2021 Highlights – Extracts from the 2021 Annual & Sustainability Report

Performance Summary

At OZ Minerals we strive to be modern. We’re guided by our Purpose, Going beyond what’s possible to make lives better. 2021 saw us further advance our growth strategy and strengthen our cultural foundations to support our aspirations in 2022 and beyond.

Snapshot
2021

Full Year Financial Results Summary

	2021 $m	2020 $m
Group revenue	2,095.8	1,342.0
EBITDA	1,162.4	606.3
Net depreciation	(366.7)	(283.4)
EBIT	795.7	322.9
Net finance expense	(39.1)	(27.1)
Income tax (expense)	(225.9)	(83.2)
NPAT	530.7	212.6
Dividends per share (cents)	34	25

Chairman Rebecca McGrath and CEO Andrew Cole

We thank all our stakeholders for your ongoing support and confidence. Building on our progress over past years on creating our unique culture, delivering operational performance, and advancing our growth projects, we are excited about what can be achieved in 2022 and look forward to the possibilities ahead.

The agility of our workforce enabled us to continue operations in Australia and Brazil and deliver our company production and cost targets. Notably, Prominent Hill achieved production and cost guidance for the seventh consecutive year and Carrapateena delivered while flexing production as it managed cave propagation.

Learn more from the Chairman and CEO in the 2021 Annual & Sustainability Report.

Learn more from the Chairman and CEO

Copper & Gold 2021 production

Production Quantities

125,486 Tonnes of
copper produced

237,263 Ounces of
gold produced

Copper Pricing

Gold Pricing

2021 Financial and Operational Highlights

$2.1b Revenue achieved

$530.7m Statutory net profit after tax

$215.4m Cash balance with no debt

159.6¢ Earnings per share

34¢ (per share fully franked)
Total dividends for 2021

Decarbonisation Roadmap developed

Completed recruitment of additional members for Executive Leadership Team, to complement the existing team in preparation for our next phase of growth

Learn more about our 2021 Financial and Operational Highlights on page 07 of the 2021 Annual & Sustainability Report.

Learn more about our 2021 Financial and Operational Highlights

2022
Priorities

Safely advancing growth and operational delivery at our assets.
Progressing the expansions at Prominent Hill and Carrapateena to unlock the potential for multigenerational, low-cost mining provinces.

Continuing to progress the Carajás Hub strategy in Brazil.
Progressing the West Musgrave Project study for a final investment decision in the second half of 2022.
Continuing our exploration activities.
Creating value for our stakeholders

Investing in decarbonisation.
Enabling more efficient and effective autonomous operations.
Closely managing the inflationary environment and cost control.
Holding ourselves accountable as a sustainable and responsible producer.

Strengthening our Culture and moving towards realising our Strategic Aspirations.

Strategy and Growth Pipeline

Our Strategy is centred around value creation for stakeholders. By ethically and responsibly exploring for and mining copper we contribute to a low carbon future and economic wellbeing which, in turn, helps us achieve our Purpose and contribute to a better future.

The OZWay

We use The OZWay, a simple model that explains how all the parts of OZ Minerals fit together, to help us think about our business and the broader environment we operate in.

Learn more about The OZWay on our website.

Learn more about The OZWay

Our Strategic Aspirations

We believe strong ethical, environmental and social performance will help us comply with regulations and meet or exceed stakeholder expectations. We set ourselves Strategic Aspirations to focus our work on three or four high-impact activities under each element of our Strategy.

Learn more about our Strategic Aspirations on page 09 of the 2021 Annual & Sustainability Report.

Learn more about OZ Minerals Strategic Aspirations

Where we work

Operating mine
Exploration
Study phase
Mine in construction
Hub

North America

Europe

South America

Australia

Learn more about OZ Minerals' portfolio on page 04 of the 2021 Annual & Sustainability Report.

Learn more about OZ Minerals' portfolio

Risk Summary

We recognise that timely identification and management of risks (that's opportunities and threats) are fundamental to sound management and superior outcomes for our stakeholders – employees, communities, shareholders, governments and suppliers.

Company Risk Categories and Material Risks

Our risk framework commits us to managing risks in a proactive and effective manner, so we can prioritise our resources in the most efficient and effective way. The key changes to our inherent Material Risks during the financial year, primarily due to the external environment and ongoing global instability, are shown below.

Find out more from our 2021 Annual & Sustainability Report about our strategic controls and actions to prevent, reduce, or mitigate downside risk events and increase the likelihood of opportunities being realised.

Changes to our material risks in FY2021

No material movements
Increased threat
Increased opportunity
Decreased threat

Detailed information for risks in bold is provided in the 2021 Annual & Sustainability Report.

Company Material
Risk Categories Threat (T) and Opportunity (O) focused

Strategy and growth

Merger, acquisition and divestment (T/O)
Project execution & delivery (T/O)
Innovation, digitalisation & strategy acceleration (O)

Climate change and environment

Climate change action (T)
Emissions (O)
Closure rehabilitation & biodiversity (T/O)
Water & waste management (T)

Community and human rights

Social performance (T/O)
Cultural heritage sites (T)
Human rights & ethics (T)

Geopolitics, OZWay Governance Framework and stakeholder support

Geopolitics (T)
Regulatory, regulation and compliance (T)
Shareholder support (T)

Geotechnical and operations

Geotechnical stability (T)
Tailings storage facilities (T)
Asset Infrastructure & Equipment integrity (T)
3^rd party performance & operational delivery (T)

Commercial, market and financial

Commodity market cycle (T/O)
Macroeconomics (T)
Global supply chain (T)
Clean and Saleable concentrate (T)
Balance sheet & liquidity (T/O)

Exploration and resource

Exploration & joint-venture performance (T)
Mineral reserve & resource estimation & reporting (T/O)
New resource discovery (O)
Province hub expansion & acceleration (O)

People and culture

Culture and performance (O)
Inclusion and diversity (O)
Attract and retain talent (T)
Capability & capacity (T)

Health and safety

Occupational & process health & safety (T)
Communicable diseases (T)
Aviation (T)
Mental & physical health (T)

Technology

Cyber security & data privacy (T)
ICT/OT system services (T)

Learn more about Company Risk Categories and Material Risks on page 39 of the 2021 Annual & Sustainability Report.

Learn more about Company Risk Categories and Material Risks

Understanding our Stakeholders’ Interests

We aim to be welcome in the Communities and regions which host our mines and operations. By building shared understanding, we can advocate and support each other to make lives better.

What’s important to our stakeholders

Every year, we conduct a materiality assessment to identify the topics most important to our stakeholders and our Performance. Outcomes of the materiality assessment help us better understand our context and inform the choices that drive delivery of our Strategy, our work and performance.

We assess the importance of sustainability topics using two criteria: importance to our stakeholders and importance to our business in terms of growth, economic and social impact. Find out more about our materiality assessment methodology on page 72 of our 2021 Annual & Sustainability Report.

OZ Minerals' 2021 Materiality Matrix

Learn more about OZ Minerals' 2021 Materiality Matrix on page 73 of the 2021 Annual & Sustainability Report.

Learn more about Materiality Matrix

Stakeholder Value Creation

Our Stakeholder Value Creation Metrics allow us to measure and transparently report our performance on how we are creating value for stakeholders.

They are aligned to our five stakeholder groups—employees, communities, shareholders, governments and suppliers—and are framed by our Purpose, Strategy, and The OZWay.

Shown below is a summary of how we’ve performed against them in 2021.

Stakeholder Value Creation Metrics 2021 Performance Rating Criteria

Positive performance
Positive progress
Further focus required
Not assessed yet

Detailed information for risks in bold is provided in the sections below, either at risk category level where consolidation is deemed appropriate or at the individual risk level.

Stakeholder

Metric	Performance criteria	Rating	Focus for 2022
Share price and dividends	Grow share price: measured relative to peer group	Relative to peers over three year period Relative to prior year dividend	Top quartile TSR Performance
Share price and dividends	Sustainable dividend: measured relative to OZL’s dividend track record	Relative to prior year dividend	Sustain underlying dividend
Bottom half of cost curve	Measured relative to global copper producers	Relative to industry cost curve	Bottom Half of Cost Curve
Reserve growth	Grow OZL's Reserves: measured relative to OZL’s reserve at the end of previous year	Relative to prior year	Grow OZL Reserves
Governance	Compliance with ASX’s corporate governance principles and recommendations	Relative to stakeholder expectations and governance disclosures	Compliance with ASX corporate governance principles and recommendations

Government

Metric	Performance criteria	Rating	Focus for 2022
Employment by jurisdiction	Workforce – local / state / out of state / Indigenous and Land Connected Peoples	Relative to Context and stakeholder expectations	Relative to Context and stakeholder expectations. Greater workforce diversity and inclusion
Tax and royalties	Income tax expense / royalties (total and Jurisdictions)	Relative to NPAT and Revenue	Relative to NPAT and Revenue
Capital Investment	Capital Investment	Relative to content spend and Stakeholder expectations	In line with growth plan
Emissions	Scope 1 & 2 emissions per tCO2-e per t Cu Eq / Scope 1 & 2 absolute emissions	Relative to our Strategic Aspirations and TFCD Roadmap	Commence delivery of Decarbonisation Roadmap
Energy	Renewable energy percentage	Relative to our Strategic Aspirations and TFCD Roadmap Relative to our Strategic Aspirations and TFCD Roadmap	Commence delivery of Decarbonisation Roadmap
Energy	Net energy intensity per t Cu eq	Relative to our Strategic Aspirations and TFCD Roadmap	Commence delivery of Decarbonisation Roadmap
Local content	Value spent with local suppliers through supply chains	Relative to Context, spend and stakeholder expectations	Relative to Context, spend and stakeholder expectations

Community

Metric	Performance criteria	Rating	Focus for 2022
Working with stakeholders	Number and average duration for resolution of concerns, complaints and grievances	Relative to our Context and stakeholder expectations Relative to our Context and stakeholder expectations	Relative to Context and stakeholder expectations
Working with stakeholders	Partnering Case Studies	Relative to our Context and stakeholder expectations	Maintain focus on identifying partnership opportunities
Community engagement	Social contribution (quantitative and qualitative)	Relative to our Context and stakeholder expectations	Relative to Context and stakeholder expectations
Human rights	Modern Slavery Act Roadmap implementation and Number of incidents	Relative to our Strategic Aspirations and Modern Slavery Roadmap	Target zero incidents
Cultural heritage	Unauthorised cultural heritage breaches / significant environmental and social incidents	Relative to our stakeholder expectations	Target zero incidents
Water		Relative to our Context, Strategic Aspirations and stakeholder expectations	Continued focus towards Strategic Aspirations
Waste		Relative to our Context, Strategic Aspirations and stakeholder expectations	Continued focus towards Strategic Aspirations
Land and biodiversity		Relative to our Context, Strategic Aspirations and stakeholder expectations	Target zero disturbance in high biodiversity areas

Employee

Metric	Performance criteria	Rating	Focus for 2022
Safety performance	Total Recordable Injury Frequency Rate (TRIFR)	Relative to our Strategic Aspirations and YOY Performance Annual Performance relative to zero	Reduce TRIF
Safety performance	Partnering Case Studies	Annual Performance relative to zero	No fatalities
Workforce engagement		Relative to our Strategic Aspirations and stakeholder expectations	Maintain or improve workforce engagement
Inclusion		Relative to Peers	Greater workforce diversity and inclusion
Diversity	Diversity of thought and demographic	Relative to Peers and our Strategic Aspirations	Greater workforce diversity and inclusion

Supplier

Metric	Performance criteria	Rating	Focus for 2022
Net Promoter Score (NPS)	First survey conducted in 2021	Relative to our Context and stakeholder expectations	Maintain or improve Supplier NPS
On time payment	The proportion by number and value of invoices paid on time within payment terms	Relative to stakeholder expectations and Compliance level	Improve on time payments
Supplier Value by jurisdiction	OZ Minerals local, state, national, international and total spend	Relative to our Context and stakeholder expectations	Relative to Context and stakeholder expectations

Learn more about Stakeholder Value Creation Metrics on page 71 of the 2021 Annual & Sustainability Report.

Learn more about Stakeholder Value Creation Metrics

Case study
Repurposing the Antas open pit to a tailings storage facility

Currently, ore from our Pedra Branca mine is being processed at the Carajás East Hub, which leverages the now depleted Antas open pit mine’s existing processing infrastructure.

Repurposing the depleted Antas open pit into a tailings storage facility allows for tailings from Pedra Branca’s ore processing to be securely stored for the extent of Pedra Branca’s mine life, allowing for operational continuity. As the Hub is designed to be able to process ore from several nearby satellite mines, this will further increase the useful life of Antas’ existing processing infrastructure, should other ‘spokes’ be added in future.

The repurposing of the open pit also significantly reduces water use, with 95 per cent of tailings water reused in the processing plant.

Sustainability
The OZWay

We recognise our responsibility to meaningfully contribute to regional economic and social wellbeing as stronger communities create value for all stakeholders. Strong ethical, environmental and social performance helps us comply with regulations, and meet or exceed stakeholder expectations.

Sustainability at OZ Minerals

Creating value for our stakeholders is the centre of our Company Strategy and the lens through which we view sustainability. Our sustainability responsibilities at OZ Minerals span the areas of health and safety, inclusion, diversity, human rights, the natural environment and the communities in which we operate. We embed sustainability into our company through The OZWay and our governance systems and processes, including our Value Creation Policies, Global Performance Standards, and Stakeholder Value Creation Metrics.

We want to have an inclusive and diverse workplace that recognises everyone’s value and creates opportunities for everyone to fully contribute and thrive. Our approach to is designed to drive systemic, long-term change by building mindsets and embedding inclusive business practices into our operations.

Learn more about Sustainability The OZWay on page 70 of the 2021 Annual & Sustainability Report.

Learn more about Sustainability The OZWay

Decarbonisation Roadmap

Since we made our climate statement in 2019, in which we acknowledged our role in supporting achievement of the Paris Agreement goals, OZ Minerals has been reviewing our business and our growth plans with a view to developing a Decarbonisation Roadmap with specific commitments.

The Roadmap reflects the actions we can take to reduce emissions in line with our Strategic Aspirations and feedback received from shareholders, our employees and other stakeholders. It also references, and seeks to generally align with, the growing number of standards, disclosure frameworks, advisory notes, and ratings agency expectations.

The Roadmap has been established to drive behaviour and outcomes within the Company and enables our stakeholders to hold us to account for delivering our commitments and advancing our Strategic Aspirations.

We look forward to marking progress over time and potentially advancing our commitments as we continually seek to achieve our Purpose, Going beyond what’s possible to make lives better.

— Andrew Cole, Managing Director & CEO and Rebecca McGrath, Chairman

Our Strategic Aspiration: Emit zero Scope 1 emissions and systematically reduce Scope 2 and 3 emissions across our value chain

OZ Minerals' Decarbonisation Roadmap

Our actions^(a)	How we plan to deliver
50% reduction in Scope 1 emissions by 2027	Invest in electric hoisting shaft at Prominent Hill ($275m) and extend the electric materials handling system at Carrapateena ($ 140m). Committed and being actioned. $6.9m investment at Pedra Branca in 2022 to convert diesel to grid-electricity via substation. Committed and being actioned.
Ongoing zero emissions equipment trials, to address majority of remaining Scope 1 emissions	By 2023, up to $12m in equipment trials will be underway and, if successful, will provide a pathway for removing the bulk of the remaining operational diesel. Investment in equipment replacement to remove remaining operational diesel to be determined post trials. Trials and equipment replacement will be ongoing to support achievement of our aspiration to emit zero Scope 1 emissions.
Net zero^(b) Scope 1 & 2 by 2030	Focus on directly reducing our emissions.
	Leverage electricity grid decarbonisation.
	Net zero residual Scope 1 and 2 emissions.
Systematically reduce Scope 3 emissions	Develop a reduction pathway focussing on key sources.
All new assets or acquisitions required to have a Decarbonisation Plan to reach at least net zero Scope 1 and Scope 2 emissions(b) as part of Final Investment Decision (FID).

^(a) Current operating assets, relative to FY21 baseline, excluding construction periods

^(b) Our approach requires all technically and economically feasible emissions reduction options to be exhausted prior to the application of certificates, in the form of offsets and/or renewable energy certificates.

Note: Decarbonisation Roadmap illustrative only.

Decarbonisation Roadmap

Note: illustrative only.

^(a) Location Based Reporting.

^(b) Forecast decarbonisation of the SA grid in line with Australian Emission Projections 2021, by Department of Industry, Science, Energy and Resources

Diesel Reduction Pathway

^* Graders, ITC, Charge up, Fibrecrete application.

Learn more about Decarbonisation Roadmap on page 88 of the 2021 Annual & Sustainability Report.

Learn more about Decarbonisation Roadmap

Task Force on Climate-related Financial Disclosures (TCFD)

In 2019, as part of our Annual & Sustainability Report, OZ Minerals released a roadmap for reporting integrated climate change risks and opportunities in line with the Recommendations of the TCFD. The TCFD provides a framework to better understand physical and transition climate-related risks. OZ Minerals’ TCFD Roadmap has been developed in alignment with our OZWay of working to support integration into our business.

Learn more about TCFD Action Plan on page 90 of the 2021 Annual & Sustainability Report.

Learn more about TCFD Action Plan

Sustainability at a glance

Safety

Safety Performance

	2021	2020
Employee fatalities	0	0
Contractor fatalities	1	0
TRIFR (employees and contractors)	3.77	5.29
LTIFR (employees and contractors)	0.42	1.32
Significant Safety Incidences ^(a)	39	39

^(a) as defined by OZ Minerals internal classification

Emissions

Greenhouse Gas Emissions Scope 1 (t CO₂-e)^(a)

94,720 2020-2021

85,555 2019-2020

2020-2021 Greenhouse gas emissions Scope 2 (t CO₂-e)^(b)

249,902 2020-2021

192,334 2019-2020

2020-2021 Greenhouse gas emissions Scope 3 (t CO₂-e)

324,915 2020-2021

^(a) Scope 1 refers to emissions produced directly by operations, primarily resulting from combustion of various fuels and includes CO₂-equivalent values for greenhouse gases such as CH4, N20 and SF6.

^(b) Scope 2 refers to indirect emissions resulting from the import of electricity from external parties; commonly the electricity grid.

Cultural Heritage

Number of Cultural Heritage Breaches

0 2021

0 2020

Our Global Social Performance Standards set out the levels of stakeholder engagement and social performance expected by our workforce and suppliers. These Standards are guided by and align with the United Nations frameworks for human rights (page 70 of our 2021 Annual & Sustainability Report), including the rights of the Traditional Owners of the lands on which we operate.

Where Traditional Owners have legally recognised rights and interests that coincide with those of an asset, these Standards enable us to ensure that our partnering approach enables reciprocity, is equitable, transparent and satisfies the tenets of ‘Free Prior and Informed Consent’ (FPIC).

Learn more about Sustainability Reporting data on page 98 of the 2021 Annual & Sustainability Report

Learn more about Sustainability Reporting data

Board and Executive Leadership diversity

Our objective for 2022 is to have a target of 40:40:20 in relation to our Non-executive Directors and Executive Leadership Team (ie at least 40% of each gender and 20% flexible).

Board gender diversity

Board Gender Diversity

Senior Executive team gender diversity

Senior Executive Team Gender Diversity

Learn more about Combined employee diversity at OZ Minerals on page 102 of the 2021 Annual & Sustainability Report

Learn more about Combined employee diversity at OZ Minerals

Socioeconomic Contribution

Socioeconomic contribution

$millions	Revenues	Operations	Employees	Payments to providers of capital		Payments to government		Community investment	Economic value retained
Region	Revenue, other income and financing income	Operating expenses	Employee benefit expenses	Dividend payments to shareholders	Providers of funds	Income taxes expense	Royalties	Community investment	Economic value retained
South Australia	2,007.1	(1,025.1)	(128.60)	(109.7)	(11.5)	(230.4)	(84.7)	1.7	417.1
Brazil	89.5	(77.00)	(4.90)	0.0	0.0	4.5	(8.9)	0.25	3.9
Total OZ Minerals	2,095.8	(1,102.1)	(133.50)	(109.7)	(11.5)	(225.9)	(93.6)	1.9	421.0

South Australia ($millions)

Revenues	Revenue, other income and financing income	2,007.1
Operations	Operating expenses	(1,025.1)
Employees	Employee benefit expenses	(128.60)
Payments to providers of capital	Dividend payments to shareholders	(109.7)
Payments to providers of capital	Providers of funds	(11.5)
Payments to government	Income taxes expense	(230.4)
Payments to government	Royalties	(84.7)
Community investment		1.7
Economic value retained		417.1

Brazil ($millions)

Revenues	Revenue, other income and financing income	89.5
Operations	Operating expenses	(77.00)
Employees	Employee benefit expenses	(4.90)
Payments to providers of capital	Dividend payments to shareholders	0.0
Payments to providers of capital	Providers of funds	0.0
Payments to government	Income taxes expense	4.5
Payments to government	Royalties	(8.9)
Community investment		0.25
Economic value retained		3.9

Total OZ Minerals ($millions)

Revenues	Revenue, other income and financing income	2,095.8
Operations	Operating expenses	(1,102.1)
Employees	Employee benefit expenses	(133.50)
Payments to providers of capital	Dividend payments to shareholders	(109.7)
Payments to providers of capital	Providers of funds	(11.5)
Payments to government	Income taxes expense	(225.9)
Payments to government	Royalties	(93.6)
Community investment		1.9
Economic value retained		421.0

External recognition and commitments

Learn more about our external recognition and commitments on page 76 of the 2021 Annual & Sustainability Report.

Learn more about our external recognition and commitments

Case Study
West Musgrave Social Impact Opportunities Assessment

Our West Musgrave Project is located in a unique setting where Ngaanyatjarra People have retained an unbroken connection to country. There is no history of mining within Ngaanyatjarra Lands and cultural surroundings of Ngaanyatjarra People will be affected by the presence of our project in the landscape.

Social Impact

Recognising that the West Musgrave Project can transform the community, we partnered with the Centre for Social Responsibility in Mining at the University of Queensland to conduct a Social Impact Assessment (SIA) to understand the socio-economic profile of the community.

The assessment, which commenced in June 2021, was designed to gather data that would enhance our understanding of the cultural nuances that drive the Ngaanyatjarra People’s expectations. We overlayed these insights against our operational plans to identify the direct and indirect impacts of the proposed West Musgrave Project.

The SIA process involved consultations with over 150 Ngaanyatjarra People and 59 per cent of the Jameson population (aged 15 years and over). The analysis was also supported with data gathered from Local, State and Federal Government departments and agencies. Results were presented to OZ Minerals in the form of a ‘Baseline and Impact Report’ in November 2021.

In 2022, we will leverage the insights of this report to co-develop with the Ngaanyatjarra Council, a tailored Social Management Plan to address the issues and opportunities we can influence through the West Musgrave Project.

Cultural Heritage

The social surroundings of the Ngaanyatjarra People are not just represented by the ethnographic sites, which we have taken great care to avoid, but also through their relationship to the broader landscape. We recognise that the presence of the Project will affect the way in which the People relate to their land.

To address this, we worked closely with elders and Ngaanyatjarra anthropologists to undertake heritage surveys of over 70,000 ha and enhance our understanding of how they want to manage their cultural heritage. Through these efforts, we co-developed a Cultural Heritage Management Plan with avoidance and minimisation measures that define work areas, enhance cultural competence across our workforce and facilitate adaptive management of heritage during constructions, operations, and closure.

Remuneration Highlights

We’re building a culture and environment where all of us want to go beyond what’s possible – it’s our Purpose. We enjoy coming to work because we’re trusted to make a real contribution, can work flexibly and are well paid. Together we’re creating value for all our stakeholders; building a safe, sustainable and successful business for all of us.

Our Remuneration Philosophy

Our remuneration philosophy is to seek, attract and retain high performing Executives and incentivise them to lead our Company in an inspiring way and to outperform. We focus on demonstrating clear links between business performance and remuneration outcomes while continuing to build value for all our stakeholders.

Consistent with our Stakeholder Value Creation approach, longer term measures of Environment, Social and Governance (ESG) performance have been incorporated into our remuneration framework. Our Board concluded that a weighting of Long Term Incentive plans for our Executive team should be attributed to the achievement of industry-leading performance across ESG measures as reflected in an external, internationally recognised, transparent and independent benchmark index.

The MSCI ESG Ratings Metals and Mining – Non-Precious Metals, has been chosen due to its clear targeting of the issues concerning investors in the mining sector and the communities in which mining companies operate.

Learn more about Remuneration on page 47 of the 2021 Annual & Sustainability Report.

Learn more about Remuneration

Financial Highlights

We maintain a strong balance sheet to support our growth strategy. By safely and consistently meeting operational targets and working ethically, in an environmentally responsible and sustainable way, we aim to achieve consistent top quartile returns and pay sustainable dividends.

Financials at a Glance

Dividends

Record date	Date of payment	Fully franked cents per share	Total dividends $m	Dividend reinvestment plan
25 February 2022	11 March 2022	18	60.2	Yes
24 August 2021	7 September 2021	16^*	53.3	Yes
12 March 2021	26 March 2021	17	56.4	Yes
18 September 2020	5 October 2020	8	26.0	Yes
12 March 2020	26 March 2020	15	48.6	No

^* Included a special dividend of 8 cents per share.

Basic Earnings Per Share

159.6¢ 2021

65.2¢ 2020

Cash Balance

$215.4m 2021

$131.7m 2020

Net Profit After Tax

Balance Sheet

Learn more about our financials on page 112 of the 2021 Annual & Sustainability Report.

Learn more about our financials

Performance Summary

Snapshot 2021

Copper & Gold 2021 production

2021 Financial and Operational Highlights

2022 Priorities

Strategy and Growth Pipeline

The OZWay

Our Strategic Aspirations

Where we work

Risk Summary

Company Risk Categories and Material Risks

Changes to our material risks in FY2021

Company Material Risk Categories Threat (T) and Opportunity (O) focused

Understanding our Stakeholders’ Interests

What’s important to our stakeholders

Stakeholder Value Creation

Stakeholder Value Creation Metrics 2021 Performance Rating Criteria

Case study Repurposing the Antas open pit to a tailings storage facility

Sustainability The OZWay

Sustainability at OZ Minerals

Decarbonisation Roadmap

Task Force on Climate-related Financial Disclosures (TCFD)

Sustainability at a glance

Safety

Emissions

Cultural Heritage

Board and Executive Leadership diversity

Board gender diversity

Senior Executive team gender diversity

Socioeconomic Contribution

External recognition and commitments

Case Study West Musgrave Social Impact Opportunities Assessment

Social Impact

Cultural Heritage

Remuneration Highlights

Our Remuneration Philosophy

Financial Highlights

Financials at a Glance

Snapshot
2021

2022
Priorities

Company Material
Risk Categories Threat (T) and Opportunity (O) focused

Case study
Repurposing the Antas open pit to a tailings storage facility

Sustainability
The OZWay

Case Study
West Musgrave Social Impact Opportunities Assessment