Mike Henry

The intent around the portfolio was to de-weight in those commodities that have a greater downside risk over a three or four decade period and up-weight in those commodities that stand to benefit from some of the big mega trends underway in the world around us.

The intent around the portfolio was to de-weight in those commodities that have a greater downside risk over a three or four decade period and up-weight in those commodities that stand to benefit from some of the big mega trends underway in the world around us.

The intent around the portfolio was to de-weight in those commodities that have a greater downside risk over a three or four decade period and up-weight in those commodities that stand to benefit from some of the big mega trends underway in the world around us.

And that meant us growing in copper, growing in potash, running our world-leading iron ore business even more productively, even more safely across BHP. And then ensuring that we had a steelmaking coal business that had only the best of the best coals that stand to benefit from the steelmakers' efforts to decarbonize.

And that meant us growing in copper, growing in potash, running our world-leading iron ore business even more productively, even more safely across BHP. And then ensuring that we had a steelmaking coal business that had only the best of the best coals that stand to benefit from the steelmakers' efforts to decarbonize.

And that meant us growing in copper, growing in potash, running our world-leading iron ore business even more productively, even more safely across BHP. And then ensuring that we had a steelmaking coal business that had only the best of the best coals that stand to benefit from the steelmakers' efforts to decarbonize.

That required us to spin out our oil and gas business, merge it with another company called Woodside here in Australia. In doing so, we protected value for shareholders and gave them choice. We've optimized our coal portfolio. We've triggered two big investments in potash in Canada.

That required us to spin out our oil and gas business, merge it with another company called Woodside here in Australia. In doing so, we protected value for shareholders and gave them choice. We've optimized our coal portfolio. We've triggered two big investments in potash in Canada.

That required us to spin out our oil and gas business, merge it with another company called Woodside here in Australia. In doing so, we protected value for shareholders and gave them choice. We've optimized our coal portfolio. We've triggered two big investments in potash in Canada.

And we've acquired two copper opportunities, one here in Australia that's allowed us to create a new basin in South Australia when combining those assets with an existing copper business that BHP had. We've acquired an asset in Argentina in partnership with a Canadian company.

And we've acquired two copper opportunities, one here in Australia that's allowed us to create a new basin in South Australia when combining those assets with an existing copper business that BHP had. We've acquired an asset in Argentina in partnership with a Canadian company.

And we've acquired two copper opportunities, one here in Australia that's allowed us to create a new basin in South Australia when combining those assets with an existing copper business that BHP had. We've acquired an asset in Argentina in partnership with a Canadian company.

And we've created much more copper growth optionality on top of already being one of the world's leading copper businesses globally. with the world's largest copper resources. So we laid this intent out in February of 2020, and we've been executing in line with that intent.

And we've created much more copper growth optionality on top of already being one of the world's leading copper businesses globally. with the world's largest copper resources. So we laid this intent out in February of 2020, and we've been executing in line with that intent.

And we've created much more copper growth optionality on top of already being one of the world's leading copper businesses globally. with the world's largest copper resources. So we laid this intent out in February of 2020, and we've been executing in line with that intent.

But we've only been able to execute in that way through being operationally excellent and through being clear and consistent in our strategy and building trust with shareholders to doing exactly what we said we would do.

But we've only been able to execute in that way through being operationally excellent and through being clear and consistent in our strategy and building trust with shareholders to doing exactly what we said we would do.

But we've only been able to execute in that way through being operationally excellent and through being clear and consistent in our strategy and building trust with shareholders to doing exactly what we said we would do.

There's two big potash producing regions in the world. One's Canada. The other one is Russia, Belarus. We saw disruption to supply out of Russia and Belarus for a period of time. And that led to a certainly uncertainty in respect of where supply was going to come from in the future and near-term disruption to supply chains. Our first stage or first big investment in potash, over $5 billion US,

There's two big potash producing regions in the world. One's Canada. The other one is Russia, Belarus. We saw disruption to supply out of Russia and Belarus for a period of time. And that led to a certainly uncertainty in respect of where supply was going to come from in the future and near-term disruption to supply chains. Our first stage or first big investment in potash, over $5 billion US,