This ranking evaluates how Fortune 500 companies are deploying AI, and how technology leaders value those investments relative to industry peers.

Fortune AIQ 75

With a combined revenue of $21 trillion and $2.1 trillion in profits, the 2026 Fortune 500 is the definitive list of America's largest companies.

Fortune 500

Fortune AIQ 50

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Industries included in the sector are mining, oil and gas exploration and services, pipelines, refining, and utilities.

Fortune Sector Leaders: Energy

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

Fortune collaborated with the Diligent Institute to rank the most innovative boards of directors among S&P 500.

Modern Board 2023-Freeport-McMoRan

The Phoenix-based mining company supplies about 9% of the world’s mined copper and is led by CEO and board chair Richard Adkerson. FCX has <a href="https://www.fcx.com/about/board-of-directors">12 members</a> on its board, including David Abney, former CEO of UPS; Lydia Kennard, CEO of KDG Construction Consulting; and John Stephens, former AT&amp;T CFO. In February, the company appointed its president, Kathleen Quirk, to the board. FCX has grappled with an ongoing <a href="https://www.reuters.com/markets/commodities/copper-miner-freeport-mcmoran-beats-profit-estimates-2023-04-21/">labor shortage</a> in the copper mining industry in recent months. Its metals are critical to support decarbonization efforts and the green energy transition. In its 2022<a href="https://www.fcx.com/sustainability"> sustainability report</a>—its 22nd to date—the company outlined its ESG performance, covering human rights, responsible supply-chain practices, and ethics, among other matters. There are five women members on its 12-person board.

Fortune Modern Board 25

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

Industrials came out on top this year, with 22 companies featured on the list.

100 Fastest-Growing Companies

Just as it dominates our economy, Big Tech now dominates Fortune’s annual ranking of corporate reputation.

World's Most Admired Companies

This year’s Fortune 500 marks the 68th running of the list.

After a year in which humanity leaned more heavily than ever on tech giants, see which companies topped Fortune's ranking of corporate reputation.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-215-Freeport-McMoRan

The mining company is based out of the Freeport-McMoRan Center in Phoenix and mines for minerals including gold and copper.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-221-Freeport-McMoRan

The Phoenix-based mining company extracts copper, gold, and molybdenum from sites in North and South America and Indonesia. It closed one of its New Mexico mines in April when workers contracted the coronavirus; the company has since announced furloughs and cuts to executive compensation.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

Here are the World's Most Admired Companies for 2016 as ranked in their industries. See who made the list.

This year's Fortune 500 marks the 62nd running of the list.

Business insiders have spoken: Asked which companies they most admire, more than 4,100 executives, directors, and analysts chose these top 50 All-Stars.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

Fortune Global 500

Sector

Industry

Industry Rank

Previous Industry Rank

Overall Score

Innovation

People Management

Use of Corporate Assets

Social Responsibility

Quality of Management

Financial Soundness

Long-Term Investment Value

Quality of Products/Services

Global Competitiveness

Fastest-growing Companies

Revenue 3 Yr Growth Rank

Revenue 3 Yr Annual Growth Rate

EPS 3 Yr Growth Rank

EPS 3 Yr Annual Growth Rate

Total Return 3 Yr Rank

Total Return 3 Yr Annual Rate

Beat S&P 500 3 Yr Return

Current Streak

Years on List

Key Financials (last Fiscal Year)

Revenues ($M)

Profits ($M)

Assets ($M)

Total Stockholder Equity ($M)

Profit Ratios

Profit as % of Revenues

Profits as % of Assets

Profits as % of Stockholder Equity

Earnings Per Share (last Fiscal Year)

Earnings Per Share ($)

EPS % Change (from prior fiscal year)

EPS % Change (5 year annual rate)

EPS % Change (10 year annual rate)

Total Return

Total Return to Investors (last year)

Total Return to Investors (5 year, annualized)

Total Return to Investors (10 year, annualized)

Phoenix-based Freeport-McMoRan was founded more than 100 years ago in Freeport, Texas, as a sulfur-mining company. The company merged in 1981 with McMoRan Oil and Gas as a fossil fuel and mining conglomerate under the Freeport-McMoRan name. In more recent years, the company has focused its business on metals mining, specifically with a goal of becoming the world leader in copper, which is growing in demand because of its use in renewable energy, electric vehicles, data centers, and more. With a global mining footprint throughout the Americas—from Arizona to Chile—and in Indonesia, Freeport also mines heavily in gold and molybdenum, which is used in steel and other alloys.

Q3 2026

Q2 2026

Q1 2026

Q4 2025

Q3 2025

Q2 2025

Q1 2025

Q4 2024

Freeport-McMoRan (FCX): Company Profile, Stock Price, News, Rankings

legacy

Freeport-McMoRan

freeport-mcmoran

Ladies and gentlemen, thank you for standing by and welcome to the Freeport-McMoRan third quarter conference call. At this time, all participants are in a listen-only mode. Later, we will conduct a question and answer session. If you wish to ask a question during the Q&A session, press star one on your touch-tone phone. If you require assistance during the conference, please press star zero. I would now like to turn the conference over to Mr. David Joint, Vice President, Investor Relations. Please go ahead, sir.

Thank you, Regina, and good morning, everyone. Welcome to the Freeport conference call. Earlier this morning, FCX reported its third quarter operating and financial results. A copy of today's press release with supplemental schedules and slides are available on our website, fcx.com. Today's conference call is being broadcast live on the internet. Anyone may listen to the conference call by accessing our website homepage and clicking on the webcast link. A replay of the webcast will be available on our website later today. Before we begin our comments, we would like to remind everyone that today's press release and certain of our comments on the call include non-GAAP measures and forward-looking statements, and actual results may differ materially.

Please refer to the cautionary language included in our press release in slides and to the risk factors described in our SEC filings, all of which are available on our website. Also on the call with me today are Richard Adkerson, Chairman of the Board, Kathleen Quirk, President and Chief Executive Officer, Maree Robertson, Executive Vice President and Chief Financial Officer, and other members of our management team. Richard will make some opening remarks, Kathleen and Maree will review our slide materials, and then we'll open up the call for questions. Richard?

Thanks, David. We appreciate you all for joining us today. We've been looking forward to speaking with you about our strong third quarter results and our positive outlook for the future. We are pleased and proud of our team with the steady progress throughout the year achieved on the Grasberg ramp up and with our initiatives across our business to drive value. As we look forward, the table is set for growing our volumes in the near term, medium term, and longer term, supported by our portfolio of long-lived assets and by a qualified and experienced team. Leaders in Indonesia have expressed support for the extension of our operating rights beyond 2041. We continue to work with the Ministry of Energy and Mines on documentation to implement the memorandum of understanding we signed with the government of Indonesia. Freeport's growth plans match up exceptionally well with accelerating requirements for copper.

Electrification continues to advance at a rapid pace, bigger and faster than we've seen in the past, and copper is the metal of electrification. The world requires a lot more copper, and supplies are challenged. Freeport is particularly well-positioned to grow with the market. After working in this industry for decades, today's opportunity, where structural trends point to multiyear period of significant demand growth, is unique. We at Freeport have the right assets at the right time. With a strong team in the Freeport family and our strong financial positions, we are well-positioned to capture this opportunity for the benefit of our shareholders and all our stakeholders. Kathleen?

Great. Thank you, Richard, and thank all of you for participating on today's call, where we'll review our third quarter performance and update you on our initiatives, projects, and future outlook. Today, we will be discussing our team's work across our global business to build value. Our solid progress and momentum to safely and sustainably restore large-scale production at Grasberg, drive operational excellence and new technology initiatives in the Americas, and advance plans for value-enhancing organic growth. Starting on slide three, we show the highlights of our third quarter performance. Copper sales have increased in each of the last three quarters, and we expect fourth quarter sales to be the strongest of the year by far. Steady progress continues at Grasberg, with 67% ramp up achieved, and confidence is building toward full scale.

Strong operational execution, combined with the favorable metal price backdrop, provided significant margins, cash flows, and earnings. The diversity of our portfolio and pricing leverage for our U.S. business comes through in the results. Operating income for our U.S. mining operations more than doubled in the third quarter compared with last year's third quarter, with strong conversion to the bottom line. This contributed to an increase of over 80% in our consolidated net income compared with the year ago quarter. The progress achieved during 2026 sets us up for growing volumes and improving financial performance as we look ahead to 2027 and 2028. Additionally, we are advancing our future growth plans with a series of projects in progress. We returned nearly $1 billion to shareholders year-to-date, including $300 million in share purchases.

Our financial position remains strong, and as we look ahead, growing volumes combined with a positive market environment for our products sets us up for significant increase in cash flows to support our value-enhancing investment program and increasing returns to shareholders. Moving to the copper markets on slide four. As a leading global supplier of refined copper, Freeport has strategic significance and is strongly positioned to benefit from copper's essential and increasingly important role in societies around the world. Copper's superior conductivity makes it the metal of electrification, and the global economy is rapidly becoming more electrified. Globally, copper demand is expected to rise in a number of applications, including the massive requirements for the power grid to support new technologies.

LME copper prices averaged $6.09 per pound year-to-date through September, and currently approximate $6.58 per pound on the LME, an increase of 16% since the start of the year. Our U.S. customers report robust copper demand associated with growing requirements for electricity and energy infrastructure, data center builds, and in the transportation sector. Copper continues to be strategically significant to China as the world's largest consumer to support its domestic power grid, technology advancement, and manufacturing of autos and consumer goods for growing exports. The sizable movement of product to U.S. warehouses continues, resulting in tight market conditions in the major consuming regions outside of the U.S. The situation underscores the strategic role of copper in the global economy, and supply chains to support future growth. The signals we see are clearly pointing to requirements for additional copper supplies to meet growing demand.

At Freeport, we have a valuable, geographically diverse portfolio of integrated copper assets with large-scale production facilities that are difficult to replicate, long life reserves and resources, and a portfolio of low risk, brownfield expansion opportunities to serve a growing market. I'm going to move to the operating highlights on slide five, where we summarize the highlights by geographic region. Starting with the U.S., we continue to focus on operating disciplines to improve efficiencies and productivity to grow production despite low ore grades. We were successful in improving our mining rates compared with the year ago quarter. However, an abnormally high frequency of extreme weather events in the third quarter, which have continued in the fourth quarter, disrupted some of the momentum achieved earlier in the year.

We are deploying new technology tools to enhance our operating models and are investing in more efficient trucks and mining equipment to support our objective of increasing U.S. production and reducing costs. We continue to pursue an exceptional opportunity to unlock meaningful value through application of new technologies for recovering copper in our leaching processes. Data from our work to date is supportive of a potential breakthrough, and we are looking forward to what we'll learn as we go through to 2027 as high-potential, next generation proprietary additives are deployed in the field. In South America, our flagship Cerro Verde operation in Peru continues to demonstrate solid operating performance and productivity consistent with a large-scale, world-class operation. At El Abra in Chile, ore grades and operating rates were impacted during the quarter by mine sequencing to address slope management.

We're now commissioning new facilities at El Abra that will allow us to enhance metal production by increasing temperatures in our leach pads. We continue to work with the Chilean government to advance our environmental impact study to position El Abra for a major transformative expansion. In Indonesia, we're pleased to report that the team continues to achieve meaningful progress on the ramp-up at the Grasberg Block Cave. We operated at 67% of mine capacity during the third quarter, and progress is advancing for meaningful growth as we go into 2027. Upgrades to the material handling system for our automated rail system are progressing on schedule, and we continue to advance work for a restart of production Block One South in 2027. We continue to target overall rates reaching 80% by mid-2027 and approach full capacity by the end of next year.

We were successful in restarting the smelter and now have both smelters in Indonesia in operation to support our mine ramp-up. The team is executing the phased ramp-up safely and efficiently, and we continue to de-risk the plans and increase confidence in a long-term outlook. In Indonesia, we continue to experience abnormally dry weather conditions and are closely monitoring forecasts which predict conditions to return to more normal levels as we move into 2027. The dry conditions are generally favorable for mining, but low water availability presents challenges in increasing mill rates. We are actively managing the situation with limited impacts to date. As Richard mentioned, we are continuing to work cooperatively with the Indonesian government to secure our long-term operating extension in accordance with the MoU reached early in the year. We submitted our application in June and we are continuing to work to complete the formal process.

The government continues to express support for extension to provide long-term continuity of large-scale operations and mutual benefits. Big picture, the third quarter, the team executed well, but experienced challenging operating conditions. You will note we continue to expect the fourth quarter will be the strongest of the year, but have adjusted our 2026 copper sales by approximately 2% to incorporate the impact of shortfalls in the U.S. and in Chile. Our team is committed to execution, dedicated to overcoming challenges, and driven for excellence in all that we do. I am going to move to slide six, where we have some real excitement around Freeport about the growth catalyst. We are driven to increase copper supply to a growing market and are strongly positioned as we look forward with significant near-term, medium-term, and long-term growth.

The progress we have made throughout 2026 positions us for significant growth in volumes, margins, and cash flows in 2027 and 2028, as Maree will cover shortly. In the short-term, we are positioned to grow from GBP 3 billion this year to GBP 3.7 billion in 2027 and over GBP 4 billion in 2028. Continued strong execution of the Grasberg recovery is the major driver, with improved U.S. production adding incrementally. This growth notably does not require new capital. With our U.S. growth initiative as America’s Copper Champion, we see a path for Freeport to be a GBP 4.5 billion-GBP 5 billion a year copper producer in the 2030 timeframe, with success in our innovative leach initiative and our expansion of our Bagdad mine in Arizona.

We continue to see the innovative leach initiative as one of the most attractive opportunities in our company, because it leverages our existing infrastructure, is scalable, is not capital intensive, and has low incremental operating costs. We have been on this journey and advancing this initiative for the last three to four years, and our excitement continues to build, supported by progress in developing a proprietary next generation additive that would unlock recoveries of low-grade ores previously thought to be unrecoverable. As you will see in the chart, lab testing of the new Freeport additive is showing incremental recoveries of more than four times those achieved with our initial additive. The next generation additive is now being manufactured on a fast-track schedule and will start receiving commercial quantities for field deployment as we go into 2027.

While we need to be cautious until it's proven in the field, this could represent the major breakthrough technology that we've been working to achieve. We expect to make an investment decision on the Bagdad expansion in the fourth quarter. Very excited about this. We see it as an attractive opportunity to transform Bagdad into the second-largest copper mine in the U.S., benefiting from economies of scale and the use of modern technology to set the operation up for improved multi-decade performance. We're also advancing further growth options, which could be developed by the mid-2030s with a large-scale expansion of the El Abra mine in Chile and exciting possibilities for development of our large resource position in the Safford Lone Star district in Arizona.

We see our pipeline of organic growth being particularly attractive in the context of an industry where greenfield projects carry significant risk and development time frames can span 15-20 years. We have a differentiated, advantageous position since our projects are brownfield in nature, resulting in benefits from leveraging existing infrastructure, lower capital intensity, experienced workforces, and relationships with key stakeholders to move more quickly with less risk than a greenfield project. We're increasingly mindful of escalating inflationary pressures affecting capital costs for major projects and the need to be disciplined on qualifying projects, delivering investment returns, and carefully controlling budgets and schedules. We're going to continue to be focused, selective, and deliberate as we go forward and on balancing investments and growth with shareholder returns.

At Freeport, we benefit from an experienced and highly respected project development team with proven experience in successfully managing major projects around the world. Putting this all together, the setup for Freeport is exceptionally strong and Team Freeport is intensely focused on execution and delivery to capture the value and the special opportunities that lie ahead. Now I'm going to turn the call to Maree, who will review our outlook, and then we'll take your questions.

Thanks, Kathleen. Just flipping to slide seven, we show our three-year outlook for sales volumes of copper, gold, and molybdenum. As Kathleen referenced, we expect significant production and sales growth in the coming years. We have trimmed our 2026 copper sales by about 2%, taking into account slightly lower production in the U.S. and Chile, and by approximately 2.5% in 2027 to reflect current mine plan updates. Copper sales in 2028 are consistent with previous estimates, and gold and moly sales are unchanged for the three-year period. We expect our fourth quarter of 2026 sales volumes to be the highest of the year, with copper sales increasing 17% and gold sales nearly tripling from third quarter levels.

For the year 2027, we expect annual growth in copper sales of over 20% compared with 2026 and more than a 50% increase in gold volumes, with additional growth in 2028 of 10% for copper and 20% for gold. Our team remains focused on delivering our plans safely and efficiently, which will translate into strong financial performance and meaningful future cash flow growth. Moving to slide eight, we continue to carefully manage all costs and capital whilst driving efficiency and productivity programs, particularly in light of inflationary pressures affecting our business and the industry. As discussed on prior calls, we continue to experience cost pressures and volatility in global energy and commodity markets, including oil, sulfur, and acid, largely associated with the conflict in the Middle East. Rising energy costs during 2026, particularly diesel prices, have impacted costs by approximately $500 million compared with 2025.

Sulfuric acid, a key input into various copper processing technologies across the industry, has more than doubled this year. Notably, Freeport is comparatively well-positioned given our integrated business model and is generally insulated from price moves as a significant producer of sulfuric acid through our smelting operations and consumer of acid in our leaching processes. In addition to operating costs, capital costs across the mining industry have been trending at a greater pace than overall headline inflation rates in recent years. These pressures affect both sustaining capital and expansion project costs, reinforcing the importance of remaining highly focused on carefully assessing our priorities, pursuing continuous optimization programs, and maintaining rigorous and strict project and cost controls. On net unit cash costs, we are maintaining our full year guidance for 2026 of $1.90 per pound, with by-products, particularly molybdenum, providing an offset to the impact of higher input costs.

In putting together our projected volumes and cost estimates, we show modeled results on slide nine for EBITDA and cash flow at various copper prices, ranging from $5-$7 copper. These are modeled results using the average of 2027 and 2028 with current volume and cost estimates and holding gold flat at $4,000 per ounce and molybdenum flat at $32 per pound. Annual EBITDA would range from over $12 billion per annum at $5 copper to $19.5 billion at $7 copper, with operating cash flows ranging from over $9 billion per year at $5 to approximately $15 billion at $7 copper. We show sensitivities to various commodities on the right. You'll note we are highly leveraged to copper prices, with each $0.10 per pound change equating to approximately $390 million in annual EBITDA in the 2027, 2028 periods.

We also have exposure to gold prices with each $100 per ounce change in price approximating $105 million in annual EBITDA, and to molybdenum, which has shown significant price strength in recent months. Each dollar per pound change in moly approximates $85 million in EBITDA per annum. With our long life reserves and large scale production, we are well-positioned to generate substantial cash flows to fund future organic growth and cash returns under our performance-based payout framework. Slide 10 shows our current forecast for capital expenditure in 2026 and 2027. Our 2026 capital expenditure is currently estimated to approximate $4.4 billion, a 2% increase from the prior estimate, and $5.2 billion for 2027, an increase of approximately $400 million above the July estimate, primarily reflecting additional mining equipment investments for supporting enhanced productivity improvements in the U.S. and cost inflation.

The discretionary projects are expected to approximate $1.6 billion in 2026 and $2 billion in 2027, with roughly 50% related to the Kucing Liar development and the LNG project at Grasberg. The balance includes acceleration of tailings and other infrastructure to support the Bagdad expansion, upgraded mining equipment, and capitalized interest. The discretionary category reflects the capital investments we are making in new projects that, under our financial policy, are funded with the 50% of available cash that is not distributed. These projects are value-enhancing initiatives and are detailed on slide 28 in our reference materials. The capital estimates exclude projects that remain subject to completion of final studies and board approval, including the potential Bagdad 2X expansion project. As I mentioned on the previous slide, we will continue to carefully manage our spending and deploy capital strategically to projects with the best return and risk-reward profiles.

Finally, on slide 11, we reiterate that financial policy priorities centered on a strong balance sheet, cash returns to shareholders, and investments in value-enhancing growth projects. Our balance sheet is solid with investment-grade ratings, robust credit metrics, and flexibility within our debt targets to execute on our projects. We have a strong liquidity position and have substantial flexibility for funding upcoming 2027 maturities. Our strong balance sheet and significant cash flow generation supports disciplined investment in future growth whilst returning cash to shareholders. Since adopting our financial policy in 2021, we have distributed $6.6 billion to shareholders through dividends and share purchases, including approximately $1 billion year-to-date in 2026, and have an attractive future long-term portfolio that will enable us to continue to build long-term value for shareholders. Our global team is focused on disciplined execution, profitable growth, and long-term value creation.

Thanks for your attention, and we will now turn to questions.

Ladies and gentlemen, we will now begin the question and answer session. If you wish to ask a question, press star one on your touch-tone phone. If your question has been answered or you wish to remove yourself from the queue, please press star one again. If you are using a speakerphone, please pick up your handset before pressing the numbers. We ask that you please limit your questions to one. If you have additional questions, please return to the queue. One moment, please, for our first question. Our first question will come from the line of Richard Garchitorena with Barclays. Please go ahead.

Great. Thanks, and congrats on the strong quarter. First, my question on Grasberg. Given the progress that you are seeing with ramp-up on track production from Block 1S expected for mid-2027 and then full run rates by the end of the year, how should we think about the cadence of production for copper and gold in the first half of next year versus second half? How should we think about the mine plan heading into 2028 as you ramp up even further?

Thank you, Richard, and we are very pleased with the progress that we are making at Grasberg. The installation of the material handling system upgrades is going well, and we expect that those will be wrapping up towards the end of this year and early next year. I think as you look at where we are for 2027, you should see first half starting to ramp up. The second half will likely be higher than the first half, but we expect with the start-up of these panels that are currently down, that will add a lot. PB1 South is not a huge contributor in 2027, but you will see pretty significant ramp-up throughout the year. But second half will be higher than the first half, and the first quarter will probably be the lowest of the year.

Our next question will come from the line of Chris LaFemina with Jefferies. Please go ahead.

Hi, Kathleen, Maree, Richard, thanks for taking my question. First, I want to say congratulations on the progress you are making at Grasberg. It has been an impressive recovery there in the last couple of quarters. I wanted to ask about the idle facility costs, the recovery and restoration costs that you book each quarter. I think it is $240 some odd million in the third quarter, more than $900 million year-to-date. A question about that, first of all. How much of that relates to costs that are going to go away when Grasberg fully ramps, in other words, costs that you are spending to repair the operation, versus what portion of those costs are actually fixed costs that you will continue to carry going forward? That is my first question, is around the idle cost at Grasberg.

Okay. Thanks, Chris. Thanks for your comments. The idle costs are essentially fixed costs. The accounting rules require us to charge costs that are not attributable to production directly to production costs rather than going through cost of sales. But those costs won't go away, but they will be in our unit costs going forward. We expect the fourth quarter, because rates are consistent between third quarter and fourth quarter, we expect the fourth quarter to be similar to the third quarter. But beginning in 2027, we don't expect to have those costs treated separately, and they'll be in our all-in unit costs. But of course, with the rising volumes, we've got a very significant increase in volumes going from GBP 700 million of copper this year to GBP 1.2 billion next year. You'll see very low unit costs continuing at Grasberg.

It's really an accounting classification as opposed to a change in cost.

Got it. Thanks. Just one question on the U.S. operations. You're doing a lot of good work there in terms of getting mining rates up. Obviously, grades there are low, but I've noticed that recovery rates have been trending lower. I'm wondering if that will continue and why that might be happening. Is the nature of the ore changing? Is this something that's temporary? What's going on there? Thanks.

Thank you. I'm going to let Cory Stevens cover that one. But you're right, your last comment about nature of the different types of ore, that does affect recovery. But Cory, why don't you give us some color on that?

Yeah. Kathleen and team, really, the recovery rates are driven by how the ore body presents itself, and we've really been mining lower volumes in past years. To be honest, we're missing expectations of where we really wanted to be, and there's a bit of catch-up at this point in time as we increase volumes and the ore presents itself to get to the better locations for better grade. That's where a lot of our focus is really placed on increasing mine performance and really adjusting to employ various technologies as we go forward. We've officially launched our remote operating center here in Phoenix, that really couples a high operating standard with state-of-the-art technology and analytics to be able to deploy and work with the teams at sites to help them be successful as they work through the higher volumes.

We're implementing new tooling with higher payload, ultra class haul trucks, better mine plans and road designs. But really, we see the solution going forward at this point with higher volumes to really set these processing plants up and then coupling that with the new technologies that we're developing on the leach enhancements and the additives on that front.

Do you expect the recovery rates to rise from where they are today, or should they stabilize where they are?

Yeah. Really, that kind of goes back to this additive development work, which is really giving us a lot of confidence that our Gen 1 additives we've deployed in 2025 and 2026, that's really giving us expected results from our lab protocols, and that gives us confidence that our Gen 2 additives are really going to launch us into this next phase of development that really could change quite everything in terms of how we're going to be leveraging the copper that's in the existing stockpile, but also harness the resource that's in the ground still. We're really pretty excited about where that's headed. We've got limited demonstrations that are in the portfolio right now that's really going to set the stage for how we really want to leverage that going forward. But we're quite optimistic on how that's going to play out.

Yes, there's going to be learnings with those commercial deployments that we have planned in 2027, but the team stands ready to adapt and adjust as we pursue America's Copper Champion.

Chris, I think you're referring to, Cory was talking about the leach recoveries, but I think you're also referring to the mill recoveries, and those are impacted by the types of ore and what those recoveries are. So those will vary depending on the types of ores that are being milled. But as Cory was saying, we're really very excited about the opportunities in the U.S. We're thinking bigger and bolder. These resources are very large. They're low grade, but the more that we can drive productivity and we're leveraging technology, we see that as a major value unlock for us. The more that we can drive productivity, Cory talked about a different kind of trucks that we're using. We've had great success with those in Peru at Cerro Verde, and those are going to allow us to be more efficient, more productive as we go forward.

We're really focused on increasing our mining rates in the U.S., particularly at Morenci, where we pretty much process everything that we mine there. The more progress we make on building those mining rates up, the better we're going to be in terms of increasing production in the U.S., not just from the leach, but also through our mills. So we're very excited about the opportunity to enhance our operating models within our U.S. mines.

Our next question will come from the line of Katja Jancic with BMO Capital Markets. Please go ahead.

Hi. Thank you for taking my question. Maybe staying on the U.S. side, specifically on the leaching. I think you mentioned that the new additives are performing as expected, but it does seem that leaching ramp-up is a bit slower than previously expected. Can you talk about what is driving that?

As Cory was talking about, the current additive that we're using is showing what we expected in the lab. It's consistent, maybe a bit better than what it was predicted to be in the lab. We have always been, as I mentioned over the last couple of years, we've always been testing multiple additives. We have not yet tested in the field, this next generation additive. That has the potential to put us on the path for scale. That, combined with the work that we're doing to increase temperature of our stockpiles, has the potential to really help us with scale. We've got GBP 300 million targeted in 2027 compared to just over GBP 200 million in 2026. But those new additives, which I said are being manufactured now, really show the potential that we were looking for to supercharge these recoveries.

We'll have to wait a little bit longer, but the optimism and excitement around this initiative is building because we have, as we've talked about before, over GBP 40 billion of copper that's already been mined. It's in above-ground stockpiles, and prior technologies didn't allow us to recover copper from it. Now, with the promise of potential next-generation additives, we see a real opportunity to build scale. To date, we've been using principally operating tactics to get more solution to areas within the stockpile that were dry. But now we're able to enhance that with additives. We've started with the initial additive, but we expect that that'll be replaced with these new additives we've got coming in in 2027. This is going to evolve. It'll be a dynamic period for us in 2027.

But we really see it having the potential to unlock a lot of copper throughout, not just in North America, but South America. A lot of copper as we go forward. And again, this is something proprietary to Freeport. Very proud of the teams that we have that have been working on this to unlock this value. It's unlike anything we have in the mining industry because it doesn't require significant new capital. So stay tuned, but we're very, very excited about what lies ahead.

Our next question will come from the line of Orest Wowkodaw with Scotiabank. Please go ahead.

Yes, good morning. I'm wondering if you can give us some more color on the increase to the CapEx guidance for 2027. It looks like it went up $400 million from the Q2 guidance. Is that just inflation on the existing planned projects, or have you added projects to the list?

Well, we've added in the category that we call other, sustaining and other. We've added more mining equipment. As I mentioned, the success we've had with the ultra class haul trucks in Peru at Cerro Verde has been very strong, and so we've added some additional trucks to allow us to continue to increase mining rates to unlock more copper production as we go forward. So that was about half or so of the increase. We do have some inflation that's part of it, and we have some additional costs as we complete the project at Atlantic Copper, the CirCular project that we expect to complete during 2027. So those are the key categories. But as Maree mentioned, we are seeing capital cost inflation. You see it in operating costs, but we also are seeing it in capital costs.

The cost of the type of equipment that we purchase has gone up, and it's trended higher than CPI in recent years. So we are continuing to work to control costs, to prioritize what makes sense. But from a big picture standpoint, this industry, historically in recent years, arguably has been under-invested. As we look forward at making sure that we've got the ability to grow our business in line with where we see demand for copper growing, we've got to be thinking bigger and bolder. That doesn't mean we're not going to control spend. We're going to control spend. It's in our DNA. But bigger and bolder in terms of how can we get more out of our existing assets. Incremental capital spend can make us more efficient, more productive, help us address the labor challenges that we have.

So we're thinking differently about the future than maybe we have in the past in terms of making sure that all these operations are producing at their max rates to be able to meet the requirements of the future. As we've been saying, what we see in front of us is very significant growth and demand, and we've got to be prepared to step up to that demand and do it in a profitable and economic way. But that's part of what you're seeing, Orest.

Thank you. Appreciate the color. Is it fair to sort of read into this that that approach likely continues into 2028 in terms of more of an elevated spend?

Well, as we see the markets today, we see a need, a signal, to produce more. We're going to be looking within our portfolio of what is the cheapest way, the most economic and productive way, to build new capacity and get more out of what we already have, the resources that we already have. If we can add incremental capital and get benefits and quick payouts, those are things that we're going to be inclined to do. Now, we've got also the major project, and our board will be considering the investment in Bagdad. We're very enthusiastic about moving forward with that project. As we look at this, it all fits into our balance of investing in our business, growing our copper production to match what we see is strong demand going forward.

The absence of supply growth across the industry, the absence of real significant supply growth. What we're doing is trying to figure out on a brownfield basis, how can we get more to be able to meet these demands? We'll monitor it, we'll monitor market conditions as well. At Freeport, we've had a long history of adjusting to market conditions. If we need to conserve capital, we can. As we see it right now, these are going to be very strong economic capital decisions that we're making that help us set us up for the future growth that we're pursuing.

Our next question will come from the line of Lawson Winder with Bank of America Securities. Please go ahead.

Thank you, operator. Good morning, Richard and Kathleen and Maree. Thank you for this call. Congratulations on the nice quarter. If I could, I would like to ask about Bagdad and the investment decision that is expected in Q4 2026. I think this is a really exciting moment for Freeport USA. When thinking about the CapEx that you have now put out, the $4.5 billion, you have had now another quarter to refine the engineering work. Do you see any potential change in that $4.5 billion estimate? Could you just walk us through timelines? Are there any permits outstanding that still need to be concluded, post an FID decision later this quarter? When would be a reasonable time for us to assume commissioning would start for this asset and then ultimately run rate capacity? Thank you.

Thanks. In terms of permits, we have what we need to go forward with this expansion. We have been working on it for some time. We have been spending money to ready the operation for this investment. We have been advancing work on our tailings down there that we would have needed to do anyway down the road, but to be ready for new production. We have converted the haulage fleet there to fully autonomous, to prepare for the ability to scale. One of the things that has been a factor for us in thinking about growing in the U.S. has been the tight labor market, particularly for the types of skills that we need. So we have been leaning on technology to help us scale. At Bagdad, that was the first mine we selected to deploy the autonomous trucks.

As we move forward with an expansion, that will allow us to scale and continue to add autonomous trucks to scale that without needing as many people as we would have otherwise needed. In terms of your question on the capital cost, our estimate now on a go-forward basis is still at that $4.5 billion level. We have done a lot of work on it this year. We have been working with our contractors. We have been working to make it as efficient as possible. It is a competitive market in Arizona with all of the, not just copper projects, but all the other activity really is driving demand for skills in Arizona in the semiconductor sector with all the build going on in electricity build-out and data centers. It is a very active time in Arizona.

So we have been planning this, working to de-risk the capital as much as possible, working on a model that would allow us to prefab certain of the materials so we do not have to do everything or limit what is done on site. So we have been doing a lot of things to try to de-risk the capital, but it is an environment where, as we mentioned, escalation, labor costs, the cost of steel, other things, tariffs, other things that are affecting costs, energy markets have a degree of an impact. So all those things are things that we are taking into account. We do not know what the future inflation will be, but in current dollars, we are drawing a circle around $4.5 billion, and we are going to work very hard to manage both the capital spend and the time schedule.

We expect the project would, from the final decision, come in around 3.5 years. Our team is well organized. One of the things about Freeport is we have a project development execution team that is best-in-class. The project controls are excellent. Our work with contractors is very strong. We have an approach where we do not just turn over a project to a contractor to execute. We are right in there executing. All the costs and everything are on our system so that we can manage and control those. Having said that, it is a challenging environment. If any team was ready, this team is ready. A lot of the people on this team that we are forming were integral in getting that smelter done in Indonesia during a very challenging time during the pandemic, and really worked hard to bring that project in.

We have got resource capacity within the company that will be dedicated to this. We have got contractors that we have been working with for some time, both on the EPC side and on our labor side. We feel we are ready. We are going to talk with the board about it. This is a real opportunity for us as America’s Copper Champion to leverage what we have there. The facilities are currently undersized for the size of the resource. We are really looking at this for the long term, and to set this operation up to be more efficient, more modernized. This was done in the 1940s. More modernized, and this will be a mine of the future and one that we are very excited about moving forward. We will make a decision with our board here soon and hopefully be on our way.

In terms of the incremental production, the Bagdad, we are looking at a doubling. It would be something on the order of GBP 200 million-GBP 250 million a year. The concentrator size will be more than doubled. We benefit at Bagdad from a large amount of molybdenum production, so we will be adding GBP 10 million-GBP 12 million a year of molybdenum. A big feature of the project is using economies of scale to bring down our costs, and that is what we are focused on across the U.S., is finding ways to reduce our costs as we go forward.

Thank you very much, Kathleen. I appreciate that.

Our next question will come from the line of Timna Tanners with Wells Fargo. Please go ahead.

Yeah. Hey, good morning, all. Hope you're doing well. I wanted to ask, if I could, two quick follow-ups. One is regarding the leaching discussion. Really helpful detail on the potential benefits from the new additives, but I wanted to just clarify, is it possible that this additive is not in your numbers right now and could result in upside to your numbers, or do you think that the success of the additive would be beyond 2027? Just a little more color on that.

Yeah, I'll ask the other one next. Yeah, sure.

We have GBP 300 million in our numbers for 2027 and 2028.

That is lower than potentially could be expected if the additive is as successful in the field as it is in the lab. Then with that data, that would give us the plan to decide where to go. This is a test. It's a commercial test. We've got enough quantities that we've got manufactured to be able to fully test it. But if it's successful, this could be really what we've been looking for. You could have a situation where leach recoveries start to compete with a mill recovery, and that could have implications to how we think about the future. The Safford opportunity we're pursuing, we're pursuing a mill, but that could change the flow sheet some as well.

Remember, our target or our potential, our aspiration is to scale the leach opportunity from just over 200 this year to 300 next year, and then ultimately, by 2030 to get to this GBP 800-million level. That would be done with a combination of a successful leach additive and the increased temperatures that we're currently testing now. We're just starting a project at El Abra now to heat the solution that's going into the stockpiles there. We're doing some at Cerro Verde, where we have smaller leaching operations, and we have plans to do it in Morenci as well. But we'll have to see. The testing work that we're doing is showing really strong recoveries, and it's a possibility that we may not even need heat in the U.S. if the recoveries are as good as what the lab is showing.

It's dynamic, and we'll have a lot more information as we go through 2027. But it's not in our forecast. We feel confident we can get to 300, but the 800 is going to depend on the results in the field, and so we're not at a point where we can give guidance. We see it as a potential value driver that we're pursuing aggressively, but we're not at a point to put it into our forecast.

Okay, appreciate that. If I could, I know you've been talking, of course, about organic growth opportunities, but to the extent that this high copper price yields a pretty attractive free cash flow going forward, do you consider M&A? Do you consider other ways to grow outside of your organic opportunities?

Always. We have our base case plan of organic growth, and at Freeport, we're advantaged in that we do have a significant organic growth pipeline, but we're always monitoring market opportunities. Richard just did a podcast, for those of you who haven't seen it yet. He did a podcast with Andrea Hotter about the Phelps Dodge deal. For those of you who haven't seen it, you should see it because it's a good example. We're going on our 20-year anniversary there, and at the time, we didn't expect that opportunity to become available, but we were prepared and were ready to move on it, and it ended up being, I believe, one of the best M&A transactions in our sector, going back to looking at where we were and where Freeport is today.

We'll continue to monitor the landscape, look for opportunities that could add value to the company. But we're on a path with our base case of creating value through our organic plan. So, I would not rule out M&A, but our base case is our organic growth opportunities, which we can create a lot of value from.

Our next question will come from the line of Bill Peterson with JPMorgan. Please go ahead.

Yeah. Hi, good morning. Nice job on the quarter, and thanks for taking the questions. I guess on the impact of cost, 500 million higher in 2026 relative to 2025. I might have missed it, but can you provide a further breakdown between diesel and electricity as well as call-outs per region, U.S., Indonesia, and South America?

Yeah. I think Maree covered some of that in her comments. But for 2026 compared to 2025, it's on the order of $500 million in increased energy, which includes electricity and diesel. Diesel was the biggest factor, but we are seeing increased electricity rates. We saw that quarter to quarter in the U.S. between second quarter and third quarter, a significant increase in electricity rates. But the biggest part of that was diesel, and you've seen more than doubling of diesel costs for the year. But we consume about 275 million gallons of diesel a year, and 100 of that is in the U.S., and then we've got 80 in Peru and the balance in Indonesia.

Thanks, Kathleen. I guess for the next year, the PFS for Safford Lone Star, is there any more granularity you can provide on that timing? I guess conceptually, when we think about the capital intensity of dollars per ton, when we think about Bagdad, I'm not sure, a lot of that may be U.S. related to labor and other costs, but I guess that's over $40,000 per ton. Is that the right kind of ballpark? What would bring that in lower? What could bring that in, I guess, higher as we think about capital intensity?

With the Bagdad one, when you consider the molybdenum credits, on a copper equivalent basis, it's around 35,000 a ton.

The Safford Lone Star, we're looking at potentially a mill on the same size as at Bagdad. We do have some gold at one of the deposits at Safford, so that's helpful. As I said, one of the things that we are wanting to get more information on as we go into 2027, to form our final views on the ultimate development of Lone Star and Safford, is the success of the leaching initiative. So that will play into ultimately what the flow sheet looks like. So we're feeding in data to those studies as we get it to do the trade-off work.

But one thing, Bill, that I know you know this, but one thing to point out when you're comparing capital cost intensity across different operations, one of the things that needs to be taken into account in overall economics is the U.S. fiscal situation, where while you might have a higher capital intensity because of the lower grades, it offsets itself because you don't have royalties. Our tax rate is very low in the U.S., and so there's some offsetting factors that make the economics attractive. So all those things need to come into play. You can't just compare capital intensity and say one project is better than the other.

Yeah. No, totally makes sense. Thank you.

Cory, do you want to add anything about Lone Star or Safford that I didn't mention?

No. Yeah. I think all those trade-offs really are going to converge to give us the right solution. But we're trying to balance capital intensity versus the value proposition and how do we best harness the resource between leaching and milling. It's not really one solution or the other, but it's going to be a combination of both that's really unlocking the true value.

Our next question will come from the line of Daniel Major with UBS. Please go ahead.

Hi, Kathleen and Richard, thanks for the questions. Maybe a couple just focusing back on Grasberg. The longer dated production guidance given in the mine plan has come down a little bit over the last couple of updates. Can you just walk us through the drivers there? I think you previously said it's not associated with normalizing after the mud rush. And associated with that, has anything changed with respect to bringing back PB1C and PB1N, and are they needed to achieve sustainable production in line with the guidance you've given over the medium-term?

Thank you. In terms of the overall five years at Grasberg, it's very similar to the prior guidance. I think there was a small change in 2030 from what we had previously, but in general, the plan that we laid out in the last quarter is consistent. Each quarter, we update our plans. We go through updates to the expected mine sequence, what makes sense in terms of the production rates. Right now, with this El Niño situation and limits on the mill on water availability, what we end up doing is reducing some production that's very low grade. Ultimately, we maximize as much as possible the metal production and adjust the mill rates to do that, to maximize it. But the long-term plans include a restart of PB1 South, as we said, by mid-year.

We also are continuing to evaluate the restart of PB1C, which is where the incident occurred. PB1C is a very small piece of our, you look at 2028, it's very inconsequential. As you go out, it's a little bit more. By 2030, it's probably 3%-6%, 3% for copper, 6% for gold in the 2030 timeframe. But we're constantly looking at what's the right way from a safety standpoint, a productivity standpoint to mine PB1C, and that'll continue to evolve as we go forward. We also are reviewing the schedule for Kucing Liar. That is expected to start ramping up in the 2029, 2030 timeframe. With the focus that we've had on the GBC, we are somewhat behind on development rates in KL, so we're working on looking at our plans there to figure out what we can make up between now and then.

Our focus has been on a safe and sustainable ramp-up of Grasberg, and we feel, big picture, that's well in hand. Mark, I don't know if you want to add anything to any of those comments.

No, you said it well. We really haven't changed anything with the PB1 North and PB1C. We continue to look at options that'll potentially make it more robust. We're also working on, as we look at the five years, PB3, PB4 all play a big role. We've been doing some rehab in PB3, but we're beginning the undercutting in PB4 as well. Along with the major production that's coming out of PB2 right now. I think Kathleen mentioned the construction of the conveyor or the chute galleries is going well, both in the PB2 area and for the restart of PB1 South.

Freeport-McMoRan (FCX) Q3 2026 Earnings Call Transcript

Company Participants