IGO Interactive Annual Report 2020

Aboriginal Employment In FY20, we continued our programs to support the employment of Aboriginal people across the business. Key highlights include: • Maintaining Aboriginal employment at approximately 3% of direct employees • Development and engagement of leaders to better support Aboriginal employees in the workplace • Continued support for our Ngadju cultural competency workshops; and • Continued support for Ngadju apprenticeships in partnership with Barminco, one of whom was named 2019 WA Apprentice of the Year. In FY21, IGO will implement additional measures to improve inclusion through our culturing programs, KPIs and learning and development. While we understand that our people believe inclusion is already a feature of our IGO culture, we believe that this increased focus will be key to improving diversity across the business over time. WELLNESS AND WELLBEING While FY20 was a challenging year for health and wellbeing, we maintained our holistic approach, aiming to address the needs of our unique workforce by tailoring programs and events to address individual and team needs. In FY20, IGO continued health initiatives begun in FY19 with our annual Health and Wellbeing calendar including skin checks, health screens, volunteering programs and mental health awareness. New for FY20 was the inclusion of a “Psych on Site” psychology service and the commencement of our IGO Mental Health Guidelines at Nova. With the arrival of COVID-19, our challenge was to continue the important work of supporting our employees physical and mental wellbeing in an immediately online world. We were able to quickly convert most programs (education webinars, mental health initiatives, exercise classes and ergonomic assessments) to an online health platform, supplied to us by our partners WFR and is called 'Working from Home, Working Alone'. This program provided support to our people and their direct family members to stay motivated and remain active and healthy whilst in isolation. Key to our COVID-19 response was the Mental Health Support Survey we conducted to assess the fast-changing circumstances and allowing us to action the issues and concerns surrounding the impact of COVID-19 on our people and their families. One such action was the introduction of a temporary COVID-19 leave category. This leave provided our people with an additional 20 days personal leave, should they require it, to care for themselves or their family through the pandemic without loss of earnings. EMPOWERMENT THROUGH OWNERSHIP At IGO, we believe that we can Be Better Together. Harnessing the talent and energy that are within our people is one of our competitive advantages and we know that only engaged and empowered employees will do this. In collaboration with our culturing programs aimed at improving empowerment, satisfaction and ownership, at IGO we believe that employee share ownership has made a difference to the connection that our employees have to our business and our strategic objectives, and their part in achieving our future. In FY20, key achievements included: • 100% of eligible employees accepted their $1,000 grant under the Employee Share Ownership Award with the program now an important part of the IGO employee value proposition for current and prospective employees • 54% of employees have elected to participate in our Salary Sacrifice Share Plan to purchase IGO shares and receive the 1 for 1 share benefit (up to $5,000) - an increase of 7.4% of employees in FY19; and • 69% of employees believe that if IGO does well, they will appropriately share in its financial success, an improvement of 8% on FY19. COVID-19 The COVID-19 global pandemic, has profoundly impacted the lives of people around the world. At IGO, the health and safety of our people, their families, and the communities in which we operate is our highest priority. In response to the pandemic, we implemented a range of measures to safeguard our people, protect our ability to operate and to minimise the spread of COVID-19 within the communities closest to our operations. Our response to the crisis was swift and effective, and we are proud that the broader mining industry also demonstrated a high degree of care for its people and an ability to act quickly to ensure people’s safety. The mining industry has played an important role in providing economic stability for Australia during this crisis and we feel privileged to be able to continue our important work. Safeguarding the Welfare of our People In response to the pandemic, IGO implemented a number of measures and put in place several programs and policies to help our people through this disruptive and uncertain period. These included: • Encouraging remote working wherever possible • Site travel restrictions and pre- flight health screenings • Temporary changes to operational rosters to minimise crew changes and interactions • Enabling physical distancing on site through additional charter flights and bus transport, meeting structures and changes to some services/processes at the accommodation village • Establishing on-site quarantine and testing capacity • Increasing staffing levels for key roles • Specific mental health support through expanded employee assistance programs and new ‘Working from Home, Working Alone’ resources • COVID-19 Health Hotline and Information Hub • A COVID-19 leave category offering an additional 20 days personal leave to people directly impacted by COVID-19; and • Increased levels of communication between leaders and their teams to assist in team morale and engagement with the business. The COVID-19 pandemic is expected to continue for some time, and IGO remains alert to the risks to our people, operations and our communities. The measures we have implemented are continuously reviewed and, if necessary, updated in response to the changing risk profile, as well as government directives and guidelines. To date, our response to the pandemic has been successful, and this is a credit to all at IGO. 14 — IGO ANNUAL REPORT 2020 IGO ANNUAL REPORT 2020— 15