IGO SUSTAINABILITY REPORT 2022— 49 48 —IGO SUSTAINABILITY REPORT 2022 Safety and Wellbeing Health andWellbeing Our health and wellbeing programs are built on three fundamental pillars: supporting our peoples physical health and wellbeing, mental / psychological health and wellbeing, and their knowledge and capabilities in financial health and wellbeing. I-GO Well Strategy During FY22, IGO undertook a review of its health and wellbeing programs to ensure that we were delivering the right programs to support our people. As a result of this review, the I-GO Well program was developed to provide our people with the opportunity to take their own unique journey to better health. The new approach is a comprehensive program that is more person-centered, taking the individual wellbeing needs of our people into account at every stage of life. Tailored to mining, the program offers our people some great opportunities to improve their own personal health and wellbeing. The annual I-GO Well program includes events, information and programs split into trimesters through the year which are inspired by the seasons, with the initial trimesters taking inspiration from the Noongar Indigenous seasons. IGO created programs based around these seasons to provide a natural guide on the kinds of support human bodies need throughout the various seasons of the year, while still focusing on specific requirements for individuals in a mining context. Working Wellness Group In FY22, IGO created the Working Wellness Group (WWG) to bring together wellbeing champions and stakeholders from around the business to foster sharing and guidance for our wellbeing program and initiatives. The group provides strategic leadership in the development, implementation and sustainability of the I-GO Well program across the organisation, while promoting a culture of health and wellbeing as a shared responsibility. Mental Health Audit The Health and Wellbeing team undertook the first comprehensive mental health workplace audit in collaboration with key stakeholders across the business. The audit process was completed in early 2022 and will be used to drive improvements and share learning and best practice through our mental health programs, as well as further refining our overarching policy commitments to continue to develop the skills and knowledge of our leaders and people. Employee Health Insurance Feedback from our annual Engagement Survey in FY21 confirmed that people across the business wanted access to high quality health insurance for themselves and their families. As such, in early FY22, a new health insurance employee benefit was launched as part of our commitment to health and wellbeing, and as a direct reflection of the consistent feedback received from our people of the value that this benefit would have for them. The benefit was initially introduced as a simple reimbursement for employee health insurance however, in May 2022, IGO launched the IGO Medibank Health Insurance Plan, which provides a fully subsidised bespoke insurance offering for IGO people and their families. Partnering with Medibank has also enabled us to unite the elements of the I-GO Well program with Medibank offering to better support our people in the three core areas of focus with the guidance they need through all stages of their health journey. Community Events As part of our health and wellbeing programs and I-GO Well calendar of events, IGO participated in a number of community events to raise awareness of important health issues, partake in physical wellbeing challenges, and continue to develop the IGO culture of community. These included: • R U OK? Day – recognising the importance of focusing on mental health and providing our people with the tools to ask their peers R U OK? and start a conversation that could change a life • Rottnest Channel Swim – this brought together teams from different areas of the business for this challenging event with swimmers, skippers, paddlers and support team creating a sense of team spirit in completing the challenge • The Push Up Challenge – an important initiative which supports positive mental health through a physical, educational and social event whereby participants complete push-up targets relating to vital mental health statistics in Australia. This year we had nine teams with 52 people across the business participating to raise money for LifeLine WA; and • IGO was once again the presenting partner of the Ronald McDonald House Charities WA Up All Night event which was postponed to later in 2022 due to COVID-19 impacts. COVID-19 – Our Response During FY22, IGO continued to respond to the changing environment that COVID-19 created to ensure the health and wellbeing of our people, their families and the communities in which we operate. Our response to the ongoing challenge of COVID-19 to our people and business has been focused on communication and transparency, supporting our people when and as they and their families have been impacted, and in minimising and mitigating the impact on our operations through screening technologies, contact tracing and health support. Specifically, in FY22, we undertook the following measures: • implementation of an internally resourced IGO employee COVID-19 Helpline and more dedicated IGO COVID-19 support staff • distribution of employee care packs including face masks and Rapid Antigen Test (RAT) kits, with ongoing supply to ensure our people and their families had the protection and security they required • application of contact tracing technology to assist our sites in minimising spread • additional site medical staffing in peak periods • supportive isolation and repatriation processes for affected site personnel • pre-deployment and pre-start screening to minimise workplace incidence; and • continued access to COVID-19 specific leave. Case Study: IGO Visual Leadership Program The IGO Visual Leadership (VL) Program was established to help drive an engaging work culture that supports improved health, safety and environmental outcomes through visible, proactive and fully engaged leaders. The VL Program has been developed with our business leadership teams – with our supervisors and managers undertaking training in the processes of engaging with our people in the workplace, reviewing critical risks, observing work practices and having conversations to gain an in depth understanding of how work gets done, and what can be done to improve the work environment. In FY22, the Nova Health, Safety, Environment and Community (HSEC) team undertook to work with the site leadership team to upskill and build confidence and competence in the field engagements that form the basis of the VL Program. The HSEC team started with their own knowledge and competency and further developed their coaching abilities by undertaking coaching skills training. They then set about scheduling regular joint field engagements with the Nova site supervisory and management teams. The joint field engagements involved undertaking side by side reviews and conversations in the workplace. The HSEC team members were able to provide direct coaching and feedback both during and following the process in a practical and experiential way. By adopting a coaching approach, they focused on the communication skills and style with each person and were also able to work on improving their safety technical knowledge which they could apply to future field engagements. The program was successful in meeting its target for coaching field engagements and positive feedback was received from the Nova team leading to both improved numbers of field engagements in the business and better knowledge and skillset in the leaders undertaking them. Nova Mine Control Office
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