Announcement PDF ESG Report 2025 Acknowledgement of Country Strike respectfully acknowledges the Aboriginal and Torres Strait Islander Peoples of this nation and their ongoing connection to culture and country. We are committed to maintaining positive, long-term and trusting relationships. We pay our respects to their elders and leaders, past, present and emerging. Disclaimer This Report includes forward-looking statements within the prevailing regulatory laws of applicable jurisdictions. Forward-looking statements can generally be identified by the use of words such as “may”, “will”, “expect”, “intend”, “plan”, “estimate”, “anticipate”, “believe”, “continue”, “objectives”, “targets”, “outlook” and “guidance”, or other similar words and may include, without limitation, statements regarding estimated reserves and resources, certain plans, strategies, aspirations and objectives of management, anticipated production, study or construction dates, expected costs, cash flow or production outputs and anticipated productive lives of projects and mines. Such statements are subject to prospective risks and uncertainties and may cause actual developments to differ materially from the reported results. The forward-looking statements in this Report were prepared based on the present intentions of the current Strike board and management team, numerous assumptions concerning current conditions and future events, as well as the business environment where Strike conducts business. Strike shall have no obligation to guarantee that all the valid information presented will bring the specific results as expected. Refer to page 57 for further important notices regarding future statements. 01 02 03 04 05 06 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 2 Contents FY25 ESG Highlights 4 A Message from the ESS Chair and Managing Director 5 01 Overview 6 About This Report 7 Reporting Scope and Boundaries 8 Frameworks and Standards 8 About Strike 9 Our Vision & Values 9 Our Assets, Operations & Value Chain 10 Our Governance 14 Our Stakeholders 16 Industry Association Memberships 16 The Western Australian Energy Story 17 02 ESG at Strike 19 ESG Materiality & Performance at Strike 20 Structured Approach for Determining Materiality 21 FY25 Material Topics 22 FY25 Target Performance Overview 23 03 People & Community 25 Health & Safety 26 Non-discrimination & Equal Opportunity 32 Local Communities 36 Engagement with Aboriginal and Torres Strait Islander Peoples 37 04 Climate Resilience 39 GHG Emissions 40 Climate Adaptation, Resilience & Transition 43 05 Responsible Environmental Management 48 Biodiversity 50 06 Acting with Integrity 51 Asset Integrity & Critical Incident Management 54 Economic Impacts 56 07 Appendices 57 Important Notices 58 Performance Data 59 Biodiversity Data 61 Acronyms 66 GRI Content Index 67 Corporate Directory 72 01 02 03 04 05 06 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 3 FY25 Highlights $15 million spent in communities local to Strike operations and a further $130 million spent in Western Australia Zero fatalities Industry leading female workforce representation of 40% Zero clearing of native vegetation Zero Tier 1 or 2 process safety events Construction of South Erregulla Peaking Power Plant commenced 01 02 03 04 05 06 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 4 We are pleased to present our Environmental, Social & Governance (ESG) Report for FY25, which provides an overview of the material environmental, social and governance impacts from Strike’s direct operations and our performance related to each of these during the reporting period. FY25 has been a defining year in Strike Energy Limited's journey. We advanced from a single producing asset at Walyering to the construction of the South Erregulla Peaking Power Plant Development. This fully integrated 85 MW facility is designed to provide flexible, dispatchable capacity into the South West Interconnected System (SWIS) from 1 October 2026, directly supporting Western Australia’s transition away from coal. Reliable, dispatchable power is at the heart of a successful energy transition. As coal plants retire and renewable penetration grows, WA’s electricity grid faces new challenges. Demand continues to increase whilst renewable output fluctuates depending on the time of day and weather conditions. Without sufficient firming capacity, these fluctuations can result in reliability shortfalls, particularly during peak evening demand when solar generation drops. Natural gas is uniquely placed to bridge this gap. Unlike batteries (best suited for shorter-duration balancing or demand-side response), which cannot always guarantee coverage, gas-fired power stations can deliver sustained, flexible output at scale. By integrating upstream gas reserves at South Erregulla with dispatchable generation capacity, Strike is building the infrastructure that will ensure reliability, affordability and lower‑emissions electricity for WA households and industry. Our upstream portfolio also advanced significantly in FY25. At West Erregulla, the Natta 3D seismic survey was acquired and the Erregulla Deep discovery confirmed an additional gas accumulation at depths never before seen in the Perth Basin. Post the Natta 3D survey, the resource size is under review at West Erregulla and Erregulla Deep and this is expected to further underpin a major new development targeting a Final Investment Decision in late 2026, further reinforcing Strike’s role in WA’s secure energy future. Safety remains a cornerstone of our approach. We are proud to report zero fatalities and no Tier 1 or Tier 2 process safety events during the reporting period. Our workforce continues to embed a culture of care, responsibility and accountability, which underpins both our operational and ESG performance. Our ESG reporting continues to mature. In FY25 we expanded the breadth of data collection across emissions, biodiversity and supply chain impacts, with more than $130 million spent locally in Western Australia. We also prepared for mandatory climate-related disclosures, which will apply to Strike as a Group 2 reporter from FY26. Looking forward, our focus is on delivering South Erregulla on schedule, preparing West Erregulla for Final Investment Decision, and continuing to formalise our long-term transition strategy. In doing so, we aim to balance the delivery of secure, lower-carbon energy today with the opportunities as the energy grid decarbonises. Sincerely, Mary Hackett Non-Executive Director & ESS Committee Chair Peter Stokes Managing Director & CEO A Message from the ESS Chair & Managing Director 01 02 03 04 05 06 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 5 About This Report 7 Reporting Scope and Boundaries 8 Frameworks and Standards 8 About Strike 9 Our Vision & Values 9 Our Assets, Operations & Value Chain 10 Our Governance 14 Our Stakeholders 16 Industry Association Memberships 16 The Western Australian Energy Story 17 Overview 01 OVERVIEW 06 05 04 03 02 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 6 About This Report The FY25 ESG Report provides an overview of performance relating to Strike Energy Limited’s (Strike’s) material Environmental, Social and Governance (ESG) topics for the financial year ending 30 June 2025. This report aims to describe and measure Strike’s positive and negative impacts and includes performance against specific targets as well as information on how Strike manages impacts related to each material topic. This is Strike’s fourth annual ESG Report. By reading this report in conjunction with our FY25 Annual Report prepared for the 12-month period from 1 July 2024 to 30 June 2025, a full overview of Strike’s business can be understood. Previous editions (FY22, FY23, FY24) of this report were titled “Sustainability Report”. For the FY25 reporting period Strike has updated the report title to “ESG Report”. The Global Reporting Initiative (GRI) Framework metrics that have been used as the basis of this report, provide a measure of impact against material ESG topics, and are not a measure of how sustainable these impacts are. Strike will continue to investigate options to develop and improve reporting over time. In this report, unless otherwise stated, references to ‘Strike’, the ‘company’, ‘we’, ’us’ and ‘our’ refer to Strike Energy Limited and its subsidiaries, and all references to dollars, cents or $ are to Australian dollars. This ESG Report was prepared by MCC Sustainable Futures in collaboration with Strike and has been reviewed and approved by Strike’s Board of Directors. 7 STRIKE ENERGY LIMITED | ESG R EPORT 2025 01 OVERVIEW 06 05 04 03 02 07 OVERVIEW Reporting Scope & Boundaries The scope of this report covers Strike’s direct operations only and includes the following entities: Strike West Pty Ltd, Strike South West Pty Ltd, Strike South Pty Ltd and Strike North West Pty Ltd. Strike is the operator of all of our assets and information is reported in this report on an ‘operational control’¹ basis, with GHG emissions also reported on an ‘equity share’² basis. The scope of this report considers activities undertaken by Strike for the duration of the reporting period, reported as totals. People-related data is disclosed based on numbers at the end of the reporting period and not as an average or total across the reporting period. People-related data included in this report refers to all direct employees and contractors within Strike’s operations. The location of data and disclosures associated with each of the material topics in this report is indicated in the GRI Content Index. A summary of key performance metrics is provided in the Performance Data section. During this reporting period, exploration drilling was conducted by a specialist contracting company. Metrics associated with the drilling campaign have been included in Greenhouse Gas (GHG) Emissions, Work Health & Safety and Asset Integrity and Critical Incident Management sections only and not included in the Non‑Discrimination and Equal Opportunity section as their personnel are not direct employees or contractors. Frameworks & Standards This report has been prepared with reference to the Global Reporting Initiative’s (GRI) sector standard GRI 11: Oil and Gas Standard (2021), as well as the GRI Universal Standards (2021). Strike is currently preparing to report in alignment with Australia’s mandatory reporting framework Australian Accounting Standards Board S2 (AASB S2) in the next reporting period. Prior to this occurring, Strike continues to prepare this report with guidance from the Taskforce for Climate- related Financial Disclosures (TCFD). As global reporting shifts towards a more standardised approach, Strike expects our disclosures to continue to evolve in alignment with these standards. Reliable, dispatchable power is the cornerstone of WA’s energy transition. Without it, renewables cannot reach their full potential. Mary Hackett Non-Executive Director & ESS Committee Chair 1 The ‘operational control’ reporting boundary is based on asset operatorship and involves consolidating data for all assets operated by the company even if partly owned by other companies, with 100% of the data from the operated assets being included in reporting. 2 The ‘equity share’ reporting boundary is based on asset ownership, and involves consolidating data from all owned, or partly owned, assets in proportion to the reporting company’s percentage share of equity in the assets, irrespective of who the operator is. 01 OVERVIEW 06 05 04 03 02 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 8 About Strike Our Vision & Values Strike’s Ambition Our primary objective is to provide low-cost, and reliable energy to the domestic market to support the WA energy transition away from coal-fired power and enable the growth of the critical minerals industry. Vision Strike’s vision remains clear and guides our journey through the energy transition: to be a leading Western Australian energy business, integrating our natural gas resources, gas-fired power generation and the world-class renewable energy potential of the Perth Basin region, to pave the way to a lower carbon future. Core Values We are a Company driven by innovation, respect for the environments and communities in which we work and a commitment to creating value for our investors, stakeholders and the wider Western Australian community. Our core values demonstrate to our stakeholders the way we work, the way we interact and the standards we uphold to achieve our purpose. Resourcefulness Delivering low cost and innovative solutions Collaboration Strike works in partnership with all of its stakeholders Long-Term Focus Our focus is on the horizon to create multi-generational value Agility We are nimble, and we respond faster than the competition Openness We are transparent and receptive to alternative views Competence Our actions are backed by qualified people who are experts in their fields 9 STRIKE ENERGY LIMITED | ESG R EPORT 2025 01 OVERVIEW 06 05 04 03 02 07 Our Assets, Operations & Value Chain Strike’s principal activities during FY25 were within the oil and gas sector and included the exploration, development and production of hydrocarbons as well as construction of a power plant facility. Our revenue was primarily derived from the sale of gas and liquid hydrocarbons. The majority of Strike’s petroleum assets and tenements are located onshore in the northern Perth Basin in the Mid West and northern Wheatbelt regions of Western Australia (Figure 1, Table 1). Strike defines its significant areas of operation as locations where Strike has an office or development activities. For this reporting period, the areas of significant operation were Perth, West and South Erregulla project areas and Walyering project areas (Figure 1). Strike defines the local community for our Perth operations as the Perth Metropolitan Area, the local community for West and South Erregulla projects as the Shire of Mingenew, Irwin and Three Springs, the local community for Walyering operation area as the Shire of Dandaragan and the local community for Ocean Hill as the Shire of Carnamah. Walyering Originally discovered in 1971, Strike appraised the field in 2021, making a significant discovery with the Walyering-5 well. Within 22 months, Walyering became Strike’s maiden producing asset. Brought online in September 2023, the field has produced a total of 16 PJ into Western Australia’s domestic gas market. Current production indicates the field is declining quicker than expected. Independent certifiers have assessed the field to contain net ~14 PJ6 of 2P Reserves after produced volumes. Walyering is 100% owned and operated by Strike. 4 Ocean Hill Ocean Hill is 100% owned and operated by Strike. Discovered in 1991, Ocean Hill was drilled to test the Jurassic play that has since been proven at Walyering. Since the success at Walyering, Strike has acquired 3D seismic over the EP495 block and RISC have independently certified net 180 PJ5 of 2C Resources within the Ocean Hill structure and additional material Prospective Resources within the adjacent Ocean Hill South structure . 3 West Erregulla Discovered by Strike in 2019, West Erregulla is Strike’s flagship project, with 50% equity and operatorship of production licence L25 and L26. Strike’s share of West Erregulla holds an independently certified net 2P Reserve of 211 PJ and net 2C Resource of 15 PJ3 . Strike also made the Erregulla Deep discovery immediately to the East of West Erregulla which has recently been covered by 3D seismic and an update to the Reserves and Resources in L25 and L26 is currently underway, with results expected in December 2025. 1 South Erregulla Discovered by Strike in 2022, South Erregulla is 100% owned and operated within production licence L24. South Erregulla holds an independently certified net 2P Reserve of 45 PJ and net 2C Resource of 37 PJ4 , which will provide more than 20 years of reserves coverage for Strike’s proposed 85 MW peaking gas power7 plant being constructed on the Strike owned Precinct. 2 Perth Situated on Kings Park Road, West Perth is home to Strike’s corporate headquarters and remote operations centre. 5 3 Refer to Important Notices for important information regarding oil and gas reserve and resource estimation. 4 Refer to footnote 3. 5 Refer to footnote 3. 6 Refer to footnote 3. 7 Project life modelled on average throughput of ~1.3 PJ per annum. Refer to ASX announcement “Peaking Power Plant submission supported by South Erregulla” dated 24 June 2024 for key assumptions and information relating to the project. 01 OVERVIEW 06 05 04 03 02 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 10 OVERVIEW 0 5 10 20 Kilometers Perth WESTERN AUSTRALIA 1 2 3 4 5 Strike Equity 25% Equity 50% Equity 100% Equity Perth Basin Permits Gas Fields Strike Permits Figure 1: Strike’s portfolio as of 30 June 2025 01 OVERVIEW 06 05 04 03 02 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 11 OVERVIEW Table 1: Strike’s assets and activities as of 30 June 2025 Perth Basin (Onshore Western Australia) Asset Name Permit Ownership Brief Description Walyering L23 & EP447 Strike 100% (operator) Three production wells and associated production facilities operated by two personnel onsite plus remote operations capabilities from Perth. FY25 saw steady-state production of ~25 TJ/d of gas and ~170 bbl/d of condensate, generating ~$73 million in revenue for the year. Field extension and compression projects were advanced to support ongoing output, while near-field exploration at Walyering East identified a potential new discovery. West Erregulla & Erregulla Deep L25 & L26 (formerly EP469) Strike 50% (operator) Material conventional gas accumulation at West Erregulla defined by four wells. In FY25, The Natta 3D seismic survey was acquired to improve reservoir definition. Flow testing at Erregulla Deep delivered exceptional results (53 MMscf/d constrained, 5,515 psi FTHP). Reserves certification is underway, with Strike targeting a FID for the project in late 2026. South Erregulla L24 & EP503 Strike 100% (operator) Conventional gas accumulation defined by one well. In FY25 the 85 MW South Erregulla Peaking Power Plant was sanctioned to deliver firming capacity into Western Australia’s main electricity network, the South West Interconnected System (SWIS). Construction of the Power Plant commenced in April with progress reaching ~42% by end of reporting period. The project is supported by 45 PJ of 2P Reserves, certified Reserve Capacity Credits, and secured network access. Ocean Hill EP495 Strike 100% (operator) Exploration well drilled in 1991 with successful flow test of gas to surface, deemed non-commercial at the time. In FY25, interpretation of 3D seismic acquired in FY24 identified multiple appraisal targets. Appraisal drilling is planned subject to capital availability post priority project funding. Perth Basin Exploration Permits EP447, EP488, EP489, EP504, EP505, P506, EP437 & L7 Strike 100% (operator) Strike 25% in L7/EP437 Basin wide portfolio of exploration permits prospective for conventional gas, condensate and oil as well as underground carbon storage. In FY25 Strike issued a notice of withdrawal to the operator of L7 and EP437. Cooper Basin Asset Name Permit Ownership Brief Description PEL 96 PEL96 Strike 67% (operator) One exploration well. Remediation planning works progressed in FY25, expected to be completed in FY26 and surrendered to the government. Aldinga PPL210 Strike 50% One production well. The Aldinga shallow oil field is operated by Beach Energy and is no longer in production. Remediation planning works progressed in FY25 and are expected to be complete in FY26 and surrendered to the government. Offices Asset Name Permit Ownership Brief Description Perth Headquarters Main company office with 42 employees. 12 STRIKE ENERGY LIMITED | ESG R EPORT 2025 01 OVERVIEW 06 05 04 03 02 07 Our Value Chain Downstream value chain Direct operations Upstream supply chain Suppliers: Strike sources goods and services from local, national and international suppliers. Strike is committed to maximising opportunities for local suppliers where possible. A breakdown is provided in the Economic Impacts section of this report. Exploration & Development: Exploration for and development of natural gas resources is possible through partnerships with landholders and the local communities in which we operate. Production: Strike produces natural gas and associated condensate for sale to the domestic market. Strike operates with an emissions design-out methodology to enhance operational efficiency and reduce our Scope 1 and 2 emissions via the incorporation of renewable energy sources and minimisation of flaring, venting, fuel use and fugitive emissions. Joint Ventures: Strike is the operator for all of its assets. Strike has one joint venture partnership in the West Erregulla and Erregulla Deep gas fields, where Strike has a 50% equity share with Warrego Energy EP469 Pty Ltd also holding a 50% share. Customers: Export of product into the domestic market via pipeline and road tanker. Strike currently only supplies gas to customers in Western Australia, with liquids being sold in South Australia. Strike’s current customers, Santos Ltd. and Alinta Energy WA Pty. Ltd., supply critical fuel and services to the community. Today, energy produced by Strike powers homes, industry and public and essential services. 01 OVERVIEW 06 05 04 03 02 07 STRIKE ENERGY LIMITED | ESG R EPORT 2025 13 Our Governance We believe that thorough governance practices are critical to achieving our vision and purpose at Strike. Governance Structure The role of the Board of Directors is to develop strategy, set direction and objectives for Strike, to ensure the viability of the business now and into the future. The Board takes responsibility for establishing and overseeing the implementation of organisational governance to ensure that boundaries for ethical business conduct are in place and maintained. The Board operates in accordance with the published Board Charter. The current Board Chair is not a senior executive. Further detail can be found in the Director’s Report in Strike’s FY25 Annual Report. The Board is supported by three dedicated sub‑committees which have specific focus areas and support the Board to manage risk, ensure compliance, monitor performance and drive business improvement (Figure 2). Nomination & Selection of the Board The nomination and selection processes for the Board and its sub-committee is managed by the Nomination and Remuneration Committee and, in turn, the Board. The criteria considered during nomination and selection of new directors include background, experience, professional skills, personal qualities, potential for the candidate’s skills to augment the existing Board and the candidate’s availability to commit to the Board’s activities. In addition, the Nomination and Remuneration Committee and the Board also consider gender diversity through the application of diversity objectives, as detailed in the Corporate Governance Statement. Strike Energy Board of Directors as at 30 June 2025 Audit & Risk Committee Environmental, Social & Sustainability (ESS) Committee Nomination & Remuneration Committee John Poynton AO Chair & Non-Exec. Director Andrew Seaton Chair Peter Stokes CEO & MD Mary Hackett Member Stephen Bizzell Member Stephen Bizzell Non-Exec. Director Neville Power Deputy Chair & Non-Exec. Director Mary Hackett Chair Mary Hackett Non-Exec. Director Neville Power Member Jill Hoffmann Member Jill Hoffmann Non-Exec. Director John Poynton AO Chair Andrew Seaton Non-Exec. Director Jill Hoffmann Member Andrew Seaton Member For the 2025 reporting period the Committee met four times. For the 2025 reporting period, the Committee met four times. For the 2025 reporting period, the Committee met six times. The specialist Board Sub-Committee Charters are available on our website at www.strikeenergy.com.au/corporate-governance/. Figure 2: Strike Energy’s governance structure 14 STRIKE ENERGY LIMITED | ESG R EPORT 2025 01 OVERVIEW 06 05 04 03 02 07 ESG Responsibilities The Environmental, Social & Sustainability (ESS) Committee is responsible for reviewing Strike’s ESG related impacts and risks from the business as part of the materiality assessment process, performance improvement targets and progress against them on an annual basis. The ESS Committee delegates the management of these impacts to the CEO, senior management and the HSE team. The ESS Committee is responsible for reviewing and approving the material topics identified in the materiality assessment as well as the annual ESG Report. The ESS Committee receives information related to best practice ESG reporting from an external consultant on a periodic basis. During this reporting period, the ESS Committee received presentations and Board papers to further their knowledge related to ESG reporting. The Strike leadership team are responsible for the day-to-day management of the Company in accordance with the strategy, policies and programs, values and risk appetite approved by the Board. The Board’s Environmental, Social and Sustainability Committee responsibilities include assisting the Board in its oversight, monitoring and review of the following topics as listed in the Charter: • Ensuring workplace health and safety • Monitoring and assessing the impact of climate change and climate change risks • Minimisation and management of environmental risks and impacts • Demonstrating community and social responsibility • Acknowledging traditional owners and indigenous heritage • Valuing workforce culture and diversity • Sound business ethics and fair and ethical dealings with stakeholders • Long term environmental, social & sustainability strategic goals. Performance & Remuneration The Nomination and Remuneration Committee is responsible for evaluating and reviewing the performance of the Board and Board members against both measurable and qualitative indicators that are established by the Committee and for reviewing and making recommendations to the Board regarding the size and structure of the Board. An evaluation of the performance of the Board, its committees and individual directors was not carried out in during the Reporting Period. Further detail can be found in the Remuneration Report in Strike’s FY25 Annual Report. Strike’s remuneration policies for the Board and Senior management includes fixed and performance linked remuneration. Performance linked remuneration includes both short-term and long-term incentives and during the reporting period included Safety and Environment and Carbon Neutral 2030 Developments Key Performance Indicators (KPIs). Strike does not provide any retirement benefits or clawbacks. In this reporting period, the ratio of the CEO’s total compensation to the median annual total compensation for all employees (excluding the CEO) was 4:1, with no salary increase awarded to the CEO during the reporting period. The views of stakeholders are sought and considered regarding remuneration through a voting process during the Annual General Meeting (AGM), as per ASX requirements. At the 2024 AGM, Shareholders voted 77.97% for the adoption of the Remuneration Report, resulting in the report being carried. By integrating our gas reserves with new peaking power capacity, Strike is building the flexible infrastructure that will help to secure WA’s grid as coal exits the system. Peter Stokes Managing Director & CEO 15 STRIKE ENERGY LIMITED | ESG R EPORT 2025 01 OVERVIEW 06 05 04 03 02 07 Our Stakeholders Strike has a diverse range of stakeholders who may be impacted by or benefit from opportunities that are created as a result of our business activities. All stakeholders play a part in the success of our business, both now and into the future. Understanding who our stakeholders are, and creating and maintaining genuine relationships Table 2: Overview of Strike’s stakeholders groups Stakeholder Group Interests How Strike Engages Employees Safe and healthy workplace; professional development opportunities; job security. Regular communication and consultation; provision of financial assistance for continuing education; quarterly meetings. Board / Senior Management Development options; ESG impacts and reporting; energy transition; prudent governance; return on investment. Weekly Executive Leadership Team meetings; monthly Board meetings; Board Sub-Committee meetings; direct engagement; Annual Report. Joint Venture (JV) Partners Licence requirements; exploration, appraisal and development options. Regular technical and operating committee meetings; various engagement procedures under Joint Operating Agreements. Aboriginal and Torres Strait Islander Peoples Respect for local customs and laws; preserving cultural heritage; land care; employment and engagement opportunities. Heritage surveys; Heritage Protection Agreements; provision of operational services; regular consultation. Shareholders / Investors Energy transition; workforce and Board diversity; sensible allocation of risk and capital; return on investment. Investor briefings; ASX announcements; Annual General Meeting; Annual Report. Government / Regulators (local, state and federal) Legal and regulatory obligations; compliance reporting, policies and frameworks; compliance with permit conditions; land access and regulatory approvals. Direct engagement; reporting and consultation. Local Communities Proposal plans; land access agreements; social investment and consultation with local community; environmental impact. Direct engagement and consultation; meetings; community days; project updates; monthly newsletters; regular email correspondence. NGOs Environmental performance; health and safety best practice. Transparent public reporting; ASX announcements; consultation. Customers Safe and reliable product and supply chain; proc