IGO Interactive Annual Report 2019

Subsequent to year-end, the Board has progressed the appointment of an additional female non- executive director to the Board and we look forward to making an official announcement regarding this appointment shortly. Aboriginal Employment In FY19, we continued to actively support the employment of both Aboriginal people and people from culturally and linguistically diverse backgrounds across the business. Whilst it has been a challenging year in terms of increasing Aboriginal representation in our business, we have had some pleasing results with our existing programs and people including: • maintaining Aboriginal employment at approximately 3% of direct employees; • Aboriginal employees collectively recording the highest engagement score across the business; • implementation of a number of additional Ngadju Traineeships; and • continued enhancement of our Ngadju cultural competency workshops. Implementation of a broader Diversity and Inclusion program in FY20, including the market facing promotion of IGO programs and initiatives and a continued focus on internal culturing initiatives, is expected to result in continued improvements in the diversity and inclusion of all IGO people. Family and Domestic Violence Leave Every year we continue to seek ways in which to support our employees and their families and in FY19, we introduced the opportunity for our people to take up to five days of paid Family and Domestic Violence Leave if they are affected by family and domestic violence. This leave is open to all employees including part-time, fixed-term and casual employees and is designed to ensure that our people are supported through challenging times without loss of earnings. WELLNESS AND WELLBEING At IGO, we encourage our people to actively pursue better physical health and wellbeing. In FY19, our programs continued to offer our people a range of choices to support pro-active, but individually relevant health options. Along with our programs for physical health monitoring (IGO Natural Therapies Expo, skin checks, FluVax, Riva Nutrition Health challenge, yoga and pilates classes) we have increased our efforts in programs that encourage fun and social interaction. These included Nova and Perth social club activities and opportunities to be part of community and volunteering programs to increase a sense of connection and belonging, such as Euroz Big Walk, HBF Run for a Reason and Red25 blood donation group. CELEBRATING SUCCESS A strong culture is founded on the ability to recognise excellence and celebrate a “job done well”. Along with the many business unit-based recognition events that we encourage our people to hold throughout the year, in FY19 we found two more great ways to celebrate individual and team success. IGO ‘Making a Difference’ Awards The IGO Awards were established in 2017 to celebrate exceptional contributions by individuals and teams at IGO. In addition to demonstrating passion, thought leadership and excellence, past winners have gone above and beyond the requirements of their role to make significant contributions. In 2019, we reimagined the IGO Awards to align with our purpose and to encourage the behaviours and outcomes that support this. The 2019 IGO Making a Difference Awards recognised and celebrated exceptional people in the business who exemplify the IGO culture. These are the people who are making a difference and who inspire us and our broader community through their achievements. Service Awards In FY19, we introduced a new Service Recognition Program to celebrate the long-term commitment of IGO employees. The program is structured to formally celebrate length of service at a number of key milestones and provides the Company with another opportunity to celebrate our people’s accomplishments and performance over their journey with us. This dedicated commitment is appreciated at IGO and we say “Thank you” to them all. Carolyn Marks was working a full-time 8:6 roster at our Nova Operation as an Electrical Engineer when she became pregnant with her first child. Following the birth of her child, it was important to Carolyn that she continued to develop professionally along with ensuring she had valuable time with her family. When considering her return to work on a full-time basis, Carolyn’s previous experience in her site-based role confirmed to her the value of site time in her role. In order to try and get the best balance, Carolyn approached her supervisor with the suggestion that she start her transition back to work after parental leave working one day per week. This work was performed both from the Perth office and on site at Nova as required and provided Carolyn with time to transition back to work. After two months she was back to full-time work. Full-time work for Carolyn now looks a lot different to before she took parental leave, working flexibly to suit her requirements. It was important to Carolyn that she was professionally able to deliver projects that make a difference to people’s lives on site while also being able to spend time with her family. With her supervisor’s full support, Carolyn’s work roster is two days at home and two days on site per week. This roster provides her with the time she needs with her two families – her immediate family and her Nova family. In Carolyn’s words it “allows her to be both an engineer and a mum”. Nova is proud to be able to help Carolyn to make a difference. CASE STUDY: CAROLYN MARKS Carolyn Marks, Electrical Engineer, Nova Operation, with her husband Ingo and daughter Anneliese. 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