Icon Energy Limited Annual Report 2024

Icon Energy Annual Report 2024 51 Details of the Policy are set out under the Corporate Governance section on the Company’s website. Company – wide assessment at 30/06/2024 Board Management Employees Born in Australia 67% – – Born Overseas 33% – 100% Male 100% – – Female – – 100% Aged 21 to 30 years – – – Aged 31 to 40 years – _ – Aged 41 to 50 years – – 100% Aged over 50 years 100% – – The Diversity Policy includes a commitment to promoting gender diversity each year. The 2023/24 objectives were measured as follows: 2023-2024 Diversity Objectives Results To support and promote the Company’s Diversity Policy In Place To ensure that candidate lists for permanent employee positions are recognisably diverse by age, sex or ethnicity In Place To consider diversity when reviewing Board succession plans with the aim to improve gender representation and diversity In Place To increase the representation of women in senior management roles by ensuring that any interview process includes male and female candidates to be interviewed for a senior executive position Achieved To ensure the voluntary turnover in female employees is no greater than organisation turnover levels Achieved 2024 – 2025 Diversity Objectives To support and promote the Company’s Diversity Policy, including, the identification of additional suitably qualified external female candidates To ensure that candidate lists for permanent employee positions are recognisably diverse by age, sex or ethnicity To consider diversity when reviewing Board succession plans with the aim to improve gender representation and diversity To increase the representation of women in senior management roles by ensuring that any interview process includes male and female candidates to be interviewed for a senior executive position To ensure the voluntary turnover in female employees is no greater than organisation turnover levels. A copy of the Company’s Diversity Policy can be found in the Corporate Governance Section of the Company’s website.

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