Sustainability is at the heart of our mission –driving us to provide the best care possible for our patients, our people and the planet.”
Acknowledgement of Country
Welcome to Icon Group’s (Icon) first interim Sustainability Report. As a world-leading integrated healthcare provider, we understand and take seriously our responsibility to deliver care in a way that supports a sustainable future.
Sustainability is at the heart of our mission –driving us to provide the best care possible for our patients, our people, and the planet. It’s defined within our environmental, social, and governance (ESG) commitments:
• Care for Patients – Expanding access and enhancing the quality of cancer care globally
• Care for People – Fostering diversity, equity, inclusion, and well-being for our employees and patients
• Care for the Planet – Reducing waste, lowering our carbon footprint, and ensuring our operations minimise harm.
Our efforts are underpinned by good governance, integrity, transparency and accountability. The establishment of our ESG Governance Framework has been integral, defining our commitments, programs and progress to ensure sustainability is part of everyday decisions and actions.
We are in the early stages of implementing our ESG roadmap and have achieved significant progress:
• Built on our established partnerships and raised cancer awareness, improved access to care and strengthened clinical competency across programs that achieved more than 16,000 patient connections
• Established baselines and action plans to boost employee experience and developed a comprehensive leadership program to empower and enable our people
• Set a plan, with validated science-based targets, to reduce greenhouse gas emissions (GHG) and achieved a 49% reduction in Scope 1 and 2 GHG emissions target through purchased renewable energy.
While this report shares greater detail on our team’s efforts so far and our ongoing journey, you can get a snapshot of our performance highlights on pages 20-21.
As we deliver more care, to more people, closer to home, through new services, across new regions, we want to empower our teams to drive meaningful change.
Striving to deliver the best care possible focuses and unites our efforts to keep improving.
We look forward to sharing further progress in our first full Icon Group Sustainability Report in 2026.
About this report
This interim Sustainability Report, prepared ahead of Icon’s first full Sustainability Report, set for annual publication from June 2026, including climate statements that comply with the relevant sustainability standards made by the Australian Accounting Standards Board (AASB) under 336A of the Corporations Act.
Sustainability is the umbrella term that encompasses responsible environmental, social and governance (ESG) considerations. ESG specifically refers to a subset of sustainability criteria and is detailed within our ESG Governance Framework.
This report covers the period from 1 January 2024 to 31 December 2024, unless otherwise stated, and has been prepared using information and data available at time of publication including:
• Patients and People data – measured at calendar year (CY2024)
• Planet data – captured and measured financial year (FY24).
Data related to our operations in the United Kingdom is limited given Icon entered the market at the end of 2024. We are committed to continuing to refine and mature our reporting processes. All data is accessible via Sustainability Databook.
The information in this report is guided by the ESG issues outlined in our strategy and most critical to our business. It offers a balanced, accurate, and relevant view of our performance and progress.
This report has been reviewed and approved by the Icon Group Board. While the content is based on the best available information as at the time of publication and has undergone internal review, it has not been independently verified.
Some forward-looking statements are included, which may evolve due to changing circumstances.
About Icon Group
Our Mission
Provide the best care possible, to as many people as possible, as close to home as possible.
Our Vision
Deliver world-leading integrated healthcare and address the global cancer burden.
Our Values
Energy. Innovate. Connect. On purpose. Nurture.
Our Businesses
Icon Group is a leading integrated cancer care provider with a global reach across Australia, New Zealand, Singapore, Malaysia, Mainland China and the United Kingdom.
Icon brings together all aspects of quality cancer care including medical oncology, haematology, radiation oncology, research, theranostics, screening clinics, pharmacy and compounding to deliver a truly integrated, end-to-end seamless service for cancer patients. With almost 3,500 team members, a network of more than 350 doctors, over 50 cancer centres, six compounding facilities and operational support of 70 plus pharmacies, Icon is delivering world-leading integrated care and helping address the global cancer burden.
Our global workforce consists of direct employees, contractors and medical partners and direct team members are engaged either by contract, award or a collective industrial agreement. Icon is private equity owned by several consortium investors and operates its business under several brands that span cancer care, pharmacy and compounding divisions:
• Icon Cancer Centre Australia and New Zealand – Delivers radiation oncology including treatment to patients in hospitals and medical precinct outpatient clinics. Day oncology services including medical oncology and haematology for private patients in hospital day centres.
• Icon Cancer Centre Mainland China –Radiation oncology management services in partnership with local operators.
• Icon Cancer Centre and Icon Health Screening Singapore – Provides oncology services including radiation oncology, medical oncology and haematology for patients across Asia in private clinics. Icon Health Screening provides comprehensive screening services for patients in the ASEAN region.
• Icon Oncology Malaysia – Provides medical oncology services via a joint venture with Sunsuria Healthcare.
Icon is delivering world-leading integrated care and helping address the global cancer burden.”
• Icon Cancer Centre United Kingdom –Provides oncology services via a strategic partnership with Nuffield Health. Acquired Nuffield Health’s Cancer Centre London in 2024 to deliver oncology services.
• Slade Health Compounding Australia and New Zealand – Provides customised drug compounding for hospitals, oncology centres and individual patients.
• Pharmaxo – Acquired by Icon Group in 2024, Pharmaxo Group, comprising Pharmaxo Healthcare, Bath ASU, and Pharmaxo Scientific, is a leader in specialist pharmaceutical manufacturing and healthcare services in the UK.
• Pharmacy Services – Major provider of outsourced hospital pharmacy services in Australia under the brand names: Icon Cancer Centre, Slade Pharmacy, and Epic Slade Pharmacy. In 2024 the majority of the group’s pharmacies were consolidated under the Slade Pharmacy brand.
• Research – Delivers clinical trials in Australia, New Zealand and Singapore. Conducts Phase I to Phase IV clinical trials in medical oncology, radiation oncology and haematology sponsored by the pharmaceutical industry and collaborative groups, as well as Icon Investigator Initiated Trials (IITs), clinical registries, physics and dosimetry research.
MAINLAND CHINA
NEW ZEALAND
SINGAPORE
AUSTRALIA
MALAYSIA
Our Stakeholders
Icon is committed to building and maintaining strong relationships with stakeholders who support our businesses and operate in a responsible and sustainable manner.
An overview of our key stakeholder groups, areas of interest, and methods of engagement are listed below. These engagements are supported by proven systems and processes.
Stakeholder
Consumers and Patients
Our Engagement
• An established Consumer Advisory Group – delivering active listening and feedback with a broad and diverse mix of consumers to improve our services and meet emerging needs.
• Net Promoter Score (NPS), including broad and targeted surveys.
• Ongoing tracking to understand brand awareness, experience, and sentiments on key consumer health care needs.
• Research, including surveys, social media listening, and focused listening with key diverse audiences.
Employees
Doctors and Healthcare Professionals
• Recurring employee sentiment analysis.
• Formal surveys to understand employee work experience.
• Regular all-company meetings and forums.
• Annual performance reviews via a formalised Iconic Performance program.
• Established Employee Led Inclusion Groups (ELIGs) with regular meetings.
• External conferences and internal and local advisory councils.
• Recurring engagement through medical, specialty, and industry societies.
• Recurring meetings on clinical education and health care updates.
• Formal surveys and NPS reporting.
Stakeholder
Customers
Our Engagement
• Recurring outreach with key customers to understand experience, collaboration and improvement of services.
• Regular meetings with partners and customers.
• Regular surveys with customers.
Peer Companies
Suppliers
Shareholders
Government
Community-based Partners
• Ongoing collaboration through trade associations and industry partnerships.
• Recurring supplier meetings to facilitate discussions and collaboration.
• Supplier benchmarking sessions to share best practices and key learnings.
• Annual ESG assessments.
• Biannual training sessions offered to suppliers on our approach and policy.
• Regular financial updates and earnings reports.
• Recurring investor updates attended by management and board members.
• Meetings with federal, state, and international policymakers and departments.
• Participation in key policy making and health care plans.
• Recurring one-on-one and small group meetings with partners.
• Advocacy activities.
Our Approach to Sustainability
In 2022, we welcomed our new majority investor EQT to Icon Group. With this change an exciting new chapter unfolded as we developed our Full Potential Plan (FPP). This plan shaped our strategy for expanding our network of care and enhancing our operational excellence over a five-year plan.
EQT is the first private markets firm to set science-based targets formalised through the Science Based Targets initiative (SBTi). EQT’s greenhouse gas emissions reduction targets encompass both its own and its portfolio investments’ operations. This means that EQT works with its portfolio investments to develop and implement decarbonisation targets and plans.
Icon’s ESG Program
As part of the FPP, an ESG program was developed, aligned with Icon’s mission, and endorsed by Icon’s Board.
A sustainability survey was conducted by Icon’s internal and external stakeholders to inform the key drivers and critical activities Icon needed to implement. Details of the survey are described below:
• Internal stakeholders: Of the 121 internal survey respondents, 65% Icon management, 33% work in cancer care services, 2% other divisions. Over 90% of respondents were Australian based.
• External stakeholders: Included customers and suppliers plus relevant associations and not-for-profit services.
Materiality Assessment
A materiality assessment identifies the most significant environmental, social, and governance issues impacting a company and its stakeholders. It prioritises these issues based on relevance and impact, guiding sustainability strategy and reporting to ensure transparency, alignment with business goals, and responsiveness to stakeholder expectations.
Outcomes of Materiality Assessment
In 2022, we completed a materiality assessment where respondents were asked to assess, rank and prioritise 16 ESG related topics and definition for Icon (see appendix, page 57). Four key ESG pillars were established and maintained in line with the materiality assessment. These include the following:
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. Governance – Provide clear and transparent ESG communication and reporting on real progress.
Across each of the four pillars, a number of initiatives were identified – creating Icon’s initial ESG Program.
An ESG Governance Framework laid the foundation for the implementation of these workplans.
Icon seeks to continue to understand and report the issues of interest of our stakeholders and continually redefine areas of priority. We aim to repeat the materiality assessment every two years.
Our Sustainability Journey
ESG MILESTONES
Entered strategic partnership with environmental consultant to enhance sustainability efforts
Icon Group Board approved 5-year full potential plan, including targets and program of work for ESG
Initial CY2022 GHG emissions baseline produced using operational control boundary method
2022
Opened new cancer centres –Concord and Norwest (NSW), Noarlunga (SA), Sanmenxia (Mainland China)
Slade Health opens first-ofits-kind Australian Stability Testing and Research Laboratory
Slade Health entered New Zealand market operating a GMP licensed compounding facility
Announced a 5-year research and professional services agreement with Varian
Realigned GHG emissions reporting boundary to include aspect of financial control, in line with financial accounting and recalculated GHG baseline emissions (based on revised boundary and updated data)
Developed decarbonisation roadmap
Launched ESG targets, commitments, and programs across Patients, People, and Planet
2023
Entered UK through strategic partnership with Nuffield Health
Opened new cancer centres – Mount Alvernia (Singapore), Auchenflower (QLD) and Mildura (VIC)
Slade Health opens the group’s first South Australia TGA licensed compounding facility
Launched Theranostics services at Icon Cancer Centre North Lakes (QLD)
ESG Governance Framework established
Science-based targets (SBTs) submitted and approved by SBTi
Interactive GHG emissions inventory created FY24
Employee NPS score reset to engagement score, via Culture Amp employee surveys
Became a Premier Associate Member of the International Hospital Federation (IHF) enhancing network and access to Geneva Sustainability Centre
2024
Opened an Icon Cancer Centre in Noosa (QLD)
Entered Joint Venture with 5D Clinics to establish CyberKnife centres along Australia’s eastern seaboard
Opened our first cancer centre in Malaysia, Penang as part of our Joint venture with Sunsuria Health
Acquired Pharmaxo and Nuffield’s Cancer Centre London, UK
Commitment and action – our Sustainability Roadmap
To ensure we deliver on our sustainability commitments, Icon has established a structured roadmap, with targets and actions, to set foundations, guide maturity and embed ESG principles across our operations and into every day decision making.
Each phase stages our priorities and directs efforts towards our 2027 goals:
• Care for Patients – by 2027 achieve
– 50,000 cancer care connections in at-risk areas of exclusion
– A patient NPS of 97 points (pts) or higher
• Care for People – by 2027 achieve
– Global engagement score of 80 pts or higher
– Global DE&I score* of 68% or higher
• Care for Planet – by 2027
– Reduce our scope 1 and 2 Greenhouse Gas emissions by 42% by FY30 from an FY23 baseline year*
– Scope 3 – 73% of Icon’s suppliers by emissions covering purchased goods and services will have set SBTs by FY28 from an FY23 baseline year**
– By FY27, achieve a 50% reduction in general and medical waste sent to landfill, globally
At every step, our governance efforts mature our approach through ESG reporting, regulatory alignment and accessing sustainability linked funding.
*We have transitioned from NPS to index score for DE&I measurement. Following D&I survey conducted in 2024, a baseline index score was received. The revised D&I target of 68% or higher is based on a benchmark from the Australian Healthcare sector, specifically Health Care Australia’s target of 68%.
**Planet high-level emissions measures and SBTi targets are based on operations that are in the defined Boundary Scope of Icon Group based on the aspect of ‘financial control’.
Commitment and action – our Sustainability Roadmap
Horizon 1 (2022-2023)
Defined patient connections
ICF re-established at Icon
Compliance Reporting
Begin moving on connection opportunities
ELIGs introduced Involvement in C/Can
Employee Experience pulse check
Improve clinical competency connections
Improve Patient NPS via action planning at outlier sites
Horizon 2 (2024-2025)
Expand Pharmacy/ Compounduing contribution through partnerships
Understand the requirements of diverse patients & meet needs
Mature Compliance Reporting
Action taken on survey results WGEA, Modern Slavery
Waste Management Planning & Waste Champions identified
Commence Decarbonisation Program and moving on targets
Full program mapped & moving on targets
Begin maturing Governance Reporting
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
Continue to grow awareness of ICF
Digitisation of patient surveying (Qualtrics) & introduction of ‘Dr Insights’
ELIGs reestablished & repurposed to provide input to plan
Mandatory training reviewed with action plan to increase completion where required
Broaden and mature strategic global partnerships
ELIG consultation embedded into P&C workplan
Horizon 3 (2026-2027)
EMBEDDING ESG
50,000 Cancer Care Connections by 2027
Continued delivery of education programs People initiative champions & active voice
‘Icon Insights’ Program embedded with improvements seen in results. Phase 2: Employee Development.
SBTs submitted to SBTi In train to reduce waste by 50% by FY27
Supplier Code of Conduct & Sustainable Procurement Policy
European expansion requirements understood
Communications plan developed
100% of Icon’s scope 2 emissions covered by EACs
Maturity of patient access in regional & remote areas
Respect@Work Strategy embedded
Reduction in % of regrettable losses
Full Decarbonisation Program in train
Continue to move on SBTs to meet FY28 and FY30 targets
Full program embedded into Icon’s culture
Sustainability Linked funding accessed
Governance Reporting fully embedded and maturing YoY
Begin hitting targets across the pillars
European requirements included where required
Sustainability performance highlights
With C/Can, delivered an online nurse training program and patient navigation framework to Rwanda, then globally
Survivorship Program wins Australian Private Hospitals Association Award
Achieved 95 Patient NPS, nearing FY27 target of 97
16,000+ Patient connections
65%
Prepared and submitted
Culturally Safe Cancer Care Grant
63% 71% employee survey participation to understand employee experiences
D&I baseline set –target 68%+ by 2027 of FTE employees within top 20% earners are women
65%
46 NEW contracts with major suppliers in medicine have sustainability clause included electricity offset by purchased renewable energy
3 EV
vehicles purchased with charging points in four compounding sites
Scope 1 and 2 emission target met through EAC procurement
ESG clauses in contracts aligning with sustainability policies, disclosures
Aligned with global ESG reporting standards, including GRI and AASB S2
high risk suppliers reviewed. No instances of modern slavery
Governance Framework established
Care for Patients
Our Care for Patient pillar positions Icon as a global leader in quality cancer care by expanding awareness, strengthening clinical competency, and improving access for at-risk areas of exclusion. We foster social impact through global partnerships and enhance the patient experience with a commitment to excellence in care.
Connection
Icon set a goal to achieve 50,000 cancer care connections in areas at risk of exclusion by 2027, through early detection awareness, clinical competency, and access enhancements. A patient connection was defined as a connection that:
1. Builds cancer care awareness through
• 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.
2. Builds clinical competency in the delivery and support of world-class cancer care, including
• 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 of world-class cancer care.
3. Increases cancer care access by
• Philanthropic and fundraising activity focused on access for those in areas 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 (Investigator Initiated Trials)
• Patients provided bulk-billed treatment in locations where not doing so would have resulted in no treatment.
Icon’s Care for Patient connections surpassed 2024 targets, achieving over 16,000 patient connections, against the targeted 10,000.
– Singapore, Cambodia, Vietnam, and Indonesia – expanded community talks on bowel, breast, lung and prostate cancer
– Regional and remote Australia – delivered digital cancer prevention and early detection education campaigns
• Clinical Competency and Access initiatives also exceeded their targets of 3,000 connections, recording 3,125 and 3,208 respectively
Highlights included:
– Australia’s Primary Care CPD series establishing a new national pathway, initially reaching 500+ regional and remote GPs, with ongoing engagement via on-demand attendance
– Provision of regional healthcare education in Indonesia, Vietnam, Cambodia and Laos, led by Icon Cancer Centre ASEAN clinical team
– Icon Cancer Centre Singapore and 365 Cancer Prevention Society extend MOU for an additional three years – resulting in continuation of 365’s Screening Program and adding my First Pap Smear program to enhance early detection for economically disadvantaged groups.
Icon’s Care for Patient connections surpassed 2024 targets, achieving over 16,000 patient connections.”
Social impact
Alongside this program, Icon delivered Care for Patient in community through a comprehensive and strategic global partnership program, fostering social impact in low-and middle-income countries (LMICs), and enhancing capacity to advance cancer prevention and management.
Our global partnerships
City Cancer Challenge (C/Can)
Icon partners with C/Can, a global initiative focused on capacity building and improving cancer care in cities, particularly in LMICs. Our C/Can Patient Navigation Program provides a powerful case study. Led by Group Director of Nursing, Margie Hjorth, this initiative is instrumental in upskilling nurses in LMICs. Partnering with C/Can, the team developed a patient navigation program delivered remotely into Kigali, Rwanda, incorporating online training and a new comprehensive navigation framework. The program’s success has driven its global expansion, including the roll out of a recorded online training program available to more regions. This initiative has elevated the role of nurses in LMICs and provided Icon nurses with valuable professional development, enhanced communication and leadership skills.
The program has:
• Supported over 1,400 patients since inception
• Reduced treatment initiation from 82 to 28 days
• N=270 patient ranking quality of service
• Online Training Program translated into Spanish for Leon.
International Hospital Federation (IHF)
IHF is a global not-for-profit membership organisation fostering knowledge exchange and collaboration across the health sector. Committed to well-managed hospitals, members work to enhance healthcare quality and delivery. They also have access to the Geneva Sustainability Centre, supporting hospitals in sustainability leadership. Icon and IHF will strengthen their partnership to advance professional development and ESG initiatives.
Patient experience
Patient experience is foundational to Icon’s Care for Patient programs, informed by the end of treatment patient experience survey and subsequent Net Promoter Score (NPS).
In 2024, Icon’s patient net promoter score of 95 points represented a significant improvement from the baseline of 90 points. Survey completion rates also improved throughout 2024, providing a more accurate representation of net promoter score data, driven by centres increasing patient survey awareness and a more streamlined survey length.
Survey feedback enables service enhancements at local sites, as well as nationally, for example the development and expansion of patient care programs.
Survivorship Program
Icon’s award-winning Survivorship Program is a standout example. Led by Icon Specialist Nurses, the Survivorship Program focuses on wellbeing and care beyond cancer treatment, supporting patients to manage the physical, emotional, practical and social challenges they face following the end of active treatment.
79% of respondents rated the service at a 10, achieving a Net Promoter Score of 93.
The Survivorship Program has since been rolled out to 16 Icon Cancer Centre locations with a view to be introduced to more centres in 2025 and beyond.
Scorecard
Action
Patient Connections
Reach 50,000 Cancer Care Connections in at-risk areas of exclusion by 2027 (10,000 annually)
Achieve a Patient NPS of 97 or higher by 2027
Establish a robust patient connection data process
Expand and optimise patient surveying methods
Status at end of 2024
On track – 60% achieved
On track – currently at 95 (average)
In progress – ongoing refinement
In progress – ongoing refinement
Awareness
Achieve 4,000 annual cancer awareness connections
Expand global digital and in-person awareness campaigns
Deepen partnerships with strategic patient advocacy groups (PAGs)
Access
Achieve 3,000 annual patient access connections
Target met – CY24 goal achieved
In progress – scaling impact
In progress – strengthening collaborations
Target met – CY24 goal achieved
Expand global partnerships and fundraising initiatives In progress – scaling impact
Enhance recruitment of patients to clinical trials in regional areas
Expand educational reach through international partnerships
Scale online doctor education programs
Advance online education programs for pharmacists
In progress – ongoing development
In progress – ongoing development
In progress – refining content and delivery
Looking ahead
Expanding awareness remains our greatest impact, driven by Icon’s digital cancer education program in Australia. Opportunities exist to extend this across ASEAN and the UK, redefining ‘at-risk’ populations to better align with regional demographics and healthcare exclusions.
In 2025, we will focus on advancing global clinical competency in pharmacy and compounding by expanding QMSU-led education into regional and remote areas and leveraging digital platforms for greater accessibility. The UK launch of online healthcare education further strengthens international clinical competency networks.
Care for People
Our Care for People pillar recognises Icon’s role and contribution in communities and prioritises the creation of safe, diverse, inclusive and attractive work environments where our people can provide the best care possible, and our patients and customers feel valued and empowered.
Our approach is informed by our 2027 Care for People targets:
• Global engagement score of 80 pts or higher
• Global Diversity, Equity and Inclusion (DE&I) score of 68%+.
In 2024, we employed a more sophisticated approach to our employee surveys, partnering with an external provider using a dedicated digital platform. Through this platform, we launched Icon Insights employee experience survey (March) and pulse check (October) to establish a benchmark and understanding of engagement and index DE&I. These surveys recorded employee participation of 65%, engagement at 58% and a DE&I 63% baseline index score was set.
Engagement
Most importantly the feedback gathered defined our key areas of focus and action to drive meaningful change through group-wide employee experience roadmaps and action plans across:
• Listening – Employee listening and communication programs designed to capture ongoing insights and feedback from our people to drive action and continuous cultural improvement
• Learning – Fostering a dynamic learning culture by offering a range of learning and career development opportunities for our people
• Leading – Building current and future leadership capability to support the growth of our business and needs of our people, with a focus a motivating vision, demonstrating the importance of our people and wellness.
More focused team action plans were also developed as part of an ongoing conversation and collaboration within teams. Solid progress against our group-wide employee experience roadmaps has been achieved and will continue 2025. Highlights include:
Listening
Listening programs developed and deployed:
• Annual employee experience survey
• Regular Pulse Check to test actions progress
• Onboarding and offboarding surveys
• Communication Preference Survey
Learning Leading
Reimagining key learning programs:
• Pilot Iconic Performance cycle through Culture Amp
• Redesigned Frontline Leadership Series
Continued key learning programs:
• Middleton Scholarship
• Future Leaders Forum
• Ongoing Practice Group development
• Capability frameworks and career pathways
Reviewed and redeveloped
• Senior leadership program
• Leadership resources and support, including communication tools and processes
• Talent and succession planning
Refreshing our policies
Through 2024, Icon undertook a comprehensive review and refresh of key people policies to align with the evolving needs of our increasingly global workforces while also referencing current best practices and legal requirements. The refreshed policies were tabled and endorsed by the Board before being implemented across the business. A central policy register is maintained to ensure regular reviews and updates to our policies as required.
Diversity, equity and inclusion
Icon is committed to building a stronger, more inclusive organisation that supports both our people, our patients and customers and the communities though our policies and programs and embracing the power of our people.
Empowering our people
Our Employee-Led Inclusion Groups (ELIGs) were re-established with a renewed purpose. They serve as active voices across Icon for our people and patients/customers, influencing and advocating direction, advising on policies and programs and supporting key days of significance.
ELIGs unite employees passionate about diversity – whether as members of diverse communities or allies – helping embed Care for People and Patients initiatives.
Guided by an Executive Sponsor and Senior Lead, the groups meet quarterly to share ideas and initiatives, shape engagement campaigns and drive positive change across Icon’s workplaces and services. Our ELIGs include:
• All Abilities
• Culturally and Linguistically Diverse (CALD)
• Gender Equality
• Indigenous
• LGBTIQ+
Notable achievements and progress:
• CALD ELIG underwent a translation audit and initiative to improve access to translated materials for patients at our cancer centres
• Indigenous ELIG applied for a government grant to enhance cultural safety in our cancer centres and created a cultural consideration playbook for managers outlining steps to create a safe environment for Indigenous cultures
• Gender Equality ELIG is researching inequalities in women’s health and access to care, collaborating with Icon’s research team to identify industry gaps and is also exploring greater investment in leadership and mentorship opportunities
• LGBTIQ+ has begun initial planning to introduce LGBTIQ+ allyship framework to increase visibility and support of the community.
Workplace Health and Safety (WHS)
At Icon, ensuring the health, safety, and wellbeing of our people is fundamental to our sustainability and success. As an international healthcare provider spanning cancer centres, pharmacy, and compounding services, we operate in highly regulated environments that require a proactive and robust approach to WHS.
Across our diverse operations, we identify and mitigate key workplace risks through targeted programs and rigorous safety controls:
• Compounding services – Employees working in sterile environments face risks related to repetitive tasks, manual handling, and exposure to hazardous substances. Our physiotherapy program supports compounding technicians through strengthening and work hardening strategies, reducing the risk of musculoskeletal injuries. Additionally, our stringent chemical safety protocols and personal protective equipment (PPE) standards ensure a safe working environment.
• Cancer centres – In radiation and medical oncology settings, our teams adhere to strict radiation safety standards, infection control protocols, and patient handling best practices to safeguard both employees and patients.
• Pharmacy services – Given the fast-paced nature of pharmacy operations, we focus on automated dispensing technologies, improving ergonomic workplace design, and medication handling safety to manage workload pressures and prevent injuries.
Our WHS strategy is underpinned by:
• Risk Prevention and Hazard Controls –Implementing best-practice safety measures, including regular risk assessments and process improvements
• Specialist Training and Education – Equipping employees with the knowledge to work safely, including hazardous substance handling, radiation safety, and emergency preparedness
• Wellbeing and Injury Prevention Programs –Offering tailored support, such as workplace physiotherapy, fatigue management, and mental health initiatives
• Continuous WHS Performance Monitoring –Tracking key safety metrics, including incident rates, near misses, and compliance with regulatory standards, to drive improvements across all locations.
By embedding a culture of safety and wellbeing throughout our global operations, we ensure that our people can continue delivering world-class care in a secure and supportive environment.
Learning and leading
Future Leaders Forum
An annual program dedicated to empowering the next generation of Iconic leaders and embedding the legacy of the Group’s founders. The program identifies and fosters leadership talent within Icon, supporting participants to realise their leadership potential.
Middleton Scholarship
An annual prize personally funded by Icon Group CEO, Mark Middleton, and his family and supported by Icon’s partners at the Union for International Cancer Control (UICC). The scholarship focuses on empowering staff across Icon Group with continued professional development and opportunities to contribute to global healthcare.
Support for Ukraine
In 2023, Icon joined an international initiative supporting Help Ukraine Group (HUG) to rebuild Ukraine’s health system. Icon developed an observership exchange program which sponsored Feofaniya Clinical Hospital’s medical physicists on a training exchange in Australia. Through 2024, Icon continued to support Ukraine through online training and sending medical equipment.
In 2025, Icon will continue advancing diversity, equity, and inclusion through key strategic initiatives.”
Scorecard
Action
Status at end of 2024
By 2027, Global Employee engagement score of 80% or higher In progress – 58% achieved
By 2027, Global DE&I score* of 68% or higher
% of regrettable losses <5% of annual loses by 2027
% of 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% by 2027
In progress – 63% (baseline set)
Not measured CY24. Reporting next year (aligned with talent and succession planning processes)
• 30% Men
• 70% Women
• 0% Other Gender
In progress – 1.7%
Communication planning In progress – ongoing activity
Celebrate days of significance In progress – ongoing activity
Icon insights employee engagement, pulse check survey and action planning In progress – ongoing activity
Review of talent succession plan
Review of remuneration Pay Equity Strategy
Maturity of internal policy coverage
Gender gap employee statement
ELIGs re-established
Completed
Completed
Completed
Published June 2024
Completed
Develop a system to track diversity beyond gender In progress
Respect at Work Strategy – Investigating opportunities beyond training In progress
Percentage of employees responding to engagement survey 65% participation rate achieved
*We have transitioned from NPS to index score for DE&I measurement. Following D&I survey conducted in 2024, a baseline index score was received. The revised D&I target of 68% or higher is based on a benchmark from the Australian Healthcare sector, specifically Health Care Australia’s target of 68%.
Looking ahead
In 2025, Icon will continue advancing diversity, equity, and inclusion through key strategic initiatives. We will refine workforce composition strategies, review our remuneration pay equity approach, and publish our Gender Pay Gap Employer Statement. The Respect at Work strategy will expand beyond training, while Employee-Led Inclusion Groups (ELIGs) will progress endorsed workplans and achievable actions. Additionally, we will finalise our mandatory training review and explore ways to improve completion rates for ethical business course.
Our focus will also include strengthening Indigenous engagement in New Zealand, integrating Icon processes and ESG initiatives into the UK market, and introducing Doctor Insights as part of the Icon Insights listening program. The launch of our second phase of Icon Insights focuses on supporting employee development, and the relaunch of our employee reward and recognition approach seeks to further engage and align Icon’s values and team culture globally.
Care for Planet
Our
Care for Planet pillar
is dedicated to
accelerating our decarbonisation journey, minimising emissions and waste.
In May 2023, we partnered with an environmental resources management consultant to strengthen our approach to emissions and waste reduction and renewable energy adoption. This collaboration has enabled us to:
• Forecast our business-as-usual (BAU) emissions
• Set science-based emission reduction targets
• Identify key decarbonisation opportunities
• Advance our transition to renewable energy.
A key outcome of this partnership was the development of an interactive GHG (greenhouse gas) inventory model for ongoing emissions tracking, alongside a decarbonisation roadmap, to guide impactful initiatives.
We’ve captured progress against our key commitments and actions below:
Emissions and waste
Commitment
Reduce Scope 1 and 2 GHG emissions by 42% by 2030
Progress Focus
49% reduction in Scope 1 and 2 emissions, attributable to purchased renewable energy (EAC’s) (market-based method).
Scope 3 - 73% of Icons suppliers by emissions covering purchased goods and services will have science-based targets by 2028
Reduce waste to landfill by 50% by FY27
Source 100% renewable energy for Scope 2 emissions by 2027
We identified that our major suppliers (representing 73% of emissions from purchased goods and services), have set a science-based target. We will now formally engage with these key suppliers, to facilitate data sharing to enable monitoring of each company’s progress against their SBT, and refresh our scope 3 target.
Waste to landfill increased by 30% due to business growth and enhanced GHG inventory data.
Electricity attribute certificates¹ (EACs) covered 65% of Scope 2 emissions for FY24, with additional EACs secured for FY25.
Implementing our decarbonisation roadmap, renewable energy procurement, and energy efficiency initiatives to drive further reductions.
With majority of our total emissions coming from Scope 3 ‘purchased goods and services’, we are engaging with major suppliers.
Waste audits are underway and informing division-specific action plans.
Continue exploring renewable options, including retail PPAs in Australia and Green Power equivalents.
Note¹: EACs Energy Attribution Certificates (EACs) are instruments that certify the generation of a certain amount of renewable energy.
Climate change has evolved from a moral obligation to a critical disclosure of material financial risks and opportunities.”
Greenhouse gas emissions inventory
Icon Group performs a full greenhouse gas (GHG) inventory of its scope 1, 2 and 3 GHG emissions on an annual basis. The reporting period of the inventory (scopes 1, 2, and 3) covers a financial year running from 1 July 2023 to 30 June 2024.
The reported emissions, outlined below, and included in the sustainability databook, relates to Icon Group’s facilities, sites and operations that are in the defined Boundary Scope of Icon Group based on the aspect of ‘financial control.’
Scope 1 – Stationary fuel, transport fuel and refrigerants
Scope 2 – Electricity (location-based method)
Scope 2 – Electricity (market-based method)
Scope 3 – upstream indirect emissions
In FY2024, Icon Group generated a total of 579 tCO2-e in scope 1 emissions, representing a minimal 1% YoY change.
In FY2024, Icon Group generated a total of 7,875 tCO2-e in scope 2 emissions (location-based method), representing a minimal -2% YoY change.
In FY2024, Icon Group generated a total of 3,414 tCO2-e in scope 2 emissions (market-based method), representing a -53% YoY change, due to the surrender of energy attribution certificates in FY24.
In FY2024, Icon Group generated a total of 418,227 tCO2-e in scope 3 emissions, representing a 11% YoY change, primarily driven by higher spend on emissions intensive ‘raw materials’ account category, increased facility waste likely linked to business growth, and improved data accuracy.
Data limitations
In some instances for Scope 1 and 2 categories, full year data was unavailable. In these instances, estimates or averages were used based on similar site data and stakeholder input. Scope 3 purchased goods and services emissions are only accounted for during the periods where Icon has operational control, therefore total emissions for the reporting period were apportioned based on the number of months Icon had operational control.
Future improvements will include sourcing more accurate activity and operational data, including supplier reported emissions.
Near-term emission reduction targets approved by the Science Based Target initiative in 2024
Icon Group’s commitment to sustainability achieved a significant milestone, with the Science Based Targets initiative (SBTi) officially validating the group’s near-term emissions reduction targets in 2024.
These targets align with a 1.5°C pathway, reinforcing Icon’s dedication to caring not only for patients and people, but also for the planet.
The approved near-term targets are:
Target type
Absolute Near Term
Supplier engagement
Target
APOG Topco Pty Ltd commits to reduce absolute scope 1 and scope 2 greenhouse gas (GHG) emissions 42% by FY2030, from a FY2023 baseline.
APOG Topco Pty Ltd also commits that 73% of its suppliers by emissions –covering purchased goods and services – will have sciencebased targets in place by FY2028.
Scopes covered
Scope 1
Scope 2 market-based
Scope 3
Icon’s near term targets were set using multiple methods according to SBTi criteria and recommendations (criteria version 5.1) and the Science-Based Target Setting Tool version 2.2.
Progress on approved near term science-based targets
2 (marketbased) (tCO2-e)
Total scope 1 + 2 (market -based)
tCO2-e [SBT 1]*
Suppliers of purchased goods and services with sciencebased targets [SBT 2]
*SBTi targets are based on operations that are
Actions taken to meet science-based targets
Target
Reduce absolute scope 1 and scope 2 greenhouse gas (GHG) emissions 42% by FY2030, from a FY2023 baseline
73% of suppliers by emissions—covering purchased goods and services—will have sciencebased targets in place by FY2028
Actions towards meeting SBT’s
In 2024, we have decreased our scope 1 and 2 emissions by 49%, compared to FY2023 base year. This was attributable to the purchased renewable energy certificates (EAC’s) to offset scope 2 emissions.
Icon has confirmed major suppliers representing >73% of emissions from purchased goods and services, have set a science-based emissions reduction target as at end of CY2024. In FY2025, we will formally engage with these key suppliers, including requesting emissions reporting to monitor progress against their SBT’s, prior to updating our reporting to 100% completion. After this point, we will refresh our scope 3 target.
Electric vehicles
Slade Health introduced a fleet of electric vehicles to courier compounded products to patients across Australia and New Zealand. In one year, they have collectively travelled over 80,000 kilometres and reduced CO2 emissions by 44,952kg.
Decarbonisation map
Abatement lever Opportunity Progress
1. Electrification of owned vehicles (EVs)
2. Electrification of leased vehicles
3. Electrification of gas-consuming equipment
4. Solar PV installation
5. Renewable energy procurement
6. Supplier engagement
96% of Scope 1 emissions come from transport fuels. Transitioning to EVs will significantly reduce emissions.
Scope 2 emissions reduction via rooftop PV.
Offsetting electricity use through renewable sources.
Engaging key suppliers to reduce Scope 3 emissions.
3 EVs purchased in 2024 (7 total since 2023); committed to transitioning to electric fleet.
Transition begins FY26.
Implementation planning underway for FY26.
2 sites converted; additional site scoping for 2025.
Energy Attribute Certificates (EACs) covered 65% of FY24 electricity; increasing to 85% for FY25.
Working with major suppliers (covering 73% of purchased goods and services) to facilitate data sharing to enable monitoring of each company’s progress against their sciencebased target.
Ensuring accountability: Australian Sustainability Reporting Standards and Global Climate Related Disclosures
Icon will be among the first companies to report under the new mandatory Australian Sustainability Reporting Standards (ASRS), issued by the Australian Accounting Standards Board (AASB). The ASRS requires reporting across four key areas:
• Metrics and targets
• Risk management
• Strategy
• Governance.
Icon is classified as a Group 1 entity and first disclosure will be due in early FY27.
Anticipating legislative approval in September 2024, we engaged an external environmental advisor to assess our readiness. A comprehensive gap analysis has been completed, outlining the steps to achieve full compliance. Moving forward, our Annual Sustainability Report and Climate Statements will demonstrate our commitment to meeting these standards and enhancing our reporting maturity.
Scorecard
Action
Reduce scope 1 and 2 GHG emissions by 42% by FY30 from FY23 baseline
By FY27, achieve a 50% reduction in general waste sent to landfill, globally
Purchasing of renewable energy 100% scope 2 emissions by FY27
Waste management quick wins identified
Status at end of 2024
Achieved target to date –49% reduction attributable to EACs (market-based method) (FY24)
In progress – 30% increase due to business growth and updated data (FY24)
Tracking well – EACs purchased to cover 65% scope (FY24)
In progress – ongoing activity
Continue procurement of EACs CY24 certificates procured –ongoing activity
Review energy contracts expiring in FY24
Continue electrification of owned cars and vans
Investigate long term PPA product opportunities
Large market electricity tender completed
In progress – 3 EVs (CY24); 7 EVs (Total)
In progress – ongoing activity
Produce GHG Inventory for FY24 Completed
Science-based targets validated Completed
Looking ahead
Through 2025, we will build on these foundations, focusing on initiatives and working with suppliers to reduce emissions and waste, drive renewable energy and further strengthen our governance.
We will pursue our decarbonisation and energy transition:
• By engaging 73% of our suppliers (by scope 3 emissions), to facilitate data sharing to enable monitoring of each company’s progress against science-based targets, and refresh our scope 3 target
• Continuing electrification of owned vehicles and plan for leased vehicle transition in FY26
• Expanding our renewable energy efforts, including exploring long-term Power Purchase Agreement (PPA) opportunities and installing solar PV at additional sites
• Procuring Energy Attribute Certificates (EACs).
We will evolve our approach to sustainable procurement and waste reduction:
• Establishing a Supplier Code of Conduct and sustainable procurement policy
• Ceasing to accept tenders from companies that do not meet sustainability standards
• Requesting sustainable alternatives in design and construction projects
• Developing waste management action plans and strategies for all divisions
• Pursuing additional opportunities to reduce emissions and waste.
And we will enhance our approach to sustainability reporting and governance:
• Preparing for our first mandated Annual Sustainability Report and climate-related financial disclosures
• Digitising our GHG inventory and integrate sustainability metrics and targets
• Conducting an ESG gap analysis for the UK and integrating governance frameworks and targets.
Alongside these initiatives, we will strengthen our environmental impact and sustainability leadership, enabling and empowering our people to identify and pursue local and global Care for Planet initiatives.
Slade Health partners with Greenfleet
Slade Health partnered with Greenfleet Australia to support climate protection and forest restoration. At the Advanced Pharmacy Australia Conference, Slade pledged to plant a tree for every idea shared at its trade display. As a result, 150 native trees were planted at Mt Emily, Victoria, offsetting 94 tonnes of carbon over their lifetime.
Reducing medical wastage
Icon’s research team in Queensland donated expired central laboratory kits to The Pet Oncologist which include unused consumables such as needles, plastic pipettes and zip lock bags which can be utilised by oncology vets.
Governance
Icon has established a strong ESG foundation, with clear governance, responsible business practices and compliance. Key achievements include an endorsed ESG Governance Framework, matured policies, integrated sustainability clauses into procurement contracts and risk frameworks, compliance with legislative requirements, and strengthened reporting.
Governance Framework
In March 2024, Icon Group’s Board endorsed the ESG Governance Framework. This 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.
The ESG Governance 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 to ensuring Icon Group operates sustainably and ethically.
• 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.
Governance Structure
ESG and sustainability are key priorities for Icon, guided by the Board of Directors and executive sponsors, with stakeholders fulfilling defined roles in execution.
Stakeholder Role
Board of Directors
Audit and Risk Committee
Executive Leadership Team (ELT)
ESG Executive Sponsors
ESG and Sustainability Program Team
Employee Lead Inclusion Groups (ELIGs)
All Icon employees
Our Board of Directors have oversight of Icon’s ESG Strategy as it is incorporated into the long-term business strategy and overall corporate governance. To achieve this, the Icon Group Board receive reports on ESG program progress every 6 months.
The established Audit and Risk Committee (a sub-committee of the Board) has primary responsibility for assessing ESG strategy, risks and opportunities, and reporting to the Board.
Icon’s Executive Leadership Team (ELT) share the company’s ambitions and goals for ESG. The ELT ensures these goals and ambitions are integrated into the daily operations and plans of Icon’s services. The ELT receive quarterly reports on ESG and Sustainability program progress.
Each ESG pillar is led by an Executive Sponsor who is responsible for reporting on progress to the ESG Governance Committee, and Executive Leadership Team on a quarterly basis.
Is responsible for leading the implementation of Icon’s ESG program, with a focus on the Governance pillar to ensure that the business meets compliance requirements.
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 advise on relevant policies, strategies and frameworks.
Every Icon Group employee is encouraged to make responsible and sustainable choices that contribute to ESG goals.
ESG
Pillar Executive Sponsors
Ross Koscharsky Global Director – Icon Cancer Centre
Jenny Hansen Chief Marketing & Communication Officer
Samantha Douglas Executive Manager –People & Capability
Russell Hill Chief Executive Officer – Pharmacy & Compounding AU/NZ
Tracey Fyvie Chief of Transformation & Chief of Staff
Katharine Armstrong Head of Legal & Company Secretary
Conal Henderson Chief Financial Officer
Employee Led Inclusion Group Executive Sponsors
Samantha Douglas Executive Manager – People & Capability
Jenny Hansen Chief Marketing & Communication Officer
Tracey Fyvie Chief of Transformation & Chief of Staff
Sophie Mepham Executive Manager –Research
Trent Aland Executive Manager – Clinical Care
Paul Fenton Chief Executive Officer Icon Cancer Centre AU/NZ
Rolfo Executive Manager –Strategic Growth
Aldo
ESG Risk Management
We take a proactive approach to identifying, assessing, and managing ESG risks and opportunities. This year, we completed an annual ESG risk assessment, aligned with the Group’s enterprise risk management framework, and integrated into our Group-wide risk register and model. Mitigation plans are also in place further evolving risk management.
Responsible Supply Chain
As Icon’s global workforce grows, so does the potential risk of modern slavery. Icon is committed to continuously improving its approach to identifying, assessing, and managing these risks within its operations and supply chain.
In 2024, we strengthened procedures to mitigate modern slavery risks, including:
• Supplier due diligence – All new suppliers undergo screening, and existing suppliers are evaluated using a risk-based matrix. Procurement approval is required before engaging new suppliers
• Supplier communication – Suppliers must promptly notify Icon if they become aware of modern slavery risks in their operations or supply chain
• ESG clauses in contracts – Supplier agreements now include ESG clauses requiring compliance with sustainability policies and disclosure of environmental data
• Tier 2 supplier evaluation – We completed screening of Tier 2 suppliers using supply chain risk management solutions
• Training compliance – A target of 90% compliance for Ethical Business Practices training has been set for June 2025.
In 2025, we will introduce a Supplier Code of Conduct policy to further strengthen our governance approach.
Minimising Human Rights and Modern Slavery Risks
Icon upholds internationally recognised human rights and is committed to minimising modern slavery risks within our supply chain and operations. Any identified concerns are investigated, and appropriate action is taken.
In December 2024, we published our fourth Group Modern Slavery Statement, detailing our efforts over the financial year ending June 2024. Key highlights included:
• Screening of 50+ high-risk suppliers, with no evidence of modern slavery identified
• No modern slavery reports received via whistleblower or management channels
• Ongoing commitments for 2025, including enhanced whistleblower reporting on the intranet.
Ongoing compliance and reporting
Each year, Icon ensures compliance with key regulatory reporting requirements, including:
• Bullying, Harassment and Discrimination (Respect at Work)
• Incident Reporting and Quality Accreditation (People and Clinical Safety).
Our commitment to transparency
Transparency is central to our ESG approach, ensuring accountability and trust with our people, patients, and partners. We are committed to:
• Regular updates: Keeping stakeholders informed through Board and Executive meetings, Leaders Connect, the intranet, website, and annual reports
• Open dialogue: Engaging actively with investors, employees, patients, and communities to shape and improve our ESG initiatives
• Best practice reporting: Aligning with global ESG reporting standards, including GRI and AASB, while considering regional frameworks across Australia, New Zealand, Singapore, and the UK
• Data integrity: Ensuring accurate and reliable ESG data through rigorous processes, and regulatory compliance
• Culture of transparency: Embedding openness and accountability at all levels, supported by training and resources
• Continuous improvement: Regularly refining our approach in response to emerging trends and stakeholder expectations.
By integrating these principles into our operations, Icon reaffirms our commitment to transparency, accountability, and sustainable development.
Scorecard
Action
Status at end of 2024
By 2027, Icon will access sustainability linked funding In progress
Modern Slavery Report submitted Completed
WGEA Report submitted Completed
Sustainability Annual Report published In progress
Target 95% of allocated mandatory compliance training completed by 2027 63% achieved
Board update – 6 monthly Completed
Purchase of Energy Attribute Certificates (EACs) Completed
Begin to embed ESG risk management into corporate governance Completed
Crisis Communications Plan reviewed In progress
Being maturing internal policy coverage noting compliance with UN Global Compact Principals and OECD Guidelines for Multinational Enterprises In progress
Begin including standard ESG clauses within tender documents and contracts across the business In progress
ESG awareness – ensuring all compliance requirements is adaptive to changing legislation In progress
Looking ahead
In 2025, we look forward to maturing our Governance Framework and ESG strategy with a focus on risks, climate and financial impact.
We will continue biannual updates to the Board and Audit and Risk Sub-Committee and deliver on all required reporting including Annual Sustainability Reporting and data collection, Modern Slavery and WGEA Statements. We will further mature our ESG, and climate risk approach including science-based targets, and ensure compliance with evolving legislation. In line with this, Icon is committed to maturing our legal structures and risk measurements with the establishment of a group-wide risk registry. Additionally, we will repeat our materiality assessment through a survey and expand our ESG strategy and reporting to incorporate activities and performance from our United Kingdom business. In further demonstration of our ESG commitments, we’re also exploring sustainabilitylinked funding through a Sustainability-Linked Loan (SLL), aligning financing to key social and environmental targets and programs.
Appendices and references
Patient program
Our KPIs
• By 2027, we will achieve 50,000 cancer care connections in at risk areas of exclusion
• 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
Patient NPS survey
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
Continuing patient experience pilot programs
Awareness campaigns –collaborations with PAGs, Regional Forums
Mature Patient Connections data collection process
Clinical Competency – Mature Pharmacist
Online Education Portal (Slade Connect)
Mature offline methods for patient surveying
Clinical Competency – Continue to mature global partnership opportunities
Clinical Competency – education collaboration with global partnerships
Access –
Maturity of ICF & corporate philanthropy partnerships
Online Dr Education Portal (Dr App)
Hidden disabilities sunflower scheme
Access –recruitment of patients to clinical trials in regional areas
Digitisation of patient surveying
AwarenessInvestigation of further Pharmacy & Compounding cancer education opportunities (although limited)
Access – ICF maturity to include workplace employee giving & community engagement
Introduce ‘Dr Insights’
Understand diverse patient needs to improve NPS
Awareness: UK Cancer Education digital campaigns realised (dependency on first UK site)
Begin to understand our opportunities to collaborate with IHF
People Program
Our KPIs
• By 2027, Global Employee engagement score of 80 pts or higher
• By 2027, Global DE&I score of 68% or higher
Key Supporting Metrics
• % 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%
Communication Planning Celebrate Days of Significance
ELIGs reestablished
Respect@ Work Strategy – investigating opportunities outside of traning RAP Innovate (Level 2)
Review our obligations under Standard for Sex, Gender, Variations of Sex Characteristics and Sexual Orientation Variables 2020 Standard
Achieve bronze tier status within either a AWEI or HWEI submission
Develop a reward & recognition approach to reinforce sustainability outcomes & behaviours – Board & Management (identified within EQT data collection report)
Participate in Rainbow Tick accreditation scheme
Appendices and references
Planet Program
Our KPIs
• Reduce absolute scope 1 and 2 GHG emissions 42% by FY2030 from FY2023 base year
• Scope 3 – 73% of suppliers by emissions covering purchased goods and services, will have science-based targets by FY2028
• 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
EQT Partners Group Annual Sustainability Reporting/data collection (end Mar)
Purchase of Energy Attribute Certificates (EACs) (Nov-Dec)
Modern Slavery Statement –Icon and Slade (Dec)
Begin to embed ESG risk management into corporate governance
Begin maturing internal policy coverage, noting compliance with UN Global Compact Principles & OECD Guidelines for Multinational Enterprises
Begin including standard ESG clauses within tender documents & contracts across the business
Crisis Communications Plan reviewed
ESG Dashboard established Access sustainability linked funding (by FY27)
Repeat materiality assessment through a survey
ESG awareness – ensuring Icon meets all compliance requirements & is adaptive to changing legislation
Design & Construction – from Jan-25 Icon will not be accepting tenders from companies who do not comply with our set ESG standards
Publish our first Annual Sustainability Impact Report in line with AASB standards
Appendices and references
Outcome
of Icon Group Materiality Matrix Assessment and Topics and Definitions
Note: [1] Internal stakeholders N = 37 (excludes executive/board members). External stakeholder testing included requirements across Government, Customers, Suppliers, NFP and Charities as well as Patients. Survey responses based on initial list of 21 topics.
Source: Icon Group Sustainability Survey 2022 (as at 12 Jul 2022, N=42). Remesh qualitative research (as at 15 Jun 2022, N=75).
Consolidated list of 16 materiality topics and definitions for Icon:
Materiality topic
Access to care
Community engagement & partnerships
Culture, values & ethics
Definition
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
Diversity, equity & inclusion (Belonging)
Employee physical health & safety
ESG 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
*source, Bain handover document
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
Ensure the work environment is safe for direct and indirect workers
Ensure transparent disclosure of performance in relation to material ESG risks/opportunities and implement norms and practices relating to good governance
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 optimising 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
