2010 Annual Review PDF

In this
Summary Review
People and Safety
Our results at a glance Karen Wood describes our commitment to our people
A snapshot of our results and five-year financial summary and safety, including our approach to leadership
See page 2 See page 24
Chairman’s Review – Environment and Communities

Our strategy delivers The way we manage our responsibilities to the
An overview of the year by Jacques Nasser AO environment and communities in which we operate
See page 4 is explained by J Michael Yeager
See page 26
Chief Executive Officer’s Report –
An unchanged strategy Board of Directors
The year in review, by Marius Kloppers The profiles of BHP Billiton’s Directors
Customer Sector Groups Group Management Committee

An update from each of our Customer Sector Groups, Profiles of the senior management team at BHP Billiton
providing a snapshot of BHP Billiton’s operational performance See page 31
See page 13 Corporate Governance Summary
Finance and Marketing overview A summary of BHP Billiton governance
An outline of our financial position from Alex Vanselow and See page 32
an update on our marketing operations by Alberto Calderon Remuneration Summary
See page 20 Key policy principles and information about
Performance update of our operations our remuneration
Details of key achievements in Ferrous and Coal See page 34
by Marcus Randolph and highlights of the year Shareholder information
in Non-Ferrous by Andrew Mackenzie Key dates and information relevant for shareholders,
See page 22 including our dividend policy and payments
See page 36
Corporate Directory
A list of major BHP Billiton offices and share registries
See Inside Back Cover
This Summary Review is designed to provide you with an update on This Summary Review is not a substitute for the Annual Report 2010
the operations and performance of BHP Billiton over the year ended and does not contain all the information needed to give as full an
30 June 2010 in a concise and easy-to-read format. It is not a summary understanding of the Group’s performance, financial position and
Our strategy
financial statement for the purposes of the UK Companies Act 2006. future prospects as is provided by the Annual Report 2010, which can
be downloaded from the BHP Billiton website at www.bhpbilliton.com.
This Summary Review is not intended to provide a guide as to the
Printed copies of the Annual Report 2010 will be distributed to all
likely future performance of the Group. Certain statements may be
shareholders who elected to receive them, and can be requested
forward-looking statements which are based on current expectations,
by contacting the Share Registry.
beliefs and assumptions regarding present and future business
delivers
strategies and environments in which the Group will operate in the
future. Such expectations, beliefs and assumptions may or may not
prove to be correct and are subject to a number of known and unknown
risks and uncertainties that could cause actual results, performance
BHP Billiton Limited. ABN 49 004 028 077. Registered in Australia.
and achievements to differ materially. The Annual Report 2010 sets
Registered office: 180 Lonsdale Street, Melbourne, Victoria 3000,
out certain risk factors that may cause our results to be materially less
Australia.
favourable than those implied by these forward-looking statements.
Summary Review 2010 Past performance cannot be relied on as a guide to future performance. BHP Billiton Plc. Registration number 3196209. Registered in England
and Wales. Registered office: Neathouse Place, London SW1V 1BH, UK.
Nothing in this Summary Review should be construed as either an offer
to sell or the solicitation of an offer to buy or sell BHP Billiton securities Each of BHP Billiton Limited and BHP Billiton Plc are members of the
in any jurisdiction. BHP Billiton Group, which is headquartered in Australia.
6249 BHPB Summary Review 2010 Cover.indd 1 13/9/10 10:54:34 AM

BHP Billiton locations
Petroleum Aluminium Diamonds and Specialty Products Metallurgical Coal
Ref Country Asset Description Ownership Ref Country Asset Description Ownership Ref Country Asset Description Ownership Ref Country Asset Description Ownership
1 Algeria Ohanet Joint operator with Sonatrach of 45% 13 Australia Worsley Integrated alumina refinery and 86% 24 Canada EKATI Diamond mines in the Northwest Territories 80% 33 Australia Illawarra Coal Underground coal mines (West Cliff, Dendrobium, 100%
wet gas development bauxite mine in Western Australia of Canada Appin) in southern NSW, with access to rail and
2 Algeria ROD Integrated
Development
Onshore oil development (non-operated) 38% 14 Brazil Alumar Integrated alumina refinery and
aluminium smelter
36–40% 25 South
Africa
Richards Bay
Minerals
Integrated titanium smelter and mineral sands mine 37%
34 Australia BHP Billiton
port facilities
Integrated mine, rail and port operations, including 50% Corporate
Directory
3 Australia Bass Producer of oil, condensate, LPG, 50% 15 Brazil MRN Bauxite mine 14.8% Mitsubishi a loading terminal at Hay Point, in the Bowen
Strait natural gas and ethane (non-operated) Stainless Steel Materials Alliance Basin, Central Queensland
16 Mozambique Mozal Aluminium smelter near Maputo 47.1%
4 Australia Minerva Operator of Minerva gas field development 90% 35 Australia BHP Mitsui Two open-cut coal mines in the Bowen Basin, 80%
17 South Aluminium Two aluminium smelters at Richards Bay 100% Ref Country Asset Description Ownership
in the Otway Basin of Victoria Coal Central Queensland
Africa South Africa 26 Australia Nickel Sulphide nickel assets including Mt Keith and 100%
5 Australia North West One of Australia’s largest resource 8.33–16.67% West Leinster nickel operations, Kalgoorlie nickel smelter
Shelf projects, producing liquids, LNG and Base Metals and Kambalda nickel concentrator and the Kwinana
Energy Coal
domestic gas (non-operated) nickel refinery Ref Country Asset Description Ownership
6 Australia Pyrenees Operator of Pyrenees floating, production, 71.43% Ref Country Asset Description Ownership
27 Colombia Cerro Integrated laterite ferronickel mining and smelting 99.94% 36 Australia NSW Energy Open-cut coal mine that supplies thermal 100%
storage and offloading vessel, which 18 Australia Cannington Silver, lead and zinc mine in northwest 100%
Matoso complex in northern Colombia Coal coal to export markets and for domestic
BHP Billiton Group Registered Offices BHP Billiton Corporate Centres Marketing Offices
produces oil in Western Australia Queensland
electricity generation BHP Billiton Limited South Africa Netherlands
7 Australia Stybarrow Operator of Stybarrow floating, production, 50% 19 Chile Pampa Integration of Cerro Colorado and Spence 100%
storage and offloading vessel, which Norte open-cut mines producing copper cathode Iron Ore 37 Colombia Cerrejón Largest thermal coal exporter in Colombia, 33.3%
Australia 6 Hollard Street Verheeskade 25
with integrated rail and port facilities
produces oil in Western Australia in Atacama Desert, northern Chile Ref Country Asset Description Ownership
38 South BHP Billiton One of the largest producers and exporters 50–100% BHP Billiton Centre Johannesburg 2001 2521 BE The Hague
8 Pakistan Zamzama Operator of onshore gas development 38.5% 20 Chile Escondida The world’s largest copper mine, located 57.5% 28 Australia Western Integrated iron ore mines, rail and port operations 85–100% 180 Lonsdale Street Telephone +27 11 376 9111 Telephone +31 70 315 6666
Africa Energy Coal of thermal coal in South Africa
in Sindh province in northern Chile Australia in the Pilbara
21 Peru Antamina Copper and zinc mine located in the 33.75% Iron Ore
South Africa Melbourne VIC 3000 Facsimile +27 11 838 4716 Facsimile +31 70 315 6767
9 Trinidad Angostura Operator of oil field located offshore 45% 39 US New Mexico Two mines in New Mexico supplying energy 100%
and Tobago east Trinidad Andes, north-central Peru 29 Brazil Samarco An efficient low-cost producer of iron ore pellets 50% Telephone 1300 554 757 (within Australia)
Coal coal to adjacent power stations Chile Singapore
10 UK Bruce/Keith Oil and gas production in the UK Bruce – 16% 22 US Pinto Valley Copper mine located in State of Arizona 100% in southeast Brazil +61 3 9609 3333 (outside Australia) Avenida Americo Vespucio Sur # 100 #10-01 Capital Tower
North Sea Keith – 31.83% Facsimile +61 3 9609 3015
11 UK Liverpool Operator of oil and gas developments 46.1% Uranium (a) Manganese 9th Floor 168 Robinson Road
Bay in the Irish Sea BHP Billiton Plc Las Condes Singapore 068912
Ref Country Asset Description Ownership Ref Country Asset Description Ownership
12 US Gulf of Interests in several producing assets, including 4.95–100% United Kingdom Santiago Telephone +65 6349 3333
Mexico deepwater oil and gas production at: 23 Australia Olympic Dam The largest poly-metallic orebody in the world 100% 30 Australia GEMCO Producer of manganese ore in the Northern Territory 60%
and Australia’s biggest underground mine, 31 Australia TEMCO Producer of manganese alloys in Tasmania 60% Neathouse Place Telephone +56 2 330 5000 Facsimile +65 6349 4000
• Atlantis (44%) • Mad Dog (23.9%) Facsimile +56 2 207 6509
producing uranium, copper and gold London SW1V 1BH
• Shenzi (44%) • Neptune (35%) 32 South Samancor Integrated producer of manganese ore 60% Belgium
Additional other interests in producing
(a)
Uranium forms part of the Base Metals Customer Sector Group. Africa Manganese (Hotazel Manganese Mines) and alloy (Metalloys) Telephone +44 20 7802 4000 United States BHP Billiton Diamonds (Belgium) N.V.
assets and a significant exploration Facsimile +44 20 7802 4111 1360 Post Oak Boulevard, Suite 150 Hoveniersstraat 30
acreage position (4.95–100%)
Group Company Secretary Houston, TX 77056-3020 2018 Antwerp
Jane McAloon Telephone +1 713 961 8500 Telephone +32 3 201 1090
Facsimile +1 713 961 8400 Facsimile +32 3 213 0846
Share Registrars and Transfer Offices

24 Australia United Kingdom New Zealand
10 BHP Billiton Limited Registrar BHP Billiton Plc Registrar Computershare Investor Services Limited
Computershare Investor Services Pty Limited Computershare Investor Services PLC Level 2/159 Hurstmere Road
Yarra Falls, 452 Johnston Street The Pavilions, Bridgwater Road Takapuna North Shore City
11 Abbotsford VIC 3067 Bristol BS99 6ZZ Postal Address – Private Bag 92119
BHP Billiton office locations
61 54 Postal Address – GPO Box 2975 Telephone +44 844 472 7001 Auckland 1142
Ref Country Office Location Business Area 48 46 Melbourne VIC 3001
40 Australia Adelaide Shared Services Centre
Facsimile +44 870 703 6076 Telephone +64 9 488 8777
Uranium Head Office 60 Telephone 1300 656 780 (within Australia) Email enquiries: Facsimile +64 9 488 8787
Marketing +61 3 9415 4020 (outside Australia) www.investorcentre.co.uk/contactus
41 Australia Brisbane Metallurgical Coal Head Office Facsimile +61 3 9473 2460 United States
Project Hub 63 South Africa Computershare Trust Company, N.A.
Email enquiries:
Marketing 59 web.queries@computershare.com.au BHP Billiton Plc Branch Register 2 North LaSalle Street
42 Australia Melbourne Global Headquarters 39 52 and Transfer Secretary Chicago, IL 60602
22 55 Computershare Investor Services
43 Australia Newcastle Marketing
62 2 Postal Address – PO Box 0289
44 Australia Perth Iron Ore Head Office 50 (Pty) Limited Chicago, IL 60690-9569
Project Hub
1
12 8 70 Marshall Street Telephone +1888 404 6340
Stainless Steel Materials Head Office 51
Marketing Johannesburg 2001 (toll-free within US)
45 Australia Sydney Energy Coal Head Office Postal Address – PO Box 61051 Facsimile +1 312 601 4331
46 Belgium Antwerp Marketing Marshalltown 2107
47 Brazil Rio de Janeiro Marketing Telephone +27 11 373 0033 ADR Depositary, Transfer Agent and
9 Registrar Citibank Shareholder Services
48 Canada Vancouver Diamonds and Specialty Products Head Office Facsimile +27 11 688 5218
Project Hub 37 Email enquiries: PO Box 43077
Designed by Amanda Roach Design, printed in Australia by Gunn and Taylor, Aristoc Road, 3150.
27 Providence, RI 02940-3077
49 Chile Santiago Base Metals Head Office 53 web.queries@computershare.co.za
Marketing 56 Telephone +1781 575 4555 (outside of US)
Project Hub Holders of shares dematerialised
Shared Services Centre 15 14 +1877 248 4237 (+1-877-CITIADR)
50 China Shanghai Marketing
into STRATE should contact their (toll-free within US)
Offices 21 CSDP or stockbroker. Facsimile +1 201 324 3284
51 India New Delhi Marketing
Petroleum Email enquiries:
52 Japan Tokyo Marketing 30
53 Malaysia Kuala Lumpur Global Shared Services Centre
Aluminium citibank@shareholders-online.com
Base Metals 19 29 5 Website: www.citi.com/dr
54 Netherlands The Hague Marketing
47 6 18
55 Pakistan Islamabad Marketing Diamonds and Specialty Products
20 7 28 34 35
56 Singapore Singapore Corporate Centre Stainless Steel Materials 57 38 16 41
Marketing Iron Ore 32 17
Minerals Exploration 25 26 23 36 Cover Story BHP Billiton is a Dual Listed Company comprising BHP Billiton Limited and BHP Billiton Plc.
Manganese 58 44 43 The two entities continue to exist as separate companies but operate as a combined Group
57 South Africa Johannesburg Manganese Head Office 13 40 45 BHP Billiton is the world’s third largest
Marketing Metallurgical Coal known as BHP Billiton.
49 42 33 copper producer. Minera Escondida in
58 South Africa Richards Bay Marketing Energy Coal
59 South Korea Seoul Marketing 4 3 Chile produces copper concentrate and copper The headquarters of BHP Billiton Limited and the global headquarters of the combined
Uranium cathode. The Escondida deposit is located BHP Billiton Group are located in Melbourne, Australia. BHP Billiton Plc is located in London, UK.
60 Switzerland Baar Marketing 31
in the north of Chile, in the Atacama Desert, Both companies have identical Boards of Directors and are run by a unified management team.
61 UK London Aluminium Head Office
Corporate Centre 170 kilometres southeast of the city of Throughout this publication, the Boards are referred to collectively as the Board. Shareholders
62 US Houston Petroleum Head Office
Antofagasta, at an altitude of 3,100 metres in each company have equivalent economic and voting rights in the BHP Billiton Group as a whole.
Project Hub above sea level. Our cover photograph shows Throughout this Summary Review, the terms BHP Billiton, the Company and the Group
Shared Services Centre a pebble belt conveyor at the Laguna Seca refer to the combined group, including both BHP Billiton Limited and subsidiary companies
Marketing concentrator plant. and BHP Billiton Plc and subsidiary companies.
63 US Pittsburgh Marketing
Project and exploration activities are not shown on this map.

Development
aluminium smelter
36–40% 25 South
Africa
Richards Bay
Minerals
port facilities
Directory
Energy Coal
(a)

Ref Country Office Location Business Area 48 46 Melbourne VIC 3001
Facsimile +44 870 703 6076 Telephone +64 9 488 8777
Marketing +61 3 9415 4020 (outside Australia) www.investorcentre.co.uk/contactus
Email enquiries:
Marketing 59 web.queries@computershare.com.au BHP Billiton Plc Branch Register 2 North LaSalle Street
22 55 Computershare Investor Services
43 Australia Newcastle Marketing
62 2 Postal Address – PO Box 0289
Project Hub
1
Designed by Amanda Roach Design, printed in Australia by Gunn and Taylor, Aristoc Road, 3150.
49 Chile Santiago Base Metals Head Office 53 web.queries@computershare.co.za
Aluminium citibank@shareholders-online.com
Base Metals 19 29 5 Website: www.citi.com/dr
47 6 18
20 7 28 34 35

In this
Summary Review
People and Safety

See page 26

See page 36
Corporate Directory
Our strategy
delivers
Australia.

We are BHP Billiton, a leading
global natural resources company.
Our corporate objective is
to create long-term value for
shareholders through the discovery,
development and conversion
of natural resources, and the
provision of innovative customer
and market-focused solutions.
Our unique position in the
resources industry is due
to our proven strategy.
Middelburg Mine
The Middelburg Complex is the
largest producer in BHP Billiton
Energy Coal South Africa.
BHP Billiton SUMMARY review 2010 | 1

Our results
at a glance
>>Another strong set of financial results, with growth in Underlying EBITDA and Attributable
profit (excluding exceptional items) of 10 per cent and 16 per cent respectively.
>>Record sales volumes achieved in iron ore, metallurgical coal and petroleum, with local
currency costs well controlled across the Group.
>>Underlying EBIT margin (1) of 41 per cent and Underlying return on capital of 26 per cent
demonstrates the strength of our uniquely diversified business model.
>>Continued investment in our business successfully delivered another five growth projects.
>>Cash flow for the year remained strong and resulted in net debt declining further
to US$3.3 billion while net gearing declined to 6 per cent.
>>Final dividend of 45 US cents per share, resulting in a dividend for the full year
of 87 US cents per share.
>>Five fatalities occurred at our controlled operations. Our Total Recordable Injury Frequency
has improved to 5.3.
(1)
Underlying EBIT margin excludes the impact of third-party product activities.
Five-year
Summary
US$ million 2010 2009 2008 2007 2006

Revenue 52,798 50,211 59,473 47,473 39,099
Underlying EBIT (a) 19,719 18,214 24,282 20,067 15,277
Attributable profit – excluding exceptional items 12,469 10,722 15,368 13,675 10,154
Attributable profit – including exceptional items 12,722 5,877 15,390 13,416 10,450
Net operating cash flow (b) 17,920 18,863 17,817 15,957 11,325
Basic EPS – excluding exceptional items (US cents per share) 224.1 192.7 274.9 233.9 168.2
Basic EPS – including exceptional items (US cents per share) 228.6 105.6 275.3 229.5 173.2
Dividend per share
BHP Billiton Plc (US cents) 87.0 82.0 70.0 47.0 36.0
BHP Billiton Limited (US cents) 87.0 82.0 70.0 47.0 36.0
Underlying EBITDA Interest Coverage (a) 64.4 56.8 49.4 43.6 33.6
Gearing (per cent) (c)
6.3 12.1 17.8 25.0 27.2
(a)
Underlying EBIT is earnings before net finance costs and taxation and any exceptional items. Underlying EBITDA is Underlying EBIT before depreciation,
impairments and amortisation. We believe that Underlying EBIT and Underlying EBITDA provide useful information, but should not be considered as an
indication of, or alternative to, attributable profit as an indicator of operating performance or as an alternative to cash flow as a measure of liquidity.
(b)
Net operating cash flow is after net interest and taxation.
(c)
Gearing is net debt over net debt plus net assets. The measure is inclusive of continuing operations of Group companies and jointly controlled entities.
2 | BHP Billiton SUMMARY review 2010

Underlying US$ million Attributable US$ million Total return to US$ million
EBIT 25,000 profit – 16,000 shareholders 10,000
US excluding
exceptional 14,000 US
$19.7 20,000 items
12,000 $4.6 8,000
billion US 10,000 billion

$12.5
15,000 6,000
8,000
10,000 billion 6,000

Dividends paid
4,000
Share buy-backs
4,000
5,000 2,000
2,000
0 0 0
2006
2007
2008
2009
2010
2006
2007
2008
2009
2010
2006
2007
2008
2009
2010
Dividends US$ million Market US$ million Community US$ million
declared 5,000 capitalisation 250,000 contributions 250
US at 30 June
US
$4.8 4,000 US 200,000
$200.5 200
billion $165.6 million*

3,000
billion 150,000 150
* Includes the
2,000 100,000 100
contribution to
our UK-based
charitable
1,000 50,000 company 50
(BHP Billiton
Sustainable
0 0 Communities). 0
2006
2007
2008
2009
2010
2006
2007
2008
2009
2010
2006
2007
2008
2009
2010
Relative share price performance index – five year
350
BHP Billiton Ltd BHP Billiton Plc ASX 200 FTSE 100 S&P 500
300
250
200
150
100
50
0
30/6/05 30/6/06 30/6/07 30/6/08 30/6/09 30/6/10

Our strategy delivers
Chairman’s Review
New Brunswick, Canada, and our intention is to establish

a global potash business based in Canada.
We have unique assets that are critical to the
growth of the world’s developing economies, Important governance developments occurred in the UK,
US and Australia during the year responding to the challenges
and a geographic and commodity spread that
of the global recession. We support the changes, particularly
reduces risk and optimises opportunity. the emphasis on ensuring Boards comprise Directors with the
collective set of essential skills and experience to govern
the Group supported by robust succession planning and
performance evaluation.
As part of our Board succession, Carolyn Hewson and Malcolm
Broomhead joined the Board in March 2010. Together they bring
deep experience in industrial and resource companies, financial
markets and investment risk management. During the year,
Don Argus, Paul Anderson, Gail de Planque, David Jenkins
and David Morgan retired from the Board. We thank each
of them for their contribution, particularly former Chairman
Don Argus AC.
I am pleased to report that in a difficult global economic and
financial environment, BHP Billiton continued to perform well We have always believed that corporate governance and
and strengthened its strategic and financial position. executive remuneration practices are critical issues for any
company and its stakeholders. We support the need for
While the global economic outlook has improved, the recovery
simplified and transparent executive remuneration reporting,
remains fragile. Despite a near-term slowing in China, we
and these have been key influences on the structure of our
continue to believe that the fundamentals driving Asian growth
remuneration report this year.
are robust. It is clear to the Board that the long-term outlook
for BHP Billiton is strong. We have unique assets that are Our Remuneration Committee reviewed the Group’s Long Term
critical to the growth of the world’s developing economies, Incentive Plan for our most senior executives. The plan was
and a geographic and commodity spread that reduces risk originally introduced in 2004 and, given the changes in the
and optimises opportunity. global environment, the Committee believed a review was
warranted. We consulted widely with our shareholders as
During the year, your Chief Executive, Marius Kloppers, and
well as governance advisers. As a result, we continue to believe
his team focused on delivering strong production and cost
that the duration of our five-year, long-term plan is appropriate.
performance as well as investing in new growth opportunities.
However, we also believe it is important to change some design
Our strategy is clear and remains unchanged since 2001. elements as the plan produced highly leveraged outcomes not
We focus on large, long-life, low-cost, upstream, high-quality reflective of our business strategy. This is a matter on which
assets, diversified by commodity, geography and markets. we will seek shareholder approval.
This strategy means more predictable business performance
One thing that has impressed me since the time I started as
over time which, in turn, underpins the creation of value for
a Director in 2006 has been the quality of BHP Billiton people
our shareholders, customers, employees and, importantly,
throughout the Group. In resources, as in many other industries,
the communities in which we operate.
results are not only a function of the quality of the assets but
The execution of our strategy resulted in a profit from the quality of the people operating and managing those assets.
operations, excluding exceptional items, of US$19.7 billion
Marius is a talented Chief Executive and he has developed a
an increase of 8.3 per cent. Net operating cash flows were
strong and diverse team with a depth of talent to support him.
US$17.9 billion, US$7.7 billion of which was reinvested in
On your behalf, the Board would like to thank everyone involved
new growth projects. In addition, the Board increased dividends
with our Company for the contribution they have made in this
by 6.1 per cent to 87 cents per share, in line with our progressive
challenging year.
dividend policy.
Finally, since becoming Chairman this year after the retirement
While the Board is pleased with these results, our progress
of Don Argus, I have had the privilege of meeting many of our
in the critical area of safety is still below expectation.
institutional and individual shareholders. This is a rewarding part
We continued to reduce the number of workplace injuries,
of my role and I look forward to meeting many more of you over
however five people lost their lives at our operations this
the coming years.
year. This is clearly unacceptable and a tragedy for their
families, friends and colleagues.
In August 2010, we announced a fully funded takeover of
Potash Corporation of Saskatchewan. The proposed acquisition
meets our criteria of developing quality long-life assets
using our existing mining skills to gain a leading position Jacques Nasser AO
in the growing world market for fertiliser. We are committed Chairman
to being a strong corporate citizen in Saskatchewan and

In a difficult global
environment we
continued to perform
well, strengthening
our position.

An unchanged strategy
Chief Executive Officer’s Report
into line with how the rest of our portfolio is priced globally
and moves us closer to achieving our stated objective of market
By operating at full capacity whenever possible and
prices for all of our commodities.
staying focused on eliminating low value activities,
More broadly, prices for our products recovered during the year
we maintained our low-cost position and our ability
driven by demand in China and restocking in the Organisation
to generate robust cash flows. for Economic Co-operation and Development (OECD) countries.
While government stimulus measures generally supported
a gradual return to normalised global trade, the improvement
in the developed economies was from a low base.
We believe that the recovery momentum of the major economies
will remain uncertain as the impact of fiscal and monetary
stimuli fades. Therefore, we are still cautious in our short-term
view of the economy.
In the longer term, we are encouraged by the fundamentals
underpinning sustained growth in China and India, which will
continue to drive a strong demand for our products. This, along
Financial year 2010 was a year that presented a broad mix with our strong balance sheet, supports our capacity for future
of challenges and achievements. Despite continued volatility growth. We have extensive experience operating in emerging
and ongoing uncertainty across the global economy, BHP Billiton resource regions and we have the capability to capture additional
delivered a strong operational and financial performance. opportunities as they arise.
It is our consistent and long-term strategy of focusing on Our disciplined approach to capital deployment has enabled
a portfolio of upstream, tier one, low-cost assets diversified BHP Billiton to both invest in the expansion of high-quality
by commodity, market and geography that underpinned assets and further diversify our portfolio by commodity,
our ability to overcome the challenges during the year. I am market and geography, consistent with our unchanged strategy.
encouraged by the Group’s performance, which is testament The acquisition of Athabasca Potash earlier this year ensures
to our focus on creating shareholder value in the long term. our Group has access to more than 14,000 square kilometres
of prospective exploration ground in the world-class
We are a leading global resources company and our successes
Saskatchewan potash basin. Our all-cash bid to acquire Potash
and achievements are significant. However, we cannot say
Corporation of Saskatchewan, the world’s largest integrated
we are truly successful until we eliminate fatalities and serious
fertiliser company and world’s largest producer of potash by
injuries in our workplace.
capacity, is consistent with our strategy and is a natural fit with
This year we continued to make progress in reducing the number BHP Billiton’s greenfield land holdings in Canada. This acquisition
of injuries, though we did not meet our targets. It is with great represents an acceleration of our entry into the fertiliser industry.
sadness that I report to you that five of our colleagues lost their This, plus the delivery of five major capital projects, is evidence
lives at work during the year and I personally extend my of our growth capabilities.
condolences to the families and friends of those individuals.
However, we only earn the right to grow this business if we can
This is a stark reminder that we must lead in a way that ensures do it safely, in an environmentally sound manner and in a way
a safe workplace, and we can only do this by creating operating that demonstrates our unqualified commitment to working
discipline and simplifying the way we work. Safety starts with integrity. I believe it is worth reiterating that safe growth
with strong leadership and I cannot emphasise enough underpinned by demonstrating our Charter values can only
how important this is to me personally and to our Group. be achieved through leadership commitment and operating
I am pleased to announce that BHP Billiton operations this discipline. I want to take this opportunity to sincerely thank
year delivered solid results, with annual production records our employees and contractors and other stakeholders for
achieved in our Iron Ore and Petroleum businesses. In Iron Ore, their efforts in responding to the accountabilities articulated
this marked the tenth consecutive annual production record, in our operating model.
and for Petroleum, it was the third consecutive production Our Company has a clear strategy for growing our value, within
record. Our long-life, low-cost expandable assets provide a disciplined framework, and using prudent decision-making.
our Company with the capacity to continue to deliver and Who and what we are today is the product of the vision and
strengthen our position in a range of markets. efforts of previous management teams in executing a consistent
By operating at full capacity whenever possible and staying strategy. It is our responsibility to not only preserve, but enhance
focused on eliminating low value activities, we maintained our and increase the value of that legacy.
low-cost position and our ability to generate robust cash flows.
Of significant note in FY2010 was the move from annually
negotiated benchmark prices in metallurgical coal and iron
ore to shorter-term reference pricing. We have long advocated
a move to a more transparent pricing regime and will actively
support the development of a wider traded market in these Marius Kloppers
commodities. This move brings metallurgical coal and iron ore Chief Executive Officer

We must earn the right
to grow, by growing
safely. Safe growth
can only be achieved
through leadership
commitment and
operating discipline.

Our strategy is to focus on low-cost, world-class,
expandable and export-oriented operations
diversified across markets and geographic regions.

Western Australia
Iron Ore
Our Iron Ore business, which
includes operations in Western
Australia and Brazil, is in a phase
of significant growth. The next
step in the phased growth path
will increase installed capacity
across our Western Australia
Iron Ore operations by 50 million
tonnes to 205 million tonnes
per annum during calendar year
2011. Currently employing around
10,000 people across the Pilbara
region, our Iron Ore operations
involve a complex integrated
system of seven mines,
more than 1,000 kilometres
of rail and two separate
port facilities.

We continue to increase our exploration
budget to build our resource position.
Worsley Alumina
Refinery
BHP Billiton’s network of
Aluminium operations services
a global customer base, with sites
in South America, southern Africa
and Australia. Worsley Alumina,
in Western Australia, is a joint
venture operation between
BHP Billiton, Japan Alumina
Associates and Sojitz Alumina,
incorporating a bauxite mine,
an alumina refinery and
port facilities.

Jansen Potash
Project
Exploration for potash – including
activities at our Jansen operation
in Saskatchewan, Canada –
was part of a wide sweep of
exploration activities undertaken
this financial year, which also
incorporated iron ore, coal,
bauxite and manganese. Based
on current production estimates,
at full capacity the Jansen project
is expected to be the largest
potash mine in the world.

We operate in 25 countries across
20 different commodities.
Pyrenees Venture
BHP Billiton has the balance sheet
to undertake large and complex
projects. The Petroleum business
has significant capability as a part
of the BHP Billiton Group and the
Pyrenees project is part of our
long-term strategy of advancing
world-class resources in Western
Australia. The Pyrenees Floating
Production, Storage and
Offloading facility achieved
first production on schedule
in March 2010 and quickly
ramped up to full capacity.

Petroleum Aluminium
J Michael Yeager Jon Dudas

Chief Executive, Petroleum President, Aluminium
Petroleum delivered its third annual production record, with Construction continues on the 1.1 million tonnes per annum
volumes up 14.9 per cent from FY2009 to 158.6 million barrels expansion at Worsley, and the Alumar project is progressing
of oil-equivalent. The US$1.7 billion BHP Billiton operated with ramp-up to name plate capacity subsequent to
Pyrenees project was delivered on schedule. Higher average successful first production achieved earlier in the year.
realised oil prices per barrel saw Underlying EBIT increase
to US$4,573 million.
Production volumes up Expanding alumina capacity by
14.9% 2.6 mtpa
Production volumes in FY2010 represented a third consecutive annual Underlying EBIT increased by 111.5 per cent from the corresponding
record (158.6 million barrels of oil-equivalent), up 14.9 per cent on period to US$406 million. EBIT was positively impacted by higher
FY2009 volumes, and a 10.9 per cent compound annual growth rate metal prices and premiums, lower raw material and energy costs
for production since FY2007. A disciplined approach in our operated and the positive impact of the divestment of Suriname. This was
producing assets resulted in 93.1 per cent facility and well up-time. partly offset by stronger Australian and South African currencies.
Higher average realised oil prices, strong performance from We are expanding capacity through expansion projects at Alumar
Atlantis and North West Shelf Train 5 and a full year of production (Brazil) and Worsley (Western Australia). The Alumar expansion
from Shenzi also contributed to an increase in Underlying EBIT project increased capacity at the refinery to 3.5 million tonnes
by 11.9 per cent to US$4,573 million. per annum (100 per cent). First production was announced
in July 2009.
Petroleum commenced production from Pyrenees in Western
Australia during FY2010, continuing its track record of delivering At Worsley, the Efficiency and Growth Expansion Project will
large and technically complex projects on schedule (Pyrenees, raise capacity at the refinery by 1.1 million tonnes per annum
Shenzi, Stybarrow). to 4.6 million tonnes per annum (100 per cent) and is due for
completion in calendar year 2011.
Focus on long-term growth was maintained through FY2010
with US$817 million invested in building our exploration inventory. On 31 July 2009, BHP Billiton Maatschappij Suriname (BMS)
We commenced our largest exploration drilling campaign since was sold to Suralco, an Alcoa subsidiary.
2003 and continued to acquire exploration rights, which have
resulted in our acreage position growing substantially over the
past four years.
Underlying EBIT Underlying EBIT

Increased Increased
11.9% 111.5%
US$ million US$ million
Revenue 8,782 Revenue 4,353
Underlying EBIT 4,573 Underlying EBIT 406
Capital expenditure 1,951 Capital expenditure 1,019
Net operating assets 9,558 Net operating assets 6,760

Base Metals Uranium
Peter Beaven Dean Dalla Valle

President, Base Metals President, Uranium
Increased production at Escondida and higher London The Clark Shaft at Olympic Dam returned to full capacity
Metal Exchange copper prices saw Base Metals deliver during the last quarter of FY2010, with a record for
an Underlying EBIT of US$4,632 million, despite production daily hoisting achieved during June, leaving the Uranium
issues at Olympic Dam. business well placed for strong results in FY2011.
Underlying EBIT up In the final quarter of FY2010,
258.5%
Uranium production increased to
712 tonnes
Base Metals delivered Underlying EBIT of US$4,632 million A permanent repair to the Clark Shaft at Olympic Dam was achieved
(an increase of 258.5 per cent on last year), mainly driven by in the last quarter of FY2010 with a record for daily hoisting achieved
higher average realised prices of key commodities in Base Metals during June. The exemplary safety demonstrated during the Clark
and partly driven by strong production performances at Escondida outage has resulted in the project being nominated for the
(Chile) and Cannington (Australia). BHP Billiton safety award.
While overall copper production decreased in FY2010, a permanent Pre-feasibility work relating to the proposed Yeelirrie uranium
repair of the SAG mill in the Laguna Seca concentrator plant in the oxide mine continues. The Yeelirrie Environmental and Radiation
first quarter of the year resulted in copper production at Escondida Management Plan is targeting submission of the report in the
increasing by six per cent. third quarter of FY2011. Infill diamond drilling to further delineate
Improved recoveries, higher grade and increased throughput the orebody has commenced and will continue into the third
at Cannington and Antamina (Peru) saw zinc production for quarter of FY2011. The selection phase study is well advanced and
the year increase by 21.5 per cent to 198.3 kilotonnes, a new is expecting to transition in definition phase by December 2010.
production record. The Environmental Impact Statement (EIS) approval process
The Antamina Expansion Project was announced on 5 January 2010. continued for the Olympic Dam Expansion project. The Company
With a total investment of US$1.3 billion (US$434.7 million our expects to complete the supplementary EIS by the end of calendar
share), the project will expand milling capacity by 38 per cent to year 2010 with government decisions expected to be obtained
130 kilotonnes per day. The project includes a new SAG mill, a new in the second half of 2011.
55-kilometre power transmission line, an expanded truck shop
facility and upgrades to the crushing and tailing systems, flotation
circuit and port capacity.
Underlying EBIT Uranium’s financial results are included in the

Increased results for the Base Metals Customer Sector Group.
258.5%
US$ million
Revenue 10,409
Underlying EBIT 4,632
Capital expenditure 763
Net operating assets 12,349

Diamonds and Stainless Steel Materials
Specialty Products
Graham Kerr Glenn Kellow

President, Diamonds and Specialty Products President, Stainless Steel Materials
Strong operating earnings at EKATI, Canada, resulted Higher average London Metal Exchange nickel prices,
from higher volumes and realised diamond prices and lower proactive portfolio restructuring and improved operational
unit costs, due to the continued emphasis on cost control. performance of existing assets contributed to strong results
Diamonds and Specialty Products continued advancing for Stainless Steel Materials in FY2010.
the Jansen Potash Project, which is anticipated to progress
to feasibility in the first half of FY2011.
An increase of Average London Metal Exchange
US$340 million
nickel price increased by
in Underlying EBIT over the 46%

corresponding period
Underlying EBIT was US$485 million, an increase of US$340 million, Underlying EBIT was US$668 million, an increase of US$1,522 million
or 234 per cent, over the corresponding period. Strong operating compared with the corresponding period. Higher average London
earnings at EKATI resulted from higher volumes and realised Metal Exchange prices for nickel of US$8.81/lb (compared with
diamond prices and lower unit costs, due to the continued emphasis US$6.03/Ib) had a favourable impact on Underlying EBIT
on cost control. There was also a decrease in exploration expense of of US$1,171 million that was partly offset by a US$305 million
US$43 million, mainly due to reduced diamonds exploration activity. unfavourable impact of price-linked costs.
Potash exploration expenditure of US$73 million in Saskatchewan,
Proactive portfolio restructuring and ongoing improvement
Canada, was US$21 million lower for the year as the exploration
at the operating level also contributed to the strong result.
work program for Jansen was completed in the corresponding
Lower operational losses from Yabulu and Ravensthorpe (both
period. Higher diamonds earnings were partially offset by a
Australia) in FY2010 increased Underlying EBIT by US$458 million.
reduction in operating earnings in titanium minerals (South Africa)
due to lower realised prices and higher energy costs. The Kalgoorlie nickel smelter furnace rebuild and concurrent
maintenance at the Kwinana nickel refinery (both Australia)
We continued advancing the Jansen Potash Project, a greenfield
in the prior year set the platform for record total production at
potash project near Saskatoon, Saskatchewan, which is being
Nickel West in FY2010. Ongoing cost saving initiatives and lower
designed to produce approximately eight million tonnes per annum.
labour costs were offset by the devaluation in the US dollar and
Based on the current schedule and subject to investment approval,
inflation. Underlying EBIT also benefited from lower exploration
the project is expected to produce saleable potash from calendar
and business development expenditure.
year 2015. We have also allotted pre-commitment funding of
US$240 million to support the development of the first stages During the second half of FY2011, Cerro Matoso (Colombia)
of the Jansen Potash Project. production will be impacted for nine months due to the planned
replacement of one of its two furnaces.
Jansen is the most advanced of our multiple development options in
potash, with nearby Young and Boulder projects both in the concept
study phase. In total, we have exploration rights to a total of over
14,000 square kilometres of highly prospective ground in the
Saskatchewan basin.

Increased Increased
234% US$1,522 million
Underlying EBIT 485 Underlying EBIT 668
Capital expenditure 127 Capital expenditure 265

Iron Ore Manganese
Ian Ashby Tom Schutte

President, Iron Ore President, Manganese
Underlying EBIT of US$6,001 million was driven by Manganese responded well to the market recovering
strong average realised prices and a tenth consecutive following the economic downturn, increasing Underlying EBIT
production record at Western Australia Iron Ore. by 165 per cent during the second half of the financial year.
Record fourth quarter production levels were achieved by both
Mamatwan mine and Metalloys alloy smelter (South Africa).
10th Capacity at Groote Eylandt

to increase
consecutive production record
for Western Australia Iron Ore 100%
Underlying EBIT decreased slightly, down 3.7 per cent to Production was ramped up in response to improved
US$6,001 million, driven by lower average realised prices offset demand. Manganese alloy production at 583,000 tonnes
by higher volumes. was 13.6 per cent higher and manganese ore production
A tenth consecutive production record was achieved at our Iron Ore at 6.1 million tonnes 36.9 per cent higher when compared
operation in Western Australia. Production was 113.9 wet million to the previous year.
tonnes, an increase of seven per cent on the previous financial year. Revenue was US$2,150 million for the year ended 30 June 2010,
During the year, we reached agreement with a significant number a decrease of 15.2 per cent compared with the previous year.
of customers throughout Asia to move existing iron ore contracts This decrease was as a result of lower sales prices, which were
that were previously priced annually onto a shorter-term landed offset by higher sales volumes in the current year where market
price equivalent basis. Our expectation is that future sales will demand increased relative to the period of global economic crisis.
all be made on this basis. Profit before interest and taxation of US$712 million decreased
Western Australia Iron Ore operations benefited from the official by 47.2 per cent (US$637 million) when compared to FY2009.
opening in November 2009 of the Newman Mining Hub as part The decrease is directly attributable to lower revenue impacted
of Rapid Growth Project 4. Rapid Growth Project 5 is under by lower sales prices achieved for both ore and alloy products.
construction and is on schedule. In January 2010, we announced The Groote Eylandt further expansion, which will increase
approval of US$1.73 billion of capital expenditure to underpin further capacity to 4.8 wet million tonnes per annum (100 per cent,
growth activities in the Pilbara. This enables early procurement of or about 2.9 million tonnes per annum BHP Billiton share)
long-lead items and detailed engineering to continue the expansion is subject to approval and expected to advance to execution
of the inner harbour at Port Hedland, progress rail track duplication at the end of the second quarter in FY2011.
works and expand mining operations.
Samarco operations benefited from strong demand that resulted
in the operation of all three pellet plants during the financial year.
Production was 11.0 million tonnes, an increase of 33 per cent from
the previous financial year.

Decreased Decreased
3.7% 47.2%
Capital expenditure 3,838 Capital expenditure 182

Metallurgical Coal Energy Coal
Hubie Van Dalsen Jimmy Wilson

President, Metallurgical Coal President, Energy Coal
Record annual sales volumes were delivered Higher export sales to emerging markets of
despite wet weather disruptions in Queensland China and India with major projects delivered
in the March 2010 quarter. ahead of schedule and budget.
Sales volumes up Export sales volumes up
10.2% 9.6%
Record annual sales volumes were offset by lower realised prices Underlying EBIT decreased 50 per cent from the corresponding
for hard coking coal, weak coking coal and thermal coal, along period to US$730 million, impacted by lower average export prices
with a weaker US dollar, resulting in a 56.4 per cent decrease that decreased earnings by a net US$459 million. Operating costs
in Underlying EBIT to US$2,053 million. were well controlled, despite impacts of a weaker US dollar and
As with iron ore, the old benchmark system was substantially inflationary pressures in Australia and South Africa.
replaced by shorter-term, market-based pricing. For the year Export sales increased in FY2010, mainly driven by the emergence
ended June 2010, 34 per cent of metallurgical coal shipments of new markets in China for our NSW (Australia) Energy Coal
were priced on a shorter-term basis. The majority of product operation and India for our South African operations.
sold in the June 2010 quarter was priced in this manner.
In June, the Newcastle Third Port Project was completed, both
Despite wet weather disruptions in Queensland in the March ahead of schedule and budget. Once ramped-up to full capacity,
2010 quarter, increased production was achieved as a result this port will increase NSW Energy Coal’s ability to service export
of improved operational and supply chain performance, markets by over 10 million tonnes per annum. We are advancing
supported by strong demand. the MAC20 Project, which will increase our saleable production
Pre-approval capital expenditure was received to accelerate by approximately 3.5 million tonnes per annum. This project
development of BHP Billiton Mitsubishi Alliance’s Caval Ridge is expected to commence operation in the first half of calendar
and Hay Point Coal Terminal Stage 3 Expansion projects. year 2011.
In May 2010, a subsidiary of PT Adaro Energy TBK acquired The Klipspruit project railed first coal in August 2009 and the
a 25 per cent interest in the IndoMet Coal Project. DMO project railed first coal in July 2010; both projects were
delivered on schedule and below budget. As part of the DMO
project, the Douglas Tavistock joint venture was dissolved,
contributing a gain to the Underlying EBIT result in the period.

Decreased Decreased
56.4% 50%
Capital expenditure 653 Capital expenditure 881

Hay Point, Australia
BHP Billiton Mitsubishi
Alliance (BMA)
BMA is Australia’s largest exporter
of seaborne metallurgical coal.
With seven Bowen Basin coal
mines under its management,
BMA is an example of BHP Billiton’s
investment in high-quality assets
that provide stable cash flows
and an enhanced capacity
to drive growth.

A disciplined
and prudent
approach Alex Vanselow
Group Executive and
Chief Financial Officer
We continued to invest in growing our Global markets have remained volatile during FY2010 and
we remain cautious on the global economy. Our financial
portfolio of tier one assets and continue discipline throughout the global financial crisis has meant
with our progressive dividend policy, that we retained a strong balance sheet, allowing us to
while maintaining a solid A credit rating continue to invest in further growth.
throughout the economic cycle. The Group’s focus on tier one, large, low-cost, long-life assets
diversified by product, geography and market contributed to
our strength during the recent periods of high global market
volatility and continues to provide scope for internal growth
investment. The capacity to generate sustainable internal
growth is a key element in our strategic goal of achieving
superior shareholder returns over the long term.
Our FY2010 net gearing ratio of 6.3 per cent was achieved
while increasing our capital and exploration expenditure.
US$4.8 billion This low gearing level also ensures we retain the flexibility
dividends declared. to look at external growth on an opportunistic basis.
Our policy of returning excess cash to shareholders after
investing in growth and maintaining the balance sheet in line
with the solid A credit rating remains intact. Dividends declared
by BHP Billiton in FY2010 represent a US$4.8 billion return
of capital to shareholders.
We have maintained our commitment to the progressive
dividend policy with our full year dividends of 87 US cents
per share being a 6.1 per cent increase on the FY2009 dividend of
82 US cents per share. In addition, our FY2010 full year dividends
have increased 24.3 per cent since the financial crisis commenced
in FY2008 (70 US cents per share), differentiating us from other
companies in our sector during this period that cut or suspended
their dividends to repair their balance sheets.
Marketing Office –
Singapore
A focus on the optimisation
and growth of our international
portfolio of low-cost, world-class
operations has positioned us to
capitalise on improved demand
during FY2010. We continue
to invest through the economic
cycle and to replenish our
growth pipeline.

Alberto Calderon
Group Executive and
Chief Commercial Officer
Our Marketing team is responsible Our marketing organisation seeks to respond to our customers’
needs and to support our operating assets. It is designed
for selling the Group’s products and around trading and marketing units, which are aligned with
for purchasing all major raw materials. the Group’s Customer Sector Groups, and our activities and
The role encompasses ownership of the people are centralised in strategic commercial centres around
the world – Singapore, The Hague in the Netherlands and
supply chain from assets to markets and Antwerp in Belgium.
raw materials from suppliers to assets. These marketing hubs incorporate all of the functions required
to manage product distribution, marketing and risk management
– from finished goods to final customer delivery. In addition
to our central hub marketing teams, we have many specialised
marketers located in regional offices close to our customers,
ensuring we meet their needs and understand the markets
in which we operate.
Marketing is focused Our market insight is enhanced by the multi-commodity nature
on supporting our assets of our business, our proximity to our customers and the ease
in their drive to operate of flow of information in our centralised marketing structure.
at full capacity. Marketing is focused on supporting our assets in their drive to
operate at full capacity and on securing the market clearing price
of the day in the sale of our products. This year saw a major step
forward in the meeting of this latter objective as international
pricing of iron ore, coking coal and manganese moved from
annual benchmark price settlements to shorter-term pricing,
much more aligned to market clearing prices. The move will
enable these markets to operate more efficiently, with pricing
reflecting true supply and demand fundamentals, and with the
most economic incremental supply capacity induced to the
market. This is aligned with the Group objective of owning
low-cost, long-life assets, operating them at full capacity
and selling products into globally integrated markets.
Marketing Office –
The Hague
Our product offering is
enhanced by BHP Billiton
Marketing’s capabilities in
trading, commercial structuring,
distribution and logistics.
Marketing teams centralised
in The Hague, Singapore and
Antwerp support our nine core
businesses and serve a wide
and dispersed customer base,
interacting with both customers
and suppliers on a daily basis.

Low-cost assets
with strong
cash generation Marcus Randolph
Group Executive and
Chief Executive Ferrous and Coal
Our strategy is to run our large, Building large iron ore and coal mines typically means building
both a mine and associated rail and port facilities that allow the
low-cost, bulk raw materials mines product to reach international markets. The initial cost of these
at capacity and to grow them integrated facilities is very high. However, once they have been
in a steady series of expansions. built, subsequent expansions are much lower in cost than the
initial construction. The key to our success in producing bulk
raw materials (iron ore, metallurgical coal and energy coal)
is low-cost assets with large resource bases that can support
steady production growth.
The bulk raw materials are relatively lower-value minerals,
where high production volumes are necessary for a mine to
reach economic scale. With each of these minerals, we are
steadily expanding production from our existing mines that
have large mineral resources, and we own all or major parts
We have expanded our of our logistics operations. The best example of this strategy
Iron Ore business to achieve in action is our Iron Ore business, where we have expanded our
10 consecutive annual integrated mine, rail and port system to achieve 10 consecutive
production records. annual production records. Large expansions are also underway
at our Metallurgical Coal mines in Australia and we are
progressing the development of a new mine in Indonesia.
Energy Coal is also being rapidly expanded in Australia.
This high-volume and high-growth strategy has been enhanced
by our marketing approach. The pricing basis for these three
products recently moved away from annually negotiated
contracts to short-term prices that move with the market.
With this change, we have also grown the market for spot sales.
This means that we expect to be able to find a willing buyer for
our product, at the market price, under all market conditions.
Due to our low production costs, we expect to be profitable even
during market downturns and this reliable access to a market for
our production is therefore an important source of value to us.
The Western Australia Iron Ore business is again a good example
of this strategy in action; despite a downturn in the steel industry
during the global financial crisis, our operations continued
to show consistent growth.
Northern Territory, Australia,

Groote Eylandt Mining
Company (GEMCO)
GEMCO is one of the world’s
leading suppliers of manganese
ore and is supported by
high-quality products, customer
focus and our Charter values.
GEMCO is set strategically close
to world markets; products
leave the port bound for
a variety of domestic and
international destinations.

Andrew Mackenzie
Group Executive and
Chief Executive Non-Ferrous
Growth plans continued to progress To retain our global leadership position in the diversified natural
resources industry, we strive to maximise the value of our assets.
at many of our non-ferrous assets A key element of our approach is optimising the opportunities
during the last financial year, presented by managing a resource basin, where the viability
supporting our focus on developing of multiple expansion options is more attractive than investing
in isolated deposits.
long-life, low-cost operations.
Reflecting this preference for developing quality assets, we
are on schedule in our expansion plans at several operations.
The growth of our mining and processing capacity at the
Antamina copper and zinc mine in northern Peru is on track,
with construction commencing during the March quarter of
this year. Although fiscal year production at Antamina has been
impacted by the mineral grade, in the longer term the expansion
will increase the asset’s ore processing capacity by 38 per cent.
A key element of our Also in South America, our Escondida operation in Chile delivered
approach is optimising the stronger production over the half year to December 2009, while
opportunities presented by the mineral grade affected production in the March quarter
managing a resource basin. of this year. Over time, Escondida has the potential to increase
processing capacity due to its extensive mining resources.
Our major expansion project at Olympic Dam in Australia
progressed in its regulatory review during FY2010. Olympic Dam,
the world’s largest uranium deposit, has the potential to exceed
the typical 60-year lifespan of an asset of its type, providing
our customers with the highest degree of security of supply.
This security is unchanged by the Australian Government’s
decision to exclude resources such as uranium from its proposed
minerals tax, and the proposed expansion of Olympic Dam
remains an important element in our vision to create long-term
value for the BHP Billiton Group.
Our potash operation in Canada was fortified in FY2010 with
the completed acquisition of Athabasca Potash Inc, providing
BHP Billiton with control of various potash exploration properties
in Saskatchewan. In other business areas, lead and silver
production levels were higher for most of the fiscal year,
as was nickel production, while aluminium production
remained generally steady compared with the previous year.
Western Australia,
Nickel West
Nickel West is a fully integrated
nickel business comprising
mines, concentrators, a smelter
and a refinery. Part of our
Stainless Steel Materials
operation, which is the world’s
fourth largest nickel producer,
Nickel West supplies various
forms of nickel to a range
of industries.

Talented,
diverse,
motivated Karen Wood
Group Executive and
Chief People Officer
We have an unwavering belief that Our Charter is the single most important means by which we
communicate who we are, what we do and what we stand for
by working in a way that is consistent as an organisation. It is through the Charter that we articulate
with our Charter, we will continue our purpose, the strategic drivers that guide us and the values
to build on our success both today we hold dear. At BHP Billiton, we are committed to our Charter
and use it to guide the way we work and the decisions we make.
and for the long term. We have an unwavering belief that by working in a way that is
consistent with our Charter, we will continue to build on our
success both today and for the long term.
The BHP Billiton Way describes the way we strive to achieve
simplicity, accountability and effectiveness. We understand that
the strongest relationships with, and between, our employees
are based on trust.
Employees by Region FY2010 Safety
Australia 38% We believe we can be a business that does not have serious
Europe 1%
North America 8% injuries, illnesses and fatalities. The only way to achieve a step
Rest of the world 4% change reduction in injuries and eliminate fatalities is through
South America 24% strong accountable leadership that will focus on identifying
South Africa 25%
hazards, implementing appropriate controls and ongoing
measurement of control effectiveness.
Our global operations comprise about 100,000 employees and
contractors, typically talented and hard-working individuals.
The team at BHP Billiton is deeply affected by any fatality and,
on behalf of the people of BHP Billiton, I extend our sympathies
to the families, friends and colleagues of the five people who
lost their lives at work in FY2010. We are working hard to
improve our performance and consider that we will only be truly
successful when no one is killed or injured in our workplace.
Identifying hazards and putting appropriate controls in place
is a fundamental aspect of our business and we will continue to
work on reducing injury frequency. We have a target of reducing
our Total Recordable Injury Frequency by 50 per cent on FY2007
to 3.7 per million hours by FY2012. In FY2010, we saw a reduction
in Total Recordable Injury Frequency to 5.3 per cent compared
with 5.6 per cent in FY2009.
Port Hedland,
Western Australia
Our Port Hedland operation
exports iron ore products
to Japan, Korea, Taiwan,
China, Europe and Australia.
The Contractor Management
Improvement Project was
endorsed in July 2009 to improve
the way the business applies
a range of standards, including
health, safety and human
resources, to its contractors.

There were positive results achieved in many of our safety
programs during the year, including taking a leadership role
in working with the Flight Safety Foundation (FSF) to raise the
standard of aviation operations supporting the worldwide
resources sector.
Leadership
Our people strategy is founded on attracting, developing and
retaining talented employees, as evidenced by our long track
record of global recruitment.
To enable all employees to embrace their responsibilities,
we require our leaders to visibly hold themselves and others
accountable for living our Company values as outlined in our
Charter; to put safety first; to make people a priority; and to
be functionally excellent and work with discipline to deliver
what we agree. Our global operations comprise
about 100,000 employees and
In operating our business, we ask leaders to work with simplicity
by focusing on the few things that will make a real difference.
contractors, typically talented
We also ask that they assume the accountabilities that come and hard-working individuals.
with their roles. In this way, we believe we will become a more
effective organisation.
The leadership styles we encourage are designed to bring
out the best in others by influencing in ways that transcend
self-interest; engaging people on an individual and personal
level; challenging assumptions; and inspiring people about
their future at BHP Billiton.
Our strategy is predicated on diversification by geography,
commodity and market. To meet that strategic imperative,
we must recruit and retain talented employees from around the
world. The composition of our Group Management Committee
illustrates our represented global diversity, with senior
executives born in Colombia, US, Brazil, South Africa,
UK and Australia.
Our workforce is predominantly male and we recognise there
is an improvement in gender balance required. During FY2011,
specific initiatives will be taken at all levels to address this issue.
Spence, Chile
The open-cut Spence mine in
the Atacama Desert produces
copper cathode and is part of
an international portfolio of Base
Metal operations. Diversity of
gender, ethnicity, skill, thought,
experience, style and language
are all important elements
of our people strategy and
are key drivers for our success.

Respecting our
environment and
communities J Michael Yeager
Group Executive and
Chief Executive Petroleum
Our Charter acknowledges that we must BHP Billiton is a significant contributor to the resources industry,
across the spectrum, and as such we have a large global
earn the trust of our communities, employees, footprint. Our operations are diversified by commodity and
customers and our many other stakeholders, geography, which means we are part of many local communities,
by consistently delivering on our commitments. as well as being a member of the international community
at the global level. We take the responsibility of managing
Ensuring the transparency of those commitments our environmental and community impact very seriously.
is also recognised as a key to our prosperity. Our Charter acknowledges that we must earn the trust of
our communities, employees, customers and our many other
stakeholders, by consistently delivering on our commitments.
Ensuring the transparency of those commitments is also
recognised as a key to our prosperity.
Climate change policy
Community Investment We are a major producer of energy-related products, such
Expenditure by Geographic
Region FY2010* as energy coal, oil, gas, liquefied natural gas and uranium.
Australia 44% Energy is also a significant input in a number of the Group’s
South America 36% mining and processing operations. As such, greenhouse
Africa 16% gas (GHG) emissions and climate change are important
North America 3%
Asia 1% considerations for our operations and markets.
We believe that effective strategies addressing climate change
Community Investment must be underpinned by policies that start the world on a path
Expenditure by Program to reduce emissions, while also recognising that addressing
Category FY2010* GHG emissions competes with economic development, poverty
Community Development 47%
Education 19%
eradication and public health as other world priorities.
Health 12% The long-term focus of policy development is now on achieving
Other 9%
Environment 5%
stabilisation of GHG emissions at appropriate levels. Our preferred
Arts/Culture 4% outcome would be a single global carbon emissions reduction
Sport/Recreation 4% solution. However, we recognise that such a global solution
is likely to be many years away and in the absence of a global
carbon solution, the principal objective of any individual country
* Both charts exclude the US$80 million contribution
to our UK-based charitable company, BHP Billiton
should be to reduce global carbon emissions by changes
Sustainable Communities. to consumption patterns in that specific country and making
investment choices that result in a low-carbon economy.
The design features that we advocate for climate change
policy are detailed in our Sustainability Report.
Indonesia
IndoMet Coal Project
Our Metallurgical Coal operation
has a demonstrated history
of research and innovation.
In FY2010, BHP Billiton sold
a 25 per cent interest in the
IndoMet Coal Project to Adaro,
a partner who shares our values
and our commitment to the
protection of the region’s
outstanding biodiversity.

Of course, setting out these design features does not resolve Charitable contributions
all of the vast range of issues that climate change presents Our voluntary community investment during FY2010 totalled
to society. It does, however, provide a broad and constructive US$200.5 million, comprising cash contributions, in-kind
framework for discussion and finding a solution. support and administration costs. This equates to one per cent
A number of governments or governmental bodies have of pre-tax profits (based on the average of the previous three
introduced or are contemplating regulatory change in response years’ pre-tax profit publicly reported in those three years)
to the impacts of climate change. These regulatory mechanisms and compares with contributions of US$197.8 million in our
may be either voluntary or legislated and may impact our previous reporting period.
operations directly, or indirectly via our customers. Inconsistency In FY2009, we established a UK-based charitable company
of regulations, particularly between developed and developing (BHP Billiton Sustainable Communities) to help us manage
countries, may also change the attractiveness of the locations our one per cent spend. We contributed US$80 million
of some of our assets. A discussion of regulatory, physical and to the charitable company in FY2010 and this is included
other risks and opportunities of climate change is included in in the Company’s total community investment.
BHP Billiton’s 2010 response to the Carbon Disclosure Project Our global Matched Giving Program enables and encourages
at . our employees to become involved with communities by
Community development supporting employees’ fund-raising and donation efforts.
Across our businesses, our goal is to minimise negative social Employee contributions benefited more than 1,200 not-for-profit
impacts and maximise the opportunities that the Company’s organisations, which received US$5.4 million from the Group
presence brings to each community in which we operate. as part of our Matched Giving Program.
Our approach with any new project is to start by identifying Community programs
the landowners, occupiers and users who may be affected Our businesses administer their local community programs
by the project activities. Throughout the life of all projects, in different ways: some manage the programs directly through
we aim to continue listening to people’s aspirations and the asset’s community relations department, and others have
concerns, respecting their rights and enhancing their established corporate community foundations.
quality of life.
The major foundations our businesses support are Fundación
We measure the effectiveness of our investment in community Minera Escondida (Chile), the Antamina Mining Fund (Peru),
programs using a formal planning process, with community San Isidro Foundation (Colombia) and Mozal Community
development plans being a requirement of all BHP Billiton Development Trust (Mozambique).
operations. These plans will assess education, health and
environment qualify-of-life indicators and require reporting every
three years against a baseline study. Our community investment
is driven by our desire to ensure we make a positive contribution
and improve the quality of life of the people in these communities.
Port Hedland,
Western Australia
We believe we are successful
in creating value when the
communities in which we operate
value our citizenship. In Port
Hedland, BHP Billiton seeks to
enhance Indigenous educational
opportunities through a
partnership with the Graham
(Polly) Farmer Foundation.

Board of Directors
Jacques Nasser Marius Kloppers

AO, BBus, Hon DT, 62 BE (Chem), MBA, PhD (Materials Science), 48
Chairman and independent non-executive Director Chief Executive Officer and executive Director
Chairman of the Nomination Committee
Director of BHP Billiton Limited and BHP Billiton Plc since January
Director of BHP Billiton Limited and BHP Billiton Plc since 2006. Mr Kloppers was appointed Chief Executive Officer on
6 June 2006. Appointed Chairman of BHP Billiton Limited 1 October 2007. He was appointed Group President Non-Ferrous
and BHP Billiton Plc from 31 March 2010. Mr Nasser is retiring Materials and executive Director in January 2006 and was previously
and standing for re-election in 2010. Chief Commercial Officer. Mr Kloppers was elected in 2006 and last
re-elected in 2009.
Following a 33-year career with Ford in various leadership
positions in Europe, Australia, Asia, South America and the US, Marius Kloppers has extensive knowledge of the mining industry
Jacques Nasser served as a member of the Board of Directors and and of BHP Billiton’s operations. Active in the mining and resources
as President and Chief Executive Officer of Ford Motor Company industry since 1993, he was appointed Chief Commercial Officer in
from 1998 to 2001. He has more than 30 years’ experience December 2003. He was previously Chief Marketing Officer, Group
in large-scale global businesses. He is currently a non-executive Executive of Billiton Plc, Chief Executive of Samancor Manganese
director of British Sky Broadcasting Group plc and a non-executive and held various positions at Billiton Aluminium, including Chief
advisory partner of One Equity Partners ‘JPMorgan Chase & Co’s Operating Officer and General Manager of Hillside Aluminium.
Private Equity Business’.
Alan Boeckmann Malcolm Broomhead

BE (Electrical Eng), 62 MBA, BE, FIE(Aus), FAusIMM, FAIM, MICE (UK), FAICD, 58
Independent non-executive Director Independent non-executive Director
Member of the Remuneration Committee Member of the Sustainability Committee
Appointed a Director of BHP Billiton Limited and BHP Billiton Plc Appointed a Director of BHP Billiton Limited and BHP Billiton Plc
in September 2008. Mr Boeckmann was elected at the 2008 Annual with effect from 31 March 2010 and will stand for election at the
General Meetings. 2010 Annual General Meetings.
Alan Boeckmann is currently Chairman and Chief Executive Officer Malcolm Broomhead was Managing Director and Chief Executive
of Fluor Corporation, USA, having originally joined Fluor in 1974. Officer of Orica Limited from 2001 until September 2005, where
Mr Boeckmann has extensive experience in running large-scale he oversaw a strongly performing global business that controlled
international industrial companies and experience in the oil and interests in more than 45 countries. Prior to joining Orica,
gas industry. He has global experience in engineering, procurement, Mr Broomhead held a number of senior positions at North Limited,
construction, maintenance and project management across a range including Managing Director and Chief Executive Officer and prior
of industries, including resources and petroleum. to that, held senior management positions with Halcrow (UK),
MIM Holdings, Peko Wallsend and Industrial Equity. Mr Broomhead
has extensive experience in running industrial and mining companies
with a global footprint and broad global experience in project
development in many of the countries in which BHP Billiton
operates. Malcolm Broomhead is currently non-executive
Chairman of Asciano Limited and a non-executive director
of Coates Group Holdings Pty Ltd.

John Buchanan Carlos Cordeiro
BSc, MSc (Hons 1), PhD, 67 AB, MBA, 54
Senior Independent Director, BHP Billiton Plc Independent non-executive Director
Chairman of the Remuneration Committee Member of the Remuneration Committee
Member of the Nomination Committee
Director of BHP Billiton Limited and BHP Billiton Plc since February
Director of BHP Billiton Limited and BHP Billiton Plc since February 2005. Mr Cordeiro was last re-elected in 2009.
2003. Dr Buchanan has been designated as the Senior Independent
Carlos Cordeiro brings to the Board more than 30 years’ experience
Director of BHP Billiton Plc since his appointment. He was last
in providing strategic and financial advice to corporations, financial
re-elected in 2008 and is retiring and standing for re-election in 2010.
institutions and governments around the world. He was previously
Educated at Auckland, Oxford and Harvard, John Buchanan has Partner and Managing Director of Goldman Sachs Group Inc. He is
broad international business experience gained in large and a non-executive advisory director of The Goldman Sachs Group Inc
complex international businesses. He has substantial experience and non-executive Vice Chairman of Goldman Sachs (Asia).
in the petroleum industry and knowledge of the international
investor community. He has held various leadership roles in strategic,
financial, operational and marketing positions, including executive
experience in different countries. He is a former executive director
and Group Chief Financial Officer of BP, serving on the BP Board
for six years. John Buchanan is currently Chairman of Smith &
Nephew Plc, Chairman of the International Chamber of Commerce
(UK) and Senior Independent Director and Deputy Chairman
of Vodafone Group Plc.
David Crawford Carolyn Hewson

AO, BComm, LLB, FCA, FCPA, FAICD, 66 AO, BEc (Hons), MA (Econ), FAICD, 55
Chairman of the Risk and Audit Committee Member of the Risk and Audit Committee
Director of BHP Limited since May 1994. Director of Appointed a Director of BHP Billiton Limited and BHP Billiton Plc
BHP Billiton Limited and BHP Billiton Plc since June 2001. with effect from 31 March 2010 and will stand for election at the
Mr Crawford was last re-elected in 2009 and, in accordance with 2010 Annual General Meetings.
the Group’s policy described under ‘Tenure’ in section 5.3.5 of the
Carolyn Hewson is a former investment banker and has over 25 years’
Annual Report, is retiring and standing for re-election in 2010.
experience in the finance sector. Ms Hewson was previously an
David Crawford has extensive experience in risk management executive director of Schroders Australia Limited and has extensive
and business reorganisation. He has acted as a consultant, financial markets, risk management and investment management
scheme manager, receiver and manager and liquidator to very expertise. Carolyn Hewson is a non-executive director of Stockland
large and complex groups of companies. He was previously Corporation Limited, Westpac Banking Corporation, BT Investment
Australian National Chairman of KPMG, Chartered Accountants. Management Limited and previously served as a director
The Board has nominated Mr Crawford as the ‘audit committee on the boards of AMP Limited, CSR Limited, AGL Energy Limited,
financial expert’ for the purposes of the US Securities and Exchange the Australian Gas Light Company, South Australia Water and the
Commission Rules and is satisfied that he has recent and relevant Economic Development Board of South Australia. She has current
financial experience for the purposes of the UK Financial Services board or advisory roles with Nanosonics Limited, the Australian
Authority’s Disclosure and Transparency Rules and the UK Corporate Charities Fund and the Neurosurgical Research Foundation.
Governance Code. He is Chairman of Lend Lease Corporation Limited
and of Foster’s Group Limited.

Wayne Murdy Keith Rumble
BSc (Business Administration), CPA, 66 BSc, MSc (Geology), 56
Member of the Risk and Audit Committee Member of the Sustainability Committee
Director of BHP Billiton Limited and BHP Billiton Plc since Appointed a Director of BHP Billiton Limited and BHP Billiton Plc in
18 June 2009. Mr Murdy was elected in 2009. September 2008. Mr Rumble was elected at the 2008 Annual General
Meetings and will retire and stand for re-election in 2010.
Wayne Murdy served as the Chief Executive Officer of Newmont
Mining Corporation from January 2001 to June 2007 and Chairman Keith Rumble was previously Chief Executive Officer of SUN Mining,
of Newmont from January 2002 to December 2007. His background a wholly owned entity of the SUN Group, a principal investor and
is in finance and accounting where he gained comprehensive private equity fund manager in Russia, India and other emerging
experience in the financial management of mining, oil and gas and transforming markets. He has over 30 years’ experience in
companies during his career with Getty Oil, Apache Corporation the resources industry, specifically in titanium and platinum mining,
and Newmont. Wayne Murdy is also a former Chairman of the and is a former Chief Executive Officer of Impala Platinum (Pty) Ltd
International Council on Mining and Metals, a former director and former Chief Executive Officer of Rio Tinto Iron and Titanium Inc.
of the US National Mining Association and a former member of He began his career at Richards Bay Minerals in 1980 and held
the Manufacturing Council of the US Department of Commerce. various management positions before becoming Chief Executive
He is a non-executive director of Weyerhaeuser Company and Officer in 1996. Keith Rumble is a non-executive director of
of Qwest Communications International Inc. The Aveng Group.
John Schubert Jane McAloon

BCh Eng, PhD (Chem Eng), FIEAust, FTSE, 67 BEc (Hons), LLB, GDipGov, FCIS, 46
Independent non-executive Director Group Company Secretary
Chairman of the Sustainability Committee
Jane McAloon was appointed Group Company Secretary in July 2007
Member of the Remuneration Committee
and joined the BHP Billiton Group in September 2006 as Company
Member of the Nomination Committee
Secretary for BHP Billiton Limited.
Director of BHP Limited since June 2000 and a Director
Prior to joining BHP Billiton, Jane McAloon held the position of
of BHP Billiton Limited and BHP Billiton Plc since June 2001.
Company Secretary and Group Manager External and Regulatory
Dr Schubert was last re-elected in 2008 and in accordance with
Services in the Australian Gas Light Company. She previously held
the Group’s policy described under ‘Tenure’ in section 5.3.5 of
various Australian State and Commonwealth government positions,
the Annual Report, is retiring and standing for re-election in 2010.
including Director General of the NSW Ministry of Energy and Utilities
John Schubert has considerable experience in the international and Deputy Director General for the NSW Cabinet Office, as well
oil industry, including at Chief Executive Officer level. He has as working in private legal practice. She is a Fellow of the Institute
had executive mining and financial responsibilities and was of Chartered Secretaries.
Chief Executive Officer of Pioneer International Limited for
six years, where he operated in the building materials industry
in 16 countries. He has experience in mergers, acquisitions and
divestments, project analysis and management. He was previously
Chairman and Managing Director of Esso Australia Limited
and President of the Business Council of Australia. John Schubert
is a non-executive director of Qantas Airways Limited.

Group Management
Committee
Marcus Randolph
BSc, MBA, 54
The role of the Group Management Committee (GMC)
is to provide advice to the Chief Executive Officer on Group Executive and Chief Executive Ferrous and Coal
Member of the Group Management Committee
matters that are strategic and long term in nature,
or have the potential to significantly impact the Group’s Marcus Randolph was previously Chief Organisation
Development Officer, President Diamonds and Specialty Products,
performance and reputation. The GMC is the senior
Chief Development Officer Minerals and Chief Strategic Officer
management team at BHP Billiton. Minerals for BHP Billiton. His prior career includes Chief Executive
Officer, First Dynasty Mines, Mining and Minerals Executive,
Rio Tinto plc, Director of Acquisitions and Strategy, Kennecott Inc,
General Manager Corporación Minera Nor Peru, Asarco Inc,
and various mine operating positions in the US with Asarco Inc.
He has been in his current position as Chief Executive Ferrous
and Coal since July 2007.
Alex Vanselow
Marius Kloppers
BComm, Wharton AMP, 48
BE (Chem), MBA, PhD (Materials Science), 48
Group Executive and Chief Financial Officer
Chief Executive Officer and executive Director
Member of the Group Management Committee and Chairman of the
Chairman of the Group Management Committee
Investment Committee and Financial Risk Management Committee
Marius Kloppers has been active in the mining and resources
Alex Vanselow joined the Group in 1989 and was appointed
industry since 1993 and was appointed Chief Executive Officer
Chief Financial Officer in March 2006. He was previously President
in October 2007. He was previously Chief Commercial Officer,
Aluminium, Chief Financial Officer of Aluminium, Vice President
Chief Marketing Officer, Group Executive of Billiton Plc,
Finance and Chief Financial Officer of Orinoco Iron CA, and Manager
Chief Executive of Samancor Manganese and held various
Accounting and Control BHP Iron Ore. His prior career was with
positions at Billiton Aluminium, among them Chief Operating
Arthur Andersen.
Officer and General Manager of Hillside Aluminium.
Karen Wood
Alberto Calderon
BEd, LLB (Hons), 54
PhD Econ, M Phil Econ, JD Law, BA Econ, 50
Group Executive and Chief People Officer
Group Executive and Chief Commercial Officer
Member of the Group Management Committee and
Chairman of the Global Ethics Advisory Panel
Alberto Calderon joined the Group as President Diamonds and
Karen Wood’s previous positions with BHP Billiton were Chief
Specialty Products in February 2006 and was appointed to his
Governance Officer, Group Company Secretary and Special Adviser
current position as Chief Commercial Officer in July 2007. Prior to
and Head of Group Secretariat. She is a member of the Takeovers
this, he was Chief Executive Officer of Cerrejón Coal Company and
Panel (Australia), a Fellow of the Institute of Chartered Secretaries
President of the oil company Ecopetrol. In the early 1990s, he was
and a member of the Law Council of Australia and the Law Institute
President of the Power Company of Bogotá and held various senior
of Victoria. Before joining BHP Billiton, she was General Counsel
roles in investment banking and in the Colombian Government.
and Company Secretary for Bonlac Foods Limited. She has been
in her current position as Chief People Officer since July 2007.
Andrew Mackenzie
BSc (Geology), PhD (Chemistry), 53
J Michael Yeager
Group Executive and Chief Executive Non-Ferrous BSc, MSc, 57
Group Executive and Chief Executive Petroleum
Andrew Mackenzie joined BHP Billiton in November 2008 in his Member of the Group Management Committee
current position as Chief Executive Non-Ferrous. His prior career
Mike Yeager joined the Group in April 2006 as Chief Executive
included time with Rio Tinto, where he was Chief Executive of
Petroleum after 25 years with Mobil and later ExxonMobil.
Diamonds and Minerals, and with BP, where he held a number
He was previously Vice President, ExxonMobil Development
of senior roles, including Group Vice President for Technology
Company, and held the roles of Senior Vice President, Imperial
and Engineering and Group Vice President for Chemicals.
Oil Ltd and Chief Executive Officer, Imperial Oil Resources,
He is a non-executive director of Centrica plc.
Vice President Africa, ExxonMobil Production Company,
Vice President Europe, ExxonMobil Production Company
and President, Mobil Exploration and Production in the US.

Corporate Governance
Summary
Governance at BHP Billiton
We are committed to the highest level of governance and strive to foster a culture that values and rewards exemplary ethical
standards, personal and corporate integrity and respect for others. The Board governs the Group consistent with our long stated
business strategy and commitment to a transparent and high-quality governance system.
Our approach to governance is predicated on the belief that there is a link between high-quality governance and the creation
of long-term shareholder value. It is our view that governance is not just a matter for the Board; a good governance culture
must be fostered throughout the organisation.
The past year saw significant commentary on the governance practices of companies generally, including revision of the UK Corporate
Governance Code and the Australian Securities Exchange’s Corporate Governance Principles and Recommendations. Key themes
emerged, such as the effective composition of the Board (including diversity and ensuring an appropriate blend of skills and experience),
the role of the Chairman and the non-executive Directors, the time commitment expected of non-executive Directors, the alignment
of executive remuneration with shareholder interests and the role of the Board in reviewing risk management governance. BHP Billiton
has the benefit of robust governance practices that already address many of the key changes. The Board has, for many years through
its succession process, focused on ensuring it has the appropriate mix of skills and experience to effectively carry out its duties.
However, governance is an ongoing process and we maintain focus on continuous improvement.
Our governance assurance
The diagram below highlights key aspects of our governance assurance structures and processes.
BHP Billiton Governance Structure

Board
Accountability
Delegation
Risk & Audit Sustainability Nomination Remuneration

Committee Committee Committee Committee
External Auditor
Group Audit Services Chief Executive Officer

(Includes internal audit,
Health, Safety,
Environment &
Assurance
Management Governance and Assurance

Community audit)
Group Management Committee
Peer Review Management Committees
Major Projects Financial Risk Management Group Level
Business Group Risk & Audit Documents
Ore/Oil/Gas Investment
Global Ethics Advisory
Reserves Review
Disclosure
Key Board changes during the year Directors, Malcolm Broomhead and Carolyn Hewson, were
A key activity during the year was Board succession planning and appointed to the Board from 31 March 2010. Non-executive
renewal. The Board believes that orderly succession and renewal Directors who retired during the year were David Morgan,
is in the best interests of the Group. In August 2009, the Board David Jenkins, Paul Anderson and Gail de Planque. The Board
announced that Jacques Nasser would succeed Don Argus continues with its succession planning process for the role
as Chairman and Mr Nasser subsequently assumed the role of Chairman of the Risk and Audit Committee and expects
of Chairman on 31 March 2010. Two new non-executive to make an announcement later in FY2011.

Skills and experience of the Directors Board review
The Board considers that the executive and non-executive The Board is committed to transparency in determining Board
Directors together have the range of skills, knowledge and membership and in assessing the performance of Directors.
experience necessary to enable them to effectively govern the The Board assesses its performance through a combination
business. The non-executive Directors contribute international of internal peer review and externally facilitated evaluation.
and operational experience; understanding of the sectors Contemporary performance measures are considered an
in which we operate; knowledge of world capital markets important part of this process. The Board conducts regular
and an understanding of the health, safety, environmental evaluations of its performance, its committees, the Chairman,
and community challenges that we face. The executive individual Directors and the governance processes that support
Director brings additional perspectives to the Board’s work Board work. The evaluation of the Board’s performance is
through a deep understanding of the Group’s business. conducted by focusing on individual Directors in one year and
The key skills and experience collectively demonstrated the Board as a whole in the following year. In addition, the Board
on the Board are: conducts evaluations of the performance of Directors retiring
and seeking re-election and uses the results of the evaluation
Skills and experience Board when considering the re-election of Directors. The Board review
Managing and leading 10 Directors process is represented in the diagram below.
Global experience 11 Directors Risk management
Governance 11 Directors We believe that the identification and management of risk
is central to achieving the corporate objective of delivering
Strategy 11 Directors
long-term value to shareholders. Each year, the Board reviews
Financial acumen 11 Directors and considers the risk profile for the whole business. This risk
Capital projects 9 Directors profile covers both operational and strategic risks. The Board
Health, safety and environment 10 Directors has delegated the oversight of risk management to the Risk
Remuneration 11 Directors and Audit Committee. In addition, the Board specifically requires
the CEO to implement a system of control for identifying and
Mining 5 Directors
managing risk. The Directors, through the Risk and Audit
Oil and Gas 5 Directors Committee, review the systems that have been established
Marketing 9 Directors for this purpose and regularly review their effectiveness.
Public policy 10 Directors Market disclosure
Total Directors 11 Directors We are committed to maintaining the highest standards of
disclosure ensuring that all investors and potential investors
In addition, the Board considers that the development of Group have the same access to high-quality, relevant information
and industry knowledge is a continuous and ongoing process. in an accessible and timely manner to assist them in making
Structured opportunities are provided to regularly update informed decisions. A Disclosure Committee manages our
Directors on latest industry and Group developments (such compliance with the market disclosure obligations and is
as business briefings, development sessions, visits to key responsible for implementing reporting processes and controls
sites and addresses by external speakers). and setting guidelines for the release of information. Copies
of announcements are available at www.bhpbilliton.com.
Board Review
Year Two – internally

Whole Board Update
or externally
review development plans
facilitated review
Each year:
Review Directors
seeking election
Year One – internally

Incorporate Individual Director review
feedback and committee review or externally
facilitated review

Remuneration
Summary
Summary of highlights for FY2010

Details in regard to remuneration during the 2010 financial year are provided in the Remuneration Report in section 6 of our
Annual Report. Key highlights include the following:
>>The Long Term Incentive Plan (LTIP) for the members of the Group Management Committee (GMC) has been reviewed by the
Remuneration Committee, and a number of improvements are proposed to reflect BHP Billiton’s prevailing portfolio and strategy
and to strengthen the alignment of participants with the creation of sustainable shareholder value. The performance hurdle
will continue to be based on relative Total Shareholder Return (TSR) over a five-year performance period, but will also include
a component based on TSR relative to a broader market index, an increase in the averaging period for TSR (to reduce the impact
of any market fluctuations) and some vesting for median performance. The revised LTIP rules are subject to approval at the
2010 Annual General Meetings.
>>The Remuneration Committee has also reviewed the minimum shareholding requirements for members of the GMC to strengthen
alignment with shareholders. The requirements have been increased to 300 per cent of gross base salary for the Group CEO and
200 per cent of gross base salary for the other GMC members.
>>The Group’s TSR performance under the LTIP over the five years to 30 June 2010 was assessed by the independent adviser to
the Remuneration Committee. This has led to full vesting of these performance shares for participants, including the members
of the GMC. Further details of this performance are provided below in the section headed Link between shareholder wealth
and GMC remuneration.
>>Fees for non-executive Directors are reviewed annually. It was determined that no increase to fees would apply for FY2010. Fees for
non-executive Directors for FY2011 were reviewed in July/August 2010 and benchmarked against peer companies with the assistance
of external advisers. The new fee structure is set out in the Remuneration Report.
This year’s Remuneration Report includes an expanded description of how executive remuneration is determined annually by the
Remuneration Committee and Board. These voluntary disclosures are designed to provide a complementary ‘shareholder friendly’
view of remuneration in addition to the statutory and accounting view of remuneration. This year’s Report also includes new
sections covering how our approach to remuneration aligns with the Group’s strategic drivers and risk management.
Link between the financial performance Link between shareholder wealth and GMC remuneration
of the Group and GMC remuneration The graph below shows the Group’s TSR performance over the
The graph below shows the correlation between short-term past five years, which determines outcomes under the LTIP for
incentive (STI) rewards and a key measure of the Group’s the members of the GMC. The graph shows how BHP Billiton
financial performance and demonstrates the success of our outperformed the median of the LTIP comparator group over
remuneration strategy in aligning executive rewards with the the period from 1 July 2005 to 30 June 2010 by 74.1 per cent,
success of the Group. Non-financial measures of performance, adding US$59.2 billion of shareholder value to our market
including health, safety, environment and community, also play capitalisation over and above performance in line with the
a key role in determining GMC incentives, as described in the median of the comparators. This has led to full vesting of
Remuneration Report. the 2005 LTIP awards (including those for GMC) as detailed
in the Remuneration Report.
Average STI rewards for GMC members vs Profit Attributable
to Shareholders (excluding exceptional items) BHP Billiton vs Index TSR performance over the 2005 LTIP cycle
16 100 300
BHP Billiton Index + 5.5% p.a. Index (median)
90
14
250
80
excluding exceptional items (US$B)
12
(as % of maximum award)
70
TSR % since 1 July 2006
Average STI rewards
200
Profit attributable –
10 60 187.7%
TSR
8 50 150
144.3%
40 TSR
6 113.6%
100 TSR
30
4
20
50
2 10
0 0 0
2006
2007
2008
2009
2010
June 06 June 07 June 08 June 09 June 10

Year ended 30 June
Profit attributable to shareholders (excluding exceptional items)
Average STI rewards for GMC members

Remuneration for the Group Chief Executive Officer
The following tables show details of remuneration provided to the Group Chief Executive Officer (CEO), Mr Marius Kloppers.
Base salary
Base salary is reviewed annually, with changes generally effective each September. Mr Kloppers did not receive an increase in base
salary in September 2009.
1 September 2008 1 October 2008 (1) % change 1 September 2009 % change
1,979,500 2,038,885 3.0 2,038,885 0.0
(1)
Base salary for Mr Kloppers was increased by three per cent in October 2008, to US$2,038,885. This increase was an amount that the Board held back
in relation to Mr Kloppers’ appointment as CEO in October 2007. The Board decided to review the application of that amount after he had served one
year in office, subject to performance, and it was subsequently provided from October 2008.
At risk rewards – short-term and long-term incentives
The following table shows the amount of at risk remuneration provided to the CEO by the Board as short-term and long-term
incentives (STI and LTI):
>>FY2010 STI rewards were assessed by the Board in August 2010 as a result of Group, business and the CEO’s individual performance
against scorecard objectives. The cash STI reward was provided in September 2010 and a matching grant of Deferred Shares and/or
Options will be allocated in December 2010 (scheduled to vest in August 2012) subject to shareholder approval. The average annual
STI reward for all GMC members over the last five years is graphed on the previous page.
>>LTI awards in the form of Performance Shares were allocated in December 2009, but will not provide any value to the CEO until
at least August 2014, dependent on the relative five-year TSR performance hurdle being achieved over the period from 1 July 2009
to 30 June 2014. FY2011 awards are yet to be determined, and approval for an allocation of Performance Shares for the CEO will
be sought from shareholders at the 2010 Annual General Meetings, with the actual award provided notified to shareholders when
granted in December 2010.
Short-term incentives Long-term incentives
Number of Number of %
% of % of % Performance Dec 2008 % of Performance Dec 2009 % of change in
Total STI max FY2010 max change Shares Expected max Dec Shares Dec Expected max Dec Expected
FY2009 FY2009 (1) Total FY2010 (1) in value Dec 2008 Value (2) 2008 (3) 2009 value (2) 2009 (3) Value
3,465,452 53.1 4,661,054 71.4 34.5 500,000 2,756,985 67.6 250,000 2,864,636 70.3 3.9
(1)
A target cash award of 80 per cent of base salary was set by the Remuneration Committee, with a maximum cash award of 160 per cent of base salary for
exceptional performance against all scorecard measures. More detail regarding the CEO’s performance against FY2010 key performance indicators is included
in the Remuneration Report. In light of the five fatalities of BHP Billiton employees during the year, the CEO proposed to the Remuneration Committee that
his outcome in relation to health, safety, environment and community (HSEC) be reduced to zero per cent. This proposal was accepted by the committee and
is included in the STI outcome shown above.
(2)
The Expected Value of the LTI awards, as calculated by Kepler Associates, takes the performance hurdle into account along with other factors as described
in the Remuneration Report. The Expected Value is used to represent the forecast remuneration outcomes from the LTIP for the GMC members.
(3)
The maximum award for all GMC members is 200 per cent of base salary at the Expected Value.
Remuneration for non-executive Directors
The following table shows fees earned by non-executive Directors over the period 1 July 2009 to 30 June 2010.
Superannuation
Committee Committee Travel and and Retirement
Name Year Fees Chair fees membership fees other benefits (1) benefits (2) Total
Paul Anderson (3) 2010 81,667 – 11,667 56,907 – 150,241
Don Argus (3) 2010 748,441 – – 80,215 1,822,300 2,650,956
Alan Boeckmann 2010 140,000 – 20,000 74,296 – 234,296
Malcolm Broomhead (3) 2010 35,376 – 5,054 – 2,131 42,561
John Buchanan 2010 170,000 35,000 – 69,327 – 274,327
Carlos Cordeiro 2010 140,000 – 20,000 89,000 – 249,000
David Crawford 2010 140,000 50,000 – 67,410 9,952 267,362
E Gail de Planque (3) 2010 81,667 – 23,333 59,000 – 164,000
Carolyn Hewson (3) 2010 35,376 – 6,317 – 2,198 43,891
David Jenkins (3) 2010 57,641 – 18,250 22,714 323,101 421,706
David Morgan (3) 2010 58,333 – 10,417 31,856 3,639 104,245
Wayne Murdy 2010 140,000 – 25,000 105,932 – 270,932
Jacques Nasser (4) 2010 357,312 – 18,683 89,856 – 465,851
Keith Rumble 2010 140,000 – 20,000 98,879 – 258,879
John Schubert 2010 140,000 35,000 5,430 45,000 9,430 234,860
(1)
Travel and other benefits include travel allowances, professional fees and reimbursements of the cost of travel, accommodation and subsistence for the
Director and, where applicable, their spouse. At the time that Don Argus retired from BHP Billiton he was provided with a painting with an approximate
value of A$18,000. This amount is not included in the table.
(2)
BHP Billiton Limited makes superannuation contributions of nine per cent of fees paid in accordance with Australian superannuation legislation. Don Argus
and David Jenkins retired during FY2010 and received retirement benefits in relation to the now-closed Retirement Plan as described in the Remuneration Report.
(3)
FY2010 remuneration for Paul Anderson, Don Argus, Malcolm Broomhead, E Gail de Planque, Carolyn Hewson, David Jenkins and David Morgan relates to
part of that year only, as they retired from, or joined, BHP Billiton Ltd and BHP Billiton Plc during the year. Details of their dates of retirement or appointment
are set out in the Remuneration Report.
(4)
Annual remuneration for Jacques Nasser relates to part of the year as non-executive Director (to 30 March 2010) and part of the year as Chairman
(from 31 March 2010). The current Chairman’s remuneration is the same as that of the former Chairman.

Shareholder
information
Shareholders from the above-mentioned locations who do
not provide their direct credit details and shareholders with
Annual General Meetings
registered addresses outside Australia, UK, New Zealand
BHP Billiton Plc – Thursday, 21 October 2010 at 11.00am
and US will receive dividend payments by way of a cheque
The Queen Elizabeth II Conference Centre, Broad Sanctuary,
in Australian dollars.
Westminster, London, UK.
BHP Billiton Plc shareholders may have their cash dividends paid
BHP Billiton Limited – Tuesday, 16 November 2010 at 10.30am
directly into a bank or building society by completing a dividend
Perth Convention Exhibition Centre, 21 Mounts Bay Road,
mandate form, which is available from the BHP Billiton Share
Perth, Australia.
Registrar in the UK or South Africa.
Change of shareholder details and enquiries
Shareholders may contact the appropriate office of the
Stock exchange listings
BHP Billiton Limited has a primary listing on the Australian
BHP Billiton Share Registrar or Transfer Office on any matter
Securities Exchange (ASX) in Australia. BHP Billiton Plc has a
relating to their shares or American Depositary Receipt holdings.
premium listing on the UK Listing Authority’s Official List and
Dividend policy and payments its ordinary shares are admitted to trading on the London Stock
We have a progressive dividend policy that seeks to steadily Exchange (LSE). BHP Billiton Plc also has a secondary listing
increase or at least to maintain the dividend in US dollars at on the Johannesburg Stock Exchange (JSE) in South Africa.
each half yearly payment provided that we generate sufficient In addition, BHP Billiton Limited and BHP Billiton Plc are listed
profit and cash flow to do so. on the New York Stock Exchange (NYSE) in the US. Trading on
We declare our dividends and other distributions in US dollars the NYSE is via American Depositary Shares.
as it is our main functional currency. BHP Billiton Limited pays its Key dates for shareholders
dividends in Australian dollars, UK pounds sterling, New Zealand The following table sets out future dates in the next financial
dollars or US dollars, depending on the country of residence of and calendar year of interest to our shareholders. If there are
the shareholder. BHP Billiton Plc pays its dividends in UK pounds any changes to these dates, all relevant stock exchanges will
sterling to shareholders registered on its principal register in be notified.
the UK and in South African rand to shareholders registered
on its branch register in South Africa. If shareholders on the Date Events
UK register wish to receive dividends in US dollars they must
30 September 2010 Final Dividend Payment Date
complete an appropriate election form and return it to the
BHP Billiton Share Registrar no later than close of business 21 October 2010 BHP Billiton Plc
on the Dividend Record Date. Annual General Meeting in London
BHP Billiton Limited shareholders may have their cash dividends 16 November 2010 BHP Billiton Limited
paid directly into a nominated bank, building society or credit Annual General Meeting in Perth
union, depending on the shareholder’s country of residence 16 February 2011 Interim Results Announced
as shown below.
11 March 2011 Interim Dividend Record Date
Country where shareholder 31 March 2011 Interim Dividend Payment Date
is resident Financial institution
24 August 2011 Annual Results Announced
Australia Bank, building society, credit union
UK Bank, building society
New Zealand Bank
US Bank
Visit www.bhpbilliton.com for up-to-date Group and shareholder information, including:

Online shareholder services Receive your reports electronically
>>check your holding The BHP Billiton Group produces an Annual Report,
>>vote online a Summary Review and a Sustainability Report,
which are posted on the internet. Shareholders are
>>update direct credit details
encouraged to visit www.bhpbilliton.com to inspect
>>create your own virtual portfolio the electronic versions of these publications and
>>register to receive electronic shareholder communications provide feedback to the Company.
Annual, financial, production and sustainability reports
News and presentations
Company overview
Governance information
Subscribe to receive news sent directly to your email address

Development
aluminium smelter
36–40% 25 South
Africa
Richards Bay
Minerals
port facilities
Directory
Energy Coal
(a)

Ref Country Office Location Business Area 48 46 Melbourne VIC 3001 Facsimile +44 870 703 6076 Telephone +64 9 488 8777
Marketing +61 3 9415 4020 (outside Australia)
Email enquiries:
Marketing 59 BHP Billiton Plc Branch Register 2 North LaSalle Street
43 Australia Newcastle Marketing 22 55 Computershare Investor Services Postal Address – PO Box 0289
62 2
Project Hub
1
49 Chile Santiago Base Metals Head Office 53
Aluminium
Base Metals 19 29 5
47 6 18
20 7 28 34 35
6249 BHPB Summary Review 2010 Cover.indd 2 20/9/10 1:43:27 PM

In this
Summary Review
People and Safety

See page 26

See page 36
Corporate Directory
Our strategy
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Australia.

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In this

Chairman’s Review – Environment and Communities

Customer Sector Groups Group Management Committee

6249 BHPB Summary Review 2010 Cover.indd 1 13/9/10 10:54:34 AM

Share Registrars and Transfer Offices

6249 BHPB Summary Review 2010 Cover.indd 2 13/9/10 10:54:34 AM

Share Registrars and Transfer Offices

6249 BHPB Summary Review 2010 Cover.indd 2 13/9/10 10:54:34 AM

Chairman’s Review – Environment and Communities

Customer Sector Groups Group Management Committee

6249 BHPB Summary Review 2010 Cover.indd 1 13/9/10 10:54:34 AM

BHP Billiton SUMMARY review 2010 | 1

US$ million 2010 2009 2008 2007 2006

2 | BHP Billiton SUMMARY review 2010

billion US 10,000 billion

10,000 billion 6,000

billion $165.6 million*

Relative share price performance index – five year

BHP Billiton SUMMARY review 2010 | 3

New Brunswick, Canada, and our intention is to establish

4 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 5

6 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 7

8 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 9

10 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 11

12 | BHP Billiton SUMMARY review 2010

J Michael Yeager Jon Dudas

Production volumes up Expanding alumina capacity by

14.9% 2.6 mtpa

Underlying EBIT Underlying EBIT

BHP Billiton SUMMARY review 2010 | 13

Peter Beaven Dean Dalla Valle

Underlying EBIT up In the final quarter of FY2010,

Underlying EBIT Uranium’s financial results are included in the

14 | BHP Billiton SUMMARY review 2010

Graham Kerr Glenn Kellow

An increase of Average London Metal Exchange

in Underlying EBIT over the 46%

Underlying EBIT Underlying EBIT

BHP Billiton SUMMARY review 2010 | 15

Ian Ashby Tom Schutte

10th Capacity at Groote Eylandt

Underlying EBIT Underlying EBIT

16 | BHP Billiton SUMMARY review 2010

Hubie Van Dalsen Jimmy Wilson

Sales volumes up Export sales volumes up

Underlying EBIT Underlying EBIT

BHP Billiton SUMMARY review 2010 | 17

BHP Billiton SUMMARY review 2010 | 19

20 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 21

Northern Territory, Australia,

22 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 23

24 | BHP Billiton SUMMARY review 2010

BHP Billiton SUMMARY review 2010 | 25