) Note: Presented on a total operations basis. Financial results 17 August 2021 9Financial performance Operational excellence supported EBITDA margin of 64%, ROCE to 32.5%, record dividend and strong earnings per share Strong earnings delivery Summary income statement FY21 % change (US cents per share) (Index, FY16=100) (US$ billion) 250 Underlying EBITDA 37.4“ 69% Underlying EBITDA margin 64% 200 200 Underlying EBIT 30.3“ 91% 8 Adjusted effective tax rate 34.1% 150 8 Adjusted effective tax rate incl. royalties 40.7% Underlying attributable profit 17.1“ 88% 100 100 Net exceptional items (5.8) 50 Attributable profit 11.3 Underlying basic earnings per share 337.7 US cps“ 88% 0 0 “ 151% FY16 FY17 FY18 FY19 FY20 FY21 Dividend per share 301 US cps Underlying basic EPS (H1) Underlying basic EPS (H2) Revenue (RHS) Note: Presented on a total operations basis. Financial results 17 August 2021 9

Segment performance Delivered on our production and cost guidance. We are systematically unlocking even greater performance from our assets 10 Iron Ore Copper Petroleum Metallurgical Coal EBITDA: US$26.3 bn US$8.5 bn US$2.3 bn US$593 m EBITDA margin: 77%“ 7% points 62%“ 17% points 58%“ 3% points 14%” 22% points WAIO Escondida Petroleum Queensland Coal (US$/t) (US$/lb) (US$/boe) (US$/t) 9 Unit cost : 14.82 1.00 10.83 81.81 Achieved guidance:üüü ü 9 ü Represents unit costs for FY21 that were within or better than the guidance range at guidance exchange rates . Financial results 17 August 2021 10Segment performance Delivered on our production and cost guidance. We are systematically unlocking even greater performance from our assets 10 Iron Ore Copper Petroleum Metallurgical Coal EBITDA: US$26.3 bn US$8.5 bn US$2.3 bn US$593 m EBITDA margin: 77%“ 7% points 62%“ 17% points 58%“ 3% points 14%” 22% points WAIO Escondida Petroleum Queensland Coal (US$/t) (US$/lb) (US$/boe) (US$/t) 9 Unit cost : 14.82 1.00 10.83 81.81 Achieved guidance:üüü ü 9 ü Represents unit costs for FY21 that were within or better than the guidance range at guidance exchange rates . Financial results 17 August 2021 10

Continued capital allocation discipline We generated record free cash flow. Our balance sheet is strong FY21 Operating Capital productivity productivity Net operating cash flow US$27.2 bn US$2.3 bn Maintenance capital ü Strong balance sheet US$5.0 bn Minimum 50% payout ratio dividend Excess cash US$17.6 bn Includes net cash outflow of US$2.3 bn Additional Organic Acquisitions/ Balance sheet Buy-backs 11 dividends development (Divestments) US$9.4 bn US$2.9 bn US$0.0 bn US$4.8 bn US$0.5 bn • US$2.7 bn improvement H2 FY20 • US$0.2 bn latent capacity H1 FY21 • US$1.4 bn major projects • US$0.5 bn exploration Note: Includes total net cash out flow of US$2.3 billion (FY20: US$1.1 billion) which comprises dividends paid to non-controlling interests of US$2.1 billion (FY20: US$1.0 billion); net investment and funding of equity accounted investments of US$0.6 billion (FY20: US$0.6 billion) and an adjustment for exploration expenses of US$(0.4) billion (FY20: US$(0.5) billion) which is classified as organic development in accordance with the Capital Allocation Framework. Financial results 17 August 2021 11Continued capital allocation discipline We generated record free cash flow. Our balance sheet is strong FY21 Operating Capital productivity productivity Net operating cash flow US$27.2 bn US$2.3 bn Maintenance capital ü Strong balance sheet US$5.0 bn Minimum 50% payout ratio dividend Excess cash US$17.6 bn Includes net cash outflow of US$2.3 bn Additional Organic Acquisitions/ Balance sheet Buy-backs 11 dividends development (Divestments) US$9.4 bn US$2.9 bn US$0.0 bn US$4.8 bn US$0.5 bn • US$2.7 bn improvement H2 FY20 • US$0.2 bn latent capacity H1 FY21 • US$1.4 bn major projects • US$0.5 bn exploration Note: Includes total net cash out flow of US$2.3 billion (FY20: US$1.1 billion) which comprises dividends paid to non-controlling interests of US$2.1 billion (FY20: US$1.0 billion); net investment and funding of equity accounted investments of US$0.6 billion (FY20: US$0.6 billion) and an adjustment for exploration expenses of US$(0.4) billion (FY20: US$(0.5) billion) which is classified as organic development in accordance with the Capital Allocation Framework. Financial results 17 August 2021 11

Strategic update Full year ended 30 June 2021 South FlankStrategic update Full year ended 30 June 2021 South Flank

Delivering on our objectives Driving BHP to deliver leading financial returns … Delivered Continued progress ü • Enabling our people and investing in capability • Safe, more reliable and more productive operations Operational • Harnessing technology and innovation to bring resource Performance improvement • Continued roll out of the BHP Operating System to market sooner • SGO project, sanction of Jansen S1 • Creation of a global top 10 independent energy company Portfolio • Sale of Cerrejón and Neptune • Process for BMC and NSWEC progressing Increased future facing commodity exposure • Exploration options added • Offer for Noront Resources • Petroleum merger allows for greater allocation of capital • US$38 bn returned to shareholders in last 3 years Capital allocation to future facing commodities or shareholder returns Remaining disciplined • High return projects delivered • Projects with competitive returns and optionality Financial results 17 August 2021 13

Sustainability shapes our approach Resources are essential for global economic growth and the energy transition Environmental accountability Creating Social value Leading Governance practices Committed to material positive impact in Providing skilled jobs for our people and All the while remaining accountable. Our decarbonisation of our sector. support for our communities. progress will be a key metric for success. Social investment: No less than 1% of Targeting lower operational emissions: Gender balance: Executive Leadership 12 3 pre-tax profit At least 30% by FY30 from FY20 levels ; Team at 50% and Board at 33%; goal to goal of net zero by 2050 achieve whole-of-company gender balance Indigenous employment: 8% in Australia by 2025 by end-FY25; 10% in Chile by end-FY26; Partnering: Decarbonisation pathways for 20% in Potash by end-FY27 our value chain Executive remuneration: Linked to safety, returns and climate targets (where weighting increased in FY21) Health and safety: Target fatality Impact investing: Renewable power and elimination (technology and contractor desalination partnerships); support wellbeing (mental Climate change: Non-binding advisory health framework) Say on Climate to shareholders at our 2021 AGMs; commitment to deliver new Climate Transition Action Plan (CTAP) Financial results 17 August 2021 14Sustainability shapes our approach Resources are essential for global economic growth and the energy transition Environmental accountability Creating Social value Leading Governance practices Committed to material positive impact in Providing skilled jobs for our people and All the while remaining accountable. Our decarbonisation of our sector. support for our communities. progress will be a key metric for success. Social investment: No less than 1% of Targeting lower operational emissions: Gender balance: Executive Leadership 12 3 pre-tax profit At least 30% by FY30 from FY20 levels ; Team at 50% and Board at 33%; goal to goal of net zero by 2050 achieve whole-of-company gender balance Indigenous employment: 8% in Australia by 2025 by end-FY25; 10% in Chile by end-FY26; Partnering: Decarbonisation pathways for 20% in Potash by end-FY27 our value chain Executive remuneration: Linked to safety, returns and climate targets (where weighting increased in FY21) Health and safety: Target fatality Impact investing: Renewable power and elimination (technology and contractor desalination partnerships); support wellbeing (mental Climate change: Non-binding advisory health framework) Say on Climate to shareholders at our 2021 AGMs; commitment to deliver new Climate Transition Action Plan (CTAP) Financial results 17 August 2021 14

Our portfolio benefits in a decarbonising world Focused on increasing future facing commodity exposure 13 Cumulative demand in the next 30 years compared to the last 30 years (%) 400 1.5°C Scenario Central Energy View Lower Carbon View Climate Crisis 300 200 100 0 14 14 15 15 Nickel Potash Copper Iron ore Metallurgical coal Source: BHP; Vivid Economics. Financial results 17 August 2021 15Our portfolio benefits in a decarbonising world Focused on increasing future facing commodity exposure 13 Cumulative demand in the next 30 years compared to the last 30 years (%) 400 1.5°C Scenario Central Energy View Lower Carbon View Climate Crisis 300 200 100 0 14 14 15 15 Nickel Potash Copper Iron ore Metallurgical coal Source: BHP; Vivid Economics. Financial results 17 August 2021 15

Sector leading assets across our commodities We are actively managing our portfolio for long-term value creation Maximising value Iron ore 16 Lowest cost iron ore major globally , with improved product quality Petroleum Metallurgical coal Creation of a global top 10 World class resource with a high quality product independent energy company Increasing exposure to future facing commodities Energy & lower quality met coal Copper 17 Sale of Cerrejón Growth at some of the largest , most sustainable copper mines globally Process for BMC and NSWEC progressing Nickel Options to grow from the second largest nickel sulphide resource globally Potash Developing a high margin asset with embedded optionality Exploration Adding potential growth options across our commodities Financial results 17 August 2021 16Sector leading assets across our commodities We are actively managing our portfolio for long-term value creation Maximising value Iron ore 16 Lowest cost iron ore major globally , with improved product quality Petroleum Metallurgical coal Creation of a global top 10 World class resource with a high quality product independent energy company Increasing exposure to future facing commodities Energy & lower quality met coal Copper 17 Sale of Cerrejón Growth at some of the largest , most sustainable copper mines globally Process for BMC and NSWEC progressing Nickel Options to grow from the second largest nickel sulphide resource globally Potash Developing a high margin asset with embedded optionality Exploration Adding potential growth options across our commodities Financial results 17 August 2021 16

Jansen is a top tier asset in a future facing commodity Significant resource base gives us exposure to potash’s attractive long term, differentiated fundamentals Potash market has highly attractive characteristics 6+ Bt resource in world’s best potash basin Mine BHP Transitioning towards Large market Nutrien inducement pricing Mosaic size K+S Other Companies üü Differentiated Value creation; demand drivers Return potential üü • A large-scale, high grade resource which supports ~100 year operation • Full life of mine plan already optimised based on 3D seismic resource interpretation Value is enhanced in a Paris-aligned world ü Financial results 17 August 2021 17Jansen is a top tier asset in a future facing commodity Significant resource base gives us exposure to potash’s attractive long term, differentiated fundamentals Potash market has highly attractive characteristics 6+ Bt resource in world’s best potash basin Mine BHP Transitioning towards Large market Nutrien inducement pricing Mosaic size K+S Other Companies üü Differentiated Value creation; demand drivers Return potential üü • A large-scale, high grade resource which supports ~100 year operation • Full life of mine plan already optimised based on 3D seismic resource interpretation Value is enhanced in a Paris-aligned world ü Financial results 17 August 2021 17

Modern, high margin, long life and expandable Jansen S1 is a large, low cost asset that will enter the market at the bottom of the global cost curve Jansen S1’s competitive position against peers (Average asset age in 2025) Stage 1 investment Well defined Note: Bubble size US$5.7 bn / C$7.5 bn 80 represents average asset Europe and production in 2025 Middle East 70 Large scale 4.35 Mtpa 60 production Canada C Clluster usters s 50 of of si sing nglle e CIS asse assetts s Hard-to-replicate Across mining system 40 bu buiilltt ov over er design and processing ttiime me 30 South America China and ~US$100/t FOB Vancouver 20 Low-cost Southeast Asia ~US$15/t sustaining capex 10 0 Embedded Potential expansions de-risked by st nd rd th 1 2 3 4 optionality existing shaft capacity Average asset cost curve position (2025 equivalent CRU) (quartile) 18 Jansen S1 Peers Notes: Figures on this slide refers to Jansen S1; Jansen S1 sustaining capex +/-20% on any given year. Jansen S1 forecast to be first quartile when it reaches full production. Canada excludes Jansen. Source: BHP; CRU. Financial results 17 August 2021 18Modern, high margin, long life and expandable Jansen S1 is a large, low cost asset that will enter the market at the bottom of the global cost curve Jansen S1’s competitive position against peers (Average asset age in 2025) Stage 1 investment Well defined Note: Bubble size US$5.7 bn / C$7.5 bn 80 represents average asset Europe and production in 2025 Middle East 70 Large scale 4.35 Mtpa 60 production Canada C Clluster usters s 50 of of si sing nglle e CIS asse assetts s Hard-to-replicate Across mining system 40 bu buiilltt ov over er design and processing ttiime me 30 South America China and ~US$100/t FOB Vancouver 20 Low-cost Southeast Asia ~US$15/t sustaining capex 10 0 Embedded Potential expansions de-risked by st nd rd th 1 2 3 4 optionality existing shaft capacity Average asset cost curve position (2025 equivalent CRU) (quartile) 18 Jansen S1 Peers Notes: Figures on this slide refers to Jansen S1; Jansen S1 sustaining capex +/-20% on any given year. Jansen S1 forecast to be first quartile when it reaches full production. Canada excludes Jansen. Source: BHP; CRU. Financial results 17 August 2021 18

Jansen S1 is resilient with through the cycle returns Margins and returns robust even under short-run marginal cost scenarios EBITDA margin IRR Payback ~70% 12-14% 7 years 19 19 st Underlying EBITDA margin Stage 1 Internal Rate of Return from 1 production Operating Cost Optionality Carbon Emissions Stage 2-4 Low ~US$100/t 20 21 Low capital intensity, higher returning CO Scope 1 and 2 emissions; Scope 3 bottom of the cost curve 2 expansion potential low relative to other fertiliser products Note: Operating costs based on FOB Vancouver. Financial results 17 August 2021 19Jansen S1 is resilient with through the cycle returns Margins and returns robust even under short-run marginal cost scenarios EBITDA margin IRR Payback ~70% 12-14% 7 years 19 19 st Underlying EBITDA margin Stage 1 Internal Rate of Return from 1 production Operating Cost Optionality Carbon Emissions Stage 2-4 Low ~US$100/t 20 21 Low capital intensity, higher returning CO Scope 1 and 2 emissions; Scope 3 bottom of the cost curve 2 expansion potential low relative to other fertiliser products Note: Operating costs based on FOB Vancouver. Financial results 17 August 2021 19

Creating a global top 10 independent energy company Merger provides choice and delivers benefits for BHP shareholders Combination provides BHP Merger delivers a number of shareholders choice benefits for BHP shareholders • Provides shareholders choice to weight exposure between • Greater scale and diversity of geographies, products and end BHP and Petroleum via Woodside markets • Enables shareholders to retain exposure to the attractive • Growth optionality and capacity to phase outlook for Petroleum • Combined experience and proven capabilities • Allows for reallocation of capital towards the rest of the • Shared values towards sustainable operations portfolio and enhanced shareholder returns • Estimated synergies • Financial resilience to fund shareholder returns Financial results 17 August 2021 20Creating a global top 10 independent energy company Merger provides choice and delivers benefits for BHP shareholders Combination provides BHP Merger delivers a number of shareholders choice benefits for BHP shareholders • Provides shareholders choice to weight exposure between • Greater scale and diversity of geographies, products and end BHP and Petroleum via Woodside markets • Enables shareholders to retain exposure to the attractive • Growth optionality and capacity to phase outlook for Petroleum • Combined experience and proven capabilities • Allows for reallocation of capital towards the rest of the • Shared values towards sustainable operations portfolio and enhanced shareholder returns • Estimated synergies • Financial resilience to fund shareholder returns Financial results 17 August 2021 20

Combined business creates significant scale High-quality, complementary asset portfolios combining high margin oil and long life LNG 22 Global top 10 independent energy producer (FY21 production, MMboe) 300 • Global top 10 independent energy producer and largest on the ASX Combined 200 Global scale • Global top 10 LNG producer BHP Woodside • Production of ~200 MMboe supported by 100 resilient foundation assets 0 Diversified product mix (MMboe production) Domestic gas • Highly complementary product mix: 41 MMboe BHP - High margin oil with attractive upside Diversified, - Low-cost and long-life LNG low risk Woodside Woodside • Conventional portfolio primarily in OECD portfolio countries LNG 93 MMboe • Key exposures in Australia and Gulf of Mexico BHP 23 Oil 65 MMboe BHP Woodside Financial results 17 August 2021 21Combined business creates significant scale High-quality, complementary asset portfolios combining high margin oil and long life LNG 22 Global top 10 independent energy producer (FY21 production, MMboe) 300 • Global top 10 independent energy producer and largest on the ASX Combined 200 Global scale • Global top 10 LNG producer BHP Woodside • Production of ~200 MMboe supported by 100 resilient foundation assets 0 Diversified product mix (MMboe production) Domestic gas • Highly complementary product mix: 41 MMboe BHP - High margin oil with attractive upside Diversified, - Low-cost and long-life LNG low risk Woodside Woodside • Conventional portfolio primarily in OECD portfolio countries LNG 93 MMboe • Key exposures in Australia and Gulf of Mexico BHP 23 Oil 65 MMboe BHP Woodside Financial results 17 August 2021 21

Merger creates platform for strong returns A resilient asset base to generate strong returns with significant optionality 24 Strong Balance sheet with low gearing (%, FY21) • Strong balance sheet 100 • Committed to an investment grade credit rating Majors Other independents throughout the investment cycle Financial strength and • Enhanced cash flows to underpin attractive 50 returns franked dividends Combined 12% • Synergies of more than US$400m per annum expected 0 High margin opportunities across a range of growth projects (Bubble size = 2P, 2C) 25 25 Growth Base • Optionality to phase development opportunities • Over 2 Bboe of 2P reserves and 8 Bboe in 2C Bass Calypso 26 Strait APU resources Gas Growth Greater Sangomar Trion Pluto Sunrise • Plan to achieve targeted Scarborough FID in T&T Wheatstone Shenzi Oil optionality Scarborough / Sangomar CY21 Mad Pluto T2 Browse NWS Dog ROD Atlantis Greater • Increased capacity to deliver the energy Bass 27 Pluto Other Shenzi North & Wildling 26 APU Strait transition Bubble size = Canada 100 net MMboe Mad Dog T&T Shenzi Greater NWS Greater Enfield ROD Atlantis Enfield Financial results 17 August 2021 22Merger creates platform for strong returns A resilient asset base to generate strong returns with significant optionality 24 Strong Balance sheet with low gearing (%, FY21) • Strong balance sheet 100 • Committed to an investment grade credit rating Majors Other independents throughout the investment cycle Financial strength and • Enhanced cash flows to underpin attractive 50 returns franked dividends Combined 12% • Synergies of more than US$400m per annum expected 0 High margin opportunities across a range of growth projects (Bubble size = 2P, 2C) 25 25 Growth Base • Optionality to phase development opportunities • Over 2 Bboe of 2P reserves and 8 Bboe in 2C Bass Calypso 26 Strait APU resources Gas Growth Greater Sangomar Trion Pluto Sunrise • Plan to achieve targeted Scarborough FID in T&T Wheatstone Shenzi Oil optionality Scarborough / Sangomar CY21 Mad Pluto T2 Browse NWS Dog ROD Atlantis Greater • Increased capacity to deliver the energy Bass 27 Pluto Other Shenzi North & Wildling 26 APU Strait transition Bubble size = Canada 100 net MMboe Mad Dog T&T Shenzi Greater NWS Greater Enfield ROD Atlantis Enfield Financial results 17 August 2021 22

Unification to drive simplicity and flexibility Changes to our portfolio mean the time is right to unify Setting BHP up for the future Right time to unify Underlying business unchanged Continued reduction in Plc earnings contribution • Simplification, a natural extension of No change to: (%, Underlying EBIT) initiatives on our portfolio, makes BHP more • Underlying assets or operations efficient 50 • Workforce, executive leadership team and • Provides strategic flexibility, certain Board transactions can be executed more efficiently 25 (including Petroleum separation) • Cash flow generation • Dividend policy or ability to frank dividends • Creates a single global share for BHP 0 1 29 28 removing complexity of managing the DLC FY01 FY21 Significant reduction in unification costs (US$ bn) US$1.2 billion reduction 2.0 1.0 US$400 – 500m 0.0 30 Before Now Financial results 17 August 2021 23Unification to drive simplicity and flexibility Changes to our portfolio mean the time is right to unify Setting BHP up for the future Right time to unify Underlying business unchanged Continued reduction in Plc earnings contribution • Simplification, a natural extension of No change to: (%, Underlying EBIT) initiatives on our portfolio, makes BHP more • Underlying assets or operations efficient 50 • Workforce, executive leadership team and • Provides strategic flexibility, certain Board transactions can be executed more efficiently 25 (including Petroleum separation) • Cash flow generation • Dividend policy or ability to frank dividends • Creates a single global share for BHP 0 1 29 28 removing complexity of managing the DLC FY01 FY21 Significant reduction in unification costs (US$ bn) US$1.2 billion reduction 2.0 1.0 US$400 – 500m 0.0 30 Before Now Financial results 17 August 2021 23

Growing value and positioning for the future We will be even better-placed to deliver long-term value and returns Operational excellence Increasing our leverage towards the world’s changing needs Disciplined capital allocation More streamlined and agile Value and returns Financial results 17 August 2021 24Growing value and positioning for the future We will be even better-placed to deliver long-term value and returns Operational excellence Increasing our leverage towards the world’s changing needs Disciplined capital allocation More streamlined and agile Value and returns Financial results 17 August 2021 24

AppendixAppendix

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Footnotes 1. Slide 5: TRIF – Total Recordable Injury Frequency; being the sum of (fatalities + lost-time cases + restricted work cases + medical treatment cases) multiplied by 1 million/actual hours worked by our employees and contractors. Stated in units of per million hours worked. We adopt the US Government’s Occupational Safety and Health Administration Guidelines for the recording. 2. Slide 5: OD achieved both highest annual copper production since the acquisition by BHP in 2005 and the highest annual gold production ever for the operation. 3. Slide 7: From FY20 baseline (15.8 Mt CO2-e), which will be adjusted for any material acquisitions and divestments based on GHG emissions at the time of the transaction. Carbon offsets will be used as required. 4. Slide 7: Female representation in FY16 was 17.6%. 5. Slide 7: 2030 Scope 3 goals to contribute to decarbonisation in our value chain are 1) supporting industry to develop technologies and pathways capable of 30% emissions intensity reduction in integrated steelmaking, with widespread adoption expected post-2030; and 2) supporting 40% emissions intensity reduction of BHP-chartered shipping of our products. 6. Slide 7: To support 4,000 supply partners across 31 countries 7. Slide 7: In FY17, our fresh water withdrawals were 156.1 GL (on an adjusted basis, excluding Onshore US). The FY17 baseline data has been adjusted to account for: the materiality of the strike affecting water withdrawals at Escondida in FY17 and improvements to water balance methodologies at WAIO and Queensland Coal and exclusion of hypersaline, wastewater, entrainment, supplies from desalination and Discontinued operations (Onshore US assets) in FY19 and FY20. 8. Slide 9: Adjusted effective tax rate and Adjusted effective tax rate incl. royalties: excludes the influence of exchange rate movements and exceptional items. 9. Slide 10: Exchange rates for FY21 of AUD/USD 0.75 (guidance rate AUD/USD 0.70) and USD/CLP 746 (guidance rate USD/CLP 769). Costs related to the impact from COVID-19 are reported as an exceptional item and are not included in unit costs FY21. At our major assets these additional costs were: US$0.91 per tonne at Queensland Coal, US$0.51 per tonne at WAIO (including US$25 per tonne of demurrage), US$0.27 per barrel of oil equivalent at Petroleum and US$0.03 per pound at Escondida. 10. Slide 10: Iron ore: unit cost, EBITDA margin: refers to Western Australia Iron Ore. 11. Slide 11: Dividend: represents final dividend determined by the Board for FY20 and paid in September 2020, and interim dividend determined by the Board for HY FY21 and paid in March 2021. 12. Slide 14: No less than 1% pre-tax profit (3 year rolling average). 13. Slide 15: Our portfolio is tested across a range of futures. Refer to the BHP Climate Change Report 2020 for more information about these climate-related scenarios, including our 1.5°C scenario, and their assumptions, outputs and limitations. Scenarios were developed prior to the impacts of the COVID-19 pandemic, and therefore any possible effects of the pandemic were not considered in the modelling. 14. Slide 15: Nickel and copper demand references primary metal. 15. Slide 15: Iron ore and metallurgical coal demand based on Contestable Market (global seaborne market plus Chinese domestic demand). 16. Slide 16: Based on published unit costs by major iron ore producers. 17. Slide 16: Based on production. 18. Slide 18: Jansen S1 production begins in CY27. 19. Slide 19: Expected Stage One IRR of investment decision across 100 year mine life analysis was conducted on the average of CRU and Argus prices. Jansen S1 IRR is post tax and nominal, and excludes remaining funded investment of ~US$0.35 billion for completion of the shafts and installation of essential service infrastructure and utilities. 20. Slide 19: Scope 1+2 emissions of ~60kg CO2e/t. a) Scope 1+2 emissions for flotation-based MOP ~50-80 kg CO2e/t, other production routes are 100-500kg. High nutrient concentration (60% K2O) maximises efficiency in transportation and spreading. b) From BHP research conducted so far, nitrogen-based fertilisers rather than potash appear to have a larger downstream emissions impact. However, trying to estimate the GHG contribution impact of fertiliser on soils and crops is very complicated. We continue to develop and improve our knowledge in this area. 21. Slide 19: Scope 3 impact relates only to emissions associated with downstream processing and use, not other considerations such as transportation. 22. Slide 20: Peer group comprises: Aker BP, Apache, Cabot, Canadian N.R, Cenovus, Cimarex, ConocoPhillips, Continental Resources, Devon, Diamondback, EOG, EQT, Hess, Inpex, Lundin, Marathon, Murphy, Occidental, Ovintiv, Pioneer, Santos, Suncor. Pro-forma used for Cabot / Cimarex and Santos / Oil Search proposed mergers. Excludes NOCs and large international integrated oil companies. 23. Slide 20: Includes crude, condensate and NGLs. 24. Slide 21: Source: Dataset. Peer group comprises: BP, Chevron, Conoco, Continental, Devon, Diamondback, ENI, EOG, Exxon, Hess, Inpex, Occidental, Pioneer, Repsol, Santos, Shell, Total and Woodside. Pro-forma used for Santos / Oil Search proposed mergers. 25. Slide 21: Source: Combined portfolio Reserves and Contingent Resources. BHP as of 30 June 2021. Woodside as of 31 December 2020, updated by ASX announcement dated 15 July 2021 and adjusted for half-year production to 30 June 2021. Base represents 2P reserves from producing and sanctioned assets. Growth represents 2C resources. 26. Slide 21: APU includes Pyrenees and Macedon. 27. Slide 21: Other includes Myanmar, Scafell/Skiddaw and Wheatstone 28. Slide 23: FY01 represents Plc’s share of Profit from ordinary activities before income tax, sourced from the Proforma Consolidated Statement of Financial Performance for FY01. Excludes allocation of Proforma adjustments. 29. Slide 23: FY21 represents reported Underlying EBIT contribution from assets held under BHP Group Plc, where these are individually reported in the asset tables, as a percentage of Underlying EBIT for the Group (excluding Underlying EBITDA from third party products, inter- company, statutory adjustments or group and unallocated). 30. Slide 23: Represents unification cost before recent portfolio and corporate structure changes, including BHP’s settlement of the marketing dispute with the ATO and the recently updated assessment of the likelihood of recovering NSWEC associated tax losses. Financial results 17 August 2021 27Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Footnotes 1. Slide 5: TRIF – Total Recordable Injury Frequency; being the sum of (fatalities + lost-time cases + restricted work cases + medical treatment cases) multiplied by 1 million/actual hours worked by our employees and contractors. Stated in units of per million hours worked. We adopt the US Government’s Occupational Safety and Health Administration Guidelines for the recording. 2. Slide 5: OD achieved both highest annual copper production since the acquisition by BHP in 2005 and the highest annual gold production ever for the operation. 3. Slide 7: From FY20 baseline (15.8 Mt CO2-e), which will be adjusted for any material acquisitions and divestments based on GHG emissions at the time of the transaction. Carbon offsets will be used as required. 4. Slide 7: Female representation in FY16 was 17.6%. 5. Slide 7: 2030 Scope 3 goals to contribute to decarbonisation in our value chain are 1) supporting industry to develop technologies and pathways capable of 30% emissions intensity reduction in integrated steelmaking, with widespread adoption expected post-2030; and 2) supporting 40% emissions intensity reduction of BHP-chartered shipping of our products. 6. Slide 7: To support 4,000 supply partners across 31 countries 7. Slide 7: In FY17, our fresh water withdrawals were 156.1 GL (on an adjusted basis, excluding Onshore US). The FY17 baseline data has been adjusted to account for: the materiality of the strike affecting water withdrawals at Escondida in FY17 and improvements to water balance methodologies at WAIO and Queensland Coal and exclusion of hypersaline, wastewater, entrainment, supplies from desalination and Discontinued operations (Onshore US assets) in FY19 and FY20. 8. Slide 9: Adjusted effective tax rate and Adjusted effective tax rate incl. royalties: excludes the influence of exchange rate movements and exceptional items. 9. Slide 10: Exchange rates for FY21 of AUD/USD 0.75 (guidance rate AUD/USD 0.70) and USD/CLP 746 (guidance rate USD/CLP 769). Costs related to the impact from COVID-19 are reported as an exceptional item and are not included in unit costs FY21. At our major assets these additional costs were: US$0.91 per tonne at Queensland Coal, US$0.51 per tonne at WAIO (including US$25 per tonne of demurrage), US$0.27 per barrel of oil equivalent at Petroleum and US$0.03 per pound at Escondida. 10. Slide 10: Iron ore: unit cost, EBITDA margin: refers to Western Australia Iron Ore. 11. Slide 11: Dividend: represents final dividend determined by the Board for FY20 and paid in September 2020, and interim dividend determined by the Board for HY FY21 and paid in March 2021. 12. Slide 14: No less than 1% pre-tax profit (3 year rolling average). 13. Slide 15: Our portfolio is tested across a range of futures. Refer to the BHP Climate Change Report 2020 for more information about these climate-related scenarios, including our 1.5°C scenario, and their assumptions, outputs and limitations. Scenarios were developed prior to the impacts of the COVID-19 pandemic, and therefore any possible effects of the pandemic were not considered in the modelling. 14. Slide 15: Nickel and copper demand references primary metal. 15. Slide 15: Iron ore and metallurgical coal demand based on Contestable Market (global seaborne market plus Chinese domestic demand). 16. Slide 16: Based on published unit costs by major iron ore producers. 17. Slide 16: Based on production. 18. Slide 18: Jansen S1 production begins in CY27. 19. Slide 19: Expected Stage One IRR of investment decision across 100 year mine life analysis was conducted on the average of CRU and Argus prices. Jansen S1 IRR is post tax and nominal, and excludes remaining funded investment of ~US$0.35 billion for completion of the shafts and installation of essential service infrastructure and utilities. 20. Slide 19: Scope 1+2 emissions of ~60kg CO2e/t. a) Scope 1+2 emissions for flotation-based MOP ~50-80 kg CO2e/t, other production routes are 100-500kg. High nutrient concentration (60% K2O) maximises efficiency in transportation and spreading. b) From BHP research conducted so far, nitrogen-based fertilisers rather than potash appear to have a larger downstream emissions impact. However, trying to estimate the GHG contribution impact of fertiliser on soils and crops is very complicated. We continue to develop and improve our knowledge in this area. 21. Slide 19: Scope 3 impact relates only to emissions associated with downstream processing and use, not other considerations such as transportation. 22. Slide 20: Peer group comprises: Aker BP, Apache, Cabot, Canadian N.R, Cenovus, Cimarex, ConocoPhillips, Continental Resources, Devon, Diamondback, EOG, EQT, Hess, Inpex, Lundin, Marathon, Murphy, Occidental, Ovintiv, Pioneer, Santos, Suncor. Pro-forma used for Cabot / Cimarex and Santos / Oil Search proposed mergers. Excludes NOCs and large international integrated oil companies. 23. Slide 20: Includes crude, condensate and NGLs. 24. Slide 21: Source: Dataset. Peer group comprises: BP, Chevron, Conoco, Continental, Devon, Diamondback, ENI, EOG, Exxon, Hess, Inpex, Occidental, Pioneer, Repsol, Santos, Shell, Total and Woodside. Pro-forma used for Santos / Oil Search proposed mergers. 25. Slide 21: Source: Combined portfolio Reserves and Contingent Resources. BHP as of 30 June 2021. Woodside as of 31 December 2020, updated by ASX announcement dated 15 July 2021 and adjusted for half-year production to 30 June 2021. Base represents 2P reserves from producing and sanctioned assets. Growth represents 2C resources. 26. Slide 21: APU includes Pyrenees and Macedon. 27. Slide 21: Other includes Myanmar, Scafell/Skiddaw and Wheatstone 28. Slide 23: FY01 represents Plc’s share of Profit from ordinary activities before income tax, sourced from the Proforma Consolidated Statement of Financial Performance for FY01. Excludes allocation of Proforma adjustments. 29. Slide 23: FY21 represents reported Underlying EBIT contribution from assets held under BHP Group Plc, where these are individually reported in the asset tables, as a percentage of Underlying EBIT for the Group (excluding Underlying EBITDA from third party products, inter- company, statutory adjustments or group and unallocated). 30. Slide 23: Represents unification cost before recent portfolio and corporate structure changes, including BHP’s settlement of the marketing dispute with the ATO and the recently updated assessment of the likelihood of recovering NSWEC associated tax losses. Financial results 17 August 2021 27

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Investment proposition We grow shareholder value through operational excellence, optimal allocation of capital and creating sustainable returns Operational Disciplined Value and returns excellence capital allocation World class Continuous Successful Strong Embedded Pipeline of Sustainability Increasing Exceptional assets improvement project balance Capital organic and social exposure to shareholder in culture and delivery sheet Allocation opportunities value industry future facing returns capabilities Framework leadership commodities Financial results 17 August 2021 28Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Investment proposition We grow shareholder value through operational excellence, optimal allocation of capital and creating sustainable returns Operational Disciplined Value and returns excellence capital allocation World class Continuous Successful Strong Embedded Pipeline of Sustainability Increasing Exceptional assets improvement project balance Capital organic and social exposure to shareholder in culture and delivery sheet Allocation opportunities value industry future facing returns capabilities Framework leadership commodities Financial results 17 August 2021 28

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial A compelling outlook for value Continued signs of recovery and renewal in the near term; further opportunity emerges beyond that Policy makers Fears of Growth & inflation Synchronised remain growth austerity and expectations Macro environment upswing focused deflation recede increase Demand Disciplined Tightens market BHP The resources cycle recovery supply balances opportunity Climate strategies Easier-to-abate Widespread carbon Increased likelihood Decarbonisation take shape sectors “take-off” pricing of Paris outcomes Financial results 17 August 2021 29Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial A compelling outlook for value Continued signs of recovery and renewal in the near term; further opportunity emerges beyond that Policy makers Fears of Growth & inflation Synchronised remain growth austerity and expectations Macro environment upswing focused deflation recede increase Demand Disciplined Tightens market BHP The resources cycle recovery supply balances opportunity Climate strategies Easier-to-abate Widespread carbon Increased likelihood Decarbonisation take shape sectors “take-off” pricing of Paris outcomes Financial results 17 August 2021 29

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Jansen S1 capital expenditure and operating costs US$5.7 billion over 6 years of construction, first production CY27 Capital cost breakdown of Jansen S1 Investment spend profile (US$5.7 billion, %) (US$ billion) 1.6 1.2 20% Mining 34% 0.8 Processing Logistics 0.4 46% 0.0 FY22 FY23 FY24 FY25 FY26 FY27 FY28 Existing approved spend Jansen S1 Investment Potash cost curve, Jansen S1 to produce at ~$100/t FOB cost Cash cost breakdown of Jansen S1 (US$/t) (US$100/t FOB Vancouver, %) 300 19% 19% 200 Mining Processing 100 Logistics 26% 36% Other 0 0 20 40 60 80 Business cost at effective capacity in 2025; Y axis effective capacity in Mt. Source: CRU. Financial results 17 August 2021 30Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Jansen S1 capital expenditure and operating costs US$5.7 billion over 6 years of construction, first production CY27 Capital cost breakdown of Jansen S1 Investment spend profile (US$5.7 billion, %) (US$ billion) 1.6 1.2 20% Mining 34% 0.8 Processing Logistics 0.4 46% 0.0 FY22 FY23 FY24 FY25 FY26 FY27 FY28 Existing approved spend Jansen S1 Investment Potash cost curve, Jansen S1 to produce at ~$100/t FOB cost Cash cost breakdown of Jansen S1 (US$/t) (US$100/t FOB Vancouver, %) 300 19% 19% 200 Mining Processing 100 Logistics 26% 36% Other 0 0 20 40 60 80 Business cost at effective capacity in 2025; Y axis effective capacity in Mt. Source: CRU. Financial results 17 August 2021 30

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Outbound logistics support Jansen S1 and beyond Agreements and investment set to deliver efficient path to market for Jansen’s product Location of Westshore Terminal ~2,000km from Jansen Rail 25 km Rail route • Jansen S1 includes construction of railway spur linking to both Vancouver class 1 rail networks in Canada • BHP to operate with dedicated fleet of rail cars • Continuous high-speed loading and unloading systems to maximise efficiency and reduce loading and unloading times Westshore Terminal Canada United States Port Artist render of Jansen infrastructure at Westshore terminals • Agreement struck with Westshore Terminal in Delta, BC Canada, ~2,000km from the Jansen site • Agreement captures Jansen S1 and S2 production, with additional expansion potential Image to be improved • Term to 2051, with options to extend • BHP capital investment will be used for Westshore development of new facilities including rail car dumper, 200kt of product storage and upgraded shiploading system Financial results 17 August 2021 31Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Outbound logistics support Jansen S1 and beyond Agreements and investment set to deliver efficient path to market for Jansen’s product Location of Westshore Terminal ~2,000km from Jansen Rail 25 km Rail route • Jansen S1 includes construction of railway spur linking to both Vancouver class 1 rail networks in Canada • BHP to operate with dedicated fleet of rail cars • Continuous high-speed loading and unloading systems to maximise efficiency and reduce loading and unloading times Westshore Terminal Canada United States Port Artist render of Jansen infrastructure at Westshore terminals • Agreement struck with Westshore Terminal in Delta, BC Canada, ~2,000km from the Jansen site • Agreement captures Jansen S1 and S2 production, with additional expansion potential Image to be improved • Term to 2051, with options to extend • BHP capital investment will be used for Westshore development of new facilities including rail car dumper, 200kt of product storage and upgraded shiploading system Financial results 17 August 2021 31

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Jansen S1 Financial Modelling Operator and 3% crown royalty calculation = (K 0 tonnes produced) x 2 BHP, 100% interest ownership (average realised price) x (3% royalty rate) Royalty US$5.7 bn, C$7.5 bn 3% resource Surcharge = (Gross revenue + Capex Capex spend over six years - peak spend in FY25 transportation charged - transportation costs) x 3% and FY26 A base payment levied at a rate of 35% on the ~US$15/t (real) long term average; +/- 20% in any Sustaining capital producer’s annual resource profits, subject to minimum given year payment of CAD$11.00 and a maximum of CAD$12.33 ~6 years construction timeframe per K O tonne sold. New producers may qualify for a First production / 2 base payment holiday for the first 10 years of production. Project delivery ~2 years ramp up from first production Volumes 4.35 Mtpa (Potassium chloride, KCL) A profit tax imposed on the producer’s gross annual Potash profit tax determined by rates, which increase with profits ~100 years Mine life / Reserves Production Tax per tonne sold: 15% of the profit per tonne below CAD and resources 1.1 bt reserve 6.5 bt resource $71.36 and 35% of the profit per tonne above CAD $71.36 (tax brackets indexed for inflation). Profit tax is ~US$100/t FOB Vancouver assessed on a max of 35% of total tonnes sold, but • Mining: $18/t producers may claim a base payment credit with respect Unit costs • Processing: $25/t to amount of tonnes that are subject to both the base payment and the profit tax. No tax holidays available. • Port & Rail Freight: $35/t • Other: $18/t Federal and Combined top rate 27% (carried forward losses from pre- provincial production years can be utilised to decrease future Pink standard and pink granular MOP with a Product Grade corporate tax taxable profits). guaranteed minimum 60% K O 2 Withholding tax 5% Average Recovery ~92% Note: KCL is used interchangeably with MOP, fertiliser grade MOP is 95% KCL. The conversion from pure KCL to K 0 is 0.631. 2 Financial results 17 August 2021 32

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum merger mechanics Merger with Woodside will create a global top 10 independent energy company and largest energy company on the ASX Existing BHP shareholders would own 48% of combined business. Woodside shares to be immediately distributed to BHP shareholders Woodside will remain listed on the Australian Securities Exchange with additional listings being considered Subject to confirmatory due diligence, negotiation and execution of full form transaction documents, and satisfaction of conditions precedent including shareholder, regulatory and other approvals Each party has agreed to certain exclusivity arrangements and a reimbursement fee of approximately US$160 million in certain circumstances Merger expected to be completed in Q2 CY22 North West Shelf Financial results 17 August 2021 33Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum merger mechanics Merger with Woodside will create a global top 10 independent energy company and largest energy company on the ASX Existing BHP shareholders would own 48% of combined business. Woodside shares to be immediately distributed to BHP shareholders Woodside will remain listed on the Australian Securities Exchange with additional listings being considered Subject to confirmatory due diligence, negotiation and execution of full form transaction documents, and satisfaction of conditions precedent including shareholder, regulatory and other approvals Each party has agreed to certain exclusivity arrangements and a reimbursement fee of approximately US$160 million in certain circumstances Merger expected to be completed in Q2 CY22 North West Shelf Financial results 17 August 2021 33

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Combined business provides size, scale and diversity Significant resources across two heartlands with emerging options 4 1 Gulf of Mexico Australia Combined Resource US Gulf of Mexico BHP Woodside Greater Pluto Mad Dog North West Shelf (NWS) Proved 2P Atlantis 2P Wheatstone Shenzi / Wildling ~3 ~7 Rest of Nguyjima-Yin & Okha 6 Trion 5 Bboe Portfolio Probable Bboe 2C Pyrenees 2C 2P Macedon ~10 Bass Strait ~95% Liquids ~95% Oil 26 1.3 Bboe Greater Scarborough MMboe Bboe 2 Browse Greater FY21 Production 2P + 2C resources 2C Scarborough ~80% Gas 161 5.0 Australia MMboe Bboe Sangomar FY21 Production 2P + 2C resources Trion T&T US GOM 3 Other Trinidad & Tobago Angostura 3 3.3 Ruby MMboe Bboe Calypso (T&T North) 2 FY21 Production 2P + 2C resources T&T South ~95% Gas 9 0.6 MMboe Bboe Base Growth Options FY21 Production 2P + 2C resources 1. Combined portfolio Reserves and Contingent Resources. BHP as of 30 June 2021. Woodside as of 31 December 2020, updated by 4. The ‘Greater Pluto’ region comprises the Pluto-Xena, Pyxis, Larsen, Martell, Martin, Noblige and Remy fields. The ‘Wheatstone’ region comprises the ASX announcement dated 15 July 2021 and adjusted for half-year production to 30 June 2021. Julimar and Brunello fields. The ‘Greater Scarborough’ region comprises the Jupiter, Scarborough and Thebe fields. 2. FY21 Production includes Neptune and Overriding Royalty Interest. 5. Rest of Portfolio includes Algeria, Myanmar, Greater Sunrise and Liard Basin 3. Other includes Algeria production and Algeria, Sangomar, Myanmar, Greater Sunrise and Liard Basin resources 6. BHP estimates Proved Reserve volumes according to SEC regulations and files these in its annual reports on Form 20-F with the SEC. All other reserve and resource estimates in this communication, including Western estimates, are estimated on a different basis than that prescribed by the SEC. US Financial results investors are urged to consider closely the disclosure in BHP’s annual report on Form 20-F for further information. 17 August 2021 34Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Combined business provides size, scale and diversity Significant resources across two heartlands with emerging options 4 1 Gulf of Mexico Australia Combined Resource US Gulf of Mexico BHP Woodside Greater Pluto Mad Dog North West Shelf (NWS) Proved 2P Atlantis 2P Wheatstone Shenzi / Wildling ~3 ~7 Rest of Nguyjima-Yin & Okha 6 Trion 5 Bboe Portfolio Probable Bboe 2C Pyrenees 2C 2P Macedon ~10 Bass Strait ~95% Liquids ~95% Oil 26 1.3 Bboe Greater Scarborough MMboe Bboe 2 Browse Greater FY21 Production 2P + 2C resources 2C Scarborough ~80% Gas 161 5.0 Australia MMboe Bboe Sangomar FY21 Production 2P + 2C resources Trion T&T US GOM 3 Other Trinidad & Tobago Angostura 3 3.3 Ruby MMboe Bboe Calypso (T&T North) 2 FY21 Production 2P + 2C resources T&T South ~95% Gas 9 0.6 MMboe Bboe Base Growth Options FY21 Production 2P + 2C resources 1. Combined portfolio Reserves and Contingent Resources. BHP as of 30 June 2021. Woodside as of 31 December 2020, updated by 4. The ‘Greater Pluto’ region comprises the Pluto-Xena, Pyxis, Larsen, Martell, Martin, Noblige and Remy fields. The ‘Wheatstone’ region comprises the ASX announcement dated 15 July 2021 and adjusted for half-year production to 30 June 2021. Julimar and Brunello fields. The ‘Greater Scarborough’ region comprises the Jupiter, Scarborough and Thebe fields. 2. FY21 Production includes Neptune and Overriding Royalty Interest. 5. Rest of Portfolio includes Algeria, Myanmar, Greater Sunrise and Liard Basin 3. Other includes Algeria production and Algeria, Sangomar, Myanmar, Greater Sunrise and Liard Basin resources 6. BHP estimates Proved Reserve volumes according to SEC regulations and files these in its annual reports on Form 20-F with the SEC. All other reserve and resource estimates in this communication, including Western estimates, are estimated on a different basis than that prescribed by the SEC. US Financial results investors are urged to consider closely the disclosure in BHP’s annual report on Form 20-F for further information. 17 August 2021 34

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum portfolio | Producing assets and growth projects Quality assets concentrated in key heartlands in the Gulf of Mexico, Trinidad & Tobago and Australia 1 Producing Assets FY21 3 3 3 End of 1P 2P 2P+2C Asset Description Operator BHP ownership Production (MMboe) (MMboe) (MMboe) field life (MMboe) 2 Shenzi Oil asset located in the US Gulf of Mexico with TLP (tension leg platform) development operated by BHP. BHP 72% 8.1 2030s 74 105 294 One of the largest fields in the US Gulf of Mexico, with field production average of ~93,000 bopd over last Atlantis BP 44% 12.1 2040s 79 175 398 5 years and base decline offset via infill drilling and successful workovers. Integrated LNG project with material remaining resource position. Five LNG trains allowing transition 12.5% – 16.67% across 9 separate joint venture North West Shelf Woodside 24.8 2040s 151 186 222 towards a third party gas tolling facility extending operations for decades to come. agreements Original development with a Truss Spar host (A-Spar): Dry trees, floating spar hull, with integrated drilling Mad Dog BP 23.9% 4.8 2040s 137 192 365 and production capabilities of ~4,400 feet of water depth. ROD Integrated The Rhourde Ouled Djemma (ROD) Integrated Development, which consists of the ROD, Sif Fatima – Sif 29.3% effective interest in the ROD Integrated Joint Sonatrach/ENI 3.1 2020s 9 13 45 Development Fatima North East (SF SFNE) and four satellite oil fields. Development Major integrated asset consisting of offshore facilities, onshore plants and associated pipeline Gippsland Basin Joint Venture (GBJV): 50.0% Bass Strait Exxon 28.5 2030s 107 179 387 infrastructure. Advantaged gas position with with modest investable opportunities. Kipper Unit Joint Venture (KUJV): 32.5% WA-42-L permit: 71.43% Pyrenees Subsea oil development in 200m water depth tied back to FPSO. BHP 3.0 2030s 12 21 36 WA-43-L permit: 39.999% Macedon Subsea gas development in 200m water depth tied back to onshore domestic gas plant. BHP 71.43% 8.4 2030s 43 54 72 Angostura: Discovered by BHP in 1999, phase 2 included a new gas export platform and two pipelines Trinidad and Tobago with gas sales to Trinidad & Tobago commencing in 2011. 45.0% Block 2(c) BHP 9.3 2030s 52 86 120 (Angostura and Ruby) Ruby: Developed through a wellhead program, tied back to the Angostura infrastructure. Offsets 68.46% effective interest in Block 3(a) Project Ruby declining production from Angostura. Growth projects Potential FY22 – FY30 Capex 3 3 3 Potential first 1P 2P 2P+2C Asset Description Operator BHP ownership execution timing (BHP share, (MMboe) (MMboe) (MMboe) production (FID) nominal US$bn) Large offshore gas development exporting gas from a floating production unit to Pluto LNG facility for 26.5% Scarborough Woodside CY21 CY26 ~2 bn - - 532 onshore processing. Large greenfield development in the deepwater Mexico GoM. Resource uncertainty reduced with recent Trion BHP 60% CY22 CY26 <5 bn - - 275 successful appraisal drilling of 2DEL and 3DEL wells. Recently moved into FEED phase. Operated deepwater advantaged gas discovery in Trinidad & Tobago, well positioned to existing regional Calypso infrastructure and with low CO content / low greenhouse gas intensity. Multiple development concepts BHP 70% CY26 CY27-28 ~3 bn - - 409 2 under evaluation. 1. Includes all sanctioned and brownfield projects. 2. Includes Shenzi North & Wildling. 3. Net BHP Reserves and Contingent Resources as of 30 June 2021. Scarborough estimates include Thebe & Jupiter. Financial results 17 August 2021 35Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum portfolio | Producing assets and growth projects Quality assets concentrated in key heartlands in the Gulf of Mexico, Trinidad & Tobago and Australia 1 Producing Assets FY21 3 3 3 End of 1P 2P 2P+2C Asset Description Operator BHP ownership Production (MMboe) (MMboe) (MMboe) field life (MMboe) 2 Shenzi Oil asset located in the US Gulf of Mexico with TLP (tension leg platform) development operated by BHP. BHP 72% 8.1 2030s 74 105 294 One of the largest fields in the US Gulf of Mexico, with field production average of ~93,000 bopd over last Atlantis BP 44% 12.1 2040s 79 175 398 5 years and base decline offset via infill drilling and successful workovers. Integrated LNG project with material remaining resource position. Five LNG trains allowing transition 12.5% – 16.67% across 9 separate joint venture North West Shelf Woodside 24.8 2040s 151 186 222 towards a third party gas tolling facility extending operations for decades to come. agreements Original development with a Truss Spar host (A-Spar): Dry trees, floating spar hull, with integrated drilling Mad Dog BP 23.9% 4.8 2040s 137 192 365 and production capabilities of ~4,400 feet of water depth. ROD Integrated The Rhourde Ouled Djemma (ROD) Integrated Development, which consists of the ROD, Sif Fatima – Sif 29.3% effective interest in the ROD Integrated Joint Sonatrach/ENI 3.1 2020s 9 13 45 Development Fatima North East (SF SFNE) and four satellite oil fields. Development Major integrated asset consisting of offshore facilities, onshore plants and associated pipeline Gippsland Basin Joint Venture (GBJV): 50.0% Bass Strait Exxon 28.5 2030s 107 179 387 infrastructure. Advantaged gas position with with modest investable opportunities. Kipper Unit Joint Venture (KUJV): 32.5% WA-42-L permit: 71.43% Pyrenees Subsea oil development in 200m water depth tied back to FPSO. BHP 3.0 2030s 12 21 36 WA-43-L permit: 39.999% Macedon Subsea gas development in 200m water depth tied back to onshore domestic gas plant. BHP 71.43% 8.4 2030s 43 54 72 Angostura: Discovered by BHP in 1999, phase 2 included a new gas export platform and two pipelines Trinidad and Tobago with gas sales to Trinidad & Tobago commencing in 2011. 45.0% Block 2(c) BHP 9.3 2030s 52 86 120 (Angostura and Ruby) Ruby: Developed through a wellhead program, tied back to the Angostura infrastructure. Offsets 68.46% effective interest in Block 3(a) Project Ruby declining production from Angostura. Growth projects Potential FY22 – FY30 Capex 3 3 3 Potential first 1P 2P 2P+2C Asset Description Operator BHP ownership execution timing (BHP share, (MMboe) (MMboe) (MMboe) production (FID) nominal US$bn) Large offshore gas development exporting gas from a floating production unit to Pluto LNG facility for 26.5% Scarborough Woodside CY21 CY26 ~2 bn - - 532 onshore processing. Large greenfield development in the deepwater Mexico GoM. Resource uncertainty reduced with recent Trion BHP 60% CY22 CY26 <5 bn - - 275 successful appraisal drilling of 2DEL and 3DEL wells. Recently moved into FEED phase. Operated deepwater advantaged gas discovery in Trinidad & Tobago, well positioned to existing regional Calypso infrastructure and with low CO content / low greenhouse gas intensity. Multiple development concepts BHP 70% CY26 CY27-28 ~3 bn - - 409 2 under evaluation. 1. Includes all sanctioned and brownfield projects. 2. Includes Shenzi North & Wildling. 3. Net BHP Reserves and Contingent Resources as of 30 June 2021. Scarborough estimates include Thebe & Jupiter. Financial results 17 August 2021 35

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum portfolio | Embedded growth within producing assets Suite of quality projects in key heartlands to support production longevity Sanctioned Projects (in execution) Estimated peak FY22 – FY30 Capex Asset Description Operator BHP ownership Potential first production production capacity (BHP share, nominal (gross) US$bn) Shenzi Subsea Multi-Phase Pumping (SSMPP); subsea pumping to increase production Shenzi SSMPP BHP 72% CY22 6.5 kbpd in CY22 <0.25bn rates from existing wells. Mad Dog A Spar 3-4 infill wells tied to Mad Dog A Spar. BP 23.9% CY23 18 kbpd in CY26 <0.25bn Semi-submersible platform with 22 subsea wells (14 producing wells and 8 water injection Mad Dog Phase 2 BP 23.9% CY22 140 kbpd in CY23 ~0.75bn wells). Atlantis Phase 3 8-well subsea tieback achieved first production in CY20. BP 44% CY20 35 kbpd in CY24 <0.5bn Well re-entry program comprising infill drilling and water shut off operation. Pyrenees Phase 4 BHP 71.43% CY23 13.5 kbpd in CY23 <0.25bn 4-well subsea tieback to existing infrastructure NWS Lambert Deep & GWF 3 Woodside 17% CY22 250 MMscfd in CY22 <0.25bn 1 2-well subsea tieback to Shenzi TLP. IRR of over 35% , a breakeven of ~$25/bbl and a Shenzi North BHP 72% CY24 30 kbpd in CY24 <0.5bn payback of <2 years. Unsanctioned Projects FY22 – FY30 Capex Potential execution timing Potential Asset Description Operator BHP ownership (BHP share, (FID) first production nominal US$bn) Wildling 2-well subsea tieback to Shenzi TLP via Shenzi North. BHP 100% CY22 – 23 CY24 – 25 <0.75bn Additional infill opportunities to increase production with 3 producing and 2 water injection Shenzi growth opportunities BHP 72% CY22 – 25 CY24 – 26 ~0.5bn wells tied back to Shenzi TLP. Additional development opportunities for 12 infill producing wells and 6 additional water Atlantis growth opportunities injection wells. Opportunity to increase production via Subsea Multi-Phase Pumping BP 44% CY23 – 28 CY25 – 29 ~2bn (SSMPP) and topside modification. Additional opportunities to increase the Mad Dog Phase 2 production beyond the initial Mad Dog Phase 2 growth opportunities BP 23.9% CY25 – 26 CY26 – 28 ~0.5bn investment scope with 9 new wells tied back to existing facility. Two water injector wells providing water from Mad Dog Phase 2 facility to increase Mad Dog WI expansion BP 23.9% CY24 CY25 <0.25bn production at existing A Spar facility. Low risk investment opportunity to maximise Karratha Gas Plant value through processing NWS growth opportunities Woodside 17% CY24 – 26 CY26 – 28 <0.25bn other resource owner gas; benefits through tolling fees, cost recovery and life extension. Kipper expansion (additional Phase 1B well & compression) for acceleration and GBJV: 50.0% Bass Strait growth opportunities Exxon CY24 – 27 CY27 – 28 ~0.5bn incremental resource capture from the Kipper field. KUJV: 32.5% 1. At consensus pricing, 10% nominal discount rate. Financial results 17 August 2021 36Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum portfolio | Embedded growth within producing assets Suite of quality projects in key heartlands to support production longevity Sanctioned Projects (in execution) Estimated peak FY22 – FY30 Capex Asset Description Operator BHP ownership Potential first production production capacity (BHP share, nominal (gross) US$bn) Shenzi Subsea Multi-Phase Pumping (SSMPP); subsea pumping to increase production Shenzi SSMPP BHP 72% CY22 6.5 kbpd in CY22 <0.25bn rates from existing wells. Mad Dog A Spar 3-4 infill wells tied to Mad Dog A Spar. BP 23.9% CY23 18 kbpd in CY26 <0.25bn Semi-submersible platform with 22 subsea wells (14 producing wells and 8 water injection Mad Dog Phase 2 BP 23.9% CY22 140 kbpd in CY23 ~0.75bn wells). Atlantis Phase 3 8-well subsea tieback achieved first production in CY20. BP 44% CY20 35 kbpd in CY24 <0.5bn Well re-entry program comprising infill drilling and water shut off operation. Pyrenees Phase 4 BHP 71.43% CY23 13.5 kbpd in CY23 <0.25bn 4-well subsea tieback to existing infrastructure NWS Lambert Deep & GWF 3 Woodside 17% CY22 250 MMscfd in CY22 <0.25bn 1 2-well subsea tieback to Shenzi TLP. IRR of over 35% , a breakeven of ~$25/bbl and a Shenzi North BHP 72% CY24 30 kbpd in CY24 <0.5bn payback of <2 years. Unsanctioned Projects FY22 – FY30 Capex Potential execution timing Potential Asset Description Operator BHP ownership (BHP share, (FID) first production nominal US$bn) Wildling 2-well subsea tieback to Shenzi TLP via Shenzi North. BHP 100% CY22 – 23 CY24 – 25 <0.75bn Additional infill opportunities to increase production with 3 producing and 2 water injection Shenzi growth opportunities BHP 72% CY22 – 25 CY24 – 26 ~0.5bn wells tied back to Shenzi TLP. Additional development opportunities for 12 infill producing wells and 6 additional water Atlantis growth opportunities injection wells. Opportunity to increase production via Subsea Multi-Phase Pumping BP 44% CY23 – 28 CY25 – 29 ~2bn (SSMPP) and topside modification. Additional opportunities to increase the Mad Dog Phase 2 production beyond the initial Mad Dog Phase 2 growth opportunities BP 23.9% CY25 – 26 CY26 – 28 ~0.5bn investment scope with 9 new wells tied back to existing facility. Two water injector wells providing water from Mad Dog Phase 2 facility to increase Mad Dog WI expansion BP 23.9% CY24 CY25 <0.25bn production at existing A Spar facility. Low risk investment opportunity to maximise Karratha Gas Plant value through processing NWS growth opportunities Woodside 17% CY24 – 26 CY26 – 28 <0.25bn other resource owner gas; benefits through tolling fees, cost recovery and life extension. Kipper expansion (additional Phase 1B well & compression) for acceleration and GBJV: 50.0% Bass Strait growth opportunities Exxon CY24 – 27 CY27 – 28 ~0.5bn incremental resource capture from the Kipper field. KUJV: 32.5% 1. At consensus pricing, 10% nominal discount rate. Financial results 17 August 2021 36

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum portfolio | Woodside assets Diversified, quality portfolio with growth optionality Producing Assets 1 1 1 CY20 Production 2P 2C 2P+2C Asset Description Operator Woodside ownership (MMboe) (MMboe) (MMboe) (MMboe) LNG facility processing gas from the offshore Pluto, Xena and Pyxis gas fields in Western Australia. Gas Pluto LNG Woodside 90% 44.6 419 234 653 is piped from the offshore Pluto-A platform to a 4.9 Mtpa LNG processing train. 8.9 Mtpa LNG facility processing gas from the offshore Wheatstone, Iago, Julimar and Brunello gas Wheatstone Chevron 13% 15.2 224 4 228 fields. The onshore plant consists of two LNG trains, a domestic gas plant and associated infrastructure. LNG facility processing gas and condensate from the offshore North Rankin and Goodwyn-A offshore North West Shelf Project platforms. Onshore facilities include 5 LNG trains with 16.9 Mtpa capacity, condensate trains and a Woodside 16.67% 30.8 189 78 266 domestic gas plant. Two stand-alone oil developments offshore Western Australia, comprising the Nguyjima-Yin FPSO and Australia Oil Woodside Various 9.7 30 88 118 Okha FPSO. Projects and Growth Options Potential execution 1 1 1 Potential first 2P 2C 2P+2C Asset Description Operator Woodside ownership timing production (MMboe) (MMboe) (MMboe) (FID) Key projects: The proposed development of the 11.1 Tcf (100%) Scarborough offshore gas resource comprises a CY26 Scarborough / Pluto T2 new floating production facility, trunkline to shore and expansion of the existing Pluto LNG onshore Woodside 73.5% / 100% H2 CY21 - 1,598 1,598 (first cargo) facility (including construction of Pluto Train 2). Senegal's first oil development comprises a stand-alone FPSO and subsea infrastructure, located Sangomar Woodside 82% Jan 2020 CY23 149 270 419 approximately 100km south of Dakar. FID was taken in 2020 and first oil is targeted for 2023. Options: Located in the offshore Browse Basin, approximately 425km north of Broome in Western Australia, Browse Woodside 30.6% - 866 866 comprising the Brecknock, Calliance and Torosa fields. Comprises the Sunrise and Troubadour gas and condensate fields, collectively known as Greater Sunrise Woodside 33.44% - 377 377 Sunrise, located between Australia and Timor-Leste. Myanmar Block A6 Offshore gas-prone resource in the Bay of Bengal, offshore Myanmar Woodside 40% - 110 110 Upstream gas resource in British Columbia, Canada, provides an option to investigate potential future Liard Basin Chevron 50% - 2,345 2,345 natural gas, ammonia and hydrogen opportunities. 1. Woodside as at 31 December 2020, updated by ASX announcement dated 15 July 2021 and adjusted for half-year production to 30 June 2021. Financial results 17 August 2021 37Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Petroleum portfolio | Woodside assets Diversified, quality portfolio with growth optionality Producing Assets 1 1 1 CY20 Production 2P 2C 2P+2C Asset Description Operator Woodside ownership (MMboe) (MMboe) (MMboe) (MMboe) LNG facility processing gas from the offshore Pluto, Xena and Pyxis gas fields in Western Australia. Gas Pluto LNG Woodside 90% 44.6 419 234 653 is piped from the offshore Pluto-A platform to a 4.9 Mtpa LNG processing train. 8.9 Mtpa LNG facility processing gas from the offshore Wheatstone, Iago, Julimar and Brunello gas Wheatstone Chevron 13% 15.2 224 4 228 fields. The onshore plant consists of two LNG trains, a domestic gas plant and associated infrastructure. LNG facility processing gas and condensate from the offshore North Rankin and Goodwyn-A offshore North West Shelf Project platforms. Onshore facilities include 5 LNG trains with 16.9 Mtpa capacity, condensate trains and a Woodside 16.67% 30.8 189 78 266 domestic gas plant. Two stand-alone oil developments offshore Western Australia, comprising the Nguyjima-Yin FPSO and Australia Oil Woodside Various 9.7 30 88 118 Okha FPSO. Projects and Growth Options Potential execution 1 1 1 Potential first 2P 2C 2P+2C Asset Description Operator Woodside ownership timing production (MMboe) (MMboe) (MMboe) (FID) Key projects: The proposed development of the 11.1 Tcf (100%) Scarborough offshore gas resource comprises a CY26 Scarborough / Pluto T2 new floating production facility, trunkline to shore and expansion of the existing Pluto LNG onshore Woodside 73.5% / 100% H2 CY21 - 1,598 1,598 (first cargo) facility (including construction of Pluto Train 2). Senegal's first oil development comprises a stand-alone FPSO and subsea infrastructure, located Sangomar Woodside 82% Jan 2020 CY23 149 270 419 approximately 100km south of Dakar. FID was taken in 2020 and first oil is targeted for 2023. Options: Located in the offshore Browse Basin, approximately 425km north of Broome in Western Australia, Browse Woodside 30.6% - 866 866 comprising the Brecknock, Calliance and Torosa fields. Comprises the Sunrise and Troubadour gas and condensate fields, collectively known as Greater Sunrise Woodside 33.44% - 377 377 Sunrise, located between Australia and Timor-Leste. Myanmar Block A6 Offshore gas-prone resource in the Bay of Bengal, offshore Myanmar Woodside 40% - 110 110 Upstream gas resource in British Columbia, Canada, provides an option to investigate potential future Liard Basin Chevron 50% - 2,345 2,345 natural gas, ammonia and hydrogen opportunities. 1. Woodside as at 31 December 2020, updated by ASX announcement dated 15 July 2021 and adjusted for half-year production to 30 June 2021. Financial results 17 August 2021 37

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Statement of petroleum resources The estimates of Petroleum Reserves and Contingent Resources contained in this presentation are based on, and fairly represent, information and supporting documentation prepared under the supervision of Mr. A. G. Gadgil, who is employed by BHP. Mr. Gadgil is a member of the Society of Petroleum Engineers and has the required qualifications and experience to act as a qualified Petroleum Reserves and Resources evaluator under the ASX Listing Rules. This presentation is issued with the prior written consent of Mr. Gadgil who agrees with the form and context in which the Petroleum Reserves and Contingent Resources are presented. Reserves and Contingent Resources are net of royalties owned by others and have been estimated using deterministic methodology. Aggregates of Reserves and Contingent Resources estimates contained in this presentation have been calculated by arithmetic summation of field/project estimates by category with the exception of the North West Shelf (NWS) Gas Project in Australia. Probabilistic methodology has been utilised to aggregate the NWS Reserves and Contingent Resources for the reservoirs dedicated to the gas project only and represents an incremental 6 MMboe of Proved Reserves. The barrel of oil equivalent conversion is based on 6000 scf of natural gas equals 1 boe. The Reserves and Contingent Resources contained in this presentation are inclusive of fuel required for operations. The respective amounts of fuel for each category are provided by the following table. Production volumes exclude fuel. The custody transfer point(s)/point(s) of sale applicable for each field or project are the reference point for Reserves and Contingent Resources. Reserves and Contingent Resources estimates have not been adjusted for risk. Unless noted otherwise, Reserves and Contingent Resources are as of 30 June 2021. Where used in this presentation, the term Resources represents the sum of 2P reserves and 2C Contingent Resources. BHP estimates Proved Reserve volumes according to SEC disclosure regulations and files these in our annual 20-F report with the SEC. All Unproved volumes are estimated using SPE-PRMS guidelines, which among other things, allow escalations to prices and costs, and as such, would be on a different basis than that prescribed by the SEC, and are therefore excluded from our SEC filings. All Resources and other Unproved volumes may differ from and may not be comparable to the same or similarly-named measures used by other companies. Non-proved estimates are inherently more uncertain than proved. Net BHP Petroleum Reserves and Contingent Resources (MMboe) as of 30 June 2021 Trinidad & Trinidad & Australia United States Mexico Algeria Tobago Tobago Other Assets BHP Total Thebe + Shenzi Angostura + Bass Strait NWS Pyrenees Macedon Scarborough Shenzi Wildling Atlantis Mad Dog Calypso Trion ROD Jupiter North Ruby 1P 107 151 12 43 0 0 74 0 0 79 137 52 0 0 9 0 665 2P 179 186 21 54 0 0 105 0 0 175 192 86 0 0 13 0 1011 2C 209 35 16 18 390 142 94 31 64 223 173 34 409 275 33 50 2195 2P+2C 387 222 36 72 390 142 199 31 64 398 365 120 409 275 45 50 3206 Fuel Included Above 1P 9.5 21.4 0.2 2.8 0.0 0.0 2.9 0.0 0.0 4.0 4.2 1.4 0.0 0.0 0.8 0.0 47.3 2P 11.4 26.3 0.2 5.4 0.0 0.0 3.2 0.0 0.0 7.0 6.1 2.3 0.0 0.0 0.8 0.0 62.6 2C 6.8 0.1 0.0 1.5 43.9 18.5 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.2 71.1 2P+2C 18.2 26.5 0.2 6.9 43.9 18.5 3.2 0.0 0.0 7.0 6.1 2.3 0.0 0.0 0.8 0.2 133.7 The SEC permits oil and gas companies, in their filings with the SEC, to disclose only Proved, Probable and Possible Reserves, and only when such Reserves have been determined in accordance with SEC guidelines. We use certain terms in this presentation such as “Resources,” “Contingent Resources,” “2C Contingent Resources” and similar terms not determined in accordance with the SEC’s guidelines, all of which measures we are strictly prohibited from including in filings with the SEC. These measures include Reserves and Resources with substantially less certainty than Proved Reserves. US investors are urged to consider closely the disclosure in our Form 20-F for the fiscal year ended 30 June 2021, File No. 001-09526 and in our other filings with the SEC, available from us at http://www.bhp.com/. These forms can also be obtained from the SEC as described above. 38

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Unification overview, timeline and approvals • If approved, unification is expected to occur in H1 CY22, with the proposed Petroleum with Woodside to follow. Indicative timeline • Final Board decision to be made once necessary government, regulatory and other third party approvals are received on satisfactory terms Approvals • Shareholder votes to approve unification • Unification would be implemented by way of a UK scheme of arrangement whereby BHP Ltd would acquire all shares in BHP Plc • BHP Plc shareholders would be entitled to receive one Ltd share for each Plc share they own and implementation would require both Ltd and Plc shareholder support Implementation ‒ UK scheme of arrangement requires approval by a simple majority by number of shareholders voting and 75% of the votes cast by Plc shareholders; and ‒ 75% of votes cast by Limited shareholders • Ltd and Plc shareholders would have equivalent voting and economic interests in BHP as they do under the current DLC structure Ownership • BHP would have its primary listing on the ASX Listing Locations • Standard listing on the LSE and secondary listing on the JSE (and a Level II ADR program on the NYSE) • Unification would not change BHP’s ability to fully frank dividends Capital Management • No adverse impact on BHP’s ability to execute off-market or on-market buybacks Transaction Costs • Total one-off costs expected to range between US$400m to US$500m Financial results 17 August 2021 39Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Unification overview, timeline and approvals • If approved, unification is expected to occur in H1 CY22, with the proposed Petroleum with Woodside to follow. Indicative timeline • Final Board decision to be made once necessary government, regulatory and other third party approvals are received on satisfactory terms Approvals • Shareholder votes to approve unification • Unification would be implemented by way of a UK scheme of arrangement whereby BHP Ltd would acquire all shares in BHP Plc • BHP Plc shareholders would be entitled to receive one Ltd share for each Plc share they own and implementation would require both Ltd and Plc shareholder support Implementation ‒ UK scheme of arrangement requires approval by a simple majority by number of shareholders voting and 75% of the votes cast by Plc shareholders; and ‒ 75% of votes cast by Limited shareholders • Ltd and Plc shareholders would have equivalent voting and economic interests in BHP as they do under the current DLC structure Ownership • BHP would have its primary listing on the ASX Listing Locations • Standard listing on the LSE and secondary listing on the JSE (and a Level II ADR program on the NYSE) • Unification would not change BHP’s ability to fully frank dividends Capital Management • No adverse impact on BHP’s ability to execute off-market or on-market buybacks Transaction Costs • Total one-off costs expected to range between US$400m to US$500m Financial results 17 August 2021 39

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Unification impact on corporate structure Unification would be implemented by way of UK scheme of arrangement, whereby BHP Group Limited would acquire BHP Group Plc Current Structure Proposed Structure Ltd & Plc Ltd Shareholders Plc Shareholders Shareholders (~42% combined (~58% combined shares) shares) BHP Ltd BHP Plc BHP Ltd (ASX primary listing, (LSE primary listing, DLC Sharing (ASX primary listing, LSE standard listing, JSE secondary listing, Agreement NYSE Level II ADR) JSE secondary listing, NYSE Level II ADR) NYSE Level II ADR) Ltd Operations Plc Operations Ltd & Plc Operations Key Assets Key Assets Retained Assets Other Assets • WAIO • Antamina • WAIO • Samarco • Pampa Norte • Escondida • Cerro Colorado • Petroleum • Escondida • Petroleum • Antamina 2 • Olympic Dam • Samarco • BMC • Olympic Dam • BMC • NSWEC 2 1 • BMA • Jansen • NSWEC • BMA • Jansen • Cerrejon • Spence 1. In June 2021, we announced the divestment of our 33.3 per cent interest in Cerrejón. 2. Process for BMC and NSWEC progressing. Financial results 17 August 2021 40Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Unification impact on corporate structure Unification would be implemented by way of UK scheme of arrangement, whereby BHP Group Limited would acquire BHP Group Plc Current Structure Proposed Structure Ltd & Plc Ltd Shareholders Plc Shareholders Shareholders (~42% combined (~58% combined shares) shares) BHP Ltd BHP Plc BHP Ltd (ASX primary listing, (LSE primary listing, DLC Sharing (ASX primary listing, LSE standard listing, JSE secondary listing, Agreement NYSE Level II ADR) JSE secondary listing, NYSE Level II ADR) NYSE Level II ADR) Ltd Operations Plc Operations Ltd & Plc Operations Key Assets Key Assets Retained Assets Other Assets • WAIO • Antamina • WAIO • Samarco • Pampa Norte • Escondida • Cerro Colorado • Petroleum • Escondida • Petroleum • Antamina 2 • Olympic Dam • Samarco • BMC • Olympic Dam • BMC • NSWEC 2 1 • BMA • Jansen • NSWEC • BMA • Jansen • Cerrejon • Spence 1. In June 2021, we announced the divestment of our 33.3 per cent interest in Cerrejón. 2. Process for BMC and NSWEC progressing. Financial results 17 August 2021 40

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Unification will not change ability to fully frank dividends 1 Unification will remove the DDS and enable all dividends and franking credits to be paid directly to BHP shareholders 2 Franking credit (FC) balance and significant generation of credits from strong operations will sustain franked returns (US$ billion) 36 FY16-20 FY21 24 12 0 FY16 opening FC generation FC distributed FC consumed FC distributed FY21 closing FC balance from operations through dividends through DDS through buy-backs FC balance FY16 – FY21 1. DDS refers to DLC Dividend Share. 2. All balances have been translated using an exchange rate of AUD/USD 0.75. Financial results 17 August 2021 41 BillionsFootnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Unification will not change ability to fully frank dividends 1 Unification will remove the DDS and enable all dividends and franking credits to be paid directly to BHP shareholders 2 Franking credit (FC) balance and significant generation of credits from strong operations will sustain franked returns (US$ billion) 36 FY16-20 FY21 24 12 0 FY16 opening FC generation FC distributed FC consumed FC distributed FY21 closing FC balance from operations through dividends through DDS through buy-backs FC balance FY16 – FY21 1. DDS refers to DLC Dividend Share. 2. All balances have been translated using an exchange rate of AUD/USD 0.75. Financial results 17 August 2021 41 Billions

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Social value scorecard We are making good progress on our social value commitments 1 Category Key indicators FY21 H2 FY21 H1 FY21 FY20 Target Fatalities 0 0 0 0 Zero work-related fatalities High Potential Injury (HPI) frequency Safety and 0.20 0.20 0.20 0.24 Year-on-year improvement of our HPI frequency (per million hours worked) Health Total Recordable Injury Frequency (TRIF) (per million 3.7 3.7 3.6 4.2 Year-on-year improvement in TRIF hours worked) 2,3 Maintain FY22 operational GHG emissions at or below FY17 levels , while we Operational greenhouse gas (GHG) emissions (Mt CO -e) 16.2 8.0 8.2 15.8 continue to grow our business and reduce emissions by at least 30% from FY20 2 3 levels by FY30 2030 goal to support industry to develop technologies and pathways capable of Value chain emissions – steelmakingPPP - 30 per cent emissions intensity reduction in integrated steelmaking, with Environment widespread adoption expected post-2030 2030 goal to support 40 per cent emissions intensity reduction of BHP-chartered PPP - Value chain emissions – maritime transportation shipping of our products 113.5 60.9 52.6 127.0 4 Fresh water withdrawals (GL) Reduce FY22 fresh water withdrawal by 15% from FY17 levels 174.8 144.3 30.5 149.6 Social investment (US$m) No less than one per cent of pre-tax profit (three-year rolling average) Community 2,176 1,064 1,112 1,922 Local procurement spend (US$m) Support the growth of local businesses in the regions where we operate 29.8 29.8 27.4 26.5 Female workforce representation (%) Aspirational goal for gender balance by the end of FY25 Australia Indigenous workforce participation (%) 7.2 7.2 6.7 6.5 Aim to achieve 8.0% by the end of FY25 Inclusion and Diversity 5 Chile Indigenous workforce participation (%) 7.5 7.5 6.8 6.6 Aim to achieve 10.0% by the end of FY26 6 6 5 Canada Potash Indigenous workforce participation (%) 13.5 13.5 12.8 15.0 Aim to achieve 20.0% by the end of FY27 1. All data points are subject to non-financial assurance reviews. Some previously reported data points have been re-stated as a result of audit and assurance reviews completed subsequent to release of information or reclassification. Re-stated figures are shown in italics. 2. In FY17, our operational GHG emissions were 14.6 Mt CO2-e (excluding Onshore US). Greenhouse gas emissions are subject to final sustainability assurance review. 3. FY17 and FY20 baselines will be adjusted for any material acquisitions and divestments based on GHG emissions at the time of the transaction. Carbon offsets will be used as required. FY17 baseline is on a continuing operations basis and has been adjusted for divestments. 4. In FY17, our fresh water withdrawals were 156.1 GL (on an adjusted basis, excluding Onshore US). The FY17 baseline data has been adjusted to account for: the materiality of the strike affecting water withdrawals at Escondida in FY17 and improvements to water balance methodologies at WAIO and Queensland Coal and exclusion of hypersaline, wastewater, entrainment, supplies from desalination and Discontinued operations (Onshore US assets) in FY19 and FY20. 5. New medium term target established. 6. Includes data for employees & embedded contractors as at 30 June 2021 and data for service contractors as at 30 April 2021. Financial results 17 August 2021 42Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Social value scorecard We are making good progress on our social value commitments 1 Category Key indicators FY21 H2 FY21 H1 FY21 FY20 Target Fatalities 0 0 0 0 Zero work-related fatalities High Potential Injury (HPI) frequency Safety and 0.20 0.20 0.20 0.24 Year-on-year improvement of our HPI frequency (per million hours worked) Health Total Recordable Injury Frequency (TRIF) (per million 3.7 3.7 3.6 4.2 Year-on-year improvement in TRIF hours worked) 2,3 Maintain FY22 operational GHG emissions at or below FY17 levels , while we Operational greenhouse gas (GHG) emissions (Mt CO -e) 16.2 8.0 8.2 15.8 continue to grow our business and reduce emissions by at least 30% from FY20 2 3 levels by FY30 2030 goal to support industry to develop technologies and pathways capable of Value chain emissions – steelmakingPPP - 30 per cent emissions intensity reduction in integrated steelmaking, with Environment widespread adoption expected post-2030 2030 goal to support 40 per cent emissions intensity reduction of BHP-chartered PPP - Value chain emissions – maritime transportation shipping of our products 113.5 60.9 52.6 127.0 4 Fresh water withdrawals (GL) Reduce FY22 fresh water withdrawal by 15% from FY17 levels 174.8 144.3 30.5 149.6 Social investment (US$m) No less than one per cent of pre-tax profit (three-year rolling average) Community 2,176 1,064 1,112 1,922 Local procurement spend (US$m) Support the growth of local businesses in the regions where we operate 29.8 29.8 27.4 26.5 Female workforce representation (%) Aspirational goal for gender balance by the end of FY25 Australia Indigenous workforce participation (%) 7.2 7.2 6.7 6.5 Aim to achieve 8.0% by the end of FY25 Inclusion and Diversity 5 Chile Indigenous workforce participation (%) 7.5 7.5 6.8 6.6 Aim to achieve 10.0% by the end of FY26 6 6 5 Canada Potash Indigenous workforce participation (%) 13.5 13.5 12.8 15.0 Aim to achieve 20.0% by the end of FY27 1. All data points are subject to non-financial assurance reviews. Some previously reported data points have been re-stated as a result of audit and assurance reviews completed subsequent to release of information or reclassification. Re-stated figures are shown in italics. 2. In FY17, our operational GHG emissions were 14.6 Mt CO2-e (excluding Onshore US). Greenhouse gas emissions are subject to final sustainability assurance review. 3. FY17 and FY20 baselines will be adjusted for any material acquisitions and divestments based on GHG emissions at the time of the transaction. Carbon offsets will be used as required. FY17 baseline is on a continuing operations basis and has been adjusted for divestments. 4. In FY17, our fresh water withdrawals were 156.1 GL (on an adjusted basis, excluding Onshore US). The FY17 baseline data has been adjusted to account for: the materiality of the strike affecting water withdrawals at Escondida in FY17 and improvements to water balance methodologies at WAIO and Queensland Coal and exclusion of hypersaline, wastewater, entrainment, supplies from desalination and Discontinued operations (Onshore US assets) in FY19 and FY20. 5. New medium term target established. 6. Includes data for employees & embedded contractors as at 30 June 2021 and data for service contractors as at 30 April 2021. Financial results 17 August 2021 42

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Samarco and Renova Foundation Renova has spent R14 billion on remediation and compensation programs; resettlement progressing Compensation Resettlement Samarco • ~R4.7 billion (~US$1.1 billion) paid in • Resettlement progress continues with controls • Resumed operations with one concentrator in indemnification and financial aid to about 336,000 implemented to address COVID-19 challenges December 2020. people • Bento Rodrigues: civil works, healthcare centre • Samarco successfully filed for judicial • 17,000 payments totalling R1.6 billion (US$300 complete, public buildings nearing completion, 79 reorganisation (JR) process in Brazil in April 2021 million) paid since August 2020 houses either complete or under construction to restructure its financial debts. The JR process is important for Samarco to achieve a sustainable • Renova continues to assist more than 10,500 • Paracatu: construction of public buildings and independent financial position so it can continue to families with ongoing financial support. houses underway rebuild its operations safely and meet its Renova • Gesteira: Continuing negotiations for alternatives to Foundation obligations urban resettlement Bento Rodrigues Paracatu schoolSamarco’s operations Note: Compensation payments are as at June 30 2021. Total R$4.7 billion in indemnification and financial aid paid includes “novel system” payments. R$4.7 billion is approximately US$1.1 billion at actual transactional (historical) exchange rates related to Renova funding. Financial results 17 August 2021 43Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Samarco and Renova Foundation Renova has spent R14 billion on remediation and compensation programs; resettlement progressing Compensation Resettlement Samarco • ~R4.7 billion (~US$1.1 billion) paid in • Resettlement progress continues with controls • Resumed operations with one concentrator in indemnification and financial aid to about 336,000 implemented to address COVID-19 challenges December 2020. people • Bento Rodrigues: civil works, healthcare centre • Samarco successfully filed for judicial • 17,000 payments totalling R1.6 billion (US$300 complete, public buildings nearing completion, 79 reorganisation (JR) process in Brazil in April 2021 million) paid since August 2020 houses either complete or under construction to restructure its financial debts. The JR process is important for Samarco to achieve a sustainable • Renova continues to assist more than 10,500 • Paracatu: construction of public buildings and independent financial position so it can continue to families with ongoing financial support. houses underway rebuild its operations safely and meet its Renova • Gesteira: Continuing negotiations for alternatives to Foundation obligations urban resettlement Bento Rodrigues Paracatu schoolSamarco’s operations Note: Compensation payments are as at June 30 2021. Total R$4.7 billion in indemnification and financial aid paid includes “novel system” payments. R$4.7 billion is approximately US$1.1 billion at actual transactional (historical) exchange rates related to Renova funding. Financial results 17 August 2021 43

Footnotes and Outlook Jansen Stage 1 Petroleum Unification Social Value Financial Australian Cultural Heritage management update Consistent with our Indigenous Peoples Policy Statement, Indigenous Peoples Strategy and Reconciliation Action Plan commitments Category Milestones · Part of a new global Indigenous Engagement team, this includes a People and permanent Minerals Americas Indigenous Engagement Team culture · A stronger Australian Indigenous Cultural Respect Framework · Australian Government’s Indigenous Voice co-design consultation process Law reform · The Joint Standing Committee on Northern Australia’s inquiry into matters and relevant to the Juukan Gorge events advocacy · Western Australia’s Aboriginal Cultural Heritage Bill 2020 (WA) consultation process · Enhanced cultural heritage management systems and processes Cultural · Strengthened engagement with Traditional Owners and other heritage representative Indigenous bodies, including the First Nations Heritage management Protection Alliance · A Heritage Advisory Council comprising Banjima Elders and senior BHP representatives at South Flank · Indigenous procurement, employment and social investment core components of our Indigenous Peoples Strategy Economic participation · Minerals Australia saw 17% growth against FY20 levels in our direct spend with Indigenous businesses Financial results 17 August 2021 44Footnotes and Outlook Jansen Stage 1 Petroleum Unification Social Value Financial Australian Cultural Heritage management update Consistent with our Indigenous Peoples Policy Statement, Indigenous Peoples Strategy and Reconciliation Action Plan commitments Category Milestones · Part of a new global Indigenous Engagement team, this includes a People and permanent Minerals Americas Indigenous Engagement Team culture · A stronger Australian Indigenous Cultural Respect Framework · Australian Government’s Indigenous Voice co-design consultation process Law reform · The Joint Standing Committee on Northern Australia’s inquiry into matters and relevant to the Juukan Gorge events advocacy · Western Australia’s Aboriginal Cultural Heritage Bill 2020 (WA) consultation process · Enhanced cultural heritage management systems and processes Cultural · Strengthened engagement with Traditional Owners and other heritage representative Indigenous bodies, including the First Nations Heritage management Protection Alliance · A Heritage Advisory Council comprising Banjima Elders and senior BHP representatives at South Flank · Indigenous procurement, employment and social investment core components of our Indigenous Peoples Strategy Economic participation · Minerals Australia saw 17% growth against FY20 levels in our direct spend with Indigenous businesses Financial results 17 August 2021 44

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Exceptional items Attributable profit of US$11.3 billion includes an exceptional loss of US$5.8 billion Gross Tax Net Year ended 30 June 2021 US$M Year ended 30 June 2021 US$M US$M US$M Other income 34 Exceptional items by category Expenses excluding net finance costs: Costs incurred directly by BHP Brasil and other BHP entities Samarco dam failure (1,087) (71) (1,158) (46) in relation to the Samarco dam failure Loss from equity accounted investments, related impairments 2 COVID-19 related costs (546) 146 (400) and expenses: Samarco impairment expense (111) 3 Impairment of Energy coal assets (1,523) (651) (2,174) Samarco Germano dam decommissioning (15) Samarco dam failure provision (1,000) 4 Impairment of Potash assets (1,314) (751) (2,065) Fair value change on forward exchange derivatives 136 Net finance costs (85) Total (4,470) (1,327) (5,797) Income tax expense (71) Total (1,158) Attributable to non-controlling interests (34) 10 (24) Attributable to BHP shareholders (4,436) (1,337) (5,773) 1. Additional commentary is included within Results for the year ended 30 June 2021, Financial Information, note 2. 2. COVID-19 is considered a single protracted globally pervasive event with financial impacts being experienced over a number of reporting periods. The exceptional item reflects the directly attributable COVID-19 pandemic related additional costs for the Group for the year ended 30 June 2021, including costs associated with the increased provision of health and hygiene services, the impacts of maintaining social distancing requirements and demurrage and other standby charges related to delays caused by COVID-19. 3. The Group recognised an impairment charge of US$1,704 million (after tax) in relation to NSWEC reflecting the status of the divestment process and forecast market conditions for thermal coal, the strengthening Australian dollar and changes to the mine plan. In addition, the Group recognised an impairment charge of US$470 million (after tax) for Cerrejón, reflecting the expected net sales proceeds. 4. The Group recognised an impairment charge of US$2,065 million (after tax) in relation to Potash. The impairment charge reflects an analysis of recent market perspectives and the value that we would now expect a market participant to attribute to our investments to date. Financial results 17 August 2021 45Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Exceptional items Attributable profit of US$11.3 billion includes an exceptional loss of US$5.8 billion Gross Tax Net Year ended 30 June 2021 US$M Year ended 30 June 2021 US$M US$M US$M Other income 34 Exceptional items by category Expenses excluding net finance costs: Costs incurred directly by BHP Brasil and other BHP entities Samarco dam failure (1,087) (71) (1,158) (46) in relation to the Samarco dam failure Loss from equity accounted investments, related impairments 2 COVID-19 related costs (546) 146 (400) and expenses: Samarco impairment expense (111) 3 Impairment of Energy coal assets (1,523) (651) (2,174) Samarco Germano dam decommissioning (15) Samarco dam failure provision (1,000) 4 Impairment of Potash assets (1,314) (751) (2,065) Fair value change on forward exchange derivatives 136 Net finance costs (85) Total (4,470) (1,327) (5,797) Income tax expense (71) Total (1,158) Attributable to non-controlling interests (34) 10 (24) Attributable to BHP shareholders (4,436) (1,337) (5,773) 1. Additional commentary is included within Results for the year ended 30 June 2021, Financial Information, note 2. 2. COVID-19 is considered a single protracted globally pervasive event with financial impacts being experienced over a number of reporting periods. The exceptional item reflects the directly attributable COVID-19 pandemic related additional costs for the Group for the year ended 30 June 2021, including costs associated with the increased provision of health and hygiene services, the impacts of maintaining social distancing requirements and demurrage and other standby charges related to delays caused by COVID-19. 3. The Group recognised an impairment charge of US$1,704 million (after tax) in relation to NSWEC reflecting the status of the divestment process and forecast market conditions for thermal coal, the strengthening Australian dollar and changes to the mine plan. In addition, the Group recognised an impairment charge of US$470 million (after tax) for Cerrejón, reflecting the expected net sales proceeds. 4. The Group recognised an impairment charge of US$2,065 million (after tax) in relation to Potash. The impairment charge reflects an analysis of recent market perspectives and the value that we would now expect a market participant to attribute to our investments to date. Financial results 17 August 2021 45

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Return on Capital Employed FY21 ROCE of 32.5% ROCE ROCE by asset FY21 (%, excluding Onshore US) (%) 35 2 90 Antamina 60 30 50 25 40 1 WAIO 20 30 Pampa Escondida 15 20 Norte Petroleum ex- 1 NSWEC Exploration 10 Olympic 10 1 Dam Exploration Potash QCoal 5 0 2 Cerrejón 0 (10) FY16 FY17 FY18 FY19 FY20 FY21 0 10 20 30 40 50 60 Average capital employed Half year results Full year results (US$ billion) Note: ROCE represents profit after tax excluding exceptional items and net finance costs (after tax), which are 1. WAIO, NSWEC & Petroleum exploration: ROCE truncated for illustrative purposes. annualised for half year results, divided by average capital employed. Average capital employed is net assets less net debt for the last two reporting periods. 2. Antamina and Cerrejón: average capital employed represents BHP’s equity interest. Financial results 17 August 2021 46Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Return on Capital Employed FY21 ROCE of 32.5% ROCE ROCE by asset FY21 (%, excluding Onshore US) (%) 35 2 90 Antamina 60 30 50 25 40 1 WAIO 20 30 Pampa Escondida 15 20 Norte Petroleum ex- 1 NSWEC Exploration 10 Olympic 10 1 Dam Exploration Potash QCoal 5 0 2 Cerrejón 0 (10) FY16 FY17 FY18 FY19 FY20 FY21 0 10 20 30 40 50 60 Average capital employed Half year results Full year results (US$ billion) Note: ROCE represents profit after tax excluding exceptional items and net finance costs (after tax), which are 1. WAIO, NSWEC & Petroleum exploration: ROCE truncated for illustrative purposes. annualised for half year results, divided by average capital employed. Average capital employed is net assets less net debt for the last two reporting periods. 2. Antamina and Cerrejón: average capital employed represents BHP’s equity interest. Financial results 17 August 2021 46

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Balance sheet Net debt of US$4.1 billion and gearing of 6.9% 3 Movements in net debt Debt maturity profile (US$ billion) (US$ billion) 8 15 1.1 (19.4) 12.0 10 6 12.0 0.4 2.1 4.1 5 7.9 4 0 - - - - - - 2 (5) 0 (10) 1 2 FY20 Lease additions Free cash flow Dividends paid Dividends paid Other FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 Post to NCI movements FY31 US$ Euro Sterling C$ 4 4 4 Bonds Bonds Bonds Bonds Subsidiaries 14% 36% 25% 20% 5% Capital markets 86% Asset financing 14% % of portfolio 1. NCIs: dividends paid to non-controlling interests of US$2.1 billion predominantly relate to Escondida. 2. Other: Mainly relates impact of the loss on bond repurchase program. 3. Debt maturity profile: all debt balances are represented in notional USD inception values and based on financial years; as at 30 June 2021; subsidiary debt is presented in accordance with IFRS 10 and IFRS 11. 4. Debt maturity profile: includes hybrid bonds (7% of portfolio: 2% in Euro, 5% in Sterling) with maturity shown at first call date. Financial results 17 August 2021 47

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial BHP guidance Group FY22e Capital and exploration expenditure (US$bn) ~9.0 Cash basis; FY22: Minerals - ~US$6.7 bn; Petroleum – US$ 2.3 bn. Including: Maintenance 3.2 Maintenance: Includes non-discretionary capital expenditure to maintain asset integrity, reduce risks, and meet compliance requirements. Also includes capitalised deferred development and production stripping (FY21: US$0.8b; FY22e: US$0.8b). Improvement 3.2 Includes Petroleum infill drilling. Latent capacity 0.1 Includes WAIO to 290 Mtpa and West Barracouta. Growth Projects 1.7 Includes Jansen, Mad Dog Phase 2, Shenzi North, Atlantis Phase 3, Spence Growth Option and Ruby. Exploration 0.8 Includes ~US$540 million Petroleum, and ~US$100 million Copper exploration programs planned for FY22. Petroleum FY22e Medium term Petroleum production (MMboe) 99 – 106 ~109 FY22 volumes reflect a full year of the additional 28% working capital interest acquired in Shenzi, increased production at Shenzi from infill wells and increased volumes from Ruby. Medium term production guidance increased from ~106 Mmboe to reflect approval of the Shenzi North development, and the potential sanction of the Scarborough gas development later in the 2021 calendar year. Capital expenditure (US$bn) 1.8 Sanctioned Capex First production Production (BHP share) (100% basis at peak) Mad Dog Phase 2 February 2017 US$2.2 bn CY22 140,000 boe/d Exploration expenditure (US$m) ~540 Focused on Trinidad & Tobago (including two Calypso appraisal wells) and the US Gulf of Mexico. Unit cost (US$/boe) 11 – 12 <13 Costs to increase in medium term as a result of natural field decline. Excludes inventory movements, embedded derivatives movements, freight, third party product purchases and exploration expense. Based on exchange rate of AUD/USD 0.78. Financial results 17 August 2021 48Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial BHP guidance Group FY22e Capital and exploration expenditure (US$bn) ~9.0 Cash basis; FY22: Minerals - ~US$6.7 bn; Petroleum – US$ 2.3 bn. Including: Maintenance 3.2 Maintenance: Includes non-discretionary capital expenditure to maintain asset integrity, reduce risks, and meet compliance requirements. Also includes capitalised deferred development and production stripping (FY21: US$0.8b; FY22e: US$0.8b). Improvement 3.2 Includes Petroleum infill drilling. Latent capacity 0.1 Includes WAIO to 290 Mtpa and West Barracouta. Growth Projects 1.7 Includes Jansen, Mad Dog Phase 2, Shenzi North, Atlantis Phase 3, Spence Growth Option and Ruby. Exploration 0.8 Includes ~US$540 million Petroleum, and ~US$100 million Copper exploration programs planned for FY22. Petroleum FY22e Medium term Petroleum production (MMboe) 99 – 106 ~109 FY22 volumes reflect a full year of the additional 28% working capital interest acquired in Shenzi, increased production at Shenzi from infill wells and increased volumes from Ruby. Medium term production guidance increased from ~106 Mmboe to reflect approval of the Shenzi North development, and the potential sanction of the Scarborough gas development later in the 2021 calendar year. Capital expenditure (US$bn) 1.8 Sanctioned Capex First production Production (BHP share) (100% basis at peak) Mad Dog Phase 2 February 2017 US$2.2 bn CY22 140,000 boe/d Exploration expenditure (US$m) ~540 Focused on Trinidad & Tobago (including two Calypso appraisal wells) and the US Gulf of Mexico. Unit cost (US$/boe) 11 – 12 <13 Costs to increase in medium term as a result of natural field decline. Excludes inventory movements, embedded derivatives movements, freight, third party product purchases and exploration expense. Based on exchange rate of AUD/USD 0.78. Financial results 17 August 2021 48

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial BHP guidance (continued) Copper FY22e Medium term Copper production (kt) 1,590 – 1,760 Escondida: 1,000 - 1080 kt; Pampa Norte 330-370 kt; Olympic Dam: 140 - 170 kt; Antamina: 120-140 kt (zinc 115 – 130 kt). Capital and exploration expenditure (US$bn) 2.9 Includes ~US$87 million exploration expenditure. Escondida Copper production (kt, 100% basis) 1,000 – 1,080 ~1,200 ~1,200 kt represents average copper production per annum over medium term. Unit cash costs (US$/lb) 1.20 – 1.40 <1.10 Excludes freight; net of by-product credits; based on an exchange rate of USD/CLP 727. Iron Ore FY22e Medium term Iron ore production (Mt) 249 – 259 Western Australia Iron Ore: 246 – 255 Mt; Samarco 3 -4 Mt. Capital and exploration expenditure (US$bn) 2.1 Western Australia Iron Ore Iron ore production (Mt, 100% basis) 278-288 290 WAIO’s current licenced export capacity is 290 Mtpa. Unit cash costs (US$/t) 17.5 – 18.5 <16 Excludes freight and government royalties; based on an exchange rate of AUD/USD 0.78. Sustaining capital expenditure (US$/t) ~4.5 Medium term average; +/- 50% in any given year. Includes South Flank; Excludes costs associated with automation programs. Financial results 17 August 2021 49

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial BHP guidance (continued) Coal FY22e Medium term Metallurgical coal production (Mt) 39 - 44 Energy coal production (Mt) 13 - 15 Capital and exploration expenditure (US$bn) 0.6 Queensland Coal Production (Mt, 100% basis) 70 – 78 Unit cash costs (US$/t) 80 - 90 Excludes freight and royalties; based on an exchange rate of AUD/USD 0.78. Sustaining capital expenditure (US$/t) ~10 Medium term average; +/- 50% in any given year. Excludes costs associated with automation programs. Other FY22e Other capex (US$bn) 1.1 Includes Nickel West and Jansen. Including: Jansen S1 (US$m) ~420 Includes ~US$100m related to the current US$2.97bn scope of work at Jansen. Note: Queensland Coal production guidance for the 2021 financial year remains on track, subject to any potential impacts on volumes from restrictions on coal imports into China and further significant wet weather during the remainder of the 2021 financial year. Financial results 17 August 2021 50

Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Key Underlying EBITDA sensitivities 1 Approximate impact on FY22 Underlying EBITDA of changes of: US$ million 2 US$1/t on iron ore price 234 3 US$1/bbl on oil price 41 US$1/t on metallurgical coal price 36 2 US¢1/lb on copper price 36 2 US$1/t on energy coal price 14 US¢1/lb on nickel price 1.5 4 AUD (US¢1/A$) operations 146 4 CLP (US¢0.10/CLP) operations 36 1. EBITDA sensitivities: assumes total volume exposed to price; determined on the basis of BHP’s existing portfolio. 2. EBITDA sensitivities: excludes impact of equity accounted investments. 3. EBITDA sensitivities: excludes impact of change in input costs across the Group. 4. EBITDA sensitivities: based on average exchange rate for the period Financial results 17 August 2021 51Footnotes and Outlook Jansen S1 Petroleum Unification Social Value Financial Key Underlying EBITDA sensitivities 1 Approximate impact on FY22 Underlying EBITDA of changes of: US$ million 2 US$1/t on iron ore price 234 3 US$1/bbl on oil price 41 US$1/t on metallurgical coal price 36 2 US¢1/lb on copper price 36 2 US$1/t on energy coal price 14 US¢1/lb on nickel price 1.5 4 AUD (US¢1/A$) operations 146 4 CLP (US¢0.10/CLP) operations 36 1. EBITDA sensitivities: assumes total volume exposed to price; determined on the basis of BHP’s existing portfolio. 2. EBITDA sensitivities: excludes impact of equity accounted investments. 3. EBITDA sensitivities: excludes impact of change in input costs across the Group. 4. EBITDA sensitivities: based on average exchange rate for the period Financial results 17 August 2021 51

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

|  |  |  |  |  | BHP Group Limited and BHP Group Plc
Date: August 17, 2021 |  |  |  | By: |  | /s/ Stefanie Wilkinson
|  |  |  | Name: |  | Stefanie Wilkinson
|  |  |  | Title: |  | Group Company Secretary