ESG Governance Framework

Prepared May 2024

1.0 Introduction

Our healthcare services have global reach and impact. As a world-leading integrated healthcare provider, we understand our global responsibility to deliver our healthcare services sustainably across the areas of environment, social and governance (ESG).

It’s at the heart of our mission to deliver the best care possible – for our patients, people, and planet.

PATIENTS – working to expand cancer awareness, clinical competency and access and quality care for at risk communities

PEOPLE – establishing a diverse, inclusive and attractive working environment; set up to deliver the best possible patient outcomes

PLANET – actively working towards a lower waste and carbon footprint.

While we’re at the beginning of our ESG journey, we’ve set ambitious goals. These targets will be achieved by integrating ESG considerations into our decisions and actions each day.

This means showing our commitment to being a good corporate citizen and doing the right thing across all aspects of our operations and care. In many cases, delivering on our ESG commitments is capturing programs and activities we’re already doing as well as embarking on new projects.

Our ESG Governance Framework shares how we established our ESG position, commitments and goals, and details the program that will see us deliver on these expectations.

1.2 Our business

At Icon Group, our mission is to provide the best care possible, to as many people as possible, as close to home as possible. We are deeply committed to operating in a manner that ensures the well-being of our patients, people, and the planet. Our approach to ESG principles is integrated into every facet of our operations, reflecting our dedication to sustainability, equity, and ethical governance.

1.3 What is ESG?

According to Harvard Law, interest in Environmental, Social and Governance (ESG) matters has risen in recent years, particularly since Covid-19. ‘ESG describes a set of factors used to measure the non-financial impacts of particular investments and companies’ while also ‘provid[ing] a range of business and investment opportunities’. There is no single list of ESG goals or examples and ESG concepts however companies making positive contributions to elements of ESG are favourably distinguished.

• E – Environment: encompasses environmental criteria such as climate change, carbon emissions and waste reduction

• S – Social: the relationship between a company and its people and communities where you do business e.g. labour laws and diversity and inclusion

• G – Governance: internal systems of practices, controls and procedures a company adopts to govern itself.

1.4 Why is ESG important for Icon Group?

A strong ESG Framework improves corporate reputation and creates links to long-term value for all stakeholders, McKinsey & Company have attributed this to:

• Streamlined regulatory compliance reporting

• Enhanced business resiliency

• Top-line growth driven by consumer preference based on sustainability performance

• Cost reduction through lower energy consumption, waste production and resource efficiency

• Productivity uplift through boosted employee motivation and attraction of key talent

• Investment and asset optimisation through allocating capital to more sustainable opportunities.

1.5 Background

Icon Group’s Full Potential Plan

In 2022, Icon Group developed its Full Potential Plan (FPP) Strategy. As part of this, a full ESG program was developed aligning with Icon’s mission of ‘delivering the best care possible, to as many people as possible, as close to home as possible’.

Icon Group’s Materiality Assessment

During the development of our FPP Strategy, a materiality analysis was completed in July 2022. This highlighted key drivers and critical activities Icon Group should carry out as part of the ESG program. This sustainability survey was conducted by Icon’s internal and external stakeholders:

Internal stakeholders: Of the 121 internal survey respondents, ~65% Icon management, ~33% work in Cancer care services and >90% were Australian based.

External stakeholders: Incl. customers and suppliers plus relevant associations and NFPs.

Respondents were asked to rank 16 materiality topics. This resulted in the following materiality matrix.

Outcome of Icon Group materiality matrix assessment

Consolidated list of 16 materiality topics and definitions for Icon:

Materiality topic Definition

Access to care

Community engagement & partnerships

Culture, values & ethics

Diversity, equity & inclusion (Belonging)

Remove barriers and broaden access to affordable and high quality care for all community members

Commit to social participation including developing projects and working with charities in communities where Icon has a presence

Establish cultural behaviours and values standards that result in all people being treated fairly at work, free from harassment and bullying, that prevent dishonest or fraudulent behaviour (incl. unnecessary medical procedures) and promote respectful, honest and professional care

Maintain an inclusive and positive workplace, with equal opportunity, accessibility, voice and pay across all employees, as well as providing career and personal training opportunities for all and promoting employee health and wellbeing in the organisation

Employee physical health & safety

Ensure the work environment is safe for direct and indirect workers

ESG governance Ensure transparent disclosure of performance in relation to material ESG risks/opportunities and implement norms and practices relating to good governance

Fair & transparent pricing

GHG emissions

Human rights

Privacy & data security

Product quality and safety

Quality of care

Research & innovation

Responsible supply chain (Modern slavery)

Sustainability education & awareness

Waste management

Provide transparent up-front cost estimates for services and accurate, fair billing upon completion of services

Reduce carbon emissions through energy efficiency, green energy sources and product supply decisions

Ensure stakeholders across Icon’s value chain are treated in accordance with international standards of human rights

Guarantee trustworthy management and use of patient and employee data, protecting personal information from unauthorised collection and/or disclosure

Ensure the safety of products and medicines for patients

Provide the best possible care and patient outcomes (including optimizing patient safety and experience)

Invest in innovation that solves for improved patient outcomes and standards of care and drives world class leadership in cancer care

Ensure ethical, transparent practices and responsible sourcing throughout the supply chain, including potential human rights exploitation and violation

Create internal awareness as to what Sustainability means for Icon, and the associated opportunities and value at stake

Reduce single use waste (medical and otherwise) by maximising material recycling or reuse whilst ensuring safe disposal

2.0 The ESG Governance Framework

2.1 Definition and purpose

Icon Group’s ESG Framework states the ambitions, goals and deliverables we will undertake to navigate this broad area of governance, ensuring that it is incorporated into the business model. ESG is led from the very top and operates at every level and location of the organisation.

The Framework:

• Contextualises ESG as an integrated component along with corporate governance

• Outlines reporting and compliance requirements of Icon Group in association with ESG

• Defines the deliverables ensuring Icon Group operates sustainably and ethically to meet our key performance indicators (KPIs)

• Describes the roles and responsibilities of the essential partnership between the board members, senior executives, and all staff in the implementation of the ESG Strategy.

2.2 The ESG Pillars and their objectives

In many cases, delivering on our ESG commitments is capturing programs and activities we’re already doing as well as embarking on new projects.

These targets will be achieved by integrating ESG considerations into our decisions and actions each day.

This means showing our commitment to being a good corporate citizen and doing the right thing across all aspects of our operations and care. Early examples include:

• Patient – working to expand cancer awareness, clinical competency in the delivery of cancer care, and access to quality care and support for at risk communities

Outcome of the materiality assessment

Four ESG pillars were established as a result of the materiality assessment:

1. Care for Patients – Renowned as a leader in quality cancer care globally, working to expand access and quality of care to all communities

2. Care for People – Global healthcare leader in employee and patient diversity, equity, inclusion and wellbeing

3. Care for Planet – Actively working towards lower waste and carbon footprint and doing no harm to places where we provide care

4. ESG Stewardship/Governance – Provide clear and transparent ESG communication and reporting on real progress.

Across each of the four pillars, 63 initiatives were identified – creating Icon’s initial ESG Program. Progress since 2022

Since 2022, responsibility for delivering the FPP has moved under the Transformation Office. A full review of the initiatives has been completed resulting in the following workplan.

• People – providing our teams with diverse, inclusive and attractive working environment to deliver the best care possible

• Planet – shaping and delivering on carbon emissions reduction goals through our decarbonisation roadmap.

2.3 Framework Scope

The Framework applies to all regions, countries, divisions and disciplines at Icon Group.

2.4 ESG Responsibility

ESG performance is becoming an important factor in how prospective investors, employees, partners and consumers perceive a business. Everyone at Icon, including board members, senior executives, managers, health practitioners, and other staff with direct or indirect roles in providing care, make a specific contribution to ESG.

Board Members:

It is important for the Board to have oversight of our ESG Framework as it must be incorporated into Icon’s long-term business strategy and overall corporate governance. The Icon Group Board receive reports on ESG progress every 6 months, and a ESG Sustainability Champion has been identified.

Executive Leadership Team:

Icon’s Executive Leadership Team share the company’s ambitions internally and externally – it is fundamental that the ELT communicates our ESG goals to the Icon team to ensure they are integrated into our daily operations and plans. The ELT receive quarterly reports on ESG progress.

ESG Executive Sponsors:

Each ESG Pillar and Employee Led Inclusion Group is led by an Executive Sponsor. They are responsible for reporting on progress of their Pillar or Employee Led Inclusion Group to the ELT on a quarterly basis.

ESG Pillar Leads:

Icon’s ESG Pillar Leads have been consulted on the program and have agreed to the scope and timeline of activities required to ensure the success of our ESG strategy. Their responsibility is to ensure the objectives of each pillar are delivered inline with the ESG Framework.

ESG Program Lead:

Responsibility for leading the implementation of Icon’s ESG Framework sits with the ESG Program Lead, with a focus on the Governance pillar to ensure that the business meets ESG compliance requirements. The ESG Program Lead ensures key contributing metrics and pillar KPIs are reported in line with definitions and frequency in the approved ESG Framework.

Employee Lead Inclusion Groups (ELIGs):

The ELIGs fulfil a role as an active voice representing areas of service across the Group. They play a key education and engagement role through supporting key Days of Significance, and advising with on relevant policies, strategies and frameworks.

All Icon employees:

Every Icon Group employee is encouraged to make responsible and sustainable choices that contribute to ESG goals.

2.5 ESG Pillar Executive Sponsors

2.6 Employee Led Inclusion Group Executive Sponsors

Consultation Meeting schedule

Meeting Frequency Purpose

Board 6 monthly Review the ESG KPIs at the end of the calendar year and midyear (end of FY) marks, including progress made to date on the ESG Framework. Provide any required endorsement against recommendations to proceed.

ELT Quarterly Review ESG progress each quarter.

Pillar Steering Committees Quarterly

Planet Working Group Quarterly

This group will consist of the Transformation ESG Team, the Pillar Sponsors and Leads. This will be a key check in meeting ahead of the quarterly ELT ESG update. The Pillar Leads will present a slide on progress- this slide will form part of the pack presented to ELT each quarter.

This group will consist of the Transformation ESG Team and the Pillar Leads – the working team. This will be a key check in meeting to communicate on progress and any upcoming milestones/ program requirements.

ELIG Agenda Setting Quarterly Quarterly meetings between ELIG Lead and the ESG Program Lead to define the agenda ahead of session.

ELIGs Quarterly Come together to discuss what Icon is doing now and what we can, should and would like to be doing.

Be consulted with on relevant policies, strategies and frameworks.

Recommend initiatives that remove barriers to participation.

Raise awareness of how to be a practical Ally for teammates and patients.

Create positive outcomes using collective voice to influence, advocate, celebrate and create change throughout Icon’s network of workplaces and services through the available, of resources, events, and organisational support.

Our ESG KPIs

3.0 Our Targets

Transformation Goal

To meet the global cancer burden by removing barriers to high quality cancer care and improving healthcare outcomes in communities at risk of exclusion.

Transformational target

50,000 cancer care connections in communities at risk of exclusion by 2027, through early detection awareness and education delivered by high quality healthcare professionals.

ESG pillar Target

Care for Patients KP1 – By 2027 we will achieve 50,000 cancer care connections in at risk communities

KPI 2 – By 2027, we will achieve a Patient NPS of 97 pts or higher

Care for People KPI 1 – by 2027, Global Employee NPS of 90 pts or higher

KPI 2 – By 2027, Global DE&I NPS of 95 pts or higher

Care for Planet KPI 1 – Reduce scope 1 & 2 GHG emissions by 42% by FY30 from FY23 baseline

KPI 2 – Scope 3 – 73% of Icon’s suppliers by emissions covering purchased goods and services will have set SBTs by FY28 from FY23 baseline

To achieve this target, Icon will need to engage with at least MSD, BMS, Roche and Janssen-Cilag and get them to set an SBT by FY28. Together, these suppliers account for 73% of total purchased goods and services emissions, which equates to 68% of total scope 3 emissions. This meets the SBT requirement that the target must cover a minimum of 67% of total scope 3 emissions.

KPI 3 – By FY27, achieve a 50% reduction in general and medical waste sent to landfill, globally

Governance KPI 1 – By 2027, Icon will access sustainability linked funding

Our Key Contributing Metrics

ESG pillar Key contributing metric

Target

Care for Patients Cancer Care Connections – Awareness 50,000 total connections

Cancer Care Connections – Clinical Competency

Cancer Care Connections – Cancer Care Access

Care for People % of regrettable losses (as defined by Talent & Succession Plan)

split of Gender

Pay equity gap (Gap Male to Female for median contract base rate of pay) <1%

Care for Planet Purchasing of Renewable Energy 100% scope 2

Reduction in overall waste to landfill 50% of FY23 baseline by FY27

Governance Modern Slavery Report submitted To be submitted annually by 31 Dec

WGEA Report submitted To be submitted annually in May

Sustainability Impact Report published To be published annually in July

% allocated mandatory compliance training completed 100% (2027 Target)

4.0 ESG Roadmap

The below high-level figure outlines milestones and pathway to maturity of Icon’s ESG Program. Our ESG targets are specific and challenging, but through setting achievable deliverables, our ambitious goals are reachable.

Defined patient connections

Begin moving on connection opportunities

ICF reestablished at Icon

Compliance Reporting

ELIGs introduced Involvement in C/Can

WGEA, Modern Slavery

Employee Experience pulse check

Improve clinical competency connections

Improve Patient NPS via action planning at outlier sites

Expand Pharm/Comp contribution through partnerships

Understand the requirements of diverse patients & meet needs

Continue to grow awareness of ICF

Digitisation of patient surveying (Qualtrics) & introduction of ‘Dr Insights’

Broaden and mature strategic global partnerships

of

Baseline GHG consumption data Introduction of ESG

Mature Compliance Reporting Waste Management Planning & Waste Champions identified

Establish decarbonisation program

Begin procurement of EACs

‘Icon Insights’ Employee Experience Survey introduced (Culture Amp) Commence Decarbonisation Program and moving on targets

Full program mapped & moving on targets

Establish Governance Reporting to EQT

Sustainability Reporting/data collection activities

Begin maturing Governance Reporting

Remuneration Strategy defined (WGEA)

Action taken on survey results

Produced based on divisional priority e.g. Pharmacy & Compounding – priority 1

Define supplier engagement program

Consultation with stakeholders to map pillar level plan

Digitisation of ESG data & first Annual Sustainability Impact Report

ELIGs reestablished & repurposed to provide input to plan

Mandatory training reviewed with action plan to increase completion where required

Supplier Code of Conduct & Sustainable Procurement Policy

consultation embedded into P&C workplan

Continued delivery of education programs People initiative champions & active voice

‘Icon Insights’ Program embedded with improvements seen in results. Phase 2: Employee Development.

European expansion requirements understood

Communications plan developed

Governance Reporting fully embedded and maturing YoY

PATHWAY TO MATURITY

EMBEDDING ESG

5.0 ESG Governance

Governance is the internal system of practices, controls, and procedures Icon adopts to govern itself, make effective decisions, comply with law and meet the needs of internal and external stakeholders. Governance can never truly be separate as an ESG Pillar in that it overlaps with social and environmental criteria and laws. Icon’s responsibility under governance is to provide repeatable and transparent ESG reporting, to all major stakeholders.

5.1 Macro governance timeline – mandatory year-on-year (YoY) requirements

The below timeline reflects Icon Group’s current mandatory YoY reporting to EQT, the Board, the ELT, and other stakeholders. These deliverables will need to be completed annually; however dates are subject to change YoY. Government agencies around the world have stepped up their requirements for ESG reporting and overall trends show that this will only increase. As Icon expands into Europe, we will prepare to meet EU and UK compliancy obligations.

01 ESG ELT Update – quarterly

02 Publish an Annual Sustainability Impact Report (in line with the AASB’s Australian Sustainability Reporting Standards –mandatory from FY25)

03 ESG Board Report – 6 monthly

04 EAC Tender – Procure EACs for CY24 scope 2 emissions (electricity)*

05 FY24 Modern Slavery Report deadline for submission through govt. portal (Icon Group & Slade reports)

06 Publish our SBTs and commitment to achieving them on our external website within 6 months of validation (2024 only)**

07 Annual Employer Statement & Workplace Gender Equality Agency (WGEA) Report

08 2024 GHG Emissions Inventory submitted to Schneider Electric (EQT V Bridge Annual Reporting) – KPMG review to Apr*

09 2024 EQT Annual Sustainability Report data collection*

10 2024 EQT/ Partners Group data request (part I & II)*

6.0 ESG Patient

Activities within our ESG ‘patients pillar’ position Icon leading quality cancer care globally, expanding cancer awareness, clinical competency, and access to quality care for at risk communities, as well as improving patient experience.

6.1 Defining patient interaction

As part of our original analysis, a patient interaction was defined as a connection that:

1. Builds cancer care awareness

2. Builds clinical competency in the delivery and support of world-class cancer care

3. Increases cancer care access.

These connections benefit the communities, people and patients at risk of exclusion. Icon Group’s goal is to achieve 50,000 cancer care connections in at risk communities by 2027.

This definition was broken down further:

Cancer Awareness:

• Community cancer education to improve outcomes through prevention, screening, and treatment choice

• Patient Advocacy Group collaborations to reduce hidden community and patient burdens

• Increased patient information to achieve an increase in region-specific accessibility or comprehension.

Clinical Competency:

• Medical community CPD activity for regional and remote providers to improve knowledge and strengthen treatment pathways

• Clinical education to build cancer care knowledge and competency in delivery world-class cancer care.

Cancer Care Access:

• Philanthropic and fundraising activity focused on access for those at risk of exclusion

• Recruitment of patients to clinical trials in regions at risk of exclusion, in regions without specific trial accessibility and first-of-kind-IITs

• Patients provided bulk billed treatment in locations where not doing so would have resulted in no treatment.

6.2 Patient Experience

Icon Group’s mission is to deliver the best care possible, to as many people as possible, as close to home as possible. Our quality cancer care is delivered by a strong, experienced and passionate multidisciplinary team with a common focus to deliver the best care possible.

Patients are asked to complete an experience survey, producing a Patient Net Promoter Score (NPS). Sites review their own feedback and implement site specific changes to improve local patient experience e.g:

• Improved external wayfinding – more signage added (conducted at Noarlunga and Townsville)

• Improved quality of patient food to improve patient experience during their treatment (South Brisbane)

The activities identified within the patient pillar aim to ensure continuous improvement in the delivery of quality cancer care and strengthen our core mission.

6.3 Global Partnerships

Care for community is embedded within our commitment to deliver the best care possible for people, patients and planet.

We will:

• Be renowned as a leader in quality cancer care globally.

• Work to expand cancer awareness, clinical competency and access and quality care for at risk communities.

• Participate in and support the communities where we live and work.

This activity aligns with our reputation and fundraising work, alongside our critical partnerships with organisations like City Cancer Challenge Foundation (C/Can), Union for International Cancer Control (UICC), and the International Hospital Federation (IHF).

Through our comprehensive global strategic partnership program, Icon fosters social impact by aiding numerous low- and middle-income countries (LMICs) in enhancing their capacity to advance in the prevention and management of cancer, along with other non-communicable diseases, as well as provide education opportunities to our own workforce.

City Cancer Challenge Foundation (C/Can)

C/Can (citycancerchallenge.org) spearheads a city-based partnership initiative aimed at assisting cities in LMICs to enhance access to equitable, quality cancer care by revolutionising the collaborative design, planning, and implementation of cancer solutions by public and private sector stakeholders. Icon's collaboration with C/Can has led us to impart expertise in various areas, significantly contributing to knowledge, experience, and capacity building in LMICs.

A noteworthy impact includes:

The nursing patient navigation, training, and capability development programme, led by Icon Group Director of Nursing, Margie Hjorth. In collaboration with C/Can and their city partners, Icon’s nursing team helped design a nurse patient navigation training program in Kigali, Rwanda which included remote learning modules and navigation framework, previously not available in their hospitals and communities. The project has seen great success and Margie and her team are helping expand it globally, significantly elevating the role of nurses in LMICs through our efforts. Nurses are recognised as pivotal within the entire care model, and our joint efforts with C/Can are transforming the training and recognition of nurses. Indicators of success extend beyond the number of patients receiving improved care due to nurse upskilling in LMICs, to also include the reach among other allied health professionals.

Additionally, as our leads on this programme, Margie Hjorth and Associate Director of Nursing Leisa Brown, have developed training to globalise the programme, they have unlocked professional development opportunities themselves. This experience has enhanced their communication and media skills, fostering a growth mindset essential to our People pillar.

The reciprocal exchange of knowledge is a cornerstone of our partnership with C/Can.

Union for International Cancer Control (UICC)

The mission of UICC (uicc.org) encompasses uniting and bolstering the cancer community to diminish the global cancer burden, augment equity, and ensure cancer control remains a forefront issue within the global health and development agenda. Icon became members of UICC in 2017 to network with other leading healthcare companies and healthcare professionals and contribute to addressing the global cancer burden. UICC closely partner with Icon on Middleton Scholarship opportunities each year providing a global platform for our people to network with and provide professional development opportunities. A testament to the expertise and support Icon has extended to the UICC includes training provided by our 2022 Middleton Scholar, Erin McLennan, to UICC members on cancer care coordination. This explored best practices at site level for the benefit of UICC member organisations involved in supporting cancer care across local hospitals and regions.

Icon also contributes to UICC’s Technical Fellowship, a professional learning programme for allied health professionals hosted by a receiving organisation. The UICC oversees travel and funding for this training. Icon has developed a model ready for implementation and eagerly anticipates future opportunities to host healthcare professionals from LMICs, enriching their skills to enable them to transfer advanced knowledge and techniques back to their communities.

International Hospital Federation (IHF)

IHF (ihf-fih.org) is a global not-for-profit, non-governmental, membership organisation who provide members with a global network for knowledge exchange and networking across the health sector. Motivated by a shared commitment to well-managed hospitals, IHF members act together to improve the standard, quality, and level of healthcare service delivery. All members also have access to IHF’s Geneva Sustainability Centre which support hospitals to become leaders for sustainability in their communities.

Icon and IHF will work together to mature our partnership over the coming years to provide professional development opportunities for our people and support of our ESG efforts.

7.0 People

Our ESG ‘people’ activities enable Icon to support our communities while also creating diverse, inclusive and attractive work environments for our teams to deliver the best care for our patients.

7.1 Our approach: Belonging

Our mission is to deliver the best care possible for our people, patients, and planet. Prioritising safe, inclusive workplaces and centres of care where our people, patients and customers feel valued, connected, and empowered is essential for us to meet this commitment.

We will:

• Foster a culture of inclusion, understanding and respect.

• Ensure our people and patients feel safe and supported to be themselves and realise their full potential.

• Be an equal opportunity employer providing workplaces that are free from bullying, harassment, victimisation and discrimination (in any form).

• Through inclusion, embracing diverse characteristics and experiences of the people we work with and care for, we can contribute to a more equitable and reconciled world through our employment opportunities, community partnerships, and culturally safe health care services.

7.2 Icon Insights – Employee Experience Survey

Icon has set an ambitious target to increase our global eNPS score to 90 pts or higher by 2027.

We have partnered with Culture Amp to mature our approach to employee experience surveying –the platform aims to embed the data and tools needed to boost our engagement, motivate our people, and build our high-performing teams. It allows Icon to design and launch surveys specific to our requirements then benchmark our results against similar organisations using Culture Amp. The tool will support us to set an ambitious strategy to elevate our staff, listen and take on their feedback and ultimately provide better outcomes for our people.

Culture Amp measures employee experience through an ‘engagement score’ – this is a quantitative measure providing a holistic and rich view of employee engagement through 5 key questions. Whereas, an eNPS score has a singular focus – measuring how likely an employee is to recommend Icon as a great place to work. While eNPS provides a quick snapshot of employee sentiment, an engagement score provides a more comprehensive understanding of employee engagement. Icon will look to move away from the eNPS measure, choosing to focus on improving its engagement score.

Annual ‘Icon insights’ Survey (Culture Amp)

In March-24, we launched ‘Icon Insights’ – our first employee experience survey through the Culture Amp platform. The survey aims to understand our employee’s overall satisfaction through perspectives on their role, leadership, work-life balance, enablement, connection and belonging.

The ‘Icon Insights’ survey also offered Icon the opportunity to take a snapshot of our workforce composition, where of the 76 questions, 10 optional self-select demographic questions were included.

The confidential feedback will be used to create actionable plans to improve key focus areas highlighted across the business. The results gathered from the platform will be easily shareable and actionable, making it an excellent resource for us to create the best employee experience.

The ‘Icon Insights’ survey will take place annually.

Annual ‘Icon Insights’ Pulse Check Survey (Culture Amp)

A pulse check survey will allow Icon to track progress on areas of focus based on our baseline (Mar-24 survey). The pulse is much shorter than the full employee experience survey, typically around 10-15 questions, and takes under 5 minutes to complete.

The ‘Icon Insights’ Pulse Check will include core engagement and experience questions to help us understand if we are moving the needle on particular issues. It also acts as a useful reminder to employees that actions are being taken.

The ‘Icon Insights’ Pulse Check will take place annually, in between the full experience survey.

Doctor Insights (Qualtrics)

As part of the maturity of ‘Icon Insights’, we will utilise the Qualtrics platform to help us understand the overall experience and employment satisfaction of Icon’s doctors. We will also look to move to measuring Doctor experience through an engagement score, away from eNPS.

‘Icon

‘Icon Insights’ Phase 2: Employee Development

As part of our employee experience roadmap, Icon will investigate ‘Icon Insights’ phase 2. This will investigate how we can produce employee development plans through a digital solution, allowing our employees to set goals aligned with our broader business priorities and effectively track progress.

7.3 Employee Led Inclusion Groups (ELIGs)

Background

As Icon implements its ESG Program and meet its People commitments, there is opportunity to leverage its current network of five employee-led inclusion groups (ELIGs), to play a central role in embedding, embracing and activating People initiatives and activities while providing our employees a forum and a platform to discuss and elevate feedback and ideas.

The current ELIGs include:

• LGBTIQ+

• Indigenous

• Culturally and Linguistically Diverse (CALD)

• Gender equality

• All abilities

The original definition of the ELIGs was:

Employee-led Inclusion Groups (ELIG) are passionate team members who champion initiatives informed by Icon’s ESG Program. ELIG team members meet monthly and are responsible for delivering on annually set goals aligned to the ESG Road Map.

Feedback from the existing model noted challenges for ELIGs to influence and generate change. Members shared there was not enough direction on scope, and participants had concerns about their capacity and ability to affect change.

A review and re-alignment of the ELIGs purpose, expectations and direction offers an opportunity to harness employee voice and action.

Refreshed ELIG Purpose

The ELIGs fulfil a role as an active voice representing areas of service across the Group, bringing ideas to build on which can influence the direction and action of Icon Group. They will play a key education and engagement role through supporting key days of significance, and will be consulted with on relevant policies, strategies and frameworks.

Their mission is to bring together employees with a shared interest in advancing diversity, whether as a member of a diverse community, or as an ally. Icon’s ELIGs play a central tole in embedding, embracing and activating ESG People initiatives and activities while providing our employees with a forum and platform to discuss and elevate feedback and ideas, leading to a greater respect and inclusion for all Icon Group employees.

Quarterly meetings, guided by an Executive Sponsor/and Senior Lead, the ELIGs will be asked to look through the lens of our people, and patients to review set agenda items and bring ideas, concepts and suggestions for discussion - we will consult with the ELIGs as champions of our diverse patients and workforce.

The Exec Sponsor will then bring those items back for discussion to the ELT on a quarterly basis.

To capture the repositioned purpose of Icon’s ELIGs, this outline links the relevant social positioning with days of significance to create connection and context (along with levels of communication treatment) and defines a structure for the ELIG meetings throughout the year.

The ELIGs will play a role in helping design campaigns for specific days of significance, based on the group's connection to its purpose and desired outcomes. This approach will result in ‘Connect and Engage’1 campaigns – designed for maximum employee engagement. For awareness2 only campaigns, the ELIGs will be invited to share resources and information throughout their networks and invited to contribute ideas of story/content focus.

They will also provide insights into how sites can be engaged and involved in progressing Indigenous cultures, gender equality, LGBTIQ+ Allyship and culturally & linguistically diverse backgrounds within their remit. Ultimately the ELIGs will create positive outcomes using collective voice to influence, advocate, celebrate and create change throughout Icon’s network of workplaces and services through the available resources, events, and organisational support. The workplan is outlined within the appendix.

Effective ELIGs are key to inclusion at Icon Group.

1Connect and Engage campaigns are endorsed and led by a designated ELT member who shares Icon’s position and creates opportunities across multiple channels for Icon employees to actively participate in an event/learn/share/celebrate, etc.

2Awareness and Content campaigns share information with Icon employees across internal communication channels, with links to external resources and/or share stories of our people/services across internal/external channels.

Background

8.0 Planet

8.1 2022 Work with Schneider Electric

In 2022, Icon worked with Schneider Electric (SE) to produce our initial CY2022 GHG emissions baseline using the operational control boundary method. Under this approach, Icon accounted for all emissions where it has direct control over its operations and where it could influence the decisions that affect GHG emissions. This included all owned or leased facilities and vehicles operated by Icon. Where Icon had operational control but did not wholly own facilities, they were included in the organisational boundary. This approach was consistent with the WRI/WBCSD GHG Protocol and general sustainability reporting protocols and guidance.

The SE GHG inventory consisted of 136 sites with corresponding GHG emissions calculated.

8.2 Aug-23 Decision to change the organisation boundary

Overview:

Following a review of Icon Group’s initial sustainability process and output for capturing our baseline GHG emissions calculation, Icon identified and agreed internally on an error in the initial setting of the Organisational Boundary conditions.

The Organisational Boundary that was suggested for baseline calculation with Schneider Electric (SE) used the aspect of ‘Operational Control’ to include the managed pharmacies. The Group does not control the managed pharmacies operationally, financially or via an Equity share.

As part of our sustainability commitment and to define our future reporting scope, we conducted a comprehensive assessment of our 2022 GHG emissions data using the above Organisational Boundary to define the scope. We moved into a sustainability roadmap project with Environmental Resources Management (ERM) and had some issues with the ability to redefine and correct the original boundary.

Revised Organisational Boundary

In August-23, we proposed to formally revise our Organisational Boundary for GHG emissions reporting of the Icon Group. We are now using an aspect of ‘Financial Control’, which includes all operations and activities over which we exercise such control. This includes the previously included Sites, Facilities, and Operations in the former scope however, with the specific exclusion of the Pharmacy Services sites under the Epic and Slade brands.

It is noted that this change is also the same outcome when considering the aspect of ‘Operational Control’ however, the Financial Control aspect is more in line with our reporting and financial accounting/audited position.

Baseline Emission Recalculation

Based on the revised boundary and the updated data, Icon recalculated its GHG baseline emissions to FY23 with support from ERM.

8.3 2023 Project with ERM and our approach

In May 2023, Icon Group embarked on a strategic partnership with ERM to enhance our sustainability efforts. This collaboration focussed on forecasting Icon’s business-as-usual (BAU) emissions, setting science-based emissions reduction targets, identifying decarbonisation opportunities, and advancing renewable energy procurement. A significant outcome of this project was the creation of an interactive GHG emissions inventory for FY23, an emissions pathways model facilitating annual updates with actual emissions data, and a decarbonisation roadmap that specifies science-based targets and the actions required to achieve them. Icon’s GHG emissions were re-baselined at FY23.

What is a science-based target?

A Science-Based Target (SBT) is an emissions reduction target developed in line with the level of decarbonisation and emission reduction required to limit global temperature increase to 1.5°C above pre-industrial levels.

Increased emphasis was placed on the need for SBTs following the 2021 United Nations Climate Change Conference (COP26), which highlighted the inadequacy of current global emissions reduction targets, with the world still on track 2.7°C of warming.

At COP26, finance institutions with $130 trillion in assets across 45 countries committed to actions to drive systemic change, including using science-based guidelines to reach net zero emissions (Scope 1, 2 and 3) by 2050 and setting 2030 interim science-based targets to contribute to the 50% decarbonisation required by 2030.

Icon’s science-based targets:

In February-24, Icon Group submitted its SBTs (outlined below) to the Science-Based Targets Initiative (SBTi). The validation process for our targets will commence in June-24 (the earliest available opportunity).

1. To reduce absolute scope 1 and scope 2 GHG emissions 42% by FY30 from a FY23 base year.

This target aligns with SBTi’s mandatory guidelines for setting a scope 1 and 2 target. The pathway to achieving this target includes procuring 100% renewable electricity across Icon’s operations, which is anticipated to be sufficient for meeting this target, notwithstanding business growth. This strategy encompasses the electrification of all diesel and petrol vehicles and all natural-gas consuming equipment within Icon’s operations.

2. That 73% of our suppliers by emissions covering purchased goods and services will have science-based targets by FY28.

This commitment necessitates engagement with Icon’s top four suppliers – MSD, BMS, Roche, and Janssen-Cilag – to set their own SBTs. These suppliers represent a significant portion of Icon’s procurement-driven emissions, accounting for 73% and 68% of Icon’s total scope 3 emissions, respectively. This engagement is crucial for meeting Icon’s scope 3 emissions target and is a strategic move towards sustainability across its supply chain.

To surpass these foundational targets, Icon is exploring additional sustainability measures beyond the procurement of renewable electricity. These include the electrification of owned and leased vehicles, installation of solar PV systems, and further engagement with suppliers to set SBTs.

These initiatives aim not only to exceed EQT’s requirements, and those of the SBTi, but also to enhance employee engagement, minimise greenwashing risks, and mitigate cost increase risks associated with environmental compliance.

ERM produced the following decarbonisation roadmap.

8.4 Icon Group’s Decarbonisation roadmap

Priority Abatement Lever Steps required Timeline

Electrification of owned cars and vans – scope 1

Procurement of Energy Attribute Certificates (EACs) – scope 2

• In 2023, Icon Group and Slade Health transitioned to 3 owned electric vehicles (EVs).

• ERM outlined that Icon should aim to replace 4 owned vehicles with EVs per year from FY24 until the fleet is electrified as far as possible.

• In 2023, Icon Group opted to participate in EQT’s joint EAC procurement program – 7.963 EACs procured to offset 64% of our CY23 scope 2 emissions.

• Icon may wish to explore alternative EAC procurement options in future years e.g. GreenPower, Unbundled EACs, Renewable Retail PPA or Renewable Wholesale PPA.

• EACs to be procured each year to offset the calendar year’s emissions – aiming to offset 100% of scope 2 emissions with EACs.

Supplier engagement –scope 3

Electrification of leased vehicles –scope 1

Installation of solar PV – scope 2

• A Supplier Engagement Program will be developed in FY25 – this will address who will implement the program, how and what expectations will be communicated to suppliers, and how this information will be collected.

• To meet the scope 3 target, Icon will need to ensure that the four identified suppliers (that account for 73% of total purchased goods and services) will have:

– Set an SBT

– Had their targets validated or reviewed to determine alignment with SBT

– Suppliers must report their progress annually by FY28.

• The level of engagement will depend on the maturity of the suppliers. This will be mapped out in the Supplier Engagement Program.

• As part of this program, Icon will need to establish a process for monitoring and tracking supplier performance through the creation of a central repository.

• ERM outlined that Icon should replace 4 leased vehicles with EVs per year from FY26, until the fleet is electrified as far as possible. The timing of this is dependent on lease arrangements.

• Icon’s scope 2 emissions will be eliminated by a combination of rooftop PV and EAC Procurement.

• ERM modelled emissions reduction from rooftop PV through installation at three of Icon’s Cancer Centres – Hobart, Cairns Private, and Revesby. These sites have been selected for solar installation based on their viability & Icon’s ability to install and manage rooftop PV systems.

Electrification of natural-gas fuelled equipment –scope 1

• The electrification of equipment opportunity assumes that 20% of natural gas consuming equipment is electrified from 2027.

Implementation planning to commence FY25

Implementation planning to commence FY25

Implementation planning to commence FY26

9.0 Appendixes

9.1 Governance program

The below program outlines the governance activities Icon Group must undertake annually as of FY24 (annual EQT & compliance requirements), as well as other activities required to mature the pillar and meet our KPIs and key supporting metrics.

9.2 Patient program

The below program outlines the activities Icon Group will undertake as part of the Patient Pillar in order to meet our KPIs and key supporting metrics. All activities will commence incrementally however implementation will continue YoY.

Our KPIs

• By 2027, Icon will access sustainability linked funding

• Modern Slavery Report submitted annually by 31 December

• WGEA Report submitted annually in May

• Sustainability Impact Report published to be published annually in July

• % allocated mandatory compliance training completed 100% (2027 Target)

first Annual Sustainability Impact Report in line with AASB standards WGEA Report (May) Employer Statement (Feb)

Slavery Statement –Icon and Slade (Dec)

& Construction – from Jan-25 Icon will not be accepting tenders from companies who do not comply with our set ESG standards Annual Sustainability Impact Report (end of FY)

• By 2027, we will achieve 50,000 cancer care connections in at risk communities

• By 2027, we will achieve a Patient NPS of 97 pts or higher

Key Supporting Metrics

• Achieve 4,000 Awareness Cancer Care Connections YoY

• Achieve 3,000 Clinical Competency Cancer Care Connections YoY

• Achieve 3,000 Access Cancer Care Connections YoY

Ongoing and mature activities

Patient NPS survey

Continuing patient experience pilot programs

Awareness campaigns – digital & in-person education (globally)

Clinical Competency –global outreach events, conferences & GP education evenings

Clinical Competency – Nursing Graduate Program

Access – ASEAN/ AU early cancer identification programs

Awareness campaigns –collaborations with PAGs, Regional Forums

Mature Patient Connections data collection process

Clinical Competency

– Mature Pharmacist Online Education Portal (Slade Connect)

Clinical Competency – education collaboration with global partnerships

Access –Maturity of ICF & corporate philanthropy partnerships

Online Dr Education Portal (Dr App)

Hidden disabilities sunflower scheme

Mature offline methods for patient surveying

Clinical Competency

– Continue to mature global partnership opportunities

Digitisation of patient surveying –Qualtrics

AwarenessInvestigation of further Pharmacy & Compounding cancer education opportunities (although limited)

& beyond

Understand diverse patient needs to improve NPS

Awareness: UK Cancer Education digital campaigns realised (dependency on first UK site)

Access –recruitment of patients to clinical trials in regional areas

Access – ICF maturity to include workplace employee giving & community engagement Begin to understand our opportunities to collaborate with IHF

Introduce ‘Dr Insights’ through Qualtrics

9.3 People Program

The below program outlines the activities Icon Group will undertake as part of the People Pillar in order to meet our KPIs, key supporting metrics and our pathway to maturity as an organisation. All activities from FY24 will commence incrementally however implementation will continue YoY.

9.3.1 ELIG Workplan

Enhancing Icon’s People Program is the ELIG workplan, mapping out when the different Days of Significance, P&C policies and frameworks will be brought for consultation.

Discussions can still take place out of session via email where necessary, e.g. during the Culture Amp Employee Engagement project, the team asked ELIG members to provide feedback via email on the proposed DE&I questions included within the survey.

• By 2027, Global Employee NPS of 90 pts or higher

• By 2027, Global DE&I NPS of 95 pts or higher

• % of regrettable losses (as defined by Talent & Succession Plan) <5% of annual losses by 2027

• % split of Gender 40% Men, 40% Women, 20% Other Gender

• Pay equity gap (Gap Male to Female for median contract base rate of pay) <1%

Roles & responsibilities

• Executive Sponsor/Chair & Senior Leads: ELIG Executive Sponsors and Senior Leads will guide each quarterly meeting and report on progress to the ELT on a quarterly basis as part of a set ELT ESG agenda item. Suggest potential agenda items from within their remit.

• ELIG Members: The ELIG Members will play a role in helping design campaigns for specific days of significance, based on the group’s connection to its purpose and desired outcomes. This approach will result in ‘Connect and Engage’ campaigns – designed for maximum employee engagement. For awareness only campaigns, the ELIGs will be invited to share resources and information throughout their networks and invited to contribute ideas of story/content focus. They will also provide insights into how sites can be engaged and involved in progressing Indigenous cultures, gender equality, LGBTIQ+ Allyship and culturally & linguistically diverse backgrounds within their remit. Ultimately the ELIGs will create positive outcomes using collective voice to influence, advocate, celebrate and create change throughout Icon’s network of workplaces and services through the available resources, events, and organisational support.

• M&C: Responsible for actioning the campaigns for specific days of significance.

• P&C: Responsible for the delivery on People program deliverables set out within the ESG Framework. Supports the ESG Program Lead with the setting of the ELIG agendas by providing items for discussion.

• Program Lead – ESG: Manage the ELIG Program/Workplan – work with the Executive Sponsor/ Chair to set the agenda for the ELIG meetings. Supports P&C with the delivery of the program deliverables. Take the minutes and actions from the meeting, unless otherwise delegated.

Days of Significance Definitions

• Connect and engage campaigns are endorsed and led by a designated ELT member who shares Icon’s position and creates opportunities across multiple channels to actively participate in an event/learn/share/celebrate etc.

• Awareness and Content campaigns share information with Icon employees across internal communication channels, with links to external resources and/or share stories of our people/ services across internal/external channels.

Days of Significance

• 08 Mar –International Women’s Day (Connect & Engage)

• 11 Feb – Women in Science Day (Awareness & Content)

• 1 Jun –International Men’s Health Week (Awareness & Content)

• 2 Sep – Women’s Health Week (Awareness & Content)

• 6 Feb – Waitangi Day (Awareness & Content)

• 26 May – National Sorry Day (Awareness & Content)

• 27 May – National Reconciliation Week (Connect & Engage)

• 7 July – NAIDOC Week (Awareness & Content)

• 9 Aug –International Day of the World’s Indigenous Peoples’ Day (Awareness & Content)

• 31 March –Trans Day of Visibility (Internal awareness)

• 17 May –IDAHOBIT (Internal awareness)

• June – Pride Month (connect and engage)

• 30 August – Wear it Purple (Internal awareness)

• 1 Dec – World AIDS Day (Internal awareness)

• 10 Feb – Lunar New Year (Connect & Engage)

• 18 Mar – Harmony Day (Connect & Engage)

• 10 Mar – Ramadan (Awareness)

• 20 Jun – World Refugee Day (Awareness)

• 31 Oct – Diwali (Awareness)

• 25 Dec to 2 Jan – Diwali (Awareness)

• 16 May – Global Accessibility Awareness Day (Awareness)

• 12 September –R U OK? Day (Awareness)

• 1 Nov – Inclusion at Work Week (Awareness)

• 3 Dec –International Day of People with a Disability (Awareness)

9.4 Planet Program

The below program outlines the activities Icon Group will undertake as part of the Planet Pillar in order to meet our KPIs and key supporting metrics, this includes ERM’s decarbonisation roadmap and our pathway to maturity as an organisation. All activities will commence incrementally however implementation will continue YoY.

Our KPIs

• Reduce scope 1 & 2 GHG emissions by 42% by FY30.

• Scope 3 – 73% of Icon’s suppliers by emissions covering purchased goods and services will have set SBTs by FY28.

• By FY27, achieve a 50% reduction in general and medical waste sent to landfill, globally.

Key Supporting Metrics

• Purchasing of Renewable Energy, 100% scope 1 and 2 by 2027.

• Reduction in overall waste to landfill, 50% of FY23 baseline by FY27

Governance and Strategies

•WGEA Submission

• Respect@Work Strategy – options outside of training.

• New Starter Form – demographic self-select questions

• Modern Slavery Statement

• Remuneration Strategy Review

• Employer Statement on Gender Pay Gap

• Employee engagement demographic selfselect questions

• RAP Level 2 (Innovate) –standing agenda item

• Respect@Work Strategy – options outside of training.

• New Starter Form –demographic self-select questions

• Modern Slavery Statement

• Employee engagement demographic selfselect questions

• Respect@Work Strategy – options outside of training

• Legislative changes to the way we collect patient data commencing Jul24, collecting data on gender and sex (how can we support sites)?

• New Starter Form –demographic self-select questions

• Modern Slavery Statement

• Employee engagement demographic selfselect questions

•Rainbow tick

• AWEI or HWEI Index – bronze submission

• Respect@Work Strategy – options outside of training.

• AlphaCrane –Cultural Awareness Scorecards/ checklists

• New Starter Form –demographic self-select questions

• Modern Slavery Statement

• How can we better accommodate the requirements of our patients who are non-English speaking?

• Employee engagement demographic selfselect questions

• Respect@ Work Strategy –options outside of training.

• Hidden Disabilities Sunflower initiative

• New Starter Form –demographic self-select questions

• Modern Slavery Statement

• Employee engagement demographic self-select questions

P&C Policies

• ELIG engagement to be embedded into P&C’s annual policy review workplan.

• ELIG engagement to be embedded into P&C’s annual policy review workplan.

• ELIG engagement to be embedded into P&C’s annual policy review workplan.

• ELIG engagement to be embedded into P&C’s annual policy review workplan.

• ELIG engagement to be embedded into P&C’s annual policy review workplan.

Continue Electrification of owned cars & vans

Continue procurement of EACs

Define supplier –scope 3

Internal comms opportunities on changing behaviours Waste management quick wins identified

Investigate opportunities to digitise GHG inventory

Review energy contracts expiring in FY24

Begin requesting sustainable alternatives within design & construction

Commence waste management planning for high priority divisions

Investigate long term PPA product opportunities

Planning for electrification of leased vehicles

Planning for installation of solar PV at Hobart, Cairns Private, Revesby

Produce GHG Inventory for FY24

Supplier Code of Conduct, Sustainable Procurement Policy

Maturity of Environmental & Sustainability Policy

Commence waste management planning for lower priority divisions

Begin requesting sustainable alternatives within design & construction

Planning for electrification of natural gas fuelled equipment

Installation of solar PV at key identified sites

Ongoing implementation of all Waste Management Plans

Produce GHG Inventory for FY25 & beyond

Continue implementation of all deliverables to meet our SBTs/ KPIs