Incitec Pivot : 2023 GRI Index and Data Supplement

DISCLOSURE

DISCLOSURE TITLE

LOCATION OF DISCLOSURE/DISCLOSURE

GRI 2: GENERAL DISCLOSURES 2021

THE ORGANISATION AND ITS REPORTING PRACTICES

GRI 2-1

Legal name of the organisation

Incitec Pivot Limited (IPL). ABN 42 004 080 264.

Nature of ownership and legal form

Incitec Pivot Limited (IPL) is an Australian Securities Exchange (ASX) listed company.

See the2023 IPL Annual Report, page 132.

Location of headquarters

IPL's head office is located at Level 8, 28 Freshwater Place, Southbank, Victoria, Australia.

See also the Contact Ussection of our website.

Countries of operation

2023 IPL Annual Report, pages 6-7.

GRI 2-2

Entities included in sustainability reporting

The entities included in our sustainability reporting are those wholly owned

and operated by IPL during the reporting period. See the 2023 IPL Annual Report,

page 107.

GRI 2-3

Reporting period, frequency and contact

See About This Report, on the inside cover of the 2023 IPL Sustainability Report.

point

GRI 2-4

Restatements of information

See'About the Data'on page 28 of this document.

GRI 2-5

External assurance

See 'About the Data'on page 28 of this document.

ACTIVITIES AND WORKERS

GRI 2-6

Activities, products, services, markets served

See the About Incitec Pivotsection on our website.

Supply chain

See the2022 Modern Slavery Statement, page 10.

For risk management strategies associated with gas supply and price risk

see the 2023 IPL Annual Report, page 31 under 'Manufacturing'.

Downstream entities

The entities downstream of IPL include mining, quarry and construction, and

farming customers to whom we provide explosives products and services and fertilisers.

See 'Our Revenues by Business and Sector' on page 2 of the 2023 IPL Climate Change

Report.

Significant changes since previous report

See 'About the Data' on page 28 of this document.

GRI 2-7

Employees

See 'Relevant Data' on page 28 of this document.

GRI 2-8

Workers who are not employees

The most common type of IPL worker who is not an employee is a contractor. While IPL

tracks contractor hours worked and contractor incidents and injuries, our data systems

do not presently allow for the reporting of other information on contractors, such as

accurate breakdowns of contractors by contractor type or contractors by region.

Workers who are legally recognised as 'self-employed' do not perform a substantial

proportion of IPL's work. Individuals other than employees or supervised workers,

including employees and supervised workers of contractors, do not perform a substantial

proportion of IPL's work.

GOVERNANCE

GRI 2-9

Governance structure and composition

See the2023 IPL Corporate Governance Statementpages 3-9.

GRI 2-10

Nomination and selection of the highest

See the IPL 'Charter for the Nominations Committee'.

governance body

GRI 2-11

Chair of the highest governance body

See the2023 IPL Corporate Governance Statement, page 6.

GRI 2-13

Delegation of responsibility for managing

The Board has delegated the day-to-day management of IPL, and the implementation of

impacts: Senior executives

approved business plans and corporate strategies, including those to manage impacts,

to the CEO, who in turn may further delegate to senior management. Relevant senior

executives include the Chief Strategy and Sustainability Officer, the Chief Technology

Officer, the Chief Financial Officer, the Chief HSE and Operations Excellence Officer and

the Chief People Officer. See the 2023 IPL Annual Report, pages 54-55.

See also the2023 IPL Climate Change Report, pages 11-14.

Delegation of responsibility for managing

See IPL 2023 Sustainability Report, pages 10-11.

impacts: Other employees

See also the2023 IPL Climate Change Report, pages 10-15.

Process and frequency for senior executives

See the2023 Sustainability Report, pages 10-11.

or other employees to report back to the

See also the2023 IPL Corporate Governance Statement, pages 9 and 12-15.

highest governance body

See also the2023 IPL Climate Change Report, pages 10-15.

GRI 2-14

Role of the highest governance body

See 2023 Sustainability Report, pages 10-11.

in sustainability reporting, including

The Board, supported by each of its Committees, including its Health, Safety,

identification of material topics

Environment and Communities (HSEC) Committee and Audit and Risk Management

Committee, has an annual work plan which includes the review of material topics and

oversight of sustainability-related matters.

GRI 2-15

Conflicts of interest, including processes

As referenced in the IPL Code of Conducton pages 18-19, we have a Global Conflicts

for prevention and mitigation and whether

of Interest Policy which applies to all IPL Group employees and full-time contractors

conflicts of interest are disclosed to

engaged for a term of at least six months. Directors of IPL must comply with the IPL

stakeholders, including those relating

Code of Conduct and the terms of their letter of appointment which includes obligations

to cross-board membership, cross-

in relation to conflicts and ongoing disclosure of interests. Directors are also bound

shareholding with suppliers and other

by Corporations Act requirements in relation to conflicts of interest and duty. Once

stakeholders, the existence of controlling

identified, the conflict and relevant controls must be recorded in the IPL Conflicts of

shareholders and related parties,

Interest Register. Controls may include segregation of duties, separation of supervision,

their relationships, transactions, and

control of information, refusal of gifts and entertainment, or refusal of business dealing.

outstanding balances.

Conflicts of interest relating to the following are disclosed to shareholders:

DISCLOSURE

DISCLOSURE TITLE

Report the total number and the nature of

During the year, 31 critical concerns were communicated to the IPL Board. Of these,

critical concerns that were communicated

two were related to safety incidents and 23 were notifications through our third-party

to the highest governance body during the

Whistleblower system, with allegations of inappropriate behaviour being received

reporting period.

from a number of the jurisdictions in which we operate. In total, eight whistleblower

reports were substantiated or partially substantiated in 2023. Reports received included

allegations relating to unsafe work practices; discrimination; potential fraud; conflicts of

interest; theft; employee relations issues; bullying; and policy issues. Where allegations

were substantiated, targeted and specific actions were taken to address the issues

highlighted, including formal written warnings and terminations.

GRI 2-17

Measures taken to advance the collective

See the 2023 IPL Corporate Governance Statementpage 7 under 'Director induction,

knowledge, skills and experience of the

training and continuing education' and page 5 under 'Board skills and experience'. The

highest governance body on sustainable

Board received a number of external presentations through the year and held its annual

development.

strategic review which was externally facilitated and examined existing and emerging

sustainability megatrends.

See also the 2023 IPL Climate Change Report, page 11, where it is reported that the

IPL Board has taken a number of measures to ensure that its decisions are informed by

climate change science and by expert advisors.

GRI 2-18

Evaluation of the performance of the

See the2023 IPL Corporate Governance Statementpage 8.

highest governance body.

GRI 2-19

Remuneration Policies including fixed

See the2023 IPL Corporate Governance Statementpage 8.

pay and variable pay; sign-on bonuses

See also IPL's 2023 Remuneration Report located in the 2023 IPL Annual Report,

or recruitment incentive payments;

pages 63-82.

termination payments; clawbacks; and

retirement benefits.

How the remuneration policies for members

See IPL's 2023 Remuneration Report located in the 2023 IPL Annual Report, pages 63-82.

of the highest governance body and senior

executives relate to their objectives and

performance in relation to the management

of the organisation's impacts on the

economy, environment and people.

GRI 2-20

The process for designing its remuneration

See the2023 IPL Corporate Governance Statementpage 8 under 'Remuneration of

policies and for determining remuneration,

Directors and senior executives' and page 9 under 'Remuneration Committee'

including:

i. whether independent highest governance

body members or an independent

remuneration committee oversee the

process for determining remuneration;

ii. how the views of stakeholders (including

The IPL Annual General Meeting includes resolutions put to a shareholder vote regarding

shareholders) regarding remuneration are

adoption of the annual Remuneration Report and the granting of performance rights

sought and taken into consideration;

to the CEO.The outcomes of these resolutions are notified to the Australian Stock

Exchange.

iii. whether remuneration consultants are

See the 2023 Remuneration Report located in the 2023 IPL Annual Report, on page

involved in determining remuneration and,

72 under 3.3 Executive remuneration governance where it is stated that 'The

if so, whether they are independent of the

remuneration of the Executives is set by the Board, having regard to recommendations

organisation, its highest governance body

from the Remuneration Committee. Where appropriate, the Remuneration Committee

and senior executives.

of the Board engages external advisors to provide input into the process of reviewing

Executive and Non-executive Director remuneration. For the 2023 financial year, the

Remuneration Committee received market and benchmarking data from various

sources, but this information did not constitute a remuneration recommendation for the

purposes of the Corporations Act 2001 (Cth).'

Further information in relation to the Board and the Remuneration Committee can be

found in the 2023 IPL Corporate Governance Statementon page 8 under 'Remuneration

of Directors and senior executives' and page 9 under 'Remuneration Committee'.

The results of votes of stakeholders

The IPL Annual General Meeting includes resolutions put to a shareholder vote regarding

(including shareholders) on remuneration

adoption of the annual Remuneration Report and the granting of performance rights to

policies and proposals, if applicable.

the Managing Director and CEO.The outcomes of these resolutions are notified to the

Australian Stock Exchange.

DISCLOSURE

DISCLOSURE TITLE

LOCATION OF DISCLOSURE/DISCLOSURE

GRI 2-21

Annual total compensation ratio

See 'Annual Total Compensation Ratio' on page 14 of this document.

GRI 2-22

Statement from most senior executive

See the2023 IPL Sustainability Report, page 6.

GRI 2-23

Policy Commitments

Many of IPL's policy commitments are available for download on our Corporate

Governanceand Sustainability in Actionweb pages. Each policy references the relevant

intergovernmental instruments and states the principles by which its actions are to

be governed, including due diligence where required. For example, the IPL Human

Rights Policyarticulates the fundamental elements of the Group's approach to human

rights and how the Group demonstrates its commitment to respect human rights in

line with the Universal Declaration of Human Rights and the UN Guiding Principles on

Business and Human Rights. It describes other IPL policies and procedures in which our

commitments to human rights are integrated, and IPL's commitment to the use of due

diligence as a means to identify and prevent human rights risks to people in our business

and supply chain, and to undertaking audits as a means of checking compliance with

human rights requirements. Specific categories of stakeholders are included, as well as

guidance and means of reporting for employees. The policy is signed by the MD&CEO

and approved by the Board. While the policy does not reference the precautionary

principle, a statement is made regarding this principle below.

Statement on the Precautionary Principle

The Precautionary Principle provides advice on what to do when an activity raises threats

of harm to the environment or human health. Precautionary measures should be taken

even if some cause-and-effect relationships are not fully established scientifically. IPL

recognises that there are risks and opportunities associated with climate change, and our

risk management procedures associated with these are reported in the 2023 IPL Climate

Change Report, our CDP responses, and our Annual Reportsunder 'Principal Risks'.

GRI 2-24

How IPL embeds each of its policy

The most senior level with oversight of, or accountability for, the implementation of IPL's

commitments for responsible business

policy commitments is the Board. The Board has delegated the day-to-day management

conduct throughout its activities and

of IPL, including the day-to-day responsibility for implementing each of its policy

business relationships, including:

commitments, to the Managing Director and CEO, who in turn may further delegate

i. how it allocates responsibility to

to her direct reports, who form the Executive Team, and who are responsible for the

implementation of policies relating to their role.

implement the commitments across

different levels within the organisation;

As a values-based organisation, IPL's values and policies are reflected in its strategic

ii. how it integrates the commitments

decision making, business plans, procedures and processes consistent with its values and

policies. These commitments are integrated into its business relationships through IPL's

into organisational strategies, operational

Code of Conduct and Supplier Code of Conduct as well as through various due diligence

policies, and operational procedures;

measures and regular risk assessments.

iii. how it implements its commitments with

Regular training is provided to IPL's employees and some contractors and suppliers on

and through its business relationships; and

its Codes of Conduct, Zero Harm, health and safety, modern slavery, equal opportunity,

iv. training that the organisation provides on

discrimination and harassment, as well as role-specific training.

implementing the commitments.

GRI 2-25

Our commitments to provide for, or

IPL has a range of internal grievance mechanisms including those in its collective Enterprise

cooperate in, the remediation of negative

Agreements, identified in a range of its policies such as health and safety, harassment or

impacts that we identify as having caused

discrimination, modern slavery, anti-bribery and corruption, IPL's Code of Conduct and

or contributed to, including approach to

IPL's Supplier Code of Conduct. IPL has established an Ethics Committee which receives

identifying and addressing grievances, how

grievances and complaints in addition to the Whistleblower system and Group General

stakeholders are involved in the design,

Counsel. The Group General Counsel manages investigations subject to whistleblower

review, operation and improvement of

protections or legal professional privilege. The Ethics Committee meets as needed and is

these mechanisms, how we track the

empowered to assess and authorise investigation of complaints or grievances and receive

effectiveness of the grievance mechanisms

reports to determine whether they are substantiated. Where allegations are substantiated,

and other remediation processes, and an

targeted and specific actions are taken to address the issues highlighted, including

example of their effectiveness, including

disciplinary action up to and including termination of employment or in the case of a

stakeholder feedback.

contractor or supplier, termination of contract. Where practicable and feasible in those

circumstances, IPL will work with affected stakeholders to remediate the negative impacts

of the conduct.

DISCLOSURE

DISCLOSURE TITLE

LOCATION OF DISCLOSURE/DISCLOSURE

GRI 2-26

Mechanisms for seeking advice and raising

IPL is committed to a culture of compliance, ethical behaviour and good corporate

concerns regarding business conduct.

governance that encourages the reporting of improper, illegal and unethical behaviour.

Employees are encouraged to raise any concerns, including those arising out of activities

or behaviour that may not be in accordance with IPL's Code of Conduct, any of its other

policies, or any other regulatory requirements, with management, the human resources

team or the legal and compliance team.

Employees can also raise concerns about breaches of the Company's regulatory

obligations or internal policies or procedures with their Line Management, IPL's Group

General Counsel, IPL's Chief Risk Officer, IPL's Ethics Committee and on an anonymous

basis through its Whistleblower reporting system. The Group Whistleblower Protection

PolicyandAustralian Whistleblower Protection Policyboth provide protection for

employees who raise concerns about suspected breaches of IPL's Code of Conduct,

policies or the law. Reports on the operation of the Whistleblower system and

any material incidents reported under the Whistleblower Policy are made to the Audit

and Risk Management Committee.

See GRI 2-16 above.

GRI 2-27

Non-compliance with laws and regulations,

See the2023 IPL Sustainability Report, pages 53 and 87.

including fines, non-monetary sanctions,

See the Annual Report, pages 59-60 under 'Environmental regulation and performance.'

significant instances of non-compliance and

See also indicator GRI 416-2 in this table.

how these were determined.

GRI 2-28

Memberships of Associations

See 'Membership and Climate Review of Industry Associations' in the 2023 IPL Climate

Change Reporton pages 76-80.

GRI 2-29

Approach to stakeholder engagement

See 'Our Stakeholders and Engagement Strategies' on page 22 of this document.

GRI 2-30

Percentage of employees covered by

See under 'Relevant Data' on page 14 of this document.

collective bargaining agreements.

For employees not covered by collective

The working conditions and terms of employment for employees that are not covered

bargaining agreements, report whether

by collective bargaining are not influenced or determined based on other collective

the organisation determines their working

bargaining agreements. See the IPL Human Rights Policy, under 'Labour relations' and

conditions and terms of employment based

'Freedom of Association and Collective Bargaining'. IPL is committed to compensation

on collective bargaining agreements that

that, at the very least, meets the legal minimum wage.

cover its other employees or based on

collective bargaining agreements from

other organisations.

MATERIAL ISSUE: NAVIGATING THE DECARBONISATION TRANSITION AND REDUCING GHG

GRI 103-1

Explanation of the material topic and

2023 IPL Sustainability Report, pages 37-40,64 and 85.

its boundary

GRI 103-2

Management approach and its components

2023 IPL Sustainability Report, pages 37-40,64 and 85.

2023 IPL Climate Change Report

GRI 103-3

Evaluation of the management approach

2023 IPL Sustainability Report, pages 16, 37-40,64 and 85.

2023 IPL Climate Change Report

GRI 201: ECONOMIC PERFORMANCE 2016 STANDARD

GRI 201-1

Direct economic value generated

See under 'Relevant Data' on page 14 of this document.

and distributed

For external assurance statement see the 2023 IPL Annual Report, pages 125-128.

GRI 201-2

Financial implications and other risks and

2023 IPL Climate Change Report, Section 4.

opportunities due to climate change

2023 IPL Annual Report, page 30.

DISCLOSURE

DISCLOSURE TITLE

LOCATION OF DISCLOSURE/DISCLOSURE

GRI 302: ENERGY 2016 STANDARD

GRI 302-1

Energy consumption within the organisation

See under 'SASB Index' on page 24 of this document.

2023 IPL Climate Change Report, page 67.

IPL CDP Reports

GRI 302-2

Energy consumption outside of the

IPL's energy consumption outside of the organisation is estimated to be 42,351,292 GJ. This

organisation (i.e. energy consumption

figure was estimated using a back calculation of energy use from the cradle to gate Scope 3

related to upstream and downstream

GHG emission factors used for purchased products. Since our explosives and fertiliser

activities in the supply chain).

products are consumed during their use, no energy has been included for sold products.

GRI 302-3

Energy Intensity

See under 'Relevant Data' on page 15 of this document.

GRI 302-4

Reduction of energy consumption

IPL CDP Reports

GRI 302-5

Reductions in energy requirements

See the 2023 IPL Sustainability Report, page 38 under 'DeltaE'.

of products and services

See also the Case Study on DeltaE on page 30 of the 2023 Climate Change Report.

GRI 305: EMISSIONS 2016 STANDARD

GRI 305-1

Direct (Scope 1) GHG emissions

See under 'SASB Index' on page 24 of this document.

2023 IPL Climate Change Report, page 67.

IPL CDP Reports

GRI 305-2

Energy indirect (Scope 2) GHG emissions

2023 IPL Climate Change Report, page 67.

IPL CDP Reports

GRI 305-3

Other indirect (Scope 3) GHG emissions

2023 IPL Climate Change Report, pages 24-29and 67-73.

IPL CDP Reports

GRI 305-4

GHG emissions intensity

GHG per tonne of ammonia manufactured is reported on page 15 of this document. The

calculation includes Scope 1 and 2 emissions of all relevant GHG, including CO₂, CH₄, and

N₂O from the burning of fuels, and tiny amounts of SF₆ leakage at two sites which use SF₆

in on-sitegas-fired power plant switch gear as an insulation gas.

GRI 305-5

Reduction of GHG emissions

IPL CDP Reports

GRI 305-6

Production, imports and exports

IPL does not produce, import or export ozone depleting substances (ODS).

of ODS in metric tonnes of CFC-11

(trichlorofluoromethane) equivalent.

GRI 305-7

NOx, SOx, and other significant air emissions

See under 'Relevant Data' on page 15 of this document.

MATERIAL ISSUE: REGULATORY RISK MANAGEMENT

GRI 103-1

Explanation of the material topic and its

2023 IPL Sustainability Report, pages 52 and 86-87.

boundary

GRI 103-2

Management approach and its components

2023 IPL Sustainability Report, pages 6 and 7-9.

GRI 103-3

Evaluation of the management approach

2023 IPL Sustainability Report, pages 16, 52, 65 and 86-87.

MATERIAL ISSUE: INNOVATION IN RESPONSIBLE AND SUSTAINABLE PRODUCTS AND SERVICES

GRI 103-1

Explanation of the material topic and its

2023 IPL Sustainability Report, pages 45-46,63 and 79.

boundary

GRI 103-2

Management approach and its components

2023 IPL Sustainability Report, pages 45-46,63 and 79.

GRI 103-3

Evaluation of the management approach

2023 IPL Sustainability Report, pages 16, 45-46,63 and 79.

GRI 307-1

Non-compliance with environmental laws

2023 IPL Sustainability Report, pages 53 and 87.

and regulations

GRI 416: CUSTOMER HEALTH AND SAFETY 2016 STANDARD

GRI 416-1

Assessment of the health and safety impacts

100% of our product categories have been assessed for health and safety impacts. New or

of product and service categories

modified explosives products are typically developed by our research and development

team in conjunction with specific customers as directed by the North America and Asia

Pacific Product Management Teams. As such, the life cycle stages in which health and safety

impacts of those products are assessed are dependent upon the customers' requirements.

For explosives products, typically this would be focused on the impact of product use, with

the assessment included in trials. Dyno Nobel's product development protocol requires all

products to be blasted at our R&D test sites prior to being fired in the ground. Minimum

booster testing and Velocity of Detonation (VoD) measurement provide important

information on the performance of the explosive product and blast chamber testing can be

conducted at our R&D test facility in the US to verify the gas components generated.

DISCLOSURE

DISCLOSURE TITLE

DISCLOSURE

DISCLOSURE TITLE

LOCATION OF DISCLOSURE/DISCLOSURE

MATERIAL ISSUE: COMMUNITY SAFETY, SUPPORT AND CONNECTION

GRI 103-1

Explanation of the material topic and

2023 IPL Sustainability Report, pages 47-49and 82-83.

its boundary

GRI 103-2

Management approach and its components

2023 IPL Sustainability Report, pages 47-49and 82-83.

GRI 103-3

Evaluation of the management approach

2023 IPL Sustainability Report, pages 16, 47-49and 82-83.

GRI 413: LOCAL COMMUNITIES 2016 STANDARD

GRI 413-1

Operations with local community

See the 2023 IPL Sustainability Report, pages 47-49 and 82-83. As described, the IPL

engagement, impact assessments and

Community Investment Framework and the IPL HSEC Management Systemdelegate

development programs, including

responsibility for community engagement to the Operations Manager at each of our

the use of social impact assessments,

sites, as local site managers best understand their community needs and concerns. For

environmental impact assessments, local

this reason, there are a large and diverse number of community engagement approaches

community development programs based

and plans across our global operations. During 2023, we surveyed all sites with more

on local communities' needs, stakeholder

than 30 employees as part of a review to assess both the effectiveness of our Community

engagement plans based on stakeholder

Investment Framework and the criteria used in this indicator. The survey found that:

mapping, community consultation

− 74% of sites give time and/or financial support to local schools or charities

committees, works councils, occupational

(50% regularly and 24% occasionally).

health and safety committees, other worker

− 32% of sites have a specific community engagement budget.

representation bodies to deal with impacts

− 12% of sites have a formal committee which oversees their community

and formal local community grievance

processes.

engagement plan.

− 12% of sites have a formal (written or annually reviewed) community engagement

plan and 44% have an informal community engagement plan.

− Of the 56% of sites with a formal or informal community engagement plan:

• no sites conducted social impact statements, but 68% discussed and considered

the social issues in their local communities when planning their community

engagement activities;

• 5% of sites conducted a formal environmental impact assessment and an

additional 47% of sites discussed environmental issues in their local area when

planning their community engagement activities; and

• 5% of sites formally mapped their stakeholders.

See GRI 2-16,2-25 and 2-26 for information on our Whistleblower Hotline and grievance

mechanisms available to the community.

See GRI 413-2 for the percentage of sites which engage with their communities on safety.

GRI 413-2

Percentage of operations with significant

2023 IPL Annual Report, page 46 under 'Keeping our communities safe'.

actual and potential negative impacts on

local communities.

MATERIAL ISSUE: TECHNOLOGY AS AN ENABLER AND DISRUPTOR

GRI 103-1

Explanation of the material topic and its

2023 IPL Sustainability Report, pages 52 and 86.

boundary

GRI 103-2

Management approach and its components

2023 IPL Sustainability Report, pages 46, 52 and 86.

GRI 103-3

Evaluation of the management approach

2023 IPL Sustainability Report, pages 16, 52 and 86.

GRI 203: INDIRECT ECONOMIC IMPACTS 2016 STANDARD

GRI 203-2

Significant indirect economic impacts

2023 IPL Sustainability Report, pages 28, 31, 45, 47, 48, 55, 61, 63, 79-83.