SUSTAINABILITY REPORT - Landcom

SUSTAINABILITY REPORT
2004

TABLE OF CONTENTS
Highlights and Concerns 2 Joint Statement from the Chairman and Managing Director 3 2003/2004 Performance Summary 6 Key Actions for 2004/2005 8 Our Profile 9
– Business Management Structure 10 – Landcom Sustainability and Policy Team 10 Our Approach 12 – Integrating Sustainability Into Our Business 12 – Major Challenge 12
– Sustainability Indicators and Performance Targets 12 – Products and Delivery Mechanisms 13 – The Global Reporting Initiative 13 Span of Operations 14 List of Projects Reported in 2003/2004 16
Project Indicators 17 Corporate Indicators 38 Assurance Statement 45 Glossary 47 Landcom Office Locations 48
The Hon. Michael Egan, MLC
Treasurer, Minister for State Development,
and Vice President of the Executive Council
Level 33, Governor Macquarie Tower
1 Farrer Place, Sydney NSW 2000
The Hon. John Della Bosca, MLC
Special Minister of State, Minister for Commerce,
Minister for Industrial Relations, Assistant
Treasurer, and Minister for the Central Coast
Level 30, Governor Macquarie Tower
1 Farrer Place, Sydney NSW 2000
30 October 2004
Dear Ministers,
We are pleased to submit to you Landcom’s
Sustainability Report for the year ended
30 June 2004.
Overall, Landcom has performed well against its
social, environmental and financial targets.
WILLIAM KIRKBY-JONES
CHAIRMAN
SEAN O’TOOLE
MANAGING DIRECTOR

INVESTMENT TODAY BRINGS A
SUSTAINABLE
TOMORROW
Our size and scope allow us to influence our future. This is a responsibility we relish.
We ensure that the communities we create today – where value and profit are
important – leave more sustainable places for those who will live in them tomorrow.
Only then will we know how much value we have created; or if we have profited at all.
1

HIGHLIGHTS
AND CONCERNS
CONCERNS
RIPARIAN CORRIDOR
MANAGEMENT
Landcom piped a 150 metre
section of Category 3 (low
significance) creek at Mount
Annan, although it should be
noted that this was a highly
degraded natural drainage
channel. Furthermore, only
43% of projects with riparian
corridors had appropriate
HIGHLIGHTS
HIGHLIGHTS
MODERATE INCOME HOUSING
Landcom delivered 6.5% of its
products at a price that was
affordable to moderate income
households. This is a significant
improvement from the 2.6%
achieved last year and well on
the way to meeting our 2008
target of 7.5%.
Riparian Corridor Management
Plans – down from 50% last
year and well short of the
100% target set for this year.
Landcom will ensure projects
with riparian corridors planned
in 2004/2005 have appropriate
Riparian Corridor Management
Plans.
GREENHOUSE GAS SAVINGS
Through energy efficient
house design and solar water
heating, Landcom has saved
an estimated 113 tonnes of
greenhouse gases in
2003/2004.
NATIVE VEGETATION
MANAGEMENT
While Landcom will clear
53.1% of all land found to
contain threatened ecological
communities within its
masterplanned sites, this
represents only 20.3 hectares
of the 694 hectares
masterplanned during the year
– of which only 0.44 hectares
was found to be of high
conservation significance. The
vegetation clearing will be in
accordance with approvals
from relevant authorities and
WATER CONSERVATION
Landcom achieved a 31.2%
reduction in potable water
consumption in comparison
to Sydney’s average.
JOB CREATION
An estimated 5,270 jobs and
over $413 million economic
output were generated, directly
or indirectly, as a result of
Landcom’s development
activities in 2003/2004.
will occur over a number of
years as these masterplans
are implemented. This issue
continues to be a major
challenge for Landcom,
particularly with Cumberland
Plain Woodland occurring
across most of Sydney’s urban
release areas in north-west
and south-west Sydney.
We will aim to implement
an Offsetting Strategy for
Cumberland Plain Woodland
endangered communities in
consultation with the NSW
Department of Environment
and Conservation (DEC).
EBIT
Landcom’s earnings before
interest and tax (EBIT) for
2003/2004 were $133 million.
RETURNS TO GOVERNMENT
Landcom returned $88 million
to the NSW Government in
the form of a dividend and
tax-equivalent payments, to be
used in financing the State’s
capital works.
STAKEHOLDER CONSULTATION
55.6% of Landcom projects
had a structured Stakeholder
Consultation Plan. Although
this is well up from last year’s
result of 16.7%, it is
considerably short of the 100%
target to be achieved by 2005.
Landcom will ensure projects
planned in 2004/2005 include
structured Stakeholder
Consultation Plans.
2

JOINT STATEMENT
FROM THE
CHAIRMAN AND MANAGING DIRECTOR
OUR CULTURE
The fact that we strive to integrate our social, environmental
and financial responsibilities provides the real point of difference
between Landcom and many developers constrained by purely
commercial motives.
It seems that everyone is talking about sustainability. And rightly so. At Landcom, sustainable
development permeates every aspect of our business. We believe a bright future awaits those
organisations that adopt its practices and promote its benefits.
As a government-owned property developer we have a specific responsibility to be, and to be seen
to be, a good corporate citizen and to lead by example. At the same time it is our responsibility
to implement the New South Wales Government’s urban management policies. These imperatives
include quality urban design, sustainable development, social justice, affordable housing and
community development.
A glance at our summary results page for the past year reveals that we have progressed on our start
of two years ago in many areas, yet we still have a lot of work to do. In particular, the impact of our
business on the conservation of native vegetation is proving to be quite a challenge.
There is no denying we have an impact on native vegetation. Our business is urban development and
regardless of all the attention to careful planning, Sydney’s major growth corridors are located in areas
of Cumberland Plain Woodland. This means we must reconcile our growing population’s social needs
for adequate and affordable housing with pressing environmental needs to conserve biodiversity.
CHAIR/MD
We also need to find more effective ways of measuring community
satisfaction with the facilities we provide within our estates, and
with the sustainable practices and products we offer.
The areas where we feel we can “take a bow” include water
management, housing affordability, energy efficiency, recycling
of building materials and conservation of indigenous and
non-indigenous heritage. However, the nature of sustainable
development means the tasks do not get easier with practice.
We don’t claim any special wisdom when it comes to
sustainability. But we are past the talking stage and well into
the practice of making sustainability an integral part of everything
we do.
We decided in 2001 that environmental sustainability, social
responsibility and financial viability cannot be considered in
isolation but are, in fact, interdependent. We soon recognised that
to set sustainability benchmarks for our industry, we had to create
a culture of excellence in sustainable practice and integrate it into
all of our business decision-making processes.
3

JOINT STATEMENT
CONTINUED
4
Our move to adopt an accountable system of Triple Bottom Line (TBL) reporting represented a critical
milestone in Landcom’s journey towards greater sustainability. It required the Corporation to sharpen its
commitment to sustainable practices and then pursue a process of rapid and continual cultural change.
This was unprecedented in Australia for a development-oriented organisation and has proven to be
a significant challenge for Landcom. Our TBL program is an evolving and dynamic system that we
continually improve, refine and learn from.
We would like to make the point that, first and foremost, our TBL
program is designed to add value to our business. It helps us to
improve the way we do things and to improve our outcomes.
Landcom’s approach to sustainability is one of the ways we respond to the community’s right to not
only know, but to participate in decision-making. We have moved away from telling stakeholders about
our activities to asking them to contribute, where that is possible. We have moved to a partnership
approach where we seek to involve rather than to lecture.
We know that despite all the challenges there is a sound business case for what we do. We have
proven that in recent years. For us, adopting sustainability is the difference between the inadequacy
of a short-term approach and the benefit of creating long-term value.
CHAIR/MD
It is true that, in many respects, a sustainable approach costs more
– initially. Over time, however, it costs more not to take the
sustainability road. And the “costs” are measured in currencies
far more valuable than money.
It would be impossible to develop a reporting system as extensive
as Landcom’s without the dedication of our staff and our external
stakeholders. Together, they have given generously both of their
time and expertise, providing invaluable feedback and guidance.
We acknowledge their contribution and look forward to meeting
future sustainability challenges together.
So, welcome to this window into our organisation.
William Kirkby-Jones
CHAIRMAN
Sean O’Toole
MANAGING DIRECTOR

‘‘
Landcom has a foot in both camps – the old
development ethic and the new environmentally
sustainable approach. There is a natural tension
about this, not only internally at Landcom, but
also in its dealings with the development sector,
which sometimes seems to think that
environmental sustainability is just an option.
‘‘
Landcom needs to continue its efforts to be a leader in environmental sustainability,
and the government and the community need to support the Corporation, rather than
send mixed messages in their planning and purchasing behaviour. In the past two
years Landcom has certainly invested further effort in the environmentally responsible
path, but it continues to face big challenges.
TOTAL ENVIRONMENT CENTRE, DIRECTOR
ANGEL
JEFF
5

2003/2004
PERFORMANCE SUMMARY
A detailed list of projects reported in 2003/2004 is provided on page 16.
Indicator Description Target 2003/2004 Performance 2002/2003 Performance
1 Integrated Urban • Percentage reduction in water consumption compared to the base case. 40% 31.2% 22.3%
Water Cycle Management 2008
• Percentage reduction in the mean annual load of total nitrogen (TN). 45% 18.8% 14.6%
2008
• Percentage reduction in the mean annual load of total phosphorus (TP). 45% 33.2% 25.8%
2008
• Percentage reduction in the mean annual load of total suspended solids (TSS). 80% 44.8% No data
2008
2 Provision of • Percentage of total yield (lots, house/land packages, dwelling units) that is delivered within the moderate 7.5% 6.5% 2.6%
Moderate Income Housing income housing range. 2008
3 Effectiveness of • Percentage of projects where community consultation was done using a Stakeholder Consultation Plan 100% 55.6% 16.7%
Community Consultation in accordance with Landcom’s Stakeholder Consultation Workbook. 2005
4 Community Facilities • Number of school sites provided. NA 3 0
• Number of courts for playing sport delivered (e.g. tennis, basketball/multi-purpose sport, etc). NA 6 8
• Number of community halls or community hall sites provided. NA 2 9
• Number of playgrounds provided. NA 4 10
5 Welcome Program • Percentage of projects with more than 200 homesites that had a Welcome Program. 100% 55% 40%
2008
• Percentage of households that had a Welcome Program visit within two weeks of home occupation. 100% 95.5% 20%
2008
6 Consumer Education • Percentage of projects that have marketing material that includes consumer education on sustainable living. 100% 17% 0%
on Sustainable Living 2008 (2 out of 12 projects)
7 Reuse and Recycling • Percentage of recovery (reuse and recycle) of total construction and demolition waste materials generated 95% 95.9% 93.4%
of Construction and from civil works contracts delivered in that year. 2006
Demolition Materials
• Percentage of recovery (reuse and recycle) of total construction and demolition waste materials generated from 76% No data No data
building construction projects delivered in that year. 2014
8 Energy Efficiency • Reduction in greenhouse gas emissions, compared with base case, as per the Energy Smart Communities Policy. 40% 10% 6.6%
2008
• Percentage of dwellings that achieve 4.5* or greater NatHERS rating as per the Energy Smart Communities Policy. 100% 35% 23%
2008 (80 dwellings of 226) (76 dwellings of 340)
9 Influencing Design • Percentage of projects where Landcom influences the builders’ product by specifying design criteria. NA 100% 77%
(9 out of 9 projects)
• Percentage of lots delivered that had sustainable design criteria in design guidelines. NA 56% 40%
(380 lots of 681) (542 lots of 1341)
10 Sustainable or Renewable • Percentage of dwellings to be fitted with gas boosted solar hot water systems. 100% 44% 0%
Energy Supply 2008 (99 dwellings of 226)
• Percentage of projects greater than 500 dwellings that include a component of renewable energy supply, 100% NA NA
either on-site or off-site, as per the Energy Smart Communities Policy. 2008
11 Native Vegetation Management • Loss of “high conservation significance” threatened ecological communities. No loss 0.44ha cleared NA
9ha conserved
• Loss of “moderate conservation significance” threatened ecological communities. No target 8ha cleared 1ha cleared
2.3ha conserved
0.6ha conserved
• Loss of “low conservation significance” threatened ecological communities. No target 11.9ha cleared 0.15ha cleared
6.6ha conserved
4.83ha conserved
• Area of threatened ecological communities replanted. No target 9.5 ha 10.4ha
• Percentage of projects where threatened communities or species are found that have an appropriate 100% 70% 67%
Vegetation Management Plan. 2008
• Loss of native vegetation (as habitat for threatened species), excluding threatened ecological communities. No target 16.4ha cleared No data
10.9ha conserved
6

Indicator Description Target 2003/2004 Performance 2002/2003 Performance
12 Riparian Corridor Management • Loss of riparian corridors for Category 1 (highly significant) streams. No loss NA NA
• Greater than 40m of riparian corridor from top of bank for Category 1 streams. 100% NA NA
2008
• Length of in-stream breaks resulting from Landcom’s design for Category 1 streams. No breaks NA NA
• 20–30m of riparian corridor from top of bank for Category 2 (moderately significant) streams. 100% 100% 100%
2008
• Length of in-stream breaks resulting from Landcom’s design for Category 2 streams. No target 0 775m
Realignment
• 5–10m setback from top of bank for Category 3 (less significant) streams. 100% 100% 100%
2008
• Length of in-stream breaks resulting from Landcom’s design for Category 3 streams. No target 150m piping 0
• Provide appropriate Riparian Corridor Management Plans for all projects where riparian land exists. 100% 43% 50%
2004
13 Conservation of • Percentage of projects with indigenous heritage issues where consultation occurred. 100% 100% 100%
Indigenous Heritage
• Percentage of significant indigenous heritage objects and places within projects that were conserved. 100% 100% NA
• Percentage of projects with significant indigenous heritage issues that have a Heritage Conservation 100% 100% 100%
Management Plan developed.
14 Conservation of • Percentage of significant heritage items conserved (except where unsafe or contaminated). 100% 89% 100%
Non-Indigenous Heritage
• Percentage of significant heritage places conserved. 100% 100% 100%
• Percentage of projects with heritage listed items and places that have a Heritage Conservation Management Plan. 100% 100% 100%
15 Regulatory Compliance • Percentage of projects that have achieved full regulatory compliance with Protection of Environment Operations Act 100% 100% 100%
and other environment, OHS&R and planning legislation.
• Percentage of civil works contracts that have environmental audits carried out. 100% 85% 21%
• Percentage of civil works environmental audit scores greater than 75%. 100% 100% 89%
• Percentage of builder environmental audit scores greater than 75%. 100% 27% 25%
• Percentage of civil works environmental audit scores less than 50%. 0% 0% 0%
• Percentage of builder environmental audit scores less than 50%. 0% 31% 50%
16 Profitability • Sales revenue: Revenue is the total income Landcom receives including revenue from the sale of land. NA $333,253,723 $281,222,000
17 Profitability • Sales margin: Sales margin is calculated as sales revenue on land sales less the total cost of developing that land NA 48.8% 51.2%
divided by the sales revenue.
18 Profitability • Return on sales: Return on sales is calculated as Landcom’s net operating profit after tax divided by the total revenue
from the sale of land. NA 26.3% 29.5%
19 Profitability • EBIT: This is calculated as Landcom’s earnings before interest and tax. NA $132,180,000 $127,130,000
20 Profitability • Return on equity: This is calculated as the earnings after tax divided by total shareholder equity. NA 24.6% 26.1%
21 Profitability • Return on total operating assets: This is calculated as Landcom’s profit after taxes divided by total operating assets. NA 15.1% 16.5%
22 Financing Capacity • Debt to equity ratio – measure of the amount of debt funding (net) as percentage of equity utilised by Landcom NA 8.0% 9.5%
as at the end of the financial year.
23 Returns to Government • Dividend and tax equivalent returned to the NSW Government during the reporting period. NA $87,978,000 $83,081,000
24 Job Creation • Total number of jobs created through Landcom’s activities. NA 5,270 4,470
NA: Not applicable to projects reported in that year.
• Total economic output generated from Landcom’s activities. NA $413,026,700 $350,351,900
7

KEY ACTIONS
FOR 2004/2005
While we have made a solid start towards achieving true sustainability, our
journey is just beginning. Following an assessment of our performance in
2003/2004, this is what we hope to achieve in coming years:
INTEGRATED URBAN WATER CYCLE MANAGEMENT
Landcom will continue to work with local councils to implement Water Sensitive Urban Design measures on projects.
We will also work towards establishing water quality guidelines for greywater and other wastewater treatment and
reuse options in multi-unit developments.
PROVISION OF MODERATE INCOME HOUSING
Landcom will investigate potential partnerships with appropriate financial institutions or investment groups to develop
viable financial models or products for moderate income households.
COMMUNITY FACILITIES
Landcom will investigate suitable sites and install – at least at one site – “Equal Access Playground” equipment that
enables children with disabilities to play alongside able-bodied children.
CONSUMER EDUCATION ON SUSTAINABLE LIVING
Landcom will develop an appropriate consumer education program by June 2005.
KEY ACTIONS
REUSE AND RECYCLING OF CONSTRUCTION AND DEMOLITION MATERIALS
Landcom will develop effective ways to collect accurate and timely
waste recycling data from builders.
ENERGY EFFICIENCY
Landcom will conduct a peak demand management study with Integral
Energy, test the market’s acceptability of various peak demand
solutions and pilot one or more feasible solution(s). We will also
investigate energy efficient climate control technologies for all
residential building types.
NATIVE VEGETATION MANAGEMENT
Landcom will seek to implement an Offsetting Strategy for Cumberland
Plain Woodland endangered communities in consultation with the NSW
Department of Environment and Conservation (DEC).
8

OUR
PROFILE
LANDCOM’S VISION IS TO “TAKE THE LEAD IN CREATING
BETTER COMMUNITIES”. OUR FOCUS INCLUDES ADDING
VALUE TO A PORTFOLIO OF STRATEGIC AND COMPLEX
PROJECTS THAT RESULT IN HIGH-QUALITY URBAN
DEVELOPMENTS AND DEMONSTRATE BEST PRACTICE IN
SOCIAL, ENVIRONMENTAL AND ECONOMIC SUSTAINABILITY.
PROFILE
INTRODUCTION
Landcom was established in 1975 as the Land Commission of New South Wales. Today it is a government-owned
property developer operating in a commercially competitive environment. Landcom’s heritage, and its present and
future, allow the Corporation to maintain strong links with both government agencies and the private sector.
The organisation’s traditional focus has been on developing serviced residential land for new homes in fringe
metropolitan locations. It remains a significant player in this market, but its operations have expanded to include
urban renewal projects. While Landcom’s focus is on the residential sector, it is not limited to this market. Its activities
include commercial and industrial projects. In 2003/2004, Landcom released for sale a total of 2,237 homesites,
apartments, townhouses and house/land packages – up from 1,946 last year.
Landcom has a competitive edge in dealing with all the time consuming and expensive processes necessary to
“create a site”, influence its infrastructure and realise the full potential of our State’s land. Part of our mandate as
an arm of government is to lead by example, influence our industry, set benchmarks and drive change for better
outcomes. We feel at our best when we can find solutions to those complex projects that private developers
cannot or will not undertake.
On 1 January 2002, Landcom was established as a State-Owned Corporation, constituted under the Landcom
Corporation Act 2001. Today, Landcom’s value to government lies in its ability to:
– Take on strategic and/or complex projects in which the private sector may be either unwilling or unable to
become involved.
– Deliver more positive development outcomes by facilitating creative partnering arrangements on selected projects
between government and the private sector.
– Use its trusted position in government and in the development industry to create high-quality urban developments
that demonstrate leadership and best practice in key areas of excellence (such as urban design, sustainability
and affordability).
9

OUR
PROFILE
CONTINUED
Landcom is a major developer in the Sydney residential market and plays a significant role in most of the major release
areas planned for the metropolitan area. These include:
– Bringelly Release Area, Camden and Liverpool
– Edmondson Park Release Area, Liverpool and Campbelltown
– Second Ponds Creek, Blacktown
– Spring Farm Release Area, Camden
– Menangle Park Release Area, Campbelltown
– Orchard Hills Release Area, Penrith
– South Hoxton Park Release Area, Liverpool
– Rouse Hill Regional Centre, Baulkham Hills Shire.
BUSINESS MANAGEMENT STRUCTURE
Overall control of Landcom is exercised by the Corporation’s Portfolio Minister (the Hon. Carl Scully, MP), in
conjunction with two Shareholder Ministers (the Hon. Michael Egan, MLC and the Hon. John Della Bosca, MLC). The
Shareholder Ministers represent the interests of Landcom’s wider shareholder base, the people of New South Wales.
A skills-based Board of Directors oversees Landcom’s day-to-day operations. The Board evaluates the work of the
Corporation on behalf of its Shareholders. The Board’s key responsibilities are to set Landcom’s strategic direction, to
establish its major objectives and to ensure the integrity of its operational and financial statements. Further details of
Landcom’s corporate governance arrangements can be found in the 2004 Annual Report.
During 2003/2004 Landcom’s Board comprised the following Directors:
William Kirkby-Jones AM (Chairman)
Sean O’Toole (Managing Director)
Neil Bird AM
Penny Morris AM
Chris Carroll
Gae Raby
Robyn Clubb (appt. Dec 2003).
Landcom employs about 125 people across four business divisions.
Managing Director, Sean O’Toole, heads an Executive team that includes:
Mick Owens, General Manager of Urban Development
Geoff Joyce, General Manager of Urban Renewal
Gregory South, General Manager of Corporate and Finance
David Craig, General Manager of Corporate Marketing.
LANDCOM SUSTAINABILITY AND POLICY TEAM
Landcom demonstrates its commitment to sustainability through
a properly resourced Sustainability and Policy team that assists the
organisation to achieve excellence in Triple Bottom Line practices. The
team’s purpose is to equip Landcom to lead in quality urban
development and in the creation of socially and environmentally
sustainable communities. It helps Landcom to lead by example
so the organisation can influence practices in the property development
industry and achieve better outcomes.
The major areas we focus on in establishing Landcom’s leadership are:
social sustainability, environmental sustainability, urban design,
moderate income housing, innovation, and stakeholder relationships
and partnerships.
10

SUSTAINABILITY AND POLICY TEAM
MANAGING DIRECTOR
MR SEAN O’TOOLE
DIRECTOR, SUSTAINABILITY
AND POLICY
MS ARMINEH MARDIROSSIAN
GENERAL MANAGER
URBAN DEVELOPMENT
MR MICK OWENS
GENERAL MANAGER
URBAN RENEWAL
MR GEOFF JOYCE
GENERAL MANAGER
CORPORATE AND FINANCE
MR GREGORY SOUTH
GENERAL MANAGER
CORPORATE MARKETING
MR DAVID CRAIG
SOCIAL POLICY
MANAGER
ENVIRONMENT
MANAGER
URBAN DESIGN
MANAGER
INNOVATION PROGRAM
MANAGER
MODERATE INCOME
HOUSING MANAGER
11

OUR
APPROACH
12
INTEGRATING SUSTAINABILITY INTO OUR BUSINESS
Advancing sustainable practices and reporting has been one of Landcom’s annual “top ten” corporate priorities
since 2001. Landcom has embedded TBL performance into its decision-making and into the fabric of its business.
Through our projects, we strive to demonstrate benchmarks in our key sustainability guiding principles, which are to:
(1) Deliver a sustainable quality of life.
(2) Conserve resources.
(3) Protect biodiversity.
(4) Minimise pollution.
Our commitment to sustainable development means we endeavour to ensure that our developments, products
and services have minimal adverse effect on the environment, the economy or the community in which we operate.
Landcom’s objective is to move beyond a “minimum harm” philosophy by adopting practices that add value and
enhance community life, the environment and the economy.
For Landcom, the reason for implementing TBL decision-making and reporting was consistent with its corporate vision
of “creating better communities”. Apart from achieving increased transparency, increased trust among its stakeholders
and an enhanced reputation as a good corporate citizen, Landcom needed to prove its value as a government-owned
developer. It sought a clear strategy for delivering measurable public benefits as a way of differentiating itself from
the private sector.
Every Landcom project is monitored against sustainability criteria and performance targets through the TBL reporting
program. The public reporting of Landcom’s performance against these goals makes the Corporation more accountable
by allowing stakeholders to question results, to better understand the constraints that Landcom faces and to challenge
the Corporation to strive harder.
Landcom’s journey to TBL reporting has focused the entire organisation not only on its performance, but also on its
commitment to sustainability. TBL reporting has made sustainability an integral component of every project. It has
become a critical factor in the evaluation of Landcom’s performance as well as that of its staff, consultants,
contractors, builders and developer partners.
MAJOR CHALLENGE
Landcom acknowledges that we can and
will continue to improve our sustainability
performance, but we also know that our
business has some impacts for which we
have no simple solutions. For example, urban
development affects biodiversity. Although we
do our best to integrate conservation into our
developments, we have to deliver adequate
and affordable housing for the people of NSW.
SUSTAINABILITY INDICATORS AND PERFORMANCE TARGETS
The indicators selected for TBL reporting are not the only criteria used
by Landcom in practising sustainable development. Instead, they are
intended to give an overall picture of the potentially significant impacts
of our core business. The indicators are subject to regular review to
ensure that they remain relevant to our core business.
Landcom’s sustainability indicators were selected with its key
stakeholders during an extensive consultation program conducted
over 2001 and 2002. The selection was based on the following criteria:
(1) The significance and relevance of the indicator to Landcom’s
core business.
(2) Whether the indicator enabled Landcom to demonstrate a change
in its performance over time.
(3) The ability of Landcom to exercise direct control or influence over
the indicator.
(4) Whether the indicator could be easily understood and
communicated.
(5) Whether clear and measurable targets could be developed to
illustrate Landcom’s performance against the indicator.
(6) The likelihood of data being readily available to enable the reporting
of Landcom’s performance against the indicator and the ability to
retrieve accurate and meaningful data from third-party sources
(contractors and builders, etc).
Landcom has conducted comprehensive research for a number of the
adopted performance indicators so that realistic and measurable targets
could be set. These research projects were necessary to ensure that
Landcom, while setting tough targets, did not select milestones that
imposed an undue burden on its private-sector partners. The research
also helped to provide sufficient guidance to the industry on how to
deliver desired outcomes.

PRODUCTS AND DELIVERY MECHANISMS
While Landcom is a property developer operating in a commercial environment, it is not a builder.
The selection of sustainability indicators against which Landcom measures its performance has
been strongly influenced by its business products, the methods Landcom employs to deliver these
products and its ability to exercise direct control over the business outcome.
For the purposes of TBL data collection, Landcom projects have been divided into two groups:
(a) Projects where the end product delivered to the consumer is “land”. The majority of this land is
sold to the public as individual house lots. Most industrial land is sold to private business interests
in the same way. Landcom has little control over the final built form under these arrangements.
(b) Projects where the end product delivered to the consumer is a dwelling (i.e. “built form”
projects). Landcom has more control over the built form under these arrangements, in particular
when it partners with another developer. Landcom uses this additional control to promote its key
sustainability and design objectives.
THE GLOBAL REPORTING INITIATIVE
The Global Reporting Initiative (GRI) is an internationally recognised group whose mission is to
develop Sustainability Reporting Guidelines (SRG) that are capable of universal application. These
guidelines are intended for public corporations wishing to report on the economic, environmental
and social dimensions of their activities, products and services. Although the guidelines are
expected to be adopted increasingly by government and non-government organisations, there are
no sector specific guidelines for property development. This is why Landcom decided to take its
advice and guidance on indicator selection from its key stakeholders.
DOMAIN GARDENS
While Landcom’s Sustainability Report is not strictly in accordance with the requirements of the
Sustainability Reporting Guidelines, the Corporation has generally followed the principles and criteria
specified by Sustainability Reporting Guidelines. A detailed comparison of Landcom’s TBL indicators
against GRI is provided on the enclosed CD-ROM.
13

SPAN OF
OPERATIONS
15
1
HUNTER
1. Corlette – Bagnalls Beach
2. Fletcher – Bluegum Vista
3. Green Hills – Ashton Grove
4. Lake Macquarie – Fennell Bay
5. Metford – Melaleuca
6. Nelson Bay – Hardy Street
7. Nelson Bay – Pirralea
Gardens
8. Royal Newcastle Hospital site
9. Tanilba Bay – Koala Bay
CENTRAL COAST
10. Gosford City Link
11. Warnervale – Town Centre
12. Wyoming – Worrell Park
13. Wyong – Watanobbi
SYDNEY
14. Beacon Hill
15. Bringelly
16. Campbelltown – Macarthur
Gardens
17. Campbelltown – Park Central
18. Cecil Hills
19. Chullora Industrial Centre
20. Claremont Meadows
21. Edmondson Park
22. Green Square Town Centre
23. Gymea Glade
24. Heathcote
25. Ingleburn Industrial Estate
& Austool
26. Kellyville – Guardian Grove
27. Kellyville – Merriville Rise
28. Kellyville – Tallowood Hills
29. Little Bay – Baybrook
30. Little Bay – Prince Henry
31. Menai
32. Menangle Park
33. Mount Annan
34. Orchard Hills
35. Parklea – Forest Glade
& Jacaranda Rise
36. Parramatta – George Street
37. Punchbowl – Waterford
38. Riverstone
39. Rosebery
40. Rouse Hill Regional Centre
41. Second Ponds Creek
42. Smeaton Grange
Industrial Estate
43. South Hoxton Park
44. Spring Farm
45. St Helens Park
46. St Marys
47. Stanhope Gardens – Newbury
48. West Hoxton – Greenway Park
49. Willoughby Gardens
50. Wolli Creek – Discovery Point
51. Zetland – Victoria Park
86
4
69
2
46
34
20
18
48
43
15 21
42
40
38 27
41
26
28
47
25
35
36
37
31
19
3
36
14
49
22 51
50 29
39
30
3
12
10
5
82
11
13
1
SYDNEY
BOTANY BAY
4
BROKEN BAY
GOSFORD
2 8
9
NEWCASTLE
1 7
121
6
PORT STEPHENS
ILLAWARRA
52. Koonawarra
53. Shellharbour City Centre
54. Shellharbour – Woodlands
SOUTHERN HIGHLANDS
55. Mittagong – Renwick
44
33
16
32
17
45
5
69
23
24
HIGHWAYS
WOLLONGONG
55
48
52
54
53
1
14

‘‘
When Australand started working with Landcom
in New South Wales it was like a meeting of
minds. We told them how we approach things
in other states and they were very supportive.
What we do fits almost perfectly with their
philosophy on sustainability.
‘‘
AUSTRALAND, MANAGING DIRECTOR
BRENDAN
CROTTY
15

LIST OF PROJECTS
REPORTED IN 2003/2004
Project Local Government Suburb Reporting Landcom’s Total Number of Number of Lots/ Indicators Reported in 2003/2004
Area Stage Product Lots/Dwellings Dwellings Reported
Planned (delivered in 2003/2004)
Lakeview Heights Liverpool Cecil Hills Delivery Built form 1,497 27 8, 10
Mount Annan Domain Gardens Camden Mount Annan Delivery Built form 49 11 1, 2, 4, 5, 6, 8, 10, 13, 14
Forest Glade Blacktown Parklea Delivery Built form 205 89 5
Worrell Park Gosford Wyoming Delivery Built form 66 66 8, 10
Park Central Campbelltown Campbelltown Delivery Built form 405 42 1, 2, 3, 4, 6, 8, 10, 11, 12, 13, 14
Newbury Blacktown Stanhope Gardens Delivery Land & built form 1,730 361 1, 2, 4, 5, 6, 8, 9, 10, 11, 12, 13, 14
Austool Campbelltown Ingleburn Delivery Land & built form 25 25 1, 4, 11, 12, 13, 14
Melaleuca Maitland Metford Delivery Land 289 34 1, 2
Tallowood Hills Baulkham Hills Kellyville Delivery Land 542 72 5
Watanobbi Wyong Watanobbi Delivery Land 392 59 1, 2, 4, 5, 6, 9, 13, 14
Guardian Grove Baulkham Hills Kellyville Delivery Land 73 61 1, 2, 4, 6, 9, 11, 12, 13, 14
Greenway Park Liverpool West Hoxton Delivery Land 1,120 24 8
Jacaranda Rise Blacktown Parklea Delivery Land 99 12 5
Merriville Rise Baulkham Hills Kellyville Ridge Delivery Land 211 110 1, 2, 3, 4, 5, 6, 9, 11, 12, 13, 14
Woodcrest Sutherland Shire Menai Delivery Land 106 24 2, 4, 6, 9, 11, 12, 13, 14
Bagnalls Beach Port Stephens Corlette Delivery Land 560 69 1, 2, 4, 5, 6, 9, 11, 12, 13, 14
Ashton Grove Maitland Greenhills Delivery Land 434 49 1, 2, 4, 6, 9
Gymea Glade Wollongong Helensburgh Delivery Land 59 59 6
Koala Bay Port Stephens Tanilba Bay Delivery Land 216 18 1, 2, 4, 5, 6, 9, 11, 12
Woodlands Shellharbour Flinders Delivery Land 997 157 5
Pirralea Gardens Port Stephens Nelson Bay Delivery Land 22 22 1, 2, 4, 6, 9, 11, 12, 13, 14
Prince Henry Randwick Little Bay Masterplan Built form 847 NA 3, 11, 12, 13, 14
Willoughby Gardens Willoughby Willoughby Masterplan Built form 75 NA 3, 11, 12, 13, 14
Baybrook Randwick Little Bay Masterplan Built form 66 NA 3, 11, 12, 13, 14
Macarthur Gardens Campbelltown Campbelltown Masterplan Built form 898 NA 3, 11, 12, 13, 14
Greenway Views Liverpool West Hoxton Masterplan Built form 320 NA 3, 11, 12, 13, 14
Spring Farm Camden Spring Farm Masterplan Land & built form 1,163 NA 3, 11, 12, 13, 14
Caddens Wood Penrith Claremont Meadows Masterplan Land & built form 132 NA 3, 11, 12, 13, 14
Fennell Bay Lake Macquarie Fennell Bay Masterplan Land 639 NA 3, 11, 12, 13, 14
Blue Gum Vista Newcastle Fletcher Masterplan Land 700 NA 3, 11, 12, 13, 14
Hardy Street Port Stephens Nelson Bay Masterplan Land 76 NA 3, 11, 12, 13, 14
Mount Annan South Camden Mount Annan Masterplan Land 654 NA 3, 11, 12, 13, 14
Note: Indicators 7 and 15 are not reported by project. These indicators are reported based on construction contracts let during 2003/2004.
NA: Indicators calculated based on approved masterplan.
16

PROJECT
INDICATORS
OUR TBL PROJECT INDICATORS MEASURE THE SUCCESS OF
PROJECTS AIMED AT IMPROVING PERFORMANCE IN AREAS SUCH
AS WATER AND ENERGY EFFICIENCY. THE CORPORATE INDICATORS
REPORT ON OUR GOVERNANCE, WITH MEASURES COVERING
SUCH AREAS AS PROFITABILITY AND EMPLOYEE TRAINING AND
SATISFACTION. OVERALL THESE INDICATORS ALLOW ASSESSMENT
OF OUR TBL PERFORMANCE.
ON TRACK FOR ACHIEVING TARGET WITHIN
SPECIFIED TIMEFRAME
Detailed data tables, calculation notes
and associated reference documents
are available on the enclosed CD-ROM.
INDICATOR 1 – INTEGRATED
URBAN WATER CYCLE
MANAGEMENT
PURPOSE
This indicator examines the interaction
between the built environment and
the urban water cycle, which includes
potable water, wastewater and
stormwater. Landcom aims to promote
water conservation and enhance water
quality in existing urban river systems.
TARGET
Our targets for integrated urban water
cycle management are:
– 40% reduction in potable water use
in all Landcom projects in comparison
to average typical household water use
in Sydney.
– Use of non-potable water sources
for public open space irrigation in all
new projects.
– Achieving best practice water quality
targets for stormwater runoff from all
Landcom projects by 2008. The key
water quality targets are 45%
reduction in the mean annual load of
total nitrogen (TN) and total
phosphorus (TP) and 80% reduction in
the mean annual load of total
suspended solids (TSS).
– Maintaining the post-development
storm discharges to the natural
catchment storm discharge levels
for 1.5-year ARI event.
RESULTS
58% of projects in delivery during
the year had project-specific Water
Sensitive Urban Design (WSUD)
strategies.
Landcom achieved a 31.2% reduction
in potable water consumption
compared to the average typical
household water use in Sydney.
Performance (%)
Measures to improve water quality
resulted in an 18.8% reduction in
the mean annual load of total nitrogen
and a 33.2% reduction in the mean
annual load of total phosphorus. A
44.8% reduction in the mean annual
load of total suspended solids was
also achieved.
Performance (%)
Performance (%)
45
40
35
30
25
20
15
10
5
0
03 04 05 06 07 08
50
45
40
35
30
25
20
15
10
5
0
50
45
40
35
30
25
20
15
10
5
0
CURRENT
WATER CONSERVATION
CURRENT
03 04 05 06 07 08
TOTAL NITROGEN REDUCTION
CURRENT
TARGET
TARGET
TARGET
03 04 05 06 07 08
58% of developments provided on-site
detention, at a precinct or regional
level, to manage the peak discharges
of frequent storm events (up to the
1.5-year average recurrence interval
event).
CHALLENGES
Landcom understands that local
government has concerns about the
difficulty of implementing WSUD
measures to improve stormwater
quality, flow and harvesting.
Constraints include lack of resources
and limited knowledge and expertise.
Often, a council’s reluctance to adopt
WSUD measures proposed by a
developer stems from a lack of reliable
information about the life-cycle
maintenance costs involved.
The challenges facing Landcom and the
development industry in implementing
other WSUD measures – such as
greywater recycling and the use of
on-site and localised wastewater
treatment facilities – are health-related.
There are no national or state
standards for water quality for on-site
greywater recycling systems or
other wastewater treatment and
reuse systems.
ACTIONS FOR 2004/2005
Landcom will:
– Plan all projects with non-potable
public open space irrigation.
– Continue to work with local councils
to implement WSUD measures on
projects.
– Establish water quality guidelines
for greywater and other wastewater
treatment and reuse options for
multi-unit buildings.
TOTAL PHOSPHORUS REDUCTION
17

PROJECT
INDICATORS
CONTINUED
6.5% OF LANDCOM’S PRODUCT WAS
AFFORDABLE TO MODERATE INCOME
HOUSEHOLDS.
ACHIEVED TARGET
ON TRACK FOR ACHIEVING TARGET WITHIN
SPECIFIED TIMEFRAME
INDICATOR UNDER REVIEW – FURTHER
WORK REQUIRED
INDICATOR 2 – PROVISION OF
MODERATE INCOME HOUSING
PURPOSE
This indicator monitors the amount of
Landcom housing stock that is available
to households on moderate incomes –
defined as those with a combined
income of between $45,000 and
$68,000. Landcom aims to improve
the supply of housing for moderate
income households in a way that is
commercially sustainable.
TARGET
To deliver 7.5% of our total land and/or
housing product as moderate income
housing by 30 June 2008. This target
was raised from 5%.
RESULTS
In 2003/2004, 6.5% of Landcom’s
product was considered affordable
to moderate income households. This
is a significant increase on last year’s
result of 2.6% and places Landcom
on track to reach its target of 7.5%.
Performance (%)
8
7
6
5
4
3
2
1
CURRENT
TARGET
0
03 04 05 06 07 08
MODERATE INCOME HOUSING
PROVISION
This result is based on a total of
56 moderate income products provided
in two Landcom projects:
– 22 dwellings in the Newbury Estate
near Blacktown.
– 34 lots in the Melaleuca Estate
at Metford.
Landcom also delivered a number
of accessory dwelling units at Park
Central in Campbelltown and Newbury.
These units are self-contained
accommodation typically located
above a garage. They are included
on the title of the primary dwelling
to provide a form of affordable
rental accommodation.
CHALLENGES
Landcom needs to find financially
sustainable models for delivering
moderate income housing to achieve
its 7.5% target. Escalating land prices
are perhaps the most significant barrier
to providing moderate income housing.
Often, the land component alone
exceeds the level that is affordable
to a moderate income household.
ACTIONS FOR 2004/2005
Landcom will investigate potential
partnerships with appropriate financial
institutions or investment groups
to develop viable financial models
or products for moderate income
households.
INDICATOR 3 – EFFECTIVENESS
OF COMMUNITY
CONSULTATION
PURPOSE
This indicator measures how effective
Landcom is in communicating with
government, its business partners
and local communities. Landcom
aims to develop effective consultation
strategies to ensure we understand
what people want and to help us
provide land and housing that meet
government and community
expectations.
TARGET
To prepare and implement consultation
plans for all projects by 2005,
identifying all key stakeholders and
contacting them for participation.
RESULTS
Consultation Plans
55.6% of Landcom’s projects planned
in 2003/2004 had formal stakeholder
consultation plans. 66.7% of projects
had some form of consultation by
Landcom with or without a
consultation plan.
Performance (%)
Stakeholder Engagement and
Participation
Landcom contacted 100% of
stakeholders that were identified in
formal consultation plans and achieved
a stakeholder participation rate of
90.2% for projects where a formal
consultation plan was implemented.
This is a slight decline on last year’s
result of 96.6%.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
100
90
80
70
60
50
40
30
20
10
0
CURRENT
03 04 05
CURRENT
TARGET
STAKEHOLDER
CONSULTATION PLAN
TARGET
03 04 05
STAKEHOLDER
PARTICIPATION RATE
18

Landcom encourages community
participation through open days, project
newsletters and “meet the developers”
type sessions for residents and
interested parties. The aim is to keep
the community informed as early and
as fully as possible. At Greenway
Views, Landcom and its partner,
Australand, organised two information
days and distributed a newsletter to
more than 2,200 residents. Landcom
included almost 30 different
stakeholder groups in the planning
process for its Prince Henry project.
CHALLENGES
The participation rate of stakeholders
is not necessarily an indicator of the
quality of our consultation plans and
strategies. People are often
overwhelmed by the amount of
information competing for their
attention. While we will always attempt
to engage our stakeholders, we cannot
guarantee their participation.
ACTIONS FOR 2004/2005
Landcom will examine the participation
rate of stakeholders to determine
if it is appropriate for gauging the
effectiveness of stakeholder
consultation.
NEWBURY
INDICATOR 4 – COMMUNITY
FACILITIES
PURPOSE
This indicator provides information
on the extent of community facilities
included in Landcom projects, such as
sporting fields, playgrounds and parks.
Landcom wants to provide facilities
that are appropriate for the
communities it creates.
TARGET
At present we report on the number
of community facilities we provide in
our projects, such as schools,
community halls, sporting fields,
children’s playgrounds and public parks.
However, we are developing targets to
measure how effectively such facilities
meet the needs and expectations of
the communities using them.
RESULTS
Landcom delivered the following
community facilities in 2003/2004:
– 3 school sites.
– 18.75 hectares of passive open space.
– 7.4 hectares of active open space
– 6 courts for playing sport (tennis,
basketball, multi-purpose, etc).
– 2 community halls or community
hall sites.
– 4 playgrounds.
Landcom continues to develop
appropriate targets for measuring the
effectiveness of community facilities
through post-occupancy surveys.
In 2003/2004 Landcom conducted a
post-occupancy survey of residents in
Victoria Park. The results of the survey
indicate that residents in Victoria Park
have a strong sense of pride about
living in the development.
Much of this pride is derived from
the quality of the development and
its facilities. Residents believe the
development is well designed and
constructed, and they particularly like
the open spaces and parks. These are
seen to foster a sense of community
ownership and provide a more relaxed
and peaceful environment.
It was noted that the green spaces
help to create a more suburban feel for
city living. 35% of survey respondents
indicated that the existence of parks
and the quality of landscaping
influenced their decision to live at
Victoria Park.
The biggest drawback noted by
residents is the lack of shops and
amenities within the development
and surroundings areas. One in three
residents listed this as a “dislike”. While
this can be partially attributed to the
stage of development, with planned
retail facilities yet to be constructed,
it clearly shows the importance of
providing such facilities in the early
stages of development.
CHALLENGES
The challenge for Landcom is to provide
appropriate community facilities that
adequately meet the needs of residents
in the early stages of its developments.
ACTIONS FOR 2004/2005
Landcom will:
– Aim to provide community facilities
as early as possible by partnering with
various providers such as the NSW
Department of Education and Training
to establish schools in the early stages
of developments.
– Investigate suitable sites and install –
at least at one site – “Equal Access
Playground” equipment that enables
children with disabilities to play
alongside able-bodied children.
VICTORIA PARK
19

CASE STUDY
GREENWAY VIEWS
GRASSROOTS A KEY COMPONENT IN URBAN DESIGN
When the development application for 123 lots at Greenway Views in Sydney’s south-west
went to Liverpool City Council, not a single objection was raised – something almost unheard
of in estate development circles.
The reason was simple: Landcom and its development partner Australand had genuinely
listened to the concerns of the local community.
“We recognised we had a bigger role than simply providing land, housing and infrastructure
and we set about creating a dialogue ahead of submitting a development application to
Liverpool Council,” says Michael Burt, Landcom’s Development Director.
“We wanted to give the community a chance to participate in shaping the development.
An open day provided a family-friendly atmosphere where people could ask questions directly
of the various consultants who had designed the development.”
With 317 proposed lots, Greenway Views is the last stage of development of the Greenway
Park Estate. The extensive community consultation undertaken by Landcom and Australand
included appointing a community development officer, publishing a series of newsletters,
holding several information days and establishing a Greenway Views website.
An immediate concern expressed by the local community was the proposal for housing
of a higher density than in other parts of Greenway Park. They were also wary of the plan
to develop 16 “moderate income” dwellings.
Michael Burt: “There was a concern that the moderate income housing would be rental
accommodation and lower in quality than the other homes. The reality is that these homes will
be identical to other homes in the vicinity. The only difference will be the financial arrangement
which allows the occupant and an investor to share the financial load. This innovative financing
will help people on moderate incomes, such as teachers, police and nurses, to get into the
Sydney market.”
COMMUNITY
INVOLVEMENT
About 2,200 newsletters outlining the project were distributed to surrounding residential areas and articles
in local newspapers ensured that everyone was advised of the final stage of the development.
A number of residents in the existing parts of Greenway Park raised concerns on how Landcom and
Australand planned to integrate the new and existing sections of the housing development. This prompted
a reconfiguration of some lots to create a less visible difference between the new and existing homes.
Other issues canvassed resulted in cycling paths, security lighting, private access driveways and changes
to planned widths of roads.
“More than just advising people of the development, we saw this activity as part of how you generate
community involvement. People get a chance to meet, network and build neighbourhood resources.
It adds to the social sustainability of the overall project,” says Michael.
GREENWAY VIEWS MASTERPLAN
20

CASE STUDY
WORRELL PARK
BEWARE OF CROCODILES!
If you wander down to the “woods” today at Worrell Park, you’re in for a
surprise. Slithering back into Wingello Creek, the local waterway, is a fourmetre
crocodile with a big barramundi clenched in its jaws. That the croc is
made of sandstone means it is safe to approach for a closer look. A surveyor
had a very different experience with a crocodile during the formative stages
of Worrell Park, but more on that later.
The sandstone croc is one of many pieces of public art that adorn Landcom’s
new estate near Wyoming on the Central Coast of NSW. Explore further and
you’ll find an oversized gecko, a spider’s web that doubles as a climbing frame
and a Godzilla-sized snake that winds its way through the estate.
The reptilian theme is a respectful nod to the heritage of the site, the former
home of Eric Worrell’s Australian Reptile Park. Worrell was one of Australia’s
leading naturalists and a pioneer of snake and spider anti-venom.
Landcom Senior Development Manager, Alan O’Reilly, says providing
community facilities has helped to make the 4.2 hectare estate a community.
“We spent a lot of time and effort creating the central park and public art
component,” says Alan. “For example, the croc is built on a viewing platform
that overlooks the creek corridor and the other reptiles are scattered
throughout the estate”.
Working with the Department of Infrastructure, Planning and Natural
Resources, Landcom has instituted a long-term plan to repair the riparian
corridors of both Wingello and Pernell Creeks.
Landcom has also enlisted the Central Coast Community Environmental
Network, an independent community group, to help rehabilitate the riparian
corridors at Worrell Park.
In the centre of the development there is a more formal park, with grassed
areas, seating, a mini-amphitheatre and a drinking fountain. It is framed by
a serpentine path that defines the area and winds its way through the park.
“We decided to incorporate those reptilian elements throughout
the development in response to the community requests,” says
Alan. “We are also rehabilitating two creek areas on either side of
the estate as natural bushland to protect the riparian corridor and
give children the chance to be Tom Sawyer for a day”.
During the early survey work for Worrell Park, things got a little too
wild for a local surveyor. Rummaging through the local creek one
day, he heard a rustle in the reeds. He turned to find, to his horror,
a real crocodile staring back at him. The beast had somehow been
left behind when the wildlife was moved from the Reptile Park
months earlier.
The surveyor finished work for the day – then and there – so the
relevant experts could “remediate” the site properly.
Eric Worrell would have laughed.
PUBLIC
DOMAIN
WORRELL PARK
21

PROJECT
INDICATORS
CONTINUED
THE WELCOME PROGRAM IS MORE THAN
JUST GREETING NEW RESIDENTS – THE
PROGRAM TAKES A HOLISTIC VIEW FOCUSED
ON COMMUNITY DEVELOPMENT.
ACHIEVED TARGET
ON TRACK FOR ACHIEVING TARGET WITHIN
SPECIFIED TIMEFRAME
INDICATOR 5 – WELCOME
PROGRAM
PURPOSE
This indicator measures the success
of Landcom’s community creation
initiatives. Landcom aims to encourage
the development of sustainable
neighbourhoods by assisting new
residents to settle quickly and establish
viable community networks.
TARGET
To incorporate community Welcome
Programs into all projects that
have 200 or more dwellings by
30 June 2008. Furthermore, welcome
workers are to make their first contact
within two weeks of the residents
moving in.
RESULTS
55% of projects comprising more
than 200 dwellings had a Welcome
Program. This represents a solid
increase on the 40% achieved last
year and positions Landcom to meet
its target of 100% by 2008.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
WELCOME PROGRAMS
TARGET
03 04 05 06 07 08
95.5% of residents were welcomed
within two weeks of occupation, a
massive improvement on last year’s
result of 20%. This progress is largely
due to increased resources being
dedicated to the Welcome Program.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
WELCOME PROGRAM VISIT
WITHIN TWO WEEKS
TARGET
03 04 05 06 07 08
Landcom’s Welcome Program is
delivered via a number of external
organisations – Spirited Communities,
North West Community Care,
UnitingCare Narellan and Wyong
Shire Council.
The Welcome Program is more than
just greeting new residents when they
move into an estate. As the following
initiatives show, the program takes
a more holistic view focused on
community development.
In the north-west region of Sydney,
a cluster of Landcom estates has
made it possible for our community
development organisation, North West
Community Care, to gather large
numbers of people for a range of
community events. Carols by
Candlelight, held in early December
each year, is the largest event
organised through the program. This
year’s carols featured an Australiana
theme, with a Cobb & Co stage coach
complete with horses and a stockman.
Supported by Landcom and more than
20 other sponsors, the event attracted
8,000 people.
On the Central Coast, Landcom has
been working with Wyong Shire
Council to implement a Welcome
Program in the Watanobbi
development. Over the past
12 months, the Welcome Program
has helped new residents to develop a
sense of community. With Landcom’s
support, and with the resources of
the Council, residents have formed a
community association now registered
as “Watanobbis Incorporated”.
The group meets monthly to promote
a healthy social life in the area.
This year, in a first application for
funding from the State Government,
Watanobbis Incorporated reached the
second round of review and narrowly
missed out on gaining a grant. The
Minister involved reviewed their case
closely and showed tremendous
interest. This indicates that with
initial support and encouragement,
communities can take on the
responsibility for their own
development and become sustainable.
CHALLENGES
Ensuring the long-term viability of
any community development program
through attracting recurrent funding or
becoming self-funding is a challenge
facing Landcom.
ACTIONS FOR 2004/2005
The Corporation is reviewing the
Welcome Program to determine
how it can be improved to further
enhance its value as a community
development tool.
22

INDICATOR 6 – CONSUMER
EDUCATION ON SUSTAINABLE
LIVING
PURPOSE
This indicator measures Landcom’s
efforts in promoting sustainability,
raising awareness of sustainable
products and educating consumers
about sustainable living. Landcom
aims to promote a sustainability
culture among its consumers and
the communities it creates.
TARGET
Our targets are:
– To conduct in-depth market research
by June 2004, to determine awareness
of sustainable practices and the market
acceptability of sustainable products.
– To develop an appropriate consumer
education program by June 2005.
– To include consumer education
on sustainable living in all Landcom
projects by June 2008.
RESULTS
Market Research
Landcom conducted a major research
project during the year to evaluate
consumer attitudes towards energy
efficiency in residential housing. A
sample of 505 people who had bought
new homes within the last two years
was interviewed.
The research indicated there was a low
awareness of energy efficiency issues
among consumers. Buyers tended
to scrutinise price, location, style and
functionality above other factors. At the
same time, the research showed that
consumers have a high level of concern
about environmental issues, but this
does not necessarily influence their
purchasing choices.
There is a considerable discrepancy
between people’s attitude towards
the environment and their actual
purchasing behaviour. 81% of the
people surveyed said they were
concerned about global warming;
51% thought power blackouts could
be a potential problem in the next five
years; but 59% said energy efficiency
was not a major criterion in their house
purchasing decision.
Consumer perceptions of features such
as solar orientation, insulation, window
shading and roof insulation were all
considered to be more about lifestyle,
convenience and creating a
comfortable house than achieving
energy efficiency. Energy efficiency
was interpreted to only be about
features such domestic appliances,
light bulbs and solar water heating.
Develop Education Material
and Program
CHALLENGES
Landcom faces a challenge in its efforts
to bring about change in consumer
behaviour. While Landcom seeks to
improve awareness and understanding
of sustainability issues, changing
purchasing options remains our
greatest challenge. In an expensive
housing market, where fundamentals
such as location, size, functionality and
layout largely determine purchasing
decisions, Landcom knows it will not
be easy to change consumer behaviour
and increase awareness and
understanding of sustainability issues.
ACTIONS FOR 2004/2005
Landcom will develop and deliver the
Sustainable Education Program.
WOODCREST ESTATE
An Expression of Interest seeking
potential partners for development
and delivery of Landcom’s Sustainable
Education Program was advertised in
June 2004. The submissions are
currently being evaluated. Landcom
will have its Sustainable Education
Program developed by June 2005.
Provide Consumer Education on
Sustainable Living
GYMEA GLADE
In 2003/2004, two out of 12 projects
(17%) included consumer education
on sustainable living as part of the
marketing material.
23

CASE STUDY
WOODCREST ESTATE
MAKING SUSTAINABILITY ACCESSIBLE TO ALL
While most property owners acknowledge the need for more environmentally
friendly homes, implementation of sustainable living conditions often requires
education and incentives.
SUSTAINABILITY
EDUCATION
Landcom’s Woodcrest Estate in the Sutherland Shire south of Sydney is notable
for its indigenous vegetation, rare Melaleuca Deanei bushes and Scaly Bark
trees. It is here, in the semi-suburban surrounds of Menai, that a comprehensive
program is underway to conserve and enhance the natural environment, and
to help local residents understand how they too can play a role.
A commitment to environmentally sustainable development is evident throughout
the estate of 24 blocks.
Half the blocks are subject to special design and landscaping guidelines that aim
to reduce the impact on the environment through solar orientation, as well as
promote water and energy saving and improve climate control throughout the
houses. The prevailing drought conditions added impetus to the need to conserve
natural resources.
Landcom has backed up its support for environmental outcomes with strong
financial incentives. A significant incentive is available in the form of a $15,000
rebate on all lots by meeting certain design and landscaping criteria.
Landcom also produced a comprehensive brochure for Woodcrest’s new residents, outlining ways in
which they could contribute to the overall environment through their building design, water conservation
and landscaping.
It included a list of native trees, shrubs, climbers and grasses that are common to the area and indicated
where trees should be sited to provide summer shade and winter sun.
The Senior Development Manager for Landcom’s Woodcrest Estate is Javier Robledo: “The brochure
provides new home-owners with many ideas on water and energy conservation that they can incorporate
into their house design and their discussions with builders”.
Javier says some people who had purchased blocks without sustainability building conditions were also
incorporating Landcom’s suggestions into their building plans.
WOODCREST ESTATE
24

PROJECT
INDICATORS
CONTINUED
95.9% OF WASTE GENERATED BY CIVIL
WORKS DURING THE YEAR WAS REUSED
OR RECYCLED.
ACHIEVED TARGET
ON TRACK FOR ACHIEVING TARGET WITHIN
SPECIFIED TIMEFRAME
INSUFFICIENT DATA – FURTHER
WORK REQUIRED
INDICATOR 7 – REUSE AND
RECYCLING OF CONSTRUCTION
AND DEMOLITION MATERIALS
PURPOSE
This indicator monitors Landcom’s
efforts to reuse or recycle waste
materials generated by construction
and demolition. Landcom aims to
reduce construction and demolition
waste going to landfill by promoting
reuse and recycling practices.
TARGET
– To recover 95% of the total
construction and demolition waste
generated from Landcom civil works
contracts by 30 June 2006.
– To recover 76% of waste materials
generated from building construction
by June 2014.
RESULTS
During 2003/2004, 95.9% of waste
generated by civil works was reused
or recycled. This is a slight increase on
last year’s result of 93.4% and exceeds
Landcom’s target of 95%.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
WASTE RECYCLING
PERFORMANCE
TARGET
03 04 05 06
No data was collected for building
works this year. Landcom continues
to look at how data for building
construction waste can be collected
effectively.
CHALLENGES
The key challenge for Landcom is
obtaining timely and accurate data
from third-party service suppliers
such as contractors and builders.
ACTIONS FOR 2004/2005
Landcom will develop appropriate ways
to collect accurate and timely waste
recycling data from builders.
INDICATOR 8 – ENERGY
EFFICIENCY
PURPOSE
This indicator measures Landcom’s
performance in implementing energy
efficiency in residential and commercial
buildings where Landcom has control
over the built form. Landcom aims to
ensure that its building products are
designed and equipped to minimise
energy use.
TARGET
– 100% of dwellings to achieve a
NatHERS star rating of 4.5 or greater.
– A 40% reduction in greenhouse gas
emissions from our developments by
30 June 2008.
RESULTS
35% of dwellings (80 out of 226)
achieved a NatHERS star rating of 4.5
or greater – up from 23% last year.
Performance (%)
Landcom achieved a 10% reduction
in greenhouse gas emissions from its
projects (estimated 113 tonnes per
year), an improvement from last year’s
result of a 6.6% reduction. This
calculation is based on estimated
annual energy use for heating, cooling,
cooking and hot water.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
PROPORTION OF DWELLINGS
WITH NatHERS RATINGS
OF 4.5 STAR OR GREATER
45
40
35
30
25
20
15
10
5
0
03 04 05 06 07 08
CURRENT
GREENHOUSE GAS SAVINGS
TARGET
03 04 05 06 07 08
TARGET
25

PROJECT
INDICATORS
CONTINUED
LANDCOM AIMS TO PROMOTE SUSTAINABLE
URBAN OUTCOMES AND GOOD DESIGN BY
INFLUENCING BUILDERS’ PRODUCT THROUGH
DESIGN GUIDELINES.
ACHIEVED TARGET
ON TRACK FOR ACHIEVING TARGET WITHIN
SPECIFIED TIMEFRAME
INSUFFICIENT DATA – FURTHER
WORK REQUIRED
CHALLENGES
Landcom seeks to ensure its
developments minimise impact on the
existing electricity supply network by
incorporating appropriate peak demand
management solutions.
The greenhouse gas emissions from
the residential sector cooling load
contributes only 0.4% of Australia’s
overall greenhouse gas emissions,
but it is causing concerns for electricity
network providers. The cause for their
unease is due to two factors: the
limited capacity of the existing
electricity supply network and the
increased uptake of air conditioning
and other electrical appliances.
On hot summer afternoons, operation
of thousands of residential air
conditioning units across Sydney puts
additional demand on the electricity
supply network. If this peak demand
issue is left unmanaged, Sydney could
face blackouts.
Landcom is partnering with Integral
Energy to investigate appropriate
peak demand management solutions.
Landcom’s challenge is to make sure
that such solutions are not only
technically and commercially feasible
but also acceptable to the market
(i.e. Landcom’s customers).
ACTIONS FOR 2004/2005
Landcom will:
– Conduct a peak demand
management study with Integral
Energy, test the market’s acceptability
of various peak demand solutions and
pilot one or more feasible solution(s).
– Investigate energy efficient climate
control technologies for all residential
building types.
INDICATOR 9 – INFLUENCING
DESIGN
PURPOSE
This indicator measures how Landcom
influences the design of project homes
when it sells land to builders or
developers with design guidelines
in place. Landcom aims to promote
sustainable and quality housing in
projects where Landcom does not
directly control the built form.
TARGET
Landcom aims to influence builders’
designs on all projects where it does
not directly control the built product.
RESULTS
Projects
All projects (100%) in 2003/2004
included some form of design
guidelines aimed at influencing the
builders’ product where Landcom did
not have direct control over the built
form.
Design Guidelines
62% of all lots in these projects were
influenced by design guidelines
(424 out of 681 lots where this
indicator was applicable).
Design Guidelines Including
Sustainability Criteria
54% of all lots in these projects were
influenced by design guidelines that
included some sustainable design
criteria (371 out of 681 lots where
this indicator was applicable).
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
TARGET
03 04 05
LOTS INFLUENCED BY DESIGN
GUIDELINES WITH
SUSTAINABILITY CRITERIA
CHALLENGES
Landcom wants to achieve good
design outcomes. The key components
of achieving the desired outcomes in
good design are to educate consumers
about good design and work with
builders in improving the built form
design quality.
ACTIONS FOR 2004/2005
Landcom will:
– Raise consumer and community
awareness about good design.
– Partner with builders to provide
quality built form and product diversity.
26

INDICATOR 10 – SUSTAINABLE
OR RENEWABLE ENERGY
SUPPLY
PURPOSE
This indicator measures the
technologies installed in Landcom
projects which supplement
conventional energy supply through
reliance on sustainable or renewable
resources. Landcom aims to reduce
greenhouse gas emissions from urban
developments and to promote
innovative and sustainable energy
technologies.
TARGET
Landcom’s Energy Smart Communities
Policy sets the following minimum
targets:
– All dwellings are to be fitted with gas
boosted solar water heaters sufficient
to meet 60% of annual hot water
requirements except where there is
no gas or where solar panels are not
appropriate (by June 2008).
– All projects greater than 500
dwellings (or projects with a
commercial component or town
centre) include a percentage of on-site
or off-site renewable energy supply
(by June 2008).
RESULTS
44% of dwellings (99 out of 226) had
gas boosted solar hot water systems.
This is equivalent to an estimated
66 tonnes of greenhouse gas savings.
This is a significant improvement
from last year when no dwellings
had this feature.
Apart from solar water heating,
no projects delivered in 2003/2004
included any other form of renewable
energy supply. All projects delivered
in 2003/2004 that are more than 500
lots were planned before the adoption
of Landcom’s Energy Smart
Communities Policy.
Although no projects incorporated
renewable energy supply this year,
a number of projects currently in
planning may include an element of
renewable energy on a project-wide
level. They are:
– Rouse Hill Regional Centre: wind
turbines.
– Prince Henry Hospital: integrated
urban wind turbines.
– Second Ponds Creek: solar panels.
– South Hoxton Park: solar panels.
CHALLENGES
Landcom plans to form partnerships
with energy services companies and to
find solutions for financing, ownership
and maintenance of renewable energy
plants in future projects.
ACTIONS FOR 2004/2005
Landcom will:
– Continue to incorporate renewable
energy into planning of its projects
where feasible.
VICTORIA PARK
PARK CENTRAL
27

CASE STUDY
PARK CENTRAL
RAISING THE BAR ON ENERGY EFFICIENCY
Park Central, Landcom’s 37-hectare development on the site of the
old Campbelltown golf course, is a model of energy efficiency making
homes more comfortable and cheaper to run and reducing greenhouse
gas emissions.
ENERGY
EFFICIENCY
Landcom’s Energy Smart Communities Policy, launched in September
2003, goes beyond current compliance requirements and one-off
demonstration projects. It sets benchmarks that are sustainable for all
Landcom projects. More than promises on paper, the first results of the
policy are now evident in Landcom developments.
The Policy places Landcom ahead of the compulsory BASIX requirements
that were introduced in NSW on 1 July 2004. It has provided the builders
who worked with Landcom at Park Central an opportunity to move ahead
of their competitors because they are now prepared for the new BASIX
requirements.
The initial 15 homes built at Park Central set new standards in energy efficiency for our other builder partners
to follow. The energy-saving measures include passive solar design to maximise living rooms facing north, solar
access to private open space and external shading to north and west facing windows. The houses are designed
with cross-flow ventilation where possible.
“We insisted on gas boosted solar hot water systems in this estate,” says Landcom Development Director,
Michael Pring. “Because water heating is one of the largest domestic energy users, we managed to
significantly reduce greenhouse gas emissions from this estate by adopting gas boosted solar water heating”.
When complete, Park Central will comprise 400 residences with a mix of home offices, terrace houses,
courtyard living – and an in-built recognition that when it comes to energy, it’s smart to be efficient.
PARK CENTRAL
PARK CENTRAL
PARK CENTRAL
28

CASE STUDY
ESP VICTORIA PARK
SOLAR
HOT WATER
HOW GOING SOLAR HELPED INFLUENCE DESIGN AT VICTORIA PARK
The Victoria Park site at Zetland on the southern fringe of Sydney has an
eclectic history of use – racecourse, motor vehicle assembly plant and
naval supply depot to name a few.
Right now, the site is being transformed into a vibrant new residential
community as a key element of Green Square. Up to 2,500 dwellings
and 150,000 square metres of office and retail space will take shape in
this long-neglected part of inner Sydney.
The Victoria Park project has been running about seven years and has
reached its halfway point. However, some significant sustainability
yardsticks have already been achieved, not least of which is the solar
panel initiative on the newly completed landmark ESP apartment building.
The 20-storey ESP was developed by The Waltcorp Group with design
review from Landcom. One of the objectives of the solar panels was
to minimise dependence on non-renewable energy sources and reduce
carbon dioxide emissions.
“We looked closely at co-generation and gas microturbines to provide
power and hot water for the apartments, but discovered this wasn’t
feasible in this particular residential application,” says Richard Wood, Senior
Development Manager for Landcom. “We then turned our attention to
solar panels for the tower and discovered that they would provide viable
hot water for about 55 of the apartments, which is about half the building”.
The Senior Development Manager at Waltcorp responsible for ESP, John
Tiller, says that while there was next to zero commercial advantage in
the solar panels for the developers, they had proved a worthy solution.
“We’re looking to various alternative energy options already, such as
vertical-axis wind turbines,” says John. “The reality is that
if you give prospective buyers of an apartment the option of renewable or non-renewable energy, I suspect most will go for the
cheaper alternative.”
Richard says the success of the solar panels would help sustainability measures be introduced into the design phase for other
buildings at Victoria Park and elsewhere.
“Landcom has already established its bona fides at Victoria Park with regard to stormwater harvesting,” says Richard. “We have
an award-winning water sensitive urban design strategy in place that supplies water for all the irrigation and the water features
around the site using a combination of bore water and stormwater. There is no use of potable water anywhere in the public
domain.”
“Sustainability is no longer the first item that gets tossed when feasibility studies are carried out,” says Richard. “It is becoming
an integral part of the feasibility, planning and design process.”
Landcom now includes sustainability as a key deliverable in the tender process for all new projects.
VICTORIA PARK
VICTORIA PARK
29

PROJECT
INDICATORS
CONTINUED
LANDCOM MUST BALANCE A GROWING
POPULATION’S NEED FOR HOUSING WITH THE
NEED FOR BIODIVERSITY CONSERVATION.
INDICATOR 11 – NATIVE
VEGETATION MANAGEMENT
PURPOSE
This indicator measures Landcom’s
performance in conserving threatened
ecological communities encountered
on Landcom projects. Landcom aims
to conserve and enhance existing
vegetation and to minimise the
potential for any adverse impact on
threatened communities and species
from its activities.
TARGET
Landcom’s vegetation conservation
targets are:
– No net loss in threatened ecological
communities’ habitat of “high
conservation significance”.
– Establish Vegetation Management
Plans for all Landcom projects where
this indicator applies.
In the absence of established ratios
and strategies for vegetation offsetting
targets have not been set for
threatened ecological communities of
“moderate conservation significance”
or “low conservation significance”.
Instead, offsetting ratios are currently
negotiated with the National Parks
and Wildlife Service on a project by
project basis.
Campbelltown, Liverpool and Lake
Macquarie. 10.9 hectares will be
conserved.
The threatened species recorded
within this 27.3 hectares habitat area
are Melaleuca Biconvexa, Downy
Wattle (Acacia pubescens), Cumberland
Land Snail (Meridolum corneovirens),
Grey-headed Flying-fox (Pteropus
poliocephalus), Tetratheca juncea,
Greater Broad-nosed Bat (Scoteanax
rueppellii), Common Bent-wing Bat
(Miniopterus schreibersii oceanensis)
and the Little Bent-wing Bat
(Miniopterus australis).
53.1% (20.34 hectares) of threatened
ecological communities will be
cleared, with 17.9 hectares to be
conserved. Also, 9.5 hectares of
threatened ecological communities
will be replanted.
Only 0.44 hectares of threatened
ecological communities of high
conservation significance will be
cleared, while 9 hectares will
be conserved.
All clearing will be carried out in
accordance with approvals from
relevant authorities.
CHALLENGES
Conserving native vegetation is a major
challenge for Landcom. The Corporation
recognises there will always be conflict
between its role as a land developer
and its vegetation conservation targets.
This conflict will be exacerbated as
new land releases in Sydney encroach
into areas of native vegetation. It will
also increase as Landcom attempts to
strike a balance between conservation
objectives and the future housing
needs of Sydney’s growing population.
ACTIONS FOR 2004/2005
Landcom is seeking to implement a
Native Vegetation Offset Strategy in
consultation with the NSW Department
of Environment and Conservation
(DEC). The strategy will provide
greater guidance on offsetting native
vegetation that is cleared for urban
development.
ON TRACK FOR ACHIEVING TARGET WITHIN
SPECIFIED TIMEFRAME
AREA OF CONCERN
RESULTS
This indicator is calculated for projects
that received masterplan approval in
2003/2004. A few remaining projects
which are in delivery phase are also
included this year. In future this
indicator will be calculated based
on masterplans.
60% (16.4 hectares out of 27.3) of
native vegetation that is habitat for
threatened communities and/or species
will be cleared, to accommodate urban
development in the local government
areas of Wyong, Penrith, Bankstown,
70% of Landcom projects where
threatened communities or species
were found had a Vegetation
Management Plan.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
VEGETATION
MANAGEMENT PLANS
TARGET
03 04 05 06 07 08
30

CASE STUDY
CADDENS WOOD
SEEING THE WOODLAND FOR THE TREES
Imagine what Sydney looked like in 1770: untouched coastline, a pristine
harbour and Cumberland Plain Woodland as far as the eye could see.
This distinct grouping of plants once covered more than 107,000 hectares
of land – or about 30% – of the Sydney Basin. Today, only 6,400 hectares
remain in small fragments scattered across the city’s western suburbs.
These tracts of woodland are under constant pressure from urban
development and are listed as an endangered ecological community
under the NSW Threatened Species Conservation Act. While Landcom
acknowledges their significance, the Corporation faces the increasing
dilemma of needing to balance its conservation objectives with the
community’s need for more housing.
BIODIVERSITY
ONSERVATION
The masterplan and development application for Landcom’s proposed
residential development at Claremont Meadows, situated between St Marys
and Penrith in Sydney’s west, provides an excellent example of where
Landcom was able to achieve a balanced outcome. These documents clearly
recognise the significance of Cumberland Plain Woodland as one of the last
of the larger and more diverse remnants remaining in the local area.
The 24-hectare site adjoins land owned by the Department of Infrastructure,
Planning and Natural Resources (DIPNR) and provides a natural connection to
South Creek. The South Creek corridor is identified by the National Parks and
Wildlife Service (NPWS) as of high value and regional significance. Landcom’s
development conserves and rehabilitates 16 hectares of this area as
Cumberland Plain Woodland.
Ben Burgess, Landcom Development Manager, says the existing residential zoning failed to recognise the
characteristics and constraints of the land.
“Through consultation with Penrith City Council, NPWS, DIPNR, the Rural Fire Service and the Roads and
Traffic Authority, Landcom modified the area of development in comparison to the residential zoning to
conserve significant additional areas of Cumberland Plain Woodland”.
“Landcom’s aim was to integrate conservation and development outcomes and to help create a sustainable
community,” Ben says. “We have achieved this by incorporating a range of housing, water-sensitive urban
design, energy smart principles and the conservation of 16 hectares of Cumberland Plain Woodland”.
Landcom will also develop a 10-year Vegetation Management Plan for the area to keep the Cumberland Plain
Woodland a key feature of this part of Sydney.
CUMBERLAND PLAIN WOODLAND
CADDENS WOOD
31

PROJECT
INDICATORS
CONTINUED
INDICATOR 12 – RIPARIAN
CORRIDOR MANAGEMENT
PURPOSE
This indicator measures Landcom’s
performance in conserving riparian
corridors identified on Landcom
projects, in conjunction with an
assessment of stream significance.
Landcom aims to conserve riparian
corridors that have significant
conservation value and to repair
those that are degraded.
TARGET
Landcom’s targets are:
– No loss of stream length for “high
significance” streams and no net loss
of associated riparian corridor.
– Greater than 40 metres of riparian
corridor for “high significance”
streams.
– 20–30 metres of riparian corridor for
“moderate significance” streams.
– 5–10 metres of riparian corridor for
“low significance” streams.
– No piping or filling of any sections
of streams that are of “high” or
“moderate significance”.
– Establish Riparian Corridor
Management Plans for all Landcom
projects where this indicator applies.
A 150-metre section of Category 3
(low significance) stream was piped
and filled at Mount Annan. However,
this stream was a highly degraded,
naturally occurring drainage channel.
Appropriate Riparian Corridor
Management Plans were provided
for only 43% of projects with riparian
corridors. This falls well short of
Landcom’s target of 100% for this
year and is also a decline from the
50% achieved last year. Closer
monitoring of projects is needed to
ensure appropriate management plans
are developed.
– Establish Heritage Conservation
Management plans for all projects with
significant indigenous heritage issues.
RESULTS
Consultation
Consultation with local indigenous
groups occurred for all projects (100%)
with indigenous heritage issues.
Conservation of Significant Objects
100% of significant objects located
within Landcom projects were
conserved. A total of 11 significant
objects were conserved.
Conservation of Significant Places
THE MAJOR CHALLENGE FOR LANDCOM IS
NOT THE INITIAL REHABILITATION OF RIPARIAN
CORRIDORS, BUT ENSURING THEIR LONG-TERM
VIABILITY, MAINTENANCE AND MANAGEMENT.
ACHIEVED TARGET
AREA OF CONCERN
RESULTS
This indicator is calculated for projects
that received masterplan approval in
2003/2004. A few remaining projects
which are in delivery phase are also
included this year. In future this
indicator will be calculated based
on masterplans.
Landcom achieved 100% compliance
with the targets set for riparian
corridors along both Category 2
(moderate significance) and Category 3
(low significance) streams. No
Category 1 (high significance) streams
were encountered on Landcom sites
during the year.
CHALLENGES
The major challenge for Landcom is
not in the initial rehabilitation and
revegetation of the riparian land but
in ensuring its long-term viability,
maintenance and management.
INDICATOR 13 – CONSERVATION
OF INDIGENOUS HERITAGE
PURPOSE
This indicator measures Landcom’s
performance in conserving indigenous
heritage objects and places of cultural
significance. Landcom aims to consult
relevant indigenous communities about
its developments and to conserve
objects and places that have
indigenous cultural significance.
TARGET
Landcom’s targets are:
– Always consult with relevant local
indigenous groups on projects with
indigenous heritage issues.
– Conserve all objects and places of
significance in all Landcom projects as
determined in consultation with local
indigenous groups and the National
Parks and Wildlife Service.
100% of significant places located
within Landcom projects were
conserved. A total of 13.6 hectares
of land designated as significant
was conserved.
Heritage Conservation Management
Plans
Appropriate Heritage Conservation
Management Plans were prepared
for all projects (100%) with significant
heritage issues. A total of seven
Heritage Conservation Management
Plans were prepared in 2003/2004.
Five of these were for projects with
significant indigenous heritage issues,
while two were prepared for projects
with indigenous heritage issues that
were not considered significant by the
local indigenous groups.
32

CASE STUDY
PARK CENTRAL
CREEK
REHABILITATION
WHY THE CREEK AT PARK CENTRAL GOT AN EXTREME MAKEOVER
The creek that ran through the old Campbelltown Golf Course was highly degraded, with
little vegetation growing along its corridor other than some exotic plant species. Weeds such
as typhus were choking what remained of its flow.
The ecological value of the area meant Landcom was obliged to mount a rescue operation
of the creek’s 800-metre riparian corridor. The aim was to find an integrated urban and
environmental outcome that would allow Landcom to restore the site’s natural bushland
and wetland, create a “place” with a memorable feature and to build a new community.
A riparian corridor is the land directly adjacent to a natural or artificial waterway. Such corridors
provide a crucial link between land and water ecosystems. They provide food, shade and
shelter for terrestrial wildlife and aquatic organisms; they bind soil to provide bank and bed
stability; and they filter nutrients and sediments from entering a watercourse.
“We didn’t have much to work with when we started,” says Landcom Development Director
Michael Pring. “The aim was to treat the water entering the site, treat the water from the
catchment of the site itself and make sure the water quality that left the site was no worse
and preferably better than that entering the site. There was also a salinity issue because the
ponds connect to saline groundwater. So we had to select salt-tolerant plants for the
reconstructed corridor.”
The reconstruction involved work at the head of the creek and around the existing bushland.
Landcom built a large detention basin capable of retaining a one-in-100-year storm event, as
well as an outlet that fed into a pool and then into a man-made wetland at the top of the site.
The wetland comprises a macrophyte zone stocked with water plants that remove nutrients and impurities
from the water.
Landcom also had to ensure the passage of fish through the system, so culverts and light wells were built into
the creek corridor to allow light to penetrate to the water. Using rock mattresses for the creek bed gave the
watercourse a more natural base. Steps in the water level were made no more than 50mm so that after rain,
fish could travel through the watercourse and get from one end of the site to the other.
Today, this repaired riparian corridor is the focal point of Park Central, a 37-hectare Landcom development in
the heart of the Campbelltown CBD. When complete, Park Central will comprise 400 residences: a mix of
home offices, terrace houses, courtyard living and a waterway that has been transformed from a neglected
drain to a focal feature.
PARK CENTRAL
33

CASE STUDY
PRINCE HENRY
PAST
PRESENT
PAST AND PRESENT IN PERFECT HARMONY
The Prince Henry site at Little Bay is a coastal jewel of immense
cultural, historical, geological and environmental significance. The
Prince Henry Hospital was founded in 1885, with the oldest building
dating from 1888.
Located about 25 minutes south of Sydney’s CBD, the old Prince
Henry Hospital site is being transformed to create a mixed-use
precinct that comprises housing, retail, accommodation for community
groups, a museum, sporting activities and a $5.2 million community
centre and commercial premises that include a medical centre.
Incorporating the Coast Golf Club which hugs the shoreline, the site
surrounds Little Bay, providing a sweeping, unspoilt ocean vista.
Only 20% of the site is to be sold for private homes. When
complete, the housing component will comprise about 850 dwellings,
including detached houses, townhouses, apartments, aged care
facilities, and affordable housing. There will be tree-lined parks,
landscaped gardens and easy access to the beach.
Sustainability is the common thread running through Landcom’s
masterplan for this 85-hectare site, with environmental and social
issues accorded equal regard to the commercial objectives. Landcom
consulted widely with community groups, stakeholders and local
residents to develop and implement its masterplan.
Water conservation has been a priority for Landcom and its development partners at this site. A combination of water efficient
fittings and designs for gardens and public open space will be used. The harvesting, treatment and use of stormwater as an
alternative source of water for the development and adjoining golf course is the prominent water conservation initiative on
this site.
By creating several storage dams, about 90% of water for public open space irrigation and 70% of golf course watering
requirements will be supplied by stormwater harvested from the site. All single dwellings will also have rainwater tanks
to reduce individual household mains water consumption by 40%.
The site also holds great importance to indigenous Australians, with the local community at La Perouse having direct contact
with the area since pre-European settlement.
With help from the La Perouse Aboriginal Land Council, Landcom has documented the significant Aboriginal sites and is
incorporating these into the development’s Archaeological Management Plan. Workers on the site attend a mandatory induction
course on Aboriginal heritage and site significance. They learn what to do if potential items of significance are uncovered.
PRINCE HENRY
34

Public entry to Prince Henry at Little Bay has been improved with the
construction of a wheel chair-accessible timber viewing deck and a
stairway to the beach. Additional protective fencing and the resiting
of a golf tee has increased public safety in the area of the Coast Golf
Course, which forms an integral part of the public amenity. A war
memorial and chapel overlooking the beach dating from the 1980s
is being retained.
Significant remediation of contaminated land was carried out during
the demolition of buildings deemed insignificant to the site, with
monitoring by the Environment Protection Authority. Remediation
works will continue as redevelopment proceeds. About 90% of the
building materials such as timber, metal and glass were recycled,
with the bricks and mortar used for road rubble. Hazardous materials
such as asbestos were also safely removed.
In addition to the golf course, there is also significant natural
bushland on the site, including two stands of the endangered
ecological community of Eastern Suburbs Banksia Scrub (ESBS).
Landcom and the NSW National Parks and Wildlife Service have
established a fund to manage ESBS on-site and contributed $100,000
to NPWS to manage ESBS in the Botany Bay National Park.
Plant species have been carefully balanced, with existing exotic trees
such as Norfolk Pine and Phoenix Palms forming part of the historic
fabric of the site and deemed worthy of retention. In coming years,
Landcom will continue to plant indigenous trees and shrubs.
On the northern perimeter of the site, an area of geological
significance was uncovered during sand mining in earlier years.
This area is also being preserved.
As of 1 June 2004, Landcom has spent $75 million on the Prince
Henry site. One of the first completed projects was the Flowers
Ward Nursing and Medical Museum, officially opened in November
last year.
Prince Henry’s long association with community groups continues
as it moves into its new era. Organisations either on-site or planning
to move there once construction is completed include the Coast
Centre for Seniors, Trained Nurses Association, Surf Life Saving
Australia, Spinal Cord Injuries Australia, Aboriginal and Islander Health
Worker Journal, Women’s Alcohol and Drug Advisory Centre and the
Aboriginal Health and Medical Research Council. Landcom has
committed more than $20 million to make sure that these
organisations, and others like them, find a new home at the new
Prince Henry.
INDIGENOUS
HERITAGE
The Westpac Lifesaver Rescue Helicopter Service was relocated to Kingsford Smith airport and Landcom has helped the service
prepare for its permanent relocation to the Botany Bay National Park at Cape Banks.
Substantial upgrading of the site access along Anzac Parade is underway, improving vehicle and pedestrian safety for visitors.
Acknowledgement of Landcom’s vision and commitment to sustainable development has come in the form of many awards,
including:
– Urban Development Institute of Australia – Concept Design (2003).
– Planning Institute of Australia NSW Division – Commendation for Excellence in Planning for Urban Design Plans and Ideas (2003).
– Sustainable Water Challenge – Water Sensitive Design Award Winner (2003).
Awards are one thing: assuring a balanced future for a prime parcel of coastal land 150 times the size of the Sydney Cricket Ground –
and with a history to match – is quite another. The challenge for Landcom is to ensure it stays on course in maintaining that vital
balance between the environmental, economic and social needs of this unfinished Sydney masterpiece.
PRINCE HENRY
PRINCE HENRY
35

PROJECT
INDICATORS
CONTINUED
LANDCOM’S KEY CHALLENGE IS TO EDUCATE
BUILDERS AND ASSOCIATED TRADES TO
COMPLY WITH BEST PRACTICE
ENVIRONMENTAL SITE MANAGEMENT.
ACHIEVED TARGET
AREA OF CONCERN
INDICATOR 14 – CONSERVATION
OF NON-INDIGENOUS
HERITAGE
PURPOSE
This indicator measures Landcom’s
efforts to conserve non-indigenous
heritage. Landcom aims to conserve
all significant non-indigenous cultural
items and places in its developments.
TARGET
Landcom’s targets are:
– Conserve all significant
non-indigenous heritage items and
places found on its projects.
– Establish Conservation Management
Plans for all its projects with
non-indigenous heritage items or places.
RESULTS
Conservation of Significant Items
89% of significant items on Landcom
projects were conserved (31 out of 35
items). Those items not retained were
all located at Prince Henry. They were
demolished due to asbestos
contamination and in agreement with
the NSW Heritage Office.
Conservation of Significant Places
100% of significant places on Landcom
projects were conserved (26 out of
26 places).
Conservation Management Plans
Conservation Management Plans were
prepared for both projects (100%) that
had heritage items.
INDICATOR 15 – REGULATORY
COMPLIANCE
PURPOSE
This indicator provides information
about any regulatory non-compliance
that may have resulted from Landcom’s
operations during the reporting period.
Landcom aims to achieve full
regulatory compliance and ensure that
all Landcom contractors achieve the
same level of compliance.
TARGET
Landcom’s targets are to:
– Achieve full compliance with relevant
planning, environmental and health
and safety legislation on all Landcom
projects.
– Carry out environmental audits
on all civil works contractors during
construction stages by 2005.
– Achieve a minimum score of 75%
on all environmental audits.
– Collect information from all
third-party contractors about any
breaches of compliance that may have
occurred due to actions taken by the
contractor on Landcom’s behalf.
RESULTS
Regulatory Compliance
100% of Landcom projects achieved
full regulatory compliance with the
Protection of the Environment
Operations Act and other environment,
occupational health and safety, and
planning legislation.
Environmental Audits
11 civil works contracts had
environmental audits undertaken out
of 13 representing 85% of civil works
contracts awarded in 2003/2004. Since
all 11 audits on civil works contracts
achieved well above the minimum
performance score of 75% set by
Landcom, a decision was made to
redirect our auditing efforts to the
builder activities where there was a
perceived risk of poorer environmental
practices. In addition to the 11 audits
on civil works contracts, Landcom
conducted 26 audits on builders during
2003/2004. Only 27% of the builders
achieved the minimum score of 75%
set by Landcom.
Performance (%)
100
90
80
70
60
50
40
30
20
10
0
CURRENT
TARGET
03 04 05
PERCENTAGE OF CONTRACTS
WITH ENVIRONMENTAL
AUDIT UNDERTAKEN
All environment audits on civil works
scored more than 75%.
CHALLENGES
Landcom’s key challenge is to educate
builders and associated trades to
comply with its best practice
environmental site management.
ACTIONS FOR 2004/2005
Landcom will:
– Conduct environmental audits on all
building sites that are under its control.
– Find effective ways to promote best
practice environmental management
to builders.
36

‘‘
The archaeological management plan Landcom
put in place to ensure that significant indigenous
sites were mapped and given due respect has
helped protect our heritage at Prince Henry.
‘‘
Prince Henry in modern times is significant in that many of our community worked here
and were patients for generations. Prior to that the coastline was in constant use and
we’ve discovered five major walking tracks into the area. There’s evidence of ochre being
recovered for body painting in Little Bay, as well as large shell middens, axe grinding
grooves and engravings. Landcom has been great. They are easy to work with and there
have been no problems.
LA PEROUSE ABORIGINAL LAND COUNCIL, SITE OFFICER
INGREY
DAVID
37

CORPORATE
INDICATORS
IN 2003/2004 LANDCOM RETURNED $88 MILLION
TO THE NSW GOVERNMENT IN THE FORM OF
DIVIDENDS AND TAX-EQUIVALENT PAYMENTS.
GOOD PERFORMANCE WHERE
A TARGET IS NOT APPLICABLE
INDICATORS 16 TO 21 – PROFITABILITY
PURPOSE
Landcom’s objective is to operate as a successful corporate
entity with at least the same level of efficiency as any
comparable private sector company.
Indicators 16 to 21 provide a measure of Landcom’s
profitability.
TARGET
Landcom aims to operate as a successful business
and maximise the net worth of the State’s investment
in its operations.
RESULTS
Indicator 2003/2004 2002/2003
Sales revenue $333,253,723 $281,222,000
Sales margin 48.8% 51.2%
Return on sales 26.3% 29.5%
Earnings before interest
and tax (EBIT) $132,180,000 $127,130,000
Return on equity 24.6% 26.1%
Return on total operating
assets 15.1% 16.5%
INDICATOR 22 – FINANCING CAPACITY
PURPOSE
This indicator provides a comparison between Landcom’s
external financing arrangements and capital provided through
the State Government’s shareholder equity and profits
retained from previous years. Landcom’s maximum debt
levels are established through periodic capital structure
reviews undertaken by Landcom and the NSW Treasury.
TARGET
Landcom aims to provide a responsible balance between
its net debt and total equity.
RESULTS
Indicator 2003/2004 2002/2003
Debt to equity ratio 8.0% 9.5%
INDICATOR 23 – RETURNS TO GOVERNMENT
PURPOSE
This indicator measures Landcom’s annual return to the
State Government.
TARGET
Landcom’s objective is to provide an appropriate return to
the State Government. In 2003/2004 this represented 40%
of the Corporation’s net profit. In addition, Landcom pays
an income tax equivalent to the State. The tax rate
is currently set at 30% of net profit. Landcom also pays all
other NSW charges and taxes imposed on private-sector
organisations, including stamp duty and land tax. Landcom’s
returns to government assist NSW Government to fund
operations and capital works.
The balance of the Corporation’s net profit after payment of
dividends and income tax (currently 30% of earnings before
tax) is reinvested into Landcom’s activities.
RESULTS
Indicator 2003/2004 2002/2003
Returns to Government $87,978,000 $83,081,000
INDICATOR 24 – JOB CREATION
PURPOSE
This indicator measures the economic output and
employment generated from our activities.
TARGET
There is no specific target other than to demonstrate
tangible ways of how we contribute to the economy of NSW.
RESULTS
Indicator 2003/2004 2002/2003
Total number of jobs created
through Landcom’s activities 5,270 4,470
Total economic output
generated from
Landcom’s activities $413,026,700 $350,351,900
38

CASE STUDY
AUSTOOL
TOOLING UP FOR THE FUTURE WITH AUSTOOL
Job growth is a major priority for the New South Wales Government.
Its Western Sydney jobs plan encourages employment, investment
and innovation in what is one of Australia’s fastest-growing regions.
Landcom played a unique role, as the land owner and developer, in
creating new jobs at the Austool Business Park at Ingleburn.
The development is home to the Australian Centre for Toolmaking
Innovation – a state-of-the-art design and training complex that
opened for business in March 2004.
Landcom contributed the land, valued at $1.4 million, and spent
a further $4 million constructing the Centre. The Australian Federal
Government provided $1.2 million in start-up and operating capital.
The Centre comprises a production support, testing calibration and
certification service; specialised education and training; research
and development technologies; and a design and engineering studio.
The Austool Toolmaking Centre has the potential to generate
770 jobs, increase exports by $63 million and boost economic
activity by about $80 million over 10 years.
ENCOURAGE
EMPLOYMENT
Landcom Development Director, Graham Dickie, says “Austool began life as a not-for-profit company formed by toolmakers to
provide its members with access to resources beyond the reach of individual firms. It now leases space to companies so they
can conduct research and develop their products”.
“We granted Austool a concessional lease to allow an establishment period that will revert to market rental once Austool is up
and running commercially,” says Graham. “Austool will at any time be able to purchase the facility. The remainder of the site
was subdivided to create the Austool Business Park, offering 23 serviced sites specifically for toolmaking and related industries.
This provides potential for a technology park dedicated to enhancing toolmaking in Australia.”
Austool Chairman, John Wisby, describes the centre, which is the first of its kind in Australia, as “a landmark project”.
“The Austool Business Park is offering a struggling industry the opportunity to thrive again,” John says. “It will bring together
the wide range of facilities needed to drive innovation and production, improve today’s toolmakers and help them become
world competitive.”
AUSTOOL BUSINESS PARK
AUSTOOL BUSINESS PARK
39

CORPORATE
INDICATORS
CONTINUED
LANDCOM AIMS TO PROMOTE RESPONSIBLE
ENVIRONMENTAL AND SOCIAL PRACTICES IN THE
CONSTRUCTION INDUSTRY BY DEMONSTRATING
EXCELLENCE IN ITS OWN PRODUCTS.
GOOD PERFORMANCE WHERE
A TARGET IS NOT APPLICABLE
INDICATOR 25 – DEMONSTRATION PROJECTS
PURPOSE
Landcom aims to highlight projects delivered during the
reporting period which demonstrated industry best practice
or innovation in matters such as urban design, affordability,
community development, social and environmental
sustainability.
TARGET
Landcom aims to use demonstration projects to provide
leadership to the development industry and its stakeholders
in the promotion of best practice in its chosen fields
of excellence.
RESULTS
A number of Landcom projects delivered during 2003/2004
included a demonstration component designed to lead
the industry:
– Newbury (moderate income housing and accessory
dwelling units).
– Greenway Park Stage 3 (community consultation).
– Worrell Park (innovation in public art and community
facilities).
– Woodcrest Estate (consumer education on sustainable
living).
– ESP building – Victoria Park (incorporation of solar panels
through design review process).
– Claremont Meadows (conservation of Cumberland
Plain Woodland).
– Park Central (rehabilitation of degraded creek corridor
and increase of energy efficiency in homes).
– Prince Henry (management of indigenous and
non-indigenous heritage).
INDICATOR 26 – INTERNAL AND EXTERNAL
TRAINING
PURPOSE
This indicator measures Landcom’s efforts in providing
training for its staff and service providers as well as raising
the awareness within industry of issues such as better
design, housing choice, sustainable development
and affordable housing.
TARGET
A major strategic priority for Landcom is to pursue a role as
a national leader in innovation. Landcom aims to host training
seminars, courses and key industry forums as an effective
way of exchanging ideas and promoting issues and initiatives
which have a high profile or are of strategic importance
to government.
RESULTS
Landcom conducted an extensive range of internal training
courses during 2003/2004. Key areas covered by internal
training courses included:
– Performance management.
– Presentation skills.
– Urban design.
– Development management.
– Finance.
– Merit selection techniques.
Landcom also undertook a number of external training events
and industry forums:
– Induction training for all pre-qualified civil works contractors
and external project managers.
– Local Government Conference (October 2003): Intended
to foster closer working relationships between Landcom and
local government. The key themes of this conference were
community development, affordable housing and water
sensitive urban design.
– Water Sensitive Urban Design Forum (March 2004):
Intended to raise awareness and promote the practice
of water sensitive urban design among development industry
and local government.
40

INDICATORS 27 AND 28 – SUPPLIER
PRE-QUALIFICATION
PURPOSE
This indicator provides information on the number of
development partnering tenders called which required
Landcom’s private sector partners to adhere to particular
sustainability criteria and the total number of suppliers that
possess pre-qualification based on sustainability criteria.
TARGET
Landcom aims to promote responsible environmental and
social sustainability practices further down the construction
industry supply chain through its own projects. The objective
is to encourage Landcom’s industry partners to establish
these practices with their other clients.
RESULTS
Landcom’s key supply chain management processes include:
– Triple bottom line criteria and targets in all development
partnership tenders and project delivery agreements with
the private sector.
– Triple bottom line criteria and targets in all building
contracts under Landcom’s direct control.
– Triple bottom line targets in all design briefs.
– Environmental, and health and safety criteria in
pre-qualification and on-going performance management
of civil works contractors, project managers and landscape
contractors.
The following development partnership tenders were called
during the year which included Landcom’s triple bottom line
criteria and targets:
Project
Successful Tenderer
Victoria Park, Zetland –
residential stage 4
Developer – Austcorp.
Prince Henry Project, Developer –
Little Bay – stage 1
Stockland Group.
Park Central,
Builders – Admark,
Campbelltown
Cosmopolitan and Wincrest.
Macarthur Gardens, Builders – Cosmopolitan,
Campbelltown
Rawson and Masterton.
INDICATOR 29 – STAKEHOLDER RELATIONSHIP
MANAGEMENT
PURPOSE
This indicator provides a qualitative description of the
stakeholder engagement program that Landcom conducted
throughout the reporting period in relation to its triple bottom
line reporting.
TARGET
Landcom aims to brief and consult regularly with its social
and environmental stakeholders to ensure that the triple
bottom line reporting system remains relevant and can
accommodate new trends and requirements.
RESULTS
Landcom commissioned environmental consulting firm
URS to undertake stakeholder consultation in relation to
Landcom’s 2002/2003 Sustainability Report. The dialogue
was designed to seek feedback from Landcom’s
stakeholders on the matters of:
– Usefulness of the information provided.
– Accessibility of the information.
– Appropriateness of format and presentation.
– Transparency.
– Potential improvements to the report and Landcom’s
stakeholder engagement.
– Landcom’s role as a leader and innovator in sustainable
development.
The stakeholder consultation also forms part of the
assurance process for the 2003/2004 report under the
AA1000 Assurance Standard. The stakeholder consultation
included the following areas:
Responsiveness
The majority of stakeholders interviewed considered
Landcom’s general responsiveness to be “good” or
“very good”. Most respondents, particularly those from
environmental and community groups, felt Landcom to be
proactive in its engagement with these groups and very
responsive to their requests.
Completeness
More than half of the respondents rated the completeness
of reporting economic, environmental and social performance
to be “good” or “very good”. However, it was noted that
more could be done to increase the coverage of the
indicators, particularly social indicators.
41

CORPORATE
INDICATORS
CONTINUED
IN JUNE 2004, LANDCOM SIGNED A CONTRACT
WITH INTEGRAL ENERGY TO PURCHASE GREEN
POWER FOR ITS HEAD OFFICE IN PARRAMATTA.
GOOD PERFORMANCE WHERE
A TARGET IS NOT APPLICABLE
Materiality
Respondents were asked to rate the adequacy of information
provided in enabling them to make informed decisions. The
majority of respondents rated the materiality of information
as “average” to “very good”.
On the whole, the report was deemed to be “the best
around” and at the “high end” for the purpose of a reference
document. Landcom was acknowledged to be a leader in
sustainability and triple bottom line reporting within the
property sector.
The URS work revealed that the key strengths of the
report were:
– Clear presentation of objectives and rationale.
– Inclusion of targets.
– Practical and appropriate use of indicators (clear
and transparent).
– Forward thinking and strategic commitment to the
triple bottom line.
– Well presented and comprehensive.
– High level of consultation with stakeholders to
develop indicators.
Key weaknesses of the report were:
– Lack of absolute figures.
– Not always a clear distinction as to which indicators apply
to land or built product.
– No reference to transport or access indicators.
– Need for additional biodiversity and community
development indicators.
– Lack of information on land supply and addressing housing
affordability issues.
– Too much information in some instances.
– Difficulty in measuring some indicators (as acknowledged
by Landcom).
INDICATOR 30 – ABORIGINAL EMPLOYMENT
OPPORTUNITIES
PURPOSE
This indicator monitors Landcom’s efforts in providing
employment and training opportunities for people of
Aboriginal or Torres Strait Islander background.
TARGET
Landcom is seeking to establish a cadetship program for
tertiary students of Aboriginal or Torres Strait Islander
background. The purpose of the cadetship is to support
members of the Aboriginal or Torres Strait Islander
communities by offering them a scholarship to finance their
tertiary studies combining the skills gained from their studies
with practical work experience offered by Landcom.
RESULTS
Landcom has been proactive in its attempts to recruit an
Aboriginal cadet during the past year. Despite advertising the
cadetship position on two occasions, Landcom was unable
to find a suitable candidate in a property related field.
Landcom intends to review the opportunity for recruiting
an Aboriginal cadet during 2005.
INDICATOR 31 – EMPLOYEE SATISFACTION
PURPOSE
This indicator provides an assessment of the overall
satisfaction of Landcom’s permanent and long-term contract
employees. Landcom conducts regular staff surveys to
measure the Corporation’s performance against many
employee satisfaction indicators.
TARGET
Landcom aims to maintain a high level of employee
satisfaction.
RESULTS
Landcom conducted a Staff Attitude Survey in June 2004.
When asked: “Considering everything, Landcom is a good
place to work”, the response was:
– 83% agree.
– 11% neither agree nor disagree.
– 6% disagree.
42

INDICATOR 32 – EMPLOYEE RETENTION RATE
PURPOSE
This indicator measures the effectiveness of Landcom’s
human resources management and employee relations by
disclosing the Corporation’s annual employee retention rate.
TARGET
Landcom aims to perform better than the NSW public sector
annual employee retention rate.
RESULTS
Landcom’s employee retention rate for 2003/2004 was
90.4%, with 12 permanent staff members resigning from a
total of 125. This is a slight decline on last year’s result of
92.4%.
The result is marginally higher than the annual employee
retention rate of 89.7% for the NSW public sector.
INDICATOR 33 – ENERGY USE AND GREENHOUSE
GAS EMISSIONS
PURPOSE
Landcom aims to provide information on the quantity of
energy used and greenhouse gas emissions produced as a
result of its corporate operations. These are defined as all
Landcom’s offices and its vehicle fleet (excluding vehicles
supplied as part of salary packaging arrangements).
TARGET
This indicator is calculated and reported in accordance with
the requirements of the Government Energy Management
Policy.
INDICATOR 34 – STRATEGIC AND COMPLEX
DEVELOPMENT
PURPOSE
This indicator measures Landcom’s ability to undertake
strategic and complex projects – those that “necessitate
government involvement to overcome and secure against
significant constraints and risks”. These are usually projects
that the private sector is either unwilling or unable to accept.
TARGET
Landcom aims to be the first choice for government
agencies and others to manage strategic and complex
projects.
RESULTS
Landcom continues to expand its role in undertaking
strategic and complex projects. Landcom is involved in
the following strategic and/or complex projects:
– Bringelly release area.
– Edmondson Park release area.
– Menangle Park release area.
– Prince Henry project.
– Second Ponds Creek.
– Riverstone release area.
– Green Square Town Centre.
– South Hoxton Park release area.
– Warnervale District Town Centre.
– Rouse Hill Regional Centre.
RESULTS
Indicator 2003/2004 2002/2003
Energy used (electricity) kWh 305,080 256,040
Petrol consumed litres 18,280 49,268
CO 2 emissions tonnes 333 356
In June 2004, Landcom signed a contract with Integral
Energy to purchase “Green Power” for its head office in
Parramatta, NSW.
43

CORPORATE
INDICATORS
CONTINUED
LANDCOM INCURRED TWO LOST TIME INJURIES
IN THE REPORTING PERIOD. BOTH THESE INJURIES
WERE INCURRED OUTSIDE WORK PLACES OVER
WHICH LANDCOM HAS NO CONTROL.
ADDITIONAL CORPORATE INFORMATION
FREEDOM OF INFORMATION
Landcom complies with the Freedom of Information Act 1989.
During 2003/2004 Landcom received three Freedom of
Information Applications in which it granted the information
in one and partly granted the information in another. The third
Application was not finalised during this reporting period.
Landcom also received four requests from agencies for the
release of information relating to Landcom activities. In three
of the instances the release of information was approved and
in the fourth it was partially granted.
Landcom’s Statement of Affairs was published in December
2003 and the Summary of Affairs was published in June
2004, in the NSW Government Gazette.
PRIVACY
Landcom is committed to ensuring the protection of the right
to privacy of its staff and clients, and has voluntarily
committed to comply with the following legislation:
– Privacy and Personal Information Protection Act 1998
(NSW) and
– Privacy Amendment (Private Sector) Act 2000
(Commonwealth) as applicable.
Landcom’s Privacy Management Plan and Policy is scheduled
to be reviewed in 2004 in accordance with changes to the
Health Records and Information Privacy Act 2002 which
commences on 1 September 2004.
The Freedom of Information (FOI) and Privacy Coordinator
can be contacted by writing to:
FOI and Privacy Coordinator
Landcom
PO Box 237
Parramatta NSW 2124
WASTE REDUCTION AND PURCHASING POLICY
Under the Waste Avoidance and Resource Recovery Act
2001, Landcom is required to report biennially to the
Department of Environment and Conservation (DEC) on
progress made to:
– Reduce generation of waste.
– Increase resource recovery (including reuse and recycling).
– Increase the use of materials with recycled content.
Landcom provided its Waste Reduction And Purchasing
Policy (WRAPP) report in accordance with the DEC reporting
requirements. The last WRAPP report was submitted to the
DEC in August 2003 for the reporting period of 2001-2003.
The next WRAPP report for the period of 2003/2005 is due
late in 2005. These requirements are now incorporated in
Landcom’s Triple Bottom Line reporting framework and
reported under Indicator 7.
CODE OF CONDUCT
Landcom adopted a new Code of Conduct in 2003. All staff
were briefed at the time, all staff members joining Landcom
since then are briefed on the Code during their induction to
the organisation.
OCCUPATIONAL HEALTH AND SAFETY
All Landcom managers and staff members are accountable
for the health and safety impacts of the activities of the
organisation as a land developer. Under the core policy
commitment “to the best possible outcomes in occupational
health, safety and rehabilitation for all of our staff and
external project service providers”, all Landcom staff
members share the responsibility for developing,
implementing and reviewing health and safety plans and
procedures and maintaining a safe working environment.
Landcom incurred two Lost Time injuries in the reporting
period. Both these injuries were incurred outside work places
over which Landcom has no control.
Landcom also commenced independent Occupational Health
and Safety audits in November 2003 to ensure compliance
with contract conditions. 6 civil works contracts and 1
building contract had Occupational Health and Safety audits
undertaken. No breaches of legislation were identified during
any of the audits.
Further information on statutory reporting requirements such
as Board sub-committees, risk management and
remuneration is available in the Statutory Requirements
report on the CD-ROM enclosed.
44

ASSURANCE
STATEMENT
Corporate Sustainable Solutions
TO THE BOARD AND STAKEHOLDERS OF LANDCOM:
Landcom commissioned URS Australia Pty Ltd (URS) to undertake a stakeholderengaged
independent assurance program of this Sustainability Report 2004 (the
“report”). The audit team was multi-disciplinary comprising of economic, environmental
and social specialists, and included a series of external stakeholder interviews.
All team members were deemed competent in accordance with the URS Assurance
Principles, and their expertise and qualifications communicated to Landcom. The
report presents Landcom’s sustainability performance over the period 1 July 2003
to 30 June 2004. Landcom was responsible for the preparation of the report and this
statement represents the auditor’s independent opinion. URS was not responsible for
preparation of any part of this report. The audit team based in URS Melbourne has not
undertaken any other commissions for Landcom.
ASSURANCE OBJECTIVE
The objective of the assurance process is to provide the Board and stakeholders of Landcom with an independent
opinion on the credibility of the report, and underlying systems, process and competencies that deliver the relevant
information.
ASSURANCE
ASSURANCE PROCESS
Our approach to assurance provision has been aligned with the AA1000 Assurance Standard and assurance provisions
of the Global Reporting Initiative’s 2002 Sustainability Reporting Guidelines.
The assurance engagement was undertaken in August 2004. The process involved:
– interviewing key external stakeholders regarding their views on Landcom’s responsiveness to stakeholders and
material sustainability issues faced by Landcom. Accordingly, the assurance process was stakeholder-engaged;
– a review of Landcom’s key sustainability strategies, policies,
objectives, management systems, measurement and reporting
procedures, background documentation and data collection and
reporting procedures;
– a review of the report for any major anomalies;
– an overview of the embeddedness of Landcom’s key social and
environmental policies;
– a series of interviews with key personnel, including external
consultants and contractors, responsible for data provision, collating
and writing various parts of the report in order to ensure selected
claims were discussed and substantiated;
– the examination of the aggregation and derivation of, and underlying
evidence for, over 150 selected data points and statements made in
the report; and
– a review of selected external media sources relating to Landcom’s
adherence to its sustainability policies.
In addition, the scope incorporated reviewing reported performance
against the three principles of the AA1000 Assurance Standard:
materiality, completeness and responsiveness.
ASSURANCE LIMITATIONS
– Our scope of work did not involve verification of financial data,
other than that relating to environmental, social or broader economic
performance.
45

ASSURANCE
STATEMENT
CONTINUED
Corporate Sustainable Solutions
OUR OPINION
Based on the scope of the assurance process, the following represents URS’ opinion.
STATEMENT
– The level of data accuracy presented within the report is considered high, but some additional improvements to data
management are recommended to reduce potential for minor anomalies. Data trails selected were easily identifiable
and traceable, and the personnel responsible were able to reliably demonstrate the origin(s) and interpretation of data.
– The statements made in the report appropriately reflect environmental, social and economic performance achieved
during the period.
Overall, the auditor is satisfied that the report is a fair and accurate representation of the organisation’s environmental,
social and economic performance. Landcom has also taken on board recommendations made by URS in 2003.
Our opinion is based on the conclusions drawn from the assurance process, details of which are provided below.
CONCLUSIONS
– Accuracy of reported information: The findings of the assurance program provide confidence in the reporting
processes established. The examination of selected data points and statements made in the report resulted in URS
identifying a low percentage of minor inaccuracies in the reported information. The identified inaccuracies were
satisfactorily amended by Landcom prior to publication of the report.
– Materiality: Issues material to stakeholders, as identified during URS’ stakeholder engagement process, and through
other internal processes have been considered and communicated within the report.
– Completeness: The report represents a complete account of
organisational performance. URS completed a GRI review for Landcom,
which found that the Landcom indicators cover a significant breadth of
sustainability issues faced by the sector.
– Responsiveness: The responsiveness to stakeholder concerns at
Landcom is considered high. URS’ external stakeholder survey as part
of this assurance process found that stakeholders were content with
the level of communication by Landcom, and generally regarded the
organisation to be a leader in its field in sustainability.
– Recommendations: URS has provided suggestions for reporting
improvement in some areas, including improving some data
management practices, reviewing the sustainability indicators and
increasing their coverage, and extending the stakeholder engagement
process to include internal stakeholders. These have been outlined in
a more detailed management report presented to Landcom.
On behalf of the audit team
31 August 2004
Melbourne, Australia
Terence Jeyaretnam
Principal, URS
46

GLOSSARY
AVERAGE RECURRENCE INTERVAL (ARI)
The long-term average number of years
between the occurrence of a flood as
big as (or larger than) the selected
event. For example, floods with a
discharge as great as (or greater than)
the 20-year ARI flood will occur on
average once every 20 years.
BASIX
The Building Sustainability Index is a
web-based planning tool designed to
assess the potential performance of
new homes against a range of
sustainability indices: landscape,
stormwater, water, thermal comfort
and energy.
CARBON DIOXIDE (CO 2 )
Carbon dioxide is the most significant
greenhouse gas, not because it is the
strongest but because it is released in
such vast quantities, mainly as a result
of burning fossil fuels (coal, oil, and
gas). Concentrations in the atmosphere
have risen rapidly (by 30%) since the
industrial revolution.
CARBON DIOXIDE EQUIVALENT (CO 2 -E)
Greenhouse gas emissions which
include other gases (for example
methane) are often measured in tonnes
of carbon dioxide equivalent, which
means the equivalent amount of
CO 2 emissions which would have the
same effect.
DIPNR
Department of Planning, Infrastructure
and Natural Resources.
GREENHOUSE GAS EMISSIONS
Greenhouse gases absorb heat and
warm the lower atmosphere, although
they make up very little of it by volume
(less than 1%). In the absence of
greenhouse gases the average global
temperature would be about -18 o C, and
the earth would be uninhabitable.
However, since industrialisation the
concentration of greenhouse gases has
been rising, mainly as a result of
burning fossil fuels (coal, oil and gas).
CO 2 levels, for example, have increased
by 30%. This is causing the climate to
change, and the global temperature to
rise. The more common greenhouse
gases are carbon dioxide (CO 2) and
methane.
GREYWATER
Domestic wastewater excluding toilet
waste but may include wastewater
arising from a hand basin, kitchen,
bath, shower and laundry.
MACROPHYTE ZONE
An area of plants such as rushes and
reeds that improve water quality by
trapping fine particles and nutrients
such as nitrogen and phosphorus.
MASTERPLAN
An interpretation of the planning
controls and urban design principles for
a site setting the framework for future
development.
MODERATE INCOME HOUSING
Housing that is affordable to those
households on incomes between
$45,000 and $68,000 per year (2003
dollars).
NatHERS
The Nationwide House Energy Rating
Scheme is a software application that
simulates the energy consumption of a
house design. Developed by the CSIRO
in consultation with Australian
governments, NatHERS provides a
rating of between 0 and 5 stars to
show the potential of a house to be
energy efficient. The rating is based on
a detailed computer simulation of the
house using hourly weather data.
A rating of 0 represents a poorly
performing house, while a rating of
5 is excellent.
NPWS
National Parks and Wildlife Service.
OHS&R
Occupational Health, Safety and
Rehabilitation.
POTABLE WATER
Water that is drinkable.
RIPARIAN CORRIDOR
A riparian corridor is the land directly
adjacent to or surrounding a natural or
artificial waterway, including rivers,
intermittent or permanent creeks and
streams, wetlands and lakes. The
corridors provide a crucial link between
land and water ecosystems.
RTA
Roads and Traffic Authority.
STAKEHOLDER
Any individual or group that has a
vested interest in the success of an
organisation in delivering intended
results and maintaining the viability of
the organisation’s products and
services. For example, the local
community is a stakeholder in a major
construction development.
Stakeholders influence programs,
products, and services.
TERRESTRIAL
Living or growing on land rather than
in water or air.
TRIPLE BOTTOM LINE (TBL)
The concept of considering not just the
economic value a corporation creates,
but also how its activities impact
society and the environment.
WATER SENSITIVE URBAN DESIGN
(WSUD)
WSUD refers to the design principles
that aim to reduce the impact of
interactions between the urban built
form (including urban landscapes) and
the urban water cycle as defined by the
three urban water streams of potable
water, wastewater and stormwater.
47

LANDCOM
OFFICE LOCATIONS
ACCESS
Landcom’s head office is open from
Monday to Friday between the hours of
8.00 am and 6.00 pm (except Public
Holidays).
Landcom’s other offices at
Campbelltown, Newcastle, Zetland and
Little Bay are open between the hours
of 9.00 am and 5.00 pm.
Landcom Sales Offices are generally
open from 10.00 am to 5.00 pm seven
days a week.
Please send your comments to
sustainability@landcom.nsw.gov.au.
For more information about Landcom
projects and sustainability initiatives go
to www.landcom.nsw.gov.au.
HEAD OFFICE
LANDCOM
Riverbank Corporate Centre
Level 2, 330 Church Street
Parramatta NSW 2150
PO Box 237
Parramatta NSW 2124
Phone (02) 9841 8600
Fax (02) 9841 8688
Email
sustainability@landcom.nsw.gov.au
Website
www.landcom.nsw.gov.au
OTHER OFFICES
CAMPBELLTOWN
Landcom Commercial
1 Bolger Street
Campbelltown NSW 2560
PO Box 88
Campbelltown NSW 2560
Phone (02) 4625 8055
Fax (02) 4625 7179
LITTLE BAY
1430 Anzac Parade
Little Bay NSW 2036
PO Box 6151
Malabar NSW 2036
Phone (02) 8347 3444
Fax (02) 8347 3456
NEWCASTLE
Level 4, Suite G
251 Wharf Road
Newcastle NSW 2300
PO Box 33
Newcastle NSW 2300
Phone (02) 4929 4977
Fax (02) 4929 4034
ZETLAND
100 Joynton Avenue
Zetland NSW 2017
Phone (02) 9697 0022
Fax (02) 9697 0322
48

DESIGNED AND PRODUCED BY ROSS BARR & ASSOCIATES PTY LIMITED
THIS REPORT IS PRINTED ON PAPER THAT IS TOTALLY DERIVED FROM DESIGNATED
SUSTAINABLE FOREST REGIONS. THE PULP IS BLEACHED USING PROCESSES
THAT DO NOT USE ELEMENTAL CHLORINE. SOY-BASED INKS WERE USED FOR PRINTING.