Independence Group Sustainability Report 2019

were recognised, and subsequent improvements were made to our business processes and practices to mitigate risks and minimise exposure to these hazards in the future. We recorded a Loss Time Injury Frequency Rate (LTIFR) of 1.37 for FY19, representing a decrease of 42.7 per cent from FY18. This number means that our people lost fewer days of work as a result of injury in FY19 than in the year before. This result compares favourably to recently published averages for both the Western Australian nickel and metalliferous underground mining sectors, both 1.9 but it is far from the best results seen in the industry. In FY19, we recorded a Total Reportable Injury Frequency Rate (TRIFR) of 9.58 for FY19, representing a decrease of 39.1 per cent from FY18. This number means that our people lost fewer days of work related to injuries of sufficient significance (that is, injuries where they were required to report to government). Our medically treated injury frequency rate (MTIFR) was 2.05 and our restricted work injury frequency rate (RWIFR) was 8.22. Occupational health During FY19, IGO had no cases of occupational illness. The management of occupational health has many facets. 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 that may cause long-term or chronic health impacts or illness. These hazards predominantly relate to fitness for work, fatigue, and the presence of drugs and alcohol. They also include health hazards associated with workplace design including dust and noise. Some roles have very specific occupational health hazards, for example, those associated with nursing or working at our sewage treatment plant, while others are more or less universal, for example, working in the hot climate common to Australia’s Red Centre. We provide our people with the tools and processes required to make informed judgements about the risks that are acceptable or otherwise. We also expect our workforce to take responsibility for their own actions and work as a team to identify and manage hazards that may impact on their long-term health. We assess the risk that potential exposures create, determine and implement effective controls that are intended to protect our people from these exposures, and review the results. Our continual improvement cycle ensures that we are alerted to trends that indicate an increasing exposure to a given occupational health hazard and / or can act as triggers for us to make changes to workplace design or work practices. Wellness and wellbeing We are passionate about the wellness and wellbeing of our people and their families, and we continue to act on this passion. In FY19 we established the IGO Mental Health and Wellbeing Framework. The framework centres on supporting our people through all stages of their IGO employment. The framework builds on our previous work and provides a structured approach based on the following key principles: • 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. • Acknowledgment that the needs of an individual changes throughout their employment life cycle. Our approach places emphasis on a shared responsibility for the mental health and wellbeing of everyone in our organisation. We recognise that many people have a role to play in promoting good mental health at IGO – this includes us as individuals, our work colleagues, IGO management and executives, and the IGO Board. 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. 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. We encourage our employees and contractors to actively pursue better physical health and wellbeing, and in doing so, offer a range of programs. For example, we have introduced a worksite fitness and rehabilitation program that provides an array of health and wellness activities including gym classes, monthly fitness challenges, health and nutrition seminars, manual handling training and personal medical assessments. Our proactive injury prevention program, introduced in 2018, involves warm-up for work presentations and the introduction of employee-led daily morning stretching sessions. These exercise sessions are well attended by our employees and contractors, in particular our mining contractor Barminco Ltd, who has been a proactive supporter and leader in this initiative. In FY19, our programs continued to offer our people a range of choices to support proactive, but individually relevant health options. Our programs for physical health monitoring include the IGO Natural Therapies Expo, skin checks, FluVax, Riva Nutrition Health challenge, yoga and pilates classes. We have also increased our efforts in programs that encourage fun and social interaction. These include social club activities at both our Nova Operation and Perth office, and opportunities to be part of community and volunteering programs to increase a sense of connection and belonging, such as Euroz Big Walk, HBF Run for a Reason and Red25 blood donation group. IGO also provides the services of a third party managed Employee Assistance Program to provide confidential and professional counselling to all our people and their immediate family members, at no cost. The program gives employees access to professional coaching, advice and support for themselves and their families on work or personal issues that may impact on morale, wellbeing and productivity. Assistance can help with many types of concerns such as dealing with life changes and stress, relationships, family needs, financial and legal questions, and balancing work and home. 36 — IGO SUSTAINABILITY REPORT 2019 SECTION 3 RESPONSIBLE OPERATIONS