Sustainability Report 2021

Our People Every year we use the results we obtain to conduct deeper investigations into understanding specific feedback and we incorporate this into our annual culturing plans for the next year. This year some strong themes emerged to focus our efforts and help us plan programs of work for FY22 including the need to: • continue to attract and retain great talent • find ways to enhance the working environment so that all IGO people continue to feel that they have the freedom to say what they think without fear of negative consequences; and • continue to build our culture of recognition and support, including constructive performance management and feedback across the business. Enduringly, our people tell us that our culture is friendly, flexible, challenging, busy and happy, an impressive list which reflects the working environment that we have continued to build over the last year. DEVELOPING OUR PEOPLE IGO is committed to providing a safe and inclusive workplace that attracts, retains, and develops the best people. We care about the development and growth of our people and believe that all our employees should benefit from educational and professional development opportunities. Fostering personal development benefits both the individual and the business. It inspires and relies on a shared responsibility for lifelong learning. At IGO, individual development plans are established by employees in consultation with their supervisors, identifying the key areas for their individual growth. This year we have begun the process of embedding our new Learning Management System. This will allow us to better plan and manage job- specific and career development training opportunities, identify and provide technical skill development and provide further opportunity for feedback and collaboration – all forming the basis for our enhanced leadership development programs in FY22. Key highlights of our FY21 development programs included: Executive Development Leadership Course The AIM WA Executive Development Course (EDCO) was offered to another cohort of emerging IGO leaders in FY21 and focused on providing key skills to assist in developing a pipeline of future leaders within the business. This year, the week-long intensive leadership development program had a refreshed format, focused on developing our mid-level leaders, strategy, leadership and culture. Practical MBA Program This year, IGO launched our Practical MBA Program, providing a unique leadership development opportunity to engage, develop and retain high potential individuals. The program provides participants with a multidisciplinary approach to learning by offering workplace rotations that mirror study towards an external MBA or equivalent. To read more about the Practical MBA, please see the case study on page 33. MEASURING OUR PERFORMANCE Sustainability Indicators & Targets Progress FY21 FY20 Read More Employee engagement survey overall score Target: 72% in FY21 67% in FY21 (FY20 = 69% and FY19 = 71%) Page 31 Percentage of women employed within the entire company Target: year-on-year improvement at 30 June each year 27% of our overall workforce are female (FY20 = 24%) Page 34 Percentage of women employed in senior positions Target: year-on-year improvement at 30 June each year 21% of IGO Senior Managers (as defined by the WGEA criteria minus ELT) are female (FY20 = 18% female) Page 35 Supporting the Learning and Development (L&D) of our people Target: 90% of direct employees have an active L&D plan 94.6% in FY21 Page 32 Percentage of the workforce who are Aboriginal people employed within the entire company Target: year-on-year improvement at 30 June each year Aboriginal employment remained at 3% for FY21 (FY20 = 3%) Page 35 Target met/acceptable performance Target on track/adequate performance Target not met/we need to do better New target 32 —IGO SUSTAINABILITY REPORT 2021