IGO SUSTAINABILITY REPORT 2022— 39 38 —IGO SUSTAINABILITY REPORT 2022 Our People • continued support for our Ngadju cross-cultural awareness training for all employees. In FY23, we will continue to review and build on these programs at Nova and our new operations, in consultation with Traditional Owner representative organisations, and contractors and partner organisations, to support multiple pathways to employment and the creation of real employment opportunities. Culture Mapping At IGO, we believe that the act of creating the culture that delivers our strategy is an evolving process allowing us to continuously keep what works and reshape what does not, to provide a flexible workplace that develops and grows over time. We call this culture mapping and shaping, and we believe this active and collaborative process has become a competitive advantage for IGO which, in FY22, has once again provided deep insights about what our people think and value. In FY23, we will work with our new teams at Forrestania and Cosmos to build on the strong tradition of Western Areas people while welcoming them into the IGO culture. This process will begin with a Pulse Survey where new IGO employees are invited to provide feedback about key engagement drivers to enable us to focus on retention, engagement and empowerment for employees new to the IGO team. Developing our 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, which in turn benefits both the individual and the business. Over the last year, we have spent time strengthening our Learning Management System and processes to allow better planning and to manage job-specific and career development training opportunities, identify and provide technical skill development and provide greater opportunity for feedback and collaboration – all forming the basis for our enhanced leadership development programs in FY23. Other key highlights of our FY22 development programs include: • Mentoring Program – a sixmonth structured program now in its fourth year and designed to support career guidance and goal development for mentees. In FY22, Case Study: Providing one-on-one mentoring for our people Now in its fourth year, the IGO Mentoring Program provides a structured program developed in partnership with external consultants, Metisphere, who specialise in leadership and organisational development. Marina Joury, Exploration Geologist participated in the program for the first time in 2021, and found the experience gave her the opportunity to gain new perspectives and explore career options with her mentor. Paired with Andrew Eddowes, Head of Corporate Development, Marina used her time in the program to enhance her leadership skills and professional development. Marina enjoyed the flexibility of the program which allowed the pair to modify the structure and make it their own, resulting in her getting more out of it. She believed that the most valuable part of the program was the ability to discuss everything from small day-to-day difficult conversations to larger career decisions. “Andrew had an interesting way of making me do homework; then asking consecutive questions that made me arrive at conclusions he already knew to begin with. He taught me how to think and not what to think, and that is more valuable,” Marina recalled. Andrew has been a mentor since the IGO Mentoring Program launched in 2019 and each year the program has generated new relationships for him within IGO. “I have a passion for sharing knowledge with people and the Mentoring Program provides a successfully proven structure and format to enable this through getting to know someone new and exploring their goals and aspirations,” Andrew said. Andrew has learnt something new from each mentee that has been beneficial to his own personal development and perspectives on IGO and the industry. He also appreciates how different mentees perceive the challenges and opportunities we all face. Both Marina and Andrew see value in the cross-discipline nature of our program as a key pillar to the program’s success, which is enhanced by the matching process undertaken by Metisphere. Measuring our Performance Sustainability Indicators and Targets Progress FY22 FY21 Read More Employee engagement survey overall score Target: Year-on-year improvement in response to Engagement Survey questions 81% in FY22 (FY21 = 67%, FY20 = 69%)1 Page 37 Percentage of women employed within the entire company Target: Year-on-year improvement at 30 June each year 29% of our overall workforce are female2 (FY21 = 27%) Page 41 Percentage of women employed in senior positions Target: Year-on-year improvement at 30 June each year 22% of IGO Senior Managers (as defined by the WGEA criteria minus ELT) are female (FY21 = 21% female) Page 41 Supporting the Learning and Development (L&D) of our people Target: 90% of direct employees have an active L&D plan 80% in FY22 (FY21 = 95%) Page 39 1. A new method of assessment was introduced in FY22, the legacy like for like measure was 74% in FY22. 2. Combined overall female workforce (including Western Areas) for FY22 was 24% from 20 June 2022. Target met/acceptable performance Target on track/adequate performance Target not met/we need to do better This year’s Engagement Survey told us: • 89% of our people said that IGO has a work environment that is accepting of diverse backgrounds and ways of thinking; and • 88% of our people said that they feel that IGO values diversity (age, gender, ethnicity, language, education qualifications, ideas and perspectives). Key initiatives in FY22 included: • Work180 Employer Endorsement for All Women – IGO are proud to achieve this status in FY22 which recognises our commitment to working towards equity, an inclusive culture and championing diversity • HESTA 40:40 Vision – continued commitment to achieving and maintaining gender balance in executive leadership and have achieved 43% female representation on both our Board and ELT, well-ahead of the HESTA 2030 target; and • Pride Professionals Mentoring Program – IGO continued our support in FY22 and committed to supporting in FY23. The program is the first of its kind in Western Australia and was created in response to the demand for formal mentoring for lesbian, gay, bisexual, transgender and/or LGBTQ+ ally early career professionals working in diverse and inclusive industries. Other key highlights of FY22 include: • current gender balance of 29%1, an increase from 27% in FY22 • awarding 17% of internal promotions to female candidates • achieving gender diversity of FY22 Graduates 38% female in FY22 • achieving a gender balance for our mentoring development program of 35% female • increased focus on communicating diversity goals across the business • strong support for our Paid Parental Leave program, with the majority of participants (74%) being male • high take up of our flexible working arrangements; and • active involvement of several IGO ELT members, including our CEO, in formal mentoring programs for young female professionals in the industry. Aboriginal Employment IGO remains focused on supporting the local employment of Aboriginal people on the lands on which we operate and are committed to providing training and education pathways for Aboriginal people to help build a pipeline of diverse talent for our operations. We are also committed to ensuring our communities benefit from our growth and are actively creating engaging and purposeful opportunities for Aboriginal people. Ngadju Traineeship Program In FY22, we relaunched the Ngadju Traineeship Program, which aims to increase the employment opportunities with the Traditional Owners connected to the land where our Nova mine site is located. The Traineeship saw six Ngadju trainees commence the two-year program with rotations through different areas of the operation while also being given the option to undertake vocational study in their chosen field. Other key highlights for FY22 include: • an improved level of Aboriginal employment within the business, at approximately 5% (up from 3% in FY21) of direct employees • development and engagement of IGO leaders to better support Aboriginal employees in the workplace; and 1. Combined overall female workforce (including Western Areas) for FY22 was 24% from 20 June 2022.
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