Download PDF - Stockland

More documents

Recommendations

Info

Stockland Corporate Responsibility & Sustainability Report June 2010 Message from our CR&S Board Committee Left to right: Matthew Quinn, Barry Neil, Nick Greiner and Graham Bradley. 2 Stockland Corporate Responsibility & Sustainability Report June 2010 We are pleased to present Stockland’s 2010 Corporate Responsibility and Sustainability Report. Business performance and strategy Our business delivered a solid performance in FY10. Our efforts to build on our core property strengths and refine our strategic approach during the downturn served us well. We delivered consistent growth in our operating businesses and are positively positioned for the future. In our Residential Communities business we achieved record lot settlements and aim to extend our market-leading position by using geographic and product diversity to further grow our market share. Our Retirement Living business performed well with high occupancy in our established villages and strong demand in our new developments. This business is a key growth platform with a $1.1 billion development pipeline, including six villages already underway, and is set to deliver good organic growth over the coming years. Difficult market conditions continue to create challenges for our Commercial Property business, which achieved steady performance for the year. Growth in this business will be achieved by enhancing the quality of our retail assets to create shopping centres that are leaders in their trade areas. This redevelopment program is already progressing well with the completion of two centres last year, three due for completion in FY11, and six more to follow. Our sustainability approach Our approach to sustainability has evolved over the past five years as we’ve sought to understand and respond to the interests of our people, marketplace and the wider community. During this time we have improved our stakeholder engagement practices and have implemented initiatives in response to our environmental impacts. Embedding sustainability This year we continued to strengthen our environmental performance and community development capability by putting in place sustainability action plans and policies for each of our business units. Our project and asset teams have ready access to sustainability advisers and practical tools, enabling us to create and operate ecoefficient buildings, and develop Residential and Retirement Living projects that are responsive to the needs of our communities. Recognition Pleasingly our environmental and social sustainability actions have achieved wide recognition in FY10. In 2009 we were awarded Sustainable Company of the Year by Australia’s Ethical Investor magazine in recognition of our stakeholder engagement practices, specifically listening and responding to the interests of local communities and our strategic approach to climate change. The Corporate Knights’ Global 100 list, announced at the 2010 Davos Conference, ranked us as the 24th most sustainable organisation globally.
stockland CR&S Board Committee We also continue to be included in the Dow Jones Sustainability Index (DJSI World), the FTSE4Good Index and the Australian Climate Leadership Index. People Our management team and skilled employees have been integral to our success over the past year. They have worked hard to ensure we have the right capabilities to continue to develop our business. Our focus on learning and development was recognised in this year’s annual employee survey with employees rating our programs well above the global high performing norm and we again achieved a strong employee engagement score of 82 per cent. Also, our commitment to gender diversity and flexible work practices is delivering business benefits, with the proportion of employees returning from parental leave increasing from 69 per cent to 82 per cent during FY10 resulting in improved productivity. Contributing to local communities We aim to create vibrant communities that thrive long after we have completed development and in order to achieve this, we understand that a focus on social sustainability needs to be integrated into the way we do business – this is true across all asset types. We have found that a sense of community is an important purchase driver for our residential customers. In our Retirement Living business, this is rated as one of the key reasons for selecting a village. For our retail centres, working with stakeholders to contribute to the local area is vital as a shopping centre is often a hub for the local community. Over the coming year we will develop an organisation-wide community strategy, and identify key metrics to benchmark our performance, including our contribution to local employment and the livability of our communities. Climate change and energy efficiency Throughout the year we continued to advocate for streamlined reporting systems, and incentives for improved energy efficiency, including initiatives to encourage the retrofitting and operation of eco-efficient retail centres. We have also highlighted the need for our sector to work in partnership with government and utilities providers to deliver lower carbon buildings and communities, with mutually agreed targets and timeframes. The eco-efficiency performance of our office and retail portfolios remains a key focus. Over the past year across our office assets we reduced our energy intensity by 7 per cent, however in our retail assets we increased our energy use by 2 per cent. Our investigations indicate that energy intensity increased in our newer centres, where retailers have installed high-intensity lighting generating considerable heat loads. Our newer centres also typically encompass better services requiring more energy, such as travelators. Further, some of our centres have increased their trading hours. To address these issues we will work with retailers to trial lower energy lighting, and use tools such as Green Star Retail to inform our early design decisions. In FY11 we will also report in a way that accounts for hours of operation. The year ahead We will continue to focus on creating long-term value, from investing in the eco-efficiency performance of our assets, to creating and supporting thriving local communities. Nick Greiner Chair of CR&S Board Committee Graham Bradley Chairman Barry Neil Non-Executive Director Matthew Quinn Managing Director Top left to right: Graham Bradley (Chairman); Nick Greiner (Chair of CR&S Board Committee); Barry Neil (Non-Executive Director); Matthew Quinn (Managing Director); Karyn Munsie (Executive General Manager, Corporate Affairs); Siobhan Toohill (General Manager, Corporate Responsibility and Sustainability). Stockland Corporate Responsibility & Sustainability Report June 2010 3
Page 1: Corporate Responsibility & Sustaina
Page 5 and 6: FY10 key achievements and prioritie
Page 7 and 8: Memberships To promote sustainabili
Page 9 and 10: Our business What We Do We have a l
Page 11 and 12: Our Value Chain We own, manage and
Page 13 and 14: Key financial results Underlying pr
Page 15 and 16: Doing the right thing as a property
Page 17 and 18: Common Practices and Values Corpora
Page 19 and 20: Retirement Living Sustainability Po
Page 21 and 22: UN Principles for Responsible Inves
Page 23 and 24: Our approach to stakeholder engagem
Page 25 and 26: CASE STUDY Building better communit
Page 27 and 28: CASE STUDY Engaging our retailers -
Page 29 and 30: Stockland UK - progress and priorit
Page 31 and 32: Our people - progress and prioritie
Page 33 and 34: We are committed to acting on feedb
Page 35 and 36: CASE STUDY Parental transitions pro
Page 37 and 38: CASE STUDY Safe Work Week at Stockl
Page 39 and 40: CASE STUDY Gateway asset management
Page 41 and 42: Employee metrics All employee metri
Page 43 and 44: Employee turnover During the report
Page 45 and 46: Our marketplace - progress and prio
Page 47 and 48: Our marketplace comprises our relat
Page 49 and 50: CASE STUDY CSR 5 Star Green Star in
Page 51 and 52: CASE STUDY Housing affordability Ex
Page 53 and 54:
In recognition of the need to conti
Page 55 and 56:
Over the past year we have enhanced
Page 57 and 58:
CASE STUDY Framing energy efficienc
Page 59 and 60:
CASE STUDY EnviroDevelopment at Poi
Page 61 and 62:
Our community - progress and priori
Page 63 and 64:
Community development Our community
Page 65 and 66:
Stakeholder engagement As outlined
Page 67 and 68:
CASE STUDY Dress for Success Stockh
Page 69 and 70:
Measuring Community Investment We u
Page 71 and 72:
Climate and our environment - progr
Page 73 and 74:
Climate and our environment - progr
Page 75 and 76:
CASE STUDY Retirement Living solar
Page 77 and 78:
We will continue to strive for lead
Page 79 and 80:
Total Scope 3 (kgCO 2 -e) FY10 FY09
Page 81 and 82:
Our energy consumption Purchased el
Page 83 and 84:
Our natural environment Biodiversit
Page 85 and 86:
CASE STUDY Our ‘Green Office Fito
Page 87 and 88:
Residential and Retirement Living w
Page 89 and 90:
CASE STUDY 2 Victoria Avenue - Flag
Page 91 and 92:
CR&S 2010 Nabers Ratings NABERS Off
Page 93 and 94:
CR&S 2010 GRI Index Global Reportin
Page 95 and 96:
GRI indicator 4. Governance, commit
Page 97 and 98:
GRI indicator Responded to in FY10
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
GRI indicator Society indicators Co
Page 105 and 106:
Independent Assurance Statement Sto
Page 107 and 108:
Banarra identified the following ar
show all

Download PDF - Stockland

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?