IGO SUSTAINABILITY REPORT 2020

In order to provide a safe place of work, significant effort goes into ensuring that workplace hazards are recognised and the risks posed by these hazards are managed. We explicitly focus effort on the most significant hazards and the activities, systems or hardware that are used to control our people’s exposure to these hazards. This effort is guided by a safe system of work that encompasses the policies, standards, processes and procedures that provide direction and guidance to our people on how work is to be done with a particular focus on the ‘critical controls’. The physical design and upkeep of a workplace, the selection of machinery and tools, and an organisation’s efforts to apply a safe system of work are, in total, known to be of little use in the absence of a workplace culture that values safety and wellbeing. With this in mind, we at IGO proactively work to create a workplace culture that is characterised by the following attributes: • We care for each other’s safety and wellbeing. • We know that safety is a key consideration in the design of workplaces and work. • We believe that our manager or supervisor is concerned about our safety and wellbeing. • We each have an understanding of our personal responsibility for the management of workplace hazards, the effectiveness of our systems of work, and how our behaviours shape workplace culture. • We each have the courage to speak up or intervene in unsafe situations or if someone is at risk. Occupational illness and disease Occupational illness and disease are conditions caused by, or aggravated by, long-term exposure to workplace hazards. The most common are musculoskeletal disorders that include a wide range of inflammatory and degenerative conditions affecting muscles, connective tissue, joints, peripheral nerves and supporting blood vessels. During FY20, IGO had five cases of occupational illnesses related to musculoskeletal disorders. In line with our Occupational Health and Safety Policy, our intention is to manage our work environment in a way that effectively reduces the exposure of our workforce to those hazards which may cause long-term or chronic health impacts or illness. Our continual improvement cycle ensures that we are alert to trends that indicate an increasing exposure to a given occupational health hazard. These can then act as triggers for us to make changes to workplace design or work practices. Wellness and wellbeing While FY20 was a challenging year for health and wellbeing, wemaintained our focus on taking a holistic approach for all our people and their families, aiming to address the needs of our unique workforce by tailoring programs and events to ensure maximumparticipation. The first half of FY20 saw continued implementation of our IGOMental Health andWellbeing Framework, which is centred on the following key objectives: • a flexible person-centred, early intervention approach; • mental health as a shared responsibility; • a whole of organisation approach; • protection of mental health by modifying risk and protective factors; and • acknowledgment that individual needs change throughout their employment life cycle. The framework’s approach focuses on individual employee needs while recognising the shared responsibility for the mental health and wellbeing of everyone in our organisation. We continue to work to understand the connections between good mental health, wellbeing and the performance of an individual. We know that mental illness can affect anyone at any stage and is often not work-related. We recognise, however, that work and personal life are inherently linked. A positive and supportive work environment can improve wellbeing and morale and be a place where people can find help and support for mental health challenges. In FY20, we launched our inaugural family days. More than 80 family members of our Nova workforce were flown from Perth to our Nova Operation and spent the day experiencing, first-hand, the place where their partner or parent works. This enabled a better understanding of their home-away-from-home environment. Our corporate and exploration family day was held on the South Perth foreshore. In the workplace, we encourage our employees and contractors to actively pursue better physical health and wellbeing. We create and circulate an annual Healthy Lifestyle Program calendar which features a monthly structure of health campaign activities and events complemented by awareness posters on dietary guidance and exercise suggestions. We provide gym classes, health and nutrition seminars, manual handling training and personal medical assessments. Our programs for physical health monitoring include skin checks, FluVax and the Riva Nutrition Health challenge. Our proactive physical injury prevention program offers yoga and Pilates classes, warm-up for work presentations and employee-led daily morning stretching sessions. Socially, we provide opportunities to engage and have fun outside the workplace. These include social club activities at both our Nova Operation and Perth office, and opportunities to be part of several community and volunteering programs. COVID-19 Mental Health Plan In anticipation of the additional mental health and wellbeing challenges resulting from the COVID-19 pandemic, we recognised the need to develop a COVID-19 Mental Health Plan to support and supplement the delivery of our ongoing IGO Mental Health and Wellbeing Framework. Primarily, the plan was designed along the lines of our framework’s existing strategic objectives, with added emphasis on ensuring support and connection for all employees across the business — regardless of whether they are working remotely or onsite. Given the rapidity and reach of the pandemic, it has been important to provide IGO employees with a structured and clear service to help them: • achieve positive mental health outcomes in their transition to ‘working from home’ arrangements; • improve their ability to care for themselves and their families; • manage financial pressures; and • cope with the reduced contact with team members and the broader community. The COVID-19 Mental Health Plan incorporates many existing programs, and includes programs guided by the changing global COVID-19 response and by the results of the IGO Workforce Support Survey. The need for quick action meant that programs were implemented in a condensed or expedited manner and provided online where possible and relevant. One of the plan’s key programs was the regular availability of psychologist services at our Nova Operation for the workforce to access as needed. The ‘Psych on Site’ program was complemented with an online psychological support tool for employees to access remotely. We also commenced the roll-out of organisation-wide mental health awareness and training, including training programs to better equip supervisors and managers as mental health first responders. Enhancing the capacity of first responders through mental health first aid training and first line response knowledge allows them to better assess situations and provide advice and support when needed. While some of our face-to-face programs were placed on hold, we converted most programs (e.g., education webinars, mental health initiatives, exercise classes and ergonomic assessments) to an online health platform, supplied to us by our partners WFR called ‘Working from Home, Working Alone’. This program provided ongoing health support to our people and their direct family members to use while at home, helping them to stay motivated and remain active and healthy while being in isolation. Another important component to the care and support we provided to our people was the introduction of a temporary COVID-19 leave category. This leave made an additional 20 days of personal leave available to our people if they were required to care for themselves or their family through the pandemic. It was open to all employees including part-time, fixed-term and casual employees and was designed to ensure that our people were supported through challenging times without loss of earnings. Given the ongoing impact of COVID-19, we will continue to monitor and adjust support to our workforce, reinforced by our first two-yearly psychosocial wellbeing surveys to be conducted in December 2020. TOTAL REPORTABLE INJURY FREQUENCY RATE (TRIFR) (PER 1,000,000 HOURS WORKED) FY20 16.9 FY19 9.58 FY18 15.76 FY17 15.76 FY16 15.61 SERIOUS POTENTIAL INCIDENTS (SPI) FY20 2 FY19 5 FY18 13 FY17 12 FY16 25 WORKER’S COMPENSATION CLAIMS Open claims at the end of the year New claims during the year 28 FY20 7 22 21 FY19 FY18 FY17 FY16 10 10 10 9 22 13 50 — IGO SUSTAINABILITY REPORT 2020 IGO SUSTAINABILITY REPORT 2020— 51 RESPONSIBLE OPERATIONS