Mitchell Services (MSV) Investor presentation summary

Safety and operating resilience

• A colleague died while working at Peak Downs in July; an investigation is underway to understand and learn from the event.

• The BHP Operating System gives frontline teams a consistent approach to identifying hazards, solving problems and continuously improving; its maturity and safety outcomes improved at WAIO and Escondida.

• Technology is being used to reduce exposure and identify risks earlier: 46% of the truck fleet is automated, and hazards identified rose 22% in FY26 vs FY25.

• Safety priorities include stronger contractor engagement, psychosocial safety, critical-control verification and preparation for next-generation mining technologies.

Climate and operational decarbonisation

• Operational GHG emissions are on track to meet the FY2030 target while supporting growth in the portfolio.

• Battery-electric equipment remains the preferred long-term pathway; alternatives may offer narrower applications, lower abatement or greater site dependency.

• Static charging could cost a 220-tonne battery-electric truck ~1,000 operating hours per year; Caterpillar dynamic energy transfer trials are planned at Jimblebar in FY27.

• FY26 milestones included Port Hedland solar and battery operations, 70MW of renewable electricity at Copper SA, and battery-electric truck trials at Jimblebar.

• FY27 priorities include continued truck trials, high-power charging at Jimblebar, methane abatement work and BMA renewable electricity covering 100% of forecast demand.

Social value and long-term growth

• The Social Value Framework was on track at its FY26 midpoint, with priorities to deliver FY2030 goals and strengthen foundations for long-term performance.

• FY26 measures included a 33% operational GHG reduction vs adjusted FY20 baseline, 246k ha under stewardship plans and record US$1.0bn Indigenous supplier spend.

• Female representation reached 41.5% at FY26 end; total economic contribution was US$50.8bn, including US$44bn to suppliers, contractors, employees, governments and social projects.

• WAIO social investment included 10-year Banjima agreement review cycles vs 3–5 years previously, Project Rise with 117 Indigenous businesses, and A$160m for Port Hedland, including A$80m for its senior high school.

• Jansen partnerships support a 60+ year expected operating life; more than C$1.7bn was awarded to Indigenous partners from project approval to FY26, with >20% Indigenous employment at June 2026.