Stockland Corporate Responsibility and Sustainability Report

Our stakeholders

Valuing our people

Performance summary

past

past
Last year we said we would:

  


This past year we have:

   future

future
In the coming year our priorities are to:

Continue to sustain high employee engagement during challenging market conditions through a range of programs including management training and leadership development.

  

Sustained high employee engagement despite challenges faced by the changing economic environment. We delivered our Inspiring Managers Training Series, including Managing in Challenging Times training. In the Our Voice survey, our People Leader Index score rose to 80 and the Immediate Manager score rose to 81 per cent.
  • Develop a wellbeing strategy which will include how we will improve the people management skills of our managers and ways we can improve employee health and wellness.
  • Continue to support the business in maintaining high engagement in the changing economic environment, along with promoting alignment of behaviours with Stockland values.
  • Maintain our focus on minimising employee turnover. Our rolling turnover targets are:
    • 10 per cent for regretted turnover,
    • 5 per cent for non-regretted turnover,
    • 15 per cent for total turnover.
  • Continue to build on our strength in personal and career development planning.
  • Improve the specialist HSE support by increasing the presence of our HSE team on development and property sites, and by making HSE information easier to access on our intranet.
  • Improve the frequency and quality of HSE communications with contractors and maintain an effective audit program. Continue to improve the quality of our contractors' reporting and monitor their response to incidents and non-compliances.
  • Complete the implementation of the contractor induction program in the Commercial Property business and trial it in our Residential Development business.
  • Develop a new IRIS module for risk management which will include registers of pre-qualified auditors and audit results and action plans.

Reduce rolling 12 month employee turnover to these turnover targets:

  • 12 per cent for regretted turnover,
  • 7 per cent for non-regretted turnover,
  • 19 per cent for total turnover.
  

Reduced regretted turnover to 10.5 per cent. Challenging economic conditions prompted a number of redundancies during the year which increased our total turnover to 28.3 per cent.

Build on our performance management program, with all employees to have development plans in place.

  

Updated our manager training on performance management. The participation level and quality of development plans improved, with 64 per cent of employees having plans in place.

Continue to engage with our employees to enrich our culture in a way that supports 'Health, Safety and Environment (HSE) Best Practice' aspirations. We aimed to maximise employee engagement and participation in our HSE program.

  

Engaged employees in our HSE program through our induction processes, supported by performance plans that encourage their active participation.

 

Delivered a customised in-house HSE training course to our facility and asset management employees.

Work closely with our contractors and other business partners to ensure that they deliver on health, safety and environment, consistent with our expectations.

  

Updated the HSE clauses in our contracts to ensure accountability is clear. Our contracts now include an obligation to meet industry best practice HSE standards.
 

Continued to expand our contractor online induction program and achieved the milestone of our 5,000th contractor participant.
 

Continued to communicate with contractors and tenants to help them with preventative measures, for example, by distributing safety alerts.

Launch our new online incident reporting system to enhance our focus on improving reporting, analysis and determination of corrective actions arising from injuries and incidents.

  

Launched IRIS, our new incident reporting and investigation system in January 2009. This enables us to record, report and analyse incidents and cause factors.

 

Our employees are vitally important to us. Maintaining high levels of employee engagement, embedding CR&S and ensuring the health and safety of our employees enables us to operate effectively and to continue to attract and retain talent. To help foster an engaged, productive and safe workplace we have a People Strategy which guides how we attract, develop, support and reward our people. The strategy is updated each year and we report on progress and key metrics to our Board each month.

We commenced FY09 with a People Strategy to:

  • Reduce employee turnover,
  • Create great leaders and managers,
  • Enhance and embed existing people frameworks and processes.

The global financial crisis provided challenges for us in FY09. In particular, extensive organisational restructuring was required to adapt the business to prevailing market conditions.

The restructure had significant implications for our people, with a number of roles being made redundant. Despite this, we maintained a strong focus on our people strategy with key outcomes detailed in this section.

People information in this report

The employee engagement section outlines our approach to creating a diverse work environment, results from our employee engagement 'Our Voice' survey and the benefits we provide to our employees.

The embedding sustainability section discusses the work we have done towards our goal of embedding CR&S into the business. This includes implementing new policies and initiatives in our Residential, Retirement Living and Commercial Property businesses, as well as our work to integrate CR&S objectives into performance management.

The capability development section includes information on our initiatives to strengthen leadership and management capability and the investment we have made in leadership development tools and programs.

The employee metrics section includes information on our total workforce by ethnic background and gender. It also details our turnover rates and the impacts of retrenchments in the reporting period.

The health and safety section details our injury performance, feedback from our employees and improvement projects we have been working on including the introduction of IRIS, our new incident reporting system.