IGO Interactive Annual Report 2020

Callum first joined IGO in 2011 as a Graduate Mine Geologist at the Jaguar site and within 12 months was offered a permanent role as a Mine Geologist. Callum then transitioned into the role of Production Geologist at our Long Operation, a role he held for over three years. After his initial time with the Company, Callum decided it was time to see more of the world and went travelling for 14 months. Upon his return to Australia, Callum’s enhanced skills of communication, adaptability, planning, budgeting and an appreciation for diversity were ready to be put to good use professionally. Callum found he could not refuse when asked to rejoin IGO in 2016 at our then new Nova site, in the role of Mine Geologist. Since then, Callum has worked at both our Nova Operation and our Corporate office where he has applied his skills and experience and been able to capitalise on continued development opportunities. This experience has paved the way for Callum to be promoted to his current role as Senior Mine Geologist whilst also working towards completing an MBA. If Callum wasn’t busy enough, he is also expecting his first child with wife Emma who will welcome their baby into the world in early 2021 and plans on utilising IGO’s paid parental leave. For Callum, job satisfaction comes from being able to experience different facets of the business, including the ability to work across different sites, participate in strategic projects and work closely with experts in the field. These experiences have made a big difference to Callum’s job satisfaction and is one of the reasons he returned to IGO. IGO is proud to have been able to support Callum in his career development over the last nine years and now personally as he soon enters the new and exciting world of parenthood. CASE STUDY: EMPLOYEE DEVELOPMENT Our People Callum Laming, Senior Mine Geologist. Systems Support High performing organisations have effective systems to enhance employees ability to do their jobs well. In March 2020, we began implementing a new, whole of business Human Resource Information System (HRIS) - taking the bold step to introduce concurrent modules to support core HR functions including employee master data, learning and succession planning, performance and goal management, payroll, time and attendance, remuneration management and data analytics. The implementation of this new system will provide the foundation for improvements in our employee experience and enable a range of initiatives throughout the organisation through enhanced data management and analytics. MORE THAN JUST DIVERSITY In a competitive talent market, our focus on building an inclusive culture is critical to IGO’s ability to retain our talented people. By valuing diversity and supporting inclusion, we know that we will see many benefits, including higher employee engagement and happier people, improved performance, greater innovation and improved employee wellbeing. Improving gender diversity and Aboriginal employment has been the focus of the IGO leadership team for many years. Whilst it is acknowledged that true diversity goes much further than this, at a basic level the IGO approach has been to improve gender balance as a natural starting point on a journey to drive more widespread change. Our Annual Engagement Survey indicated that our workforce is highly aligned to this view with 91% of respondents agreeing that our workplace is accepting of diverse backgrounds and thinking. Gender Balance IGO continues to maintain a gender balance that is better than many mining industry employers, however achieving a more gender balanced workforce in a year of significant challenge has been a collaborative effort. In FY20 the key highlights included: • Appointment of an additional female Non-executive Director • The award of 11% of internal promotions to female candidates • Achievement of an improved gender diversity of FY20 vacation students (61% female in FY20, up from 20% in FY19) • Strong support for our Paid Parental Leave program with the majority of participants (83%) being male; and • Broadening our flexible work arrangements. Our Gender Equality Report for FY20, lodged with the Workplace Gender Equality Agency, can be found on our website and comments on the report are welcomed by emailing igofurther@ igo.com.au . FEMALE REPRESENTATION FY19 FY20 Board 14% 29% Senior Executive roles 33% 33% All management and professional roles 25% 25% Total workforce 25% 24% ENGAGED IN OUR CULTURE We understand that employee engagement is key to our success and we know that it requires focus and commitment to build and maintain. Engaged employees go above and beyond, are optimistic and team oriented and show a passion for their and others learning and development. With that in mind, it is pleasing to observe our progress over time and our employees' year-on-year commitment to providing us with this feedback on how to improve. In FY20, we conducted our fourth Company-wide annual Employee Engagement Survey with a response rate of 77% and a strong and stable overall engagement score of 69% (70% in FY19). Each year we use the results to conduct deeper investigations to understand specific feedback, then weave this into our culturing plans for the next year. This year some strong themes emerged to focus our efforts and programs of work for the coming year, including: • Performance and relationship management • Leadership and career development; and • Leadership capability. Enduringly, our people tell us that our culture is friendly, challenging, ambitious, supportive and busy and, this year, they have added happy and inclusive to that impressive list. DEVELOPING OUR PEOPLE Learning and Development Refreshed While 83% of our people said that IGO actively supports their learning and development, consistent with FY19, our focus group work has highlighted that our people want even greater support in this area. We care about the growth of our people and believe that all employees should enjoy the benefits that an individually focused development plan can offer to their professional effectiveness. Plans are tailored with programs for entry and early career people - such as scholarships, graduate programs and mentoring - designed to attract, support and develop talented individuals. Programs centred on deepening leadership expertise, empowerment, engagement and team performance become prominent in plans for our established career people. Details on several of these programs are provided in our 2020 Sustainability Report. Our upgraded Learning Management System will allow us to better plan and manage job- specific and career development training opportunities, technical skill development, feedback and collaboration opportunities and will form the basis for our enhanced leadership development programs in FY21. At IGO, we believe that our organisational culture is an important reason why our employees choose to work for us and that building the strength of our culture, year-on-year, is vital to our success. AT A GLANCE 1% FY19 91% Employees said IGO has a work environment accepting of diverse backgrounds. 83% Employees said IGO actively supports their learning and development, consistent with FY19. 4% FY19 89% Employees said they get a sense of accomplishment from their work. 88% Employees said they are proud to work for IGO. 2% FY19 12 — IGO ANNUAL REPORT 2020 IGO ANNUAL REPORT 2020— 13