INDEPENDENCE GROUP NL SUSTAINABILITY REPORT 2018

1. Paid Parental Leave IGO is committed to supporting parents of both genders when they give birth to, or adopt, a child. We believe that parents should not have to choose between career and family. Our Paid Parental Leave plan is an important initiative to encourage parents to balance their work and family life at a very important time. Key features of IGO’s Paid Parental Leave plan include: • 16 weeks of fully paid parental leave (or 32 weeks at half- pay) for primary carers and two weeks’ paid leave (or four weeks at half-pay) for the secondary carer • a return to work assistance payment consisting of four additional weeks’ salary paid six months after the employee returns to work (to provide additional support for the family) • superannuation payment on paid and unpaid periods of parental leave to ensure that no parent is disadvantaged at retirement due to their decision to have a family. 2. Working Flexibly In FY18 we increased our focus on working flexibly. IGO employees can request flexible working arrangements such as working part–time, working remotely and job sharing. We believe this is an important initiative to enable our people to blend their work, family and lifestyle to suit their individual circumstances. We believe that with energy and imagination, all roles can be flexible, and we want more people to understand that the mining sector values their contribution and that they do not have to choose between a career and a family to participate in site and head office roles. 3. Fitness for Life We believe that wellness is more than just being “fit-for- work”. In FY18, our wellness program was expanded across the business to include proactive health monitoring to identify early indicators and interventions for chronic illness, skin cancer, fatigue, inadequacies in task and workplace ergonomics and injury prevention. We also provided motivational fitness challenges, a quit-smoking program and daily pre-start warm-ups. IGO provide free annual fu vaccinations to all employees. Feedback has been extremely positive and our preventative focus has become a valued component of our extended employee value proposition, allowing a greater diversity of people to balance their work and life goals. We know, from the results that we have seen in the last two years, that continued improvement in diversity is possible through deliberate efforts to proactively include all employees in robust, transparent communications; leadership development and modelling; participatory work processes; cross-functional work experiences; and a focus on employee engagement on matters of diversity (see case study on page 61). ENGAGEMENT Sustaining and building the engagement and connection of employees, contractors and consultants in a digital world is a challenge for many organisations. We acknowledge this challenge and have organised programs of work to achieve year-on- year improvements to employee engagement and the culture it drives. We want to foster a workplace, either face to face or virtual, where people feel connected to each other and comfortable to express their ideas, opinions and concerns. To measure our progress we conducted our second company-wide annual employee engagement survey in April 2018, generating positive results that indicate we are making a difference with our programs of work. Notably the Company recorded an employee response rate of 97% for this year’s survey, an outstanding result and one that demonstrates we have established a culture where the workforce wants to be actively involved in shaping the business as we continue to evolve. This year IGO’s overall engagement score was 55%, which was a significant improvement from 2016 and one that puts IGO at the upper end of scores achieved by other metals and mining companies surveyed by Aon Hewitt. These results, along with the specific feedback received from employees, demonstrate a significant There is, however, always room for improvement and we believe that there is much more we can do, to build on our progress over the last year, and to continue our journey to shape IGO to be an employer of choice. To that end, we will commence additional programs of work on employee reward and recognition, talent and staffing, performance management processes and the continued promotion of internal career opportunities to be completed in FY19. 0 5 10 15 20 Percentage (%) Future vision 18% improvement People focus 16% improvement Learning and development 15% improvement Business excellence 12% improvement Career opportunities 12% improvement Communication 12% improvement improvement across our business, refecting the concerted effort across the business over the past year, culminating in the following improvements: 54 — IGO SUSTAINABILITY REPORT 2018