BHP Group Limited — Interim / Quarterly Report 2016

Feb 22, 2016

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BHP Billiton Limited BHP Billiton Plc 171 Collins Street Neathouse Place Melbourne Victoria 3000 Australia London SW1V 1LH UK GPO BOX 86 Tel +44 20 7802 4000 Melbourne Victoria 3001 Australia Fax + 44 20 7802 4111 Tel +61 1300 55 47 57 Fax +61 3 9609 3015 bhpbilliton.com bhpbilliton.com

23 February 2016

To: Australian Securities Exchange New York Stock Exchange

INTERIM RESULTS PRESENTATION

Attached are the presentation slides for a presentation that will be given by the Chief Executive Officer and Chief Financial Officer shortly.

The Webcast for this presentation can be accessed at:

• http://edge.media server.com/m/p/6fshu74d

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Rachel Agnew Company Secretary

BHP Billiton Limited ABN 49 004 028 077 Registered in Australia Registered Office: 171 Collins Street Melbourne Victoria 3000

BHP Billiton Plc Registration number 3196209 Registered in England and Wales Registered Office: Neathouse Place, London SW1V 1LH United Kingdom

The BHP Billiton Group is headquartered in Australia

Yandi

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Financial results Half year ended 31 December 2015

Disclaimer

Forward-looking statements

This presentation contains forward-looking statements, including statements regarding: trends in commodity prices and currency exchange rates; demand for commodities; plans, strategies and objectives of management; closure or divestment of certain 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; tax and regulatory developments.

Forward-looking statements can be identified by the use of terminology such as ‘intend’, ‘aim’, ‘project’, ‘anticipate’, ‘estimate’, ‘plan’, ‘believe’, ‘expect’, ‘may’, ‘should’, ‘will’, ‘continue’, ‘annualised’ or similar words. These statements discuss future expectations concerning the results of operations or financial condition, or provide other forward-looking statements.

These forward-looking statements 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 presentation. Readers are cautioned not to put undue reliance on forward-looking statements.

For example, future revenues from our operations, projects or mines described in this presentation 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 operations.

Other factors that may affect the actual construction or production commencement dates, costs or production output and anticipated lives of operations, 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 some of the countries where we are exploring or developing these projects, facilities or mines, including increases in taxes, changes in environmental and other regulations and political uncertainty; labour unrest; and other factors identified in the risk factors discussed in BHP Billiton’s filings with the US 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, the Group does not undertake any obligation 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.

Non-IFRS financial information

BHP Billiton results are reported under International Financial Reporting Standards (IFRS) including Underlying EBIT and Underlying EBITDA which are used to measure segment performance. This release may also include certain non-IFRS measures including Adjusted effective tax rate, Free cash flow, Gearing ratio, Net debt, Net operating assets, Underlying attributable profit, Underlying basic (loss)/earnings per share, Underlying EBIT margin and Underlying EBITDA margin. These measures are used internally by management to assess the performance of our business, make decisions on the allocation of our resources and assess operational management. Non-IFRS measures have not been subject to audit or review and should not be considered as an indication of or alternative to an IFRS measure of profitability, financial performance or liquidity.

Presentation of data

Unless specified otherwise, all data is presented on a continuing operations basis to exclude the contribution from assets that were demerged with South32 and references to Underlying EBITDA margin and Underlying EBIT margin exclude third party trading activities.

No offer of securities

Nothing in this presentation should be construed as either an offer to sell or a solicitation of an offer to buy or sell BHP Billiton securities in any jurisdiction, or be treated or relied upon as a recommendation or advice by BHP Billiton.

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 Billiton.

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Interim results 23 February 2016

Slide 2

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Escondida Spence
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Financial results Half year ended 31 December 2015

Andrew Mackenzie Chief Executive Officer

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Escondida
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Key themes

• Well-supplied markets compounded by global economic uncertainty

• prices to remain low as markets rebalance

• volatility to persist as China’s economy transitions

• recovery will take time but continue to see longer-term upside

• We are resilient with robust free cash flow

• focused portfolio of quality assets following divestments and demerger

• ongoing productivity focus ensures all businesses are cash generative

• strong balance sheet with highest credit rating in the sector

• Opportunity for those with financial strength

• dividend payout ratio provides valuable flexibility

• security of tenure provides timing optionality on organic growth options

• depressed asset values and falling share prices provide opportunities

Commodity markets have weakened significantly (H1 FY15 to H1 FY16 price change[1] , %)

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0
(10)
(20)
(30)
(40)
(50)
(60)
Crude oil & US natural Iron ore Copper Hard coking Thermal
condensate gas coal coal
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1. BHP Billiton average realised sales prices.

Interim results

23 February 2016

Slide 4

Samarco

Samarco Minas Gerais, Brazil

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Reclamation work, Barra Longa

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Supporting fish rescue, Linhares

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Infrastructure reconstruction, Mariana

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Monitoring room, Samarco

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Interim results 23 February 2016

Slide 5

The health and safety of our people always come first

Total Recordable Injury Frequency at operated sites (excludes Samarco) (number of recordable injuries per million hours worked[1] )

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10
8
6
down 50%
4
2
0
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 H1 FY16
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1. FY06 to FY15 presented on a total operations basis.

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Interim results

23 February 2016

Slide 6

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Financial results Half year ended 31 December 2015

Peter Beaven Chief Financial Officer

Gulf of Mexico

Strong cash flow

• Asset quality and operating performance provide resilience

• net operating cash flow of US$5.3 billion

• Underlying EBITDA margin of 40%

• Balance sheet provides strong foundations

• net debt of US$25.9 billion

• strongest credit rating in the sector

• Minimum 50% payout ratio dividend provides flexibility

• minimum payout of US$0.04 per share

• additional amount of US$0.12 per share

• total interim dividend of US$0.16 per share

Leading margins through the cycle

(Underlying EBITDA margin[2] , %)

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60
45
30
15
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• Capital allocation hierarchy provides discipline

• capital and exploration expenditure down to US$7 billion in FY16 and US$5 billion in FY17[1 ]

– free cash flow allocated to maximise returns and value

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0
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 H1
FY16
BHP Billiton Peer group range
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1. BHP Billiton share; excludes capitalised deferred stripping and non-controlling interests; includes BHP Billiton proportionate share of equity accounted investments.

2. Underlying EBITDA margins exclude exceptional items and third party trading. BHP Billiton data for FY06 to FY14 presented on a total operations basis. Peer group comprises Anglo American and Rio Tinto from FY06 to H1 FY16 and Vale from FY06 to FY15.

Interim results

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23 February 2016

Slide 8

Falling prices weighed on EBIT

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Underlying EBIT variance
(US$ billion)
10.0
Uncontrollable (-US$7.0 billion) Controllable (US$0.0 billion)
8.3
+0.6
Productivity
volumes
Escondida
5.0 Controllable grade
cash costs impact
-0.6
1.0 1.3 0.2 0.0
0.2 1.3
(0.2) (0.0) (0.2) (0.2)
(7.8)
0.0
H1 FY15 Price¹ Exchange Inflation Sub-total Growth Productivity Controllable Fuel & Non-cash³ Other 4 H1 FY16
volumes volumes² cash costs² energy
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1. Net of price-linked costs.

2. Includes Escondida grade impact on productivity volumes variance (US$342 million) and controllable cash costs variance (US$299 million) . Excludes capitalised exploration variance (US$152 million). 3. Non-cash includes depreciation, deferred stripping and impairment.

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1. Other includes ceased and sold operations, asset sales, one-off items and other items (including profit/loss from equity accounted investments).

Interim results

23 February 2016

Slide 9

Financial impact of Samarco dam failure

• Total after tax charge of US$858 million recognised by BHP Billiton

• US$655 million share of loss relating to the Samarco dam failure

• US$525 million impairment of the carrying value of the investment in Samarco

• US$8 million of costs incurred directly by BHP Billiton in relation to the Samarco dam failure

• offset by a tax benefit of US$330 million (write-off of deferred tax liabilities)

• BHP Billiton investment in Samarco written down to nil at 31 December 2015

Equity accounted investment in Samarco
Half year ended 31 December 2015	US$ million
At the beginning of the reporting period	1,044
Share of operating profit prior to the Samarco dam failure	136
Share of loss relating to the Samarco dam failure	(655)
Impairment of the carrying value of the investment in Samarco	(525)
(Loss)/profit from equity accounted investments and related impairments	(1,044)
Investment	-
Dividends received	-
At the end of the reporting period	-

• Samarco continues to assess environmental and socio-economic rehabilitation and legal contingencies

• magnitude and timing subject to a very high degree of uncertainty

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Interim results

23 February 2016

Slide 10

Tier 1 assets and operational excellence provide resilience

• Sustainable free cash flow

• optimised portfolio of well-capitalised, low-cost, long-life assets following divestments and demerger

• operational excellence and ongoing productivity gains

• rising capital efficiency from high-return latent capacity

• Free cash flow provides valuable optionality in the current environment

• US$1.2 billion of free cash flow over the last six months

• free cash flow positive in FY16 at current prices[1]

Our portfolio of high-quality assets… (H1 FY16 Underlying EBITDA margin, %)

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80 Petroleum Note: Bubble size
represents copper
equivalent production
60
Iron (H1 FY16) [2 ]
ore Energy
40 coal
Copper
Metallurgical
20
coal
0
1 [st] 2 [nd] 3 [rd] 4 [th]
Cost curve position [3] (quartile)
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…supports our competitive position

1. At February 2016 spot prices.

1. Copper equivalent production based on FY15 realised prices.

2. Weighted average equity share of production on a quality-adjusted operating cost basis in CY15 versus contestable demand in the markets in which our assets operate.

Interim results

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Note: Bubble size
represents market
capitalisation
(19 February 2016)
Reinvestment ratio (FY15 capital expenditure to EBITDA)
BHP Billiton Mining peers Oil and gas peers
EBITDA margin (FY15)
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23 February 2016

Slide 11

Value in a strong balance sheet

• Our balance sheet is strong

• long-dated maturity profile with low refinancing risk

• highest credit rating in the sector

• net debt broadly unchanged over the last 12 months

• liquidity of US$11 billion in cash plus US$6 billion in revolving credit facility

• Balance sheet strength is a priority

• insulates operations from volatility

• supports consistent investment through the cycle

• provides valuable optionality

• All debt balances are represented in notional US$ values and based on financial years. As at 31 December 2015.

• Subsidiary, associates and joint venture entities debt is presented in accordance with IFRS 10 and IFRS 11. Includes hybrid bonds (18% of portfolio: 9% in US$, 6% in Euro, 3% in Sterling).

• BHP Billiton’s S&P credit rating changed on 1 February 2016.

• Peer group comprises Anglo American, Rio Tinto and Vale.

Interim results

Long-dated maturity profile[1 ] (debt maturity profile, US$ billion[2] )

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8
6
4
2
0
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 Post
FY28
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Consistently highest credit rating in the sector
6
(credit rating, Standard & Poor’s)
A+ 5
A4
A- 3
BBB+ 2
BBB1
BBB- 0
-1
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 H1 FY16
BHP Billiton [3 ] Peer group range [4 ]
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23 February 2016

Slide 12

Escondida

Financial results Half year ended 31 December 2015 Andrew Mackenzie Chief Executive Officer

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Mt Arthur Coal
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Sector-leading capital management track record

• Our capital management policies have been well suited to macroeconomic conditions since the merger…

• average annual volume growth of >6%

• average ROIC of 22%, highest in the sector

• returned ~US$77 billion in dividends and buy-backs

• maintained sector’s highest credit rating

…however these policies are less suited to the market conditions that we expect over coming years

• We continue to adapt rapidly to the changing environment

• significantly reduced capital expenditure

• early mover on reset of operational costs

• optimised portfolio through divestments and demerger

• hybrids provide additional funding flexibility

• new dividend policy

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Volume growth Return on invested capital
(FY02 to FY15 CAGR, %) (FY02 to FY15 average, %)
10 24
5 12
0 0
BHP Peer 1 Peer 2 Peer 3 BHP Peer 1 Peer 2 Peer 3
Billiton Billiton
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Cash returns to shareholders (cumulative, US$ billion)

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80
60
40
20
0
FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15 H1
FY16
BHP Billiton dividend BHP Billiton buy-backs
Peer 1 Peer 2 Peer 3
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Interim results 23 February 2016

Slide 14

Markets are undergoing significant changes

• Rate, magnitude and correlation of decline in commodity prices has surprised

• signs of faster transition from industry to services in China

• loss-making capacity continues to operate

• industry has reduced costs more quickly than expected

• OPEC supply strategy

• We expect continued episodes of price volatility in the short to medium term

• Prices will take some time to recover but we continue to see longer-term upside, particularly in copper and oil

• 1.2 billion additional people by 2030

• 1.1 billion more people living in cities by 2030

• 1.8 billion people will gain access to power by 2030

• 500 million additional passenger vehicles by 2030

Source: Macquarie Research, Wood Mackenzie, United Nations, BHP Billiton analysis.

1. Cash cost basis.

2. Seaborne demand for energy coal, metallurgical coal and iron ore.

3. Includes additional supply required to offset depletion and natural field decline.

4. Includes ‘highly probable’ projects.

Interim results

Proportion of industry supply loss-making at current prices[1 ] (%)

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45
30
15
0
Copper Energy Iron ore Metallurgical coal
coal
Additional supply required to meet demand in 2025 [2,3 ]
(relative to current global demand, %)
50
25
0
Crude Copper Metallurgical Iron ore Energy coal
coal
Committed projects 4 Supply opportunity
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23 February 2016

Slide 15

A more flexible dividend policy

• Minimum dividend of 50% of Underlying attributable profit

• minimum 50% payout of US$0.04 per share

• additional amount of US$0.12 per share this period reflects Board’s upwards discretion

• A flexible policy for a volatile world

• more closely linked to cyclical performance of the business

• in-line with historical returns via dividends and buy-backs

• no reduction in intent to pay meaningful dividends

• part of broader, coordinated strategy to enhance optionality

Our new dividend policy is aligned with our historical cash returns (cumulative, US$ billion)

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80
60
40
20
0
FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15 H1
FY16
Progressive dividend Buy-backs 50% payout ratio
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Interim results

23 February 2016

Slide 16

Financial discipline to optimise returns and value

• We continue to generate material cash flow

• provides capital allocation optionality

• We will strictly adhere to a disciplined capital allocation hierarchy

• maintenance capital supports safety and operational excellence

• balance sheet provides protection at all points of the cycle

• new dividend policy adds flexibility

• debt reduction, buy-backs, additional dividends, growth and acquisitions to compete for excess free cash flow

• Excess free cash flow will be allocated to maximise returns and value with a focus on…

• ROC[1] to focus on investment accountability

• NPV[2] per share to ensure investment competes with share buy-backs

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Operating Capital
productivity productivity
Maximise cash flow
Maintenance capital
Strong balance sheet
New dividend policy
Excess free cash flow
Debt Additional Organic
Buy-backs Acquisitions
reduction dividends growth
Maximise returns and value
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1. Underlying return on capital represents net profit after tax, excluding exceptional items, discontinued operations and net finance costs (after tax), divided by average capital employed. Capital employed is net assets before net debt. 2. Net present value represents the estimated future cash flows expected to arise from the continued use of assets, including any expansion prospects and eventual disposal, discounted at an appropriate rate.

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Interim results

23 February 2016

Slide 17

Competition for free cash flow

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Disciplined capital expenditure focused on efficiency and flexibility [3 ]
(US$ billion)
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• Near-term competitive opportunities

• major projects in execution in Copper and Petroleum

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15
10
5
0
FY14 FY15 FY16e FY17e
Actual Forecast
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• capital-efficient latent capacity

• Onshore US focused on near-term cash preservation and long-term value maximisation

• Eagle Ford rig count down to 3 from a peak of 32

• High-quality pipeline of medium to longer term projects

• average returns >20%[1 ]

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Well positioned in the current environment
(enterprise value, %)
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• value of >US$40 billion[2 ]

• security of tenure provides timing optionality

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100
75
50
25
0
BHP Billiton Peer 1 Peer 2 Peer 3 Peer 4
Net debt Market capitalisation Minority interest
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• Continuing to invest in exploration

• Falling asset values, development costs and share prices provide opportunity

Source: Bloomberg data at 31 January 2016.

1. Ungeared, post-tax, nominal return; valuation date 1 July 2015.

2. Growth portfolio under our long-term price forecasts.

3. Presented on a continuing operations basis. Represents the share of capital and exploration expenditure attributable to BHP Billiton on a cash basis. Includes BHP Billiton proportionate share of equity accounted investments; excludes capitalised deferred stripping and non-controlling interests.

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Interim results

23 February 2016

Slide 18

More to come from productivity

• Embedded annualised productivity gains of >US$10 billion since FY12

• reduced average unit costs by >40% since the beginning of our productivity journey

Unit costs continue to fall rapidly[1 ] (US$ per copper equivalent tonne)

• Further US$472 million secured in H1 FY16 excluding Escondida grade impact of US$641 million

• Expect to deliver US$2.1 billion of productivity gains in FY16 excluding Escondida grade impact of US$1.5 billion

• significant potential for additional gains despite slowing rate

FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 H1 FY16

• We expect to continue reducing our operating costs more deeply than our peers

Simplified organisation structure[2]

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Executive Leadership Team
Minerals Petroleum
Australia Americas
Globally Integrated Functions / Marketing
Operated assets Non-operated assets
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• Our new organisational structure is the next step to further delayer, streamline and simplify

• assets freed to focus on safety, volume and cost

• enabled by globally integrated functional activities

• global centres of excellence for projects and maintenance will be established

• Presented on a total operations basis. Unit costs are calculated using Group copper equivalent production based on FY13 average realised prices. 2. Samarco and Jansen currently report into Dean Dalla Valle, Chief Commercial Officer.

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Interim results

23 February 2016

Slide 19

Key themes

• Well-supplied markets compounded by global economic uncertainty

• prices to remain low as markets rebalance

Tier 1 Assets

• volatility to persist as China’s economy transitions

• recovery will take time but continue to see longer-term upside

• We are resilient with robust free cash flow

Operational Excellence

• focused portfolio of quality assets following divestments and demerger

• ongoing productivity focus ensures all businesses are cash generative

• strong balance sheet with highest credit rating in the sector

Financial Flexibility

• Opportunity for those with financial strength

• dividend payout ratio provides valuable flexibility

• security of tenure provides timing optionality on organic growth options

Disciplined Capital Hierarchy

• depressed asset values and falling share prices provide opportunities

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Interim results

23 February 2016

Slide 20

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Appendix

A simpler and more productive organisation

Operated Western Queensland NSW Energy Olympic Australia IO Coal Coal Dam Escondida Pampa Norte Jansen (CCO portfolio) Onshore US Shenzi Angostura Pyrenees Macedon Atlantis

Non-operated Non-core Nickel West Antamina Cerrejón Samarco (CCO portfolio) New Mexico Coal

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Mad Dog Bass Strait North West Shelf Smaller assets

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Interim results

23 February 2016

Slide 23

Petroleum

• Production decreased by 5% to 124.7 MMboe due to deferred development activity in Onshore US and natural field decline in Conventional

• The decline in non-cash costs reflects the non-recurrence of Onshore US non-exceptional impairment charges in the prior period

• Other items include Onshore US rig termination charges of US$65 million (H1 FY15: US$13 million)

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Underlying EBIT variance
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(US$ billion)
3.0
2.2
1.5
0.1 0.1
0.0
0.2
(0.2)
(2.8) (0.5) (0.1)
(1.5)
H1 FY15¹ Price² Sub-total Growth Controllable Non-cash Other³ H1 FY16¹
volumes cash costs
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1. Excludes closed mines.
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1. Net of price-linked costs.

2. Other includes: exchange rates; inflation; asset sales; ceased and sold operations; other items.

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Interim results

23 February 2016

Slide 24

Crude oil

Short-term drivers

• Crude oil prices under pressure

• OPEC decision to maintain production levels

• resilient non-OPEC supply

• large, growing inventories

• Market expected to rebalance in CY17

• demand growth outpaces supply growth

OECD commercial inventory of crude oil and other liquids (billion bbl)

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3.1
2.9
2.7
2.5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
5 year range 5 year average 2015
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Long-term outlook

• Long-term demand for oil remains positive

• supported by increased transport and industrial activity in developing countries

• Existing fields are declining at 3 to 4 MMbbl/d per annum

• Higher prices will be required to induce the new supply needed to meet growing demand and offset natural field decline

Source: EIA, BHP Billiton analysis.

1. Projects for which the final investment decision has been made.

Crude oil and other liquids supply and demand (MMbbl/d)

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110
95
80
65
50
CY15 CY16e CY17e CY18e CY19e CY20e CY21e CY22e CY23e CY24e CY25e
FID projects¹ Onstream Demand
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Interim results

23 February 2016

Slide 25

US natural gas

Short-term drivers

• Weaker winter demand combined with ongoing supply overhang contributing to high inventory levels

• Market expected to rebalance in CY16

• demand grows on commencement of LNG exports and higher North American domestic consumption

• production declines due to the impact of lower prices[1 ]

Long-term outlook

• Strong demand outlook

• growth in exports

• rising gas power generation

• increasing industrial consumption

• Continued investment in new supply sources will be required to replace natural field decline

• abundant lower-cost supply will moderate price inflation

Source: BHP Billiton analysis.

1. Assumes flat rig count.

Interim results

North American gas supply and demand

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(bcf/d) (annual, %)
2 6
1 3
0 0
(1) (3)
CY14 CY15 CY16e
Supply-demand balance Supply growth (RHS)
North America gas demand
(bcf/d)
120
80
40
0
CY15 CY17e CY19e CY21e CY23e CY25e
LNG exports Power Other non-power
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23 February 2016

Slide 26

Copper

• Escondida grade decline unfavourably impacted productivity volumes by US$342 million and controllable cash costs by US$299 million

• Escondida EBIT also impacted by inventory movements and write-downs of US$448 million

• partial drawdown of historical low-grade inventory to maximise utilisation of concentrator capacity post OGP1 commissioning

• the Escondida 3.0 productivity program supported a 12 per cent reduction in net cash costs[1] despite record material mined

Underlying EBIT variance

(US$ billion)

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2.4
2.0
1.2
0.3
0.8
(0.1) (0.0) (0.0)
(1.4)
0.1 (0.2)
0.1
(0.6)
0.0
H1 FY15 Price² Exchange Inflation Sub-total Productivity Controllable Escondida Non-cash Other4 H1 FY16
volumes cash costs³ grade impact
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1. Movement in underlying net cash costs excludes inventory movements and write-downs of US$448 million.

2. Net of price-linked costs.

3. Includes drawdown of higher-cost inventory built up in prior periods and write-downs, predominantly at Escondida, of US$578 million.

4. Other includes: fuel and energy; asset sales; other items (including profit from equity accounted investments).

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Interim results

23 February 2016

Slide 27

Copper

Short-term drivers

• Prices fell as demand growth in China underperformed against expectations while supply from new projects continued to enter the market, compounded by a strengthening US dollar and falling mining costs

• In CY16, focus will again be on Chinese copper demand growth, as well as potential production cuts in the face of new projects and expansions

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Surge in capital investment following high prices
(US$ billion) (US$/lb)
30 4.5
20 3.0
10 1.5
0 0.0
CY08 CY09 CY10 CY11 CY12 CY13 CY14 CY15
Capital investment¹ Copper price (RHS)
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Long-term outlook

• Demand will continue to grow as China transitions to a consumer-driven economy, and as emerging markets develop

• Forecast near-term oversupply from surge in investment between CY11 to CY14 expected to transition to a structural deficit at the end of the decade, requiring new supply to be brought on line

• Supply is increasingly challenged, with future production expected to require significant infrastructure investment

Source: Wood Mackenzie.

1. Estimated primary mining industry capital spend.

Deficit expected to emerge at the end of the decade (copper, Mt)

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30
25
20
15
10
CY15 CY16e CY17e CY18e CY19e CY20e CY21e CY22e CY23e CY24e CY25e
Base case supply Highly probable supply Primary demand
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Interim results

23 February 2016

Slide 28

Iron Ore

• WAIO production increased by 6% to a record 131 Mt[1] underpinned by Jimblebar operating at full capacity and improved plant utilisation at Newman

• WAIO unit cash costs declined 25% to US$15.21 per tonne with full year guidance remaining unchanged at US$15 per tonne[2 ]

Underlying EBIT variance

(US$ billion)

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5.0
4.2
2.5
0.1 1.9
0.2
0.3 1.6
(0.0)
(0.0)
(2.8)
0.0
4
H1 FY15 Price³ Exchange Inflation Sub-total Productivity Controllable Other H1 FY16
volumes cash costs
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1. 100% basis.

2. Unit cash costs exclude freight and royalties. FY16 guidance based on an exchange rate of AUD/USD 0.72.

3. Net of price-linked costs.

4. Other includes: fuel and energy; depreciation, deferred stripping and impairment; asset sales; other items.Other items includes net profit from the equity accounted investment in Samarco, but does not include any financial impacts following the Samarco dam failure which has been treated as an exceptional item.

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Interim results

23 February 2016

Slide 29

Iron ore

Short-term drivers

• China’s steel demand becoming more variable as the country transitions to the next phase of development

• Iron ore prices likely to remain low on currently weak demand from China and rising seaborne supply

• The marginal cost of supply continues to decline

Long-term outlook

• The cost curve will continue to flatten in the medium term as low-cost supply exceeds demand growth

• Iron ore contestable demand will peak in line with China’s steel production and increased scrap availability

Source: World Steel Association, Company results, BHP Billiton analysis. 1. Weighted average unit cost of major peers, excluding royalties.

Interim results

Steel intensity per capita

(kg crude steel per capita, per annum)

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1,000
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750
500
250
0
0 10 20 30 40 50 60
(GDP per capita, 000s US$ 2010 PPP)
USA 1933-2014 Japan 1920-2014
Germany 1947-2014 China 1980-2014
FOB unit cost comparison [1 ]
(US$/wmt)
30
20
10
0
H2 FY13 H1 FY14 H2 FY14 H1 FY15 H2 FY15
BHP Billiton Peer average
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23 February 2016

Slide 30

Coal

• Queensland Coal unit cash costs[1] declined by 17%, as the operations benefited from a stronger US dollar, lower diesel prices and a further reduction in labour and contractor costs

• unit costs for FY16 now expected to be US$59 per tonne[2] , as favourable currency movements offset removal of Crinum volumes

• One-off items represent royalty and taxation matters of US$118 million

Underlying EBIT variance

(US$ billion)

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0.7
0.1
0.0
0.3 0.1
0.0
(0.0) (0.2)
(0.1)
(0.1) (0.3)
(0.6)
(0.7)
H1 FY15 Price³ Exchange Inflation Sub-total Productivity Controllable Non-cash Other 4 H1 FY16
volumes cash costs
1. Excludes freight and royalties.
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1. Based on an exchange rate of AUD/USD 0.72.

2. Net of price-linked costs.

3. Other includes: fuel and energy; asset sales; ceased and sold operations; other items (including loss from equity accounted investments).

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Interim results

23 February 2016

Slide 31

Metallurgical coal

Short-term drivers

• Supply is being curtailed, however further production cuts are required to offset weakening demand

• China continues to import high-quality coals, but competition with domestic supply remains strong

• Australian exports are gaining market share in Europe as US supply looks increasingly unsustainable

Long-term outlook

• High-cost US and Chinese supply will continue to exit the market

• Seaborne coal will remain competitive in China due to coastal market access and coal quality requirements

• Growth in India and other emerging economies will support metallurgical coal demand in the long term

Seaborne metallurgical coal supply growth

(Mtpa, year-on-year change)

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30
15
0
(15)
CY13 CY14 CY15
Australia Canada United States
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Seaborne metallurgical coal demand (Mt)

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CY10 CY15 CY20e CY25e CY30e CY35e
Hard coking coal Weak coking coal PCI
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Source: Global Trade Atlas from IHS, BHP Billiton analysis.

Interim results

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23 February 2016

Slide 32

Other items affecting profitability

Other items Underlying (US$ billion) Underlying EBIT attributable profit[1] Exceptional items[1] 0.0 (0.2) (0.1) (0.2) (0.2) (0.1) (0.1) (0.4) (0.9) (2.0) (4.0) (4.9) (6.0) Redundancies Inventory writeRoyalty and Redundancies Inventory writeRoyalty and Global taxation Samarco dam Impairment of and closure: downs: across all taxation matters and closure: downs: across all taxation matters matters failure Onshore US across all minerals across all minerals businesses businesses businesses businesses

1. Post tax consequences.

Interim results

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23 February 2016

Slide 33

Debt maturity profile

Debt balances[1 ]

(US$ billion[2] )

8

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6
4
2
0
FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 Post FY28
US$ Euro Sterling A$ C$
Bonds [3 ] Bonds [3] Bonds [3] Bonds Bonds Subsidiaries
% of portfolio 45% 32% 10% 5% 2% 6%
Capital Markets 94% Asset Financing 6%
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1. All debt balances are represented in notional US$ values and based on financial years. As at 31 December 2015.

2. Subsidiary debt is presented in accordance with IFRS 10 and IFRS 11.

3. Includes hybrid bonds (18% of portfolio: 9% in US$, 6% in Euro, 3% in Sterling).

Interim results

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23 February 2016

Slide 34

BHP Billiton guidance

Group	FY16e	FY17e
Capital and exploration expenditure (US$bn)	7.0	5.0	Cash basis; BHP Billiton share; excludes capitalised deferred stripping and non-controlling interests; includes BHP Billiton
Including:			proportionate share of equity accounted investments.
Maintenance	2.0
Exploration	0.7	0.7	A US$600m Petroleum exploration program is planned for FY16, largely focused on acreage access and seismic data
			acquisition.
Petroleum	FY16e
Total petroleum production (MMboe)	237	Strong performance by our Conventional business is expected to offset lower volumes following a further reduction in Onshore US activity,
		a third party	gas plant outage in the Permian and the successful divestment of our gas business in Pakistan.
Onshore US
Capital expenditure (US$bn)	1.3	Approximately US$200m relates to a reduction in capital creditors. Drilling activity will be focused on our liquids-rich Black Hawk and
		Permian acreage with our dry-gas development program in Haynesville and Fayetteville deferred for longer-term value.
Production (MMboe)	109
Black Hawk drilling cost per well (US$m)	2.3
Depreciation	-	Depreciation and amortisation charges are expected to decline by approximately US$450m in H2 FY16.
Conventional Petroleum
Capital expenditure (US$bn)	1.4	Focused on high-return infill drilling opportunities in the Gulf of Mexico and life extension projects at Bass Strait and North West Shelf.
Production (MMboe)	128

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Interim results 23 February 2016

Slide 35

BHP Billiton guidance (continued)

Copper	FY16e
Total copper production (Mt)	1.5	Guidance for Escondida remains unchanged at approximately 0.94 Mt. Pampa Norte production is now expected to be ahead of the prior
		year. Olympic Dam production is now expected to exceed 0.20 Mt. Guidance for Antamina remains unchanged at approximately 0.14 Mt.
Escondida
Production (Mt, 100% basis)	0.94	OGP1 and operational improvements offset by 27% decline in grade.
Unit cash costs (US$/lb, grade adjusted)	0.87	Anticipate strong recovery of concentrate production and reduction in the average unit cost of cathode production due to sulphide leach
		productivity initiatives in H2 FY16. Excludes freight and treatment and refining charges; based on an exchange rate of USD/CLP 702.
Iron Ore	FY16e
Total iron ore production (Mt)	237	Revised from 247 Mt due to the suspension of operations at Samarco.
Western Australia Iron Ore
Production (Mt, 100% basis)	270	Guidance remains unchanged. However, following unfavourable weather conditions in January we will continue to monitor progress against
		guidance and will provide an update in the March 2016 operational review if required.
Unit cash costs (US$/t)	15	Excludes freight and royalties; based on an exchange rate of AUD/USD 0.72.
Sustaining capital expenditure (US$/t)	4	FY16e–FY20e average. Includes costs associated with construction of a new primary crusher and additional conveying capacity currently
		underway at Jimblebar. Reduced from US$5/t following continued improvements in capital productivity.

Coal	FY16e
Total metallurgical coal production (Mt)	40
Total energy coal production (Mt)	37	Production is now expected to be 37 Mt following completion of the sale of the San Juan Mine to Westmoreland Coal Company on
		31 January 2016.
Queensland Coal
Production (Mt)	40
Unit cash costs (US$/t)	59	Excludes freight and royalties; based on an exchange rate of AUD/USD 0.72.
Sustaining capital expenditure (US$/t)	6	FY16e–FY20e average.

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Interim results 23 February 2016

Slide 36

Key net profit sensitivities

Approximate impact1 on FY16 net profit after tax of changes of:	US$ million
US$1/t on iron ore price2	147
US$1/bbl on oil price3	60
US¢10/MMbtu on US gas price	24
US$1/t on metallurgical coal price	23
US¢1/lb on copper price2	23
US$1/t on energy coal price2	10
US¢1/lb on nickel price	1
AUD (US¢1/A$) operations4	70

1. Assumes total volume exposed to price; determined on the basis of BHP Billiton’s existing portfolio.

2. Excludes impact of equity accounted investments.

3. Excludes impact of change in input costs across the Group.

4. Based on average exchange rate for the period.

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Interim results 23 February 2016

Slide 37