Our social value framework is focused on the six pillars of decarbonisation, environment, Indigenous partnerships, workforce, communities and responsible supply chains. Each pillar is anchored to an aspirational 2030 goal. Those goals include BHP’s 2030 climate change target and goals and reference timelines set out in global frameworks and agreements, such as the United Nations Sustainable Development Goals, the Paris Agreement, the Convention on Biological Diversity and the Global Goal for Nature (now reflected in the Kunming-Montreal Global Biodiversity Framework). 

Our 2030 goals provide opportunities for BHP to engage and work in partnership with others, and to build capability and co-create approaches to deliver positive outcomes and shared prosperity for people and planet. They are reinforced by our continued intention to pursue zero significant health, safety, environment, community or supply chain events.  

To deliver on our 2030 goals and social value framework by the end of FY2030, we have processes and systems to help improve decision-making and planning throughout our business. Social value is embedded in all we do. Our mandatory minimum performance requirements for investments and corporate alignment planning include consideration of social value and we have tools and guidance to help with these decision-making processes.   

Our social value scorecard

Our social value scorecard’s 2030 goals and associated set of metrics and short-term milestones allow us to measure and transparently report progress.  

Our metrics and milestones are evolving over time as our plans mature and we further understand the outcomes of our efforts. To demonstrate continual progress towards 2030, new and existing milestones are planned, presented in the scorecard and reported against annually, but are not intended to represent the full roadmap to FY2030. We aim to continue to learn and improve our pathways to FY2030 and anticipate the scorecard will continue to evolve in the coming years.  

At its core, our scorecard represents an emphasis on partnerships, listening and co-creation, recognising it is not for us alone to decide what is of value to communities or the environment and addressing global challenges, such as climate change and nature loss requires collaboration.  

Our full year performance in FY2025 against the scorecard is provided below, along with the revised and updated metrics and milestones for our FY2026 scorecard. 

For more information on how the metrics and milestones support progress towards our 2030 goals and the methods we use to measure progress refer to the BHP ESG Standards and Databook 2025.  

Footnotes

1 With widespread adoption expected post 2030. 
2 For the definition of the terms used to express these positions, including ‘target’, ‘goal’, ‘net zero’, ‘carbon neutral’ and ‘operational GHG emissions’ refer to the BHP Annual Report 2025, Additional information 10.4 – Other terms. For more information on the essential definitions, assumptions and adjustments for our targets and goals refer to Climate-related metrics, targets and goals in the BHP Annual Report 2025, Operating and Financial Review 9.8 – Climate change.  
3 Baseline year and performance data adjusted; for the adjustments we make, refer to Climate-related metrics, targets and goals beginning on page 48 in the BHP Annual Report 2025, Operating and Financial Review 9.8 – Climate change. 
4 CY2008 was selected as the baseline year for this goal to align with the base year for the International Maritime Organisation’s CY2030 emission intensity goal and its corresponding reasoning and strategy. Baseline and performance data have been adjusted to only include voyages associated with the transportation of commodities currently in BHP’s portfolio due to the data availability challenges of adjusting by asset or operation for CY2008 and subsequent year data. GHG emissions intensity calculations currently include the transportation of copper, iron ore, steelmaking coal, energy coal, molybdenum, uranium and nickel.  
5 Excluding in-kind contributions.  
6 Nature-positive is defined by the Taskforce on Nature-related Financial Disclosures (TNFD) Glossary version 1.0 as ‘A high-level goal and concept describing a future state of nature (e.g. biodiversity, ecosystem services and natural capital) which is greater than the current state’. We understand it to include land and water management practices that halt and reverse nature loss – that is, supporting healthy, functioning ecosystems. We are monitoring the evolving external nature landscape, including developments in nature frameworks, standards and methodologies and in definition of the global nature ambition. 
7 Excluding areas we hold under greenfield exploration licences (or equivalent tenements), which are outside the area of influence of our existing mine operations. 30 per cent will be calculated based on the areas of land and water that we steward at the end of FY2030. For more information refer to the BHP ESG Standards and Databook 2025. 
8 Area under stewardship that has a formal management plan that includes conservation, restoration or regenerative practices. 1.54 per cent is calculated based on the areas of land and water that we stewarded at 30 June 2025, as per footnote 7. For more information refer to the BHP ESG Standards and Databook 2025. 
9 Natural capital accounts are a way to measure the amount, condition and value of environmental assets in a given area. They help describe changes in ecosystems and how these impact wellbeing and economies.  
10 For more information regarding the BHP Healthy environment goal roadmap refer to the BHP Annual Report 2025, Operating and Financial Review 9.9 – Nature and environmental performance.  
11 Point in time data at 30 June 2025.  
12 9.0 per cent refers to Indigenous employee participation at Minerals Australia operations. Total Indigenous employee participation in Australia, including non-operational roles, was 8.2 per cent at 30 June 2025.  
13 17.8 per cent refers to Indigenous employee participation at the Jansen potash project and operation in Canada. 
14 10.5 per cent refers to Indigenous employee participation at Minerals Americas operations in Chile.  
15 We have published regional Indigenous Peoples Plans in Australia and Canada and data is available to report on progress in FY2025. We are still developing our regional Indigenous Peoples Plan for Chile. For more information refer to the BHP Annual Report 2025, Operating and Financial Review 9.12 – Indigenous peoples and the BHP ESG Standards and Databook 2025.  
16 The relationship health assessment is intended to be conducted every three years. Indigenous partners who participated in the relationship health assessment project in FY2024 considered and provided feedback on social, cultural and commercial aspects of their relationship with BHP and provided a rating on the present health of their relationship with BHP, which was reported in our FY2024 social value scorecard. We plan to report again against this metric in FY2027.  
17 Cultural diversity in our workforce will be measured based on our substantive progress towards reflecting the cultural diversity of the societies where we operate.  
18 High-potential injury frequency rate is the number of employee and contractor high potential injuries per 1 million hours worked and is measured by year-on-year improvement. 
19 Metric will not be reported from FY2026. For FY2026 to FY2030, key metrics for the Thriving, empowered communities pillar will shift to focus on the measurable outcomes of co-created community programs, while co-creation and co-design (terms which we use interchangeably) as a concept will continue to apply where appropriate across the full framework. 
20 Co-design requires meaningful engagement and contribution to the plan from a variety of interested stakeholders. For an overview of our approach to co-design and co-creation (terms which we use interchangeably) refer to the BHP Annual Report 2025, Operating and Financial Review 9.12 – Indigenous peoples.  
21 This includes contribution to suppliers, wages and benefits for employees, dividends, taxes, royalties and other payments to governments and voluntary social investment. For more information refer to the BHP Economic Contribution Report 2025. 
22 Community programs that benefit local communities that host our activities. For education and skills programs, some program participants may join the BHP workforce on completion of the program.  
23 Net Promoter Scores (NPS) show respective feedback from our customers and suppliers and measure the willingness of our customers/suppliers to recommend BHP to others. NPS is used as a proxy for gauging overall satisfaction. The NPS survey is conducted every two years and therefore there is no update to the data in FY2025. This metric will not be reported on from FY2026 in this social value scorecard. We intend to publish data from the next NPS survey in the BHP ESG Standards and Databook 2026. 
24 A credible responsible production and sourcing standard refers to one that is internationally recognised spanning multiple regions as outlined in the BHP Annual Report 2025, Operating and Financial Review 9.13 – Value chain sustainability. 
25 BHP’s ethical trade audit program is managed as part of our broader Ethical Supply Chain and Transparency Framework. For more information on this framework and associated activities, including baseline data, refer to the BHP Group Modern Slavery Statement 2025.  
26 The pilot impact project involves partnering with an NGO to deliver programs within our supply network designed to promote responsible recruitment and improve labour monitoring, worker voice and access to grievance mechanisms.  
27 ‘In scope’ BHP operated assets refer specifically to Australian assets as defined under the Minerals Council of Australia (MCA) membership commitment. For more information refer to the MCA Membership Commitment.