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Stakeholder engagement – progress and priorities Future Past Present 24 <strong>Stockland</strong> Corporate Responsibility & Sustainability Report June 2010 Last year, we said we would: This past year, we have: Results Pilot regional stakeholder engagement Completed five regional plans for the most complex of our catchments plans for our four largest and most (all in Queensland). complex catchments. Achieved outcome Ensure that all our active property assets and Prepared proactive stakeholder engagement plans for 100 per cent development projects have a proactive and of our projects. measurable stakeholder engagement plan Achieved in place by the end of FY10. outcome Put stakeholder engagement plan Established and implemented performance metrics for stakeholder performance metrics in place for all our engagement for senior employees, including Development and senior employees and our Development Asset Managers. Achieved and Asset Managers. outcome In the coming year, our priorities are to: > Establish either regional or state stakeholder engagement plans covering operations in Queensland, New South Wales, Victoria and Western Australia. > Consolidate regular updating and reporting processes for stakeholder engagement plans. > Establish metrics on job creation, livability and disabled access. > Increase the provision of tools and training workshops to support the achievement of performance management metrics.
CASE STUDY Building better community relationships – Sandon Point Sandon Point, NSW In November 2009, we were granted development approval to create a beachside residential community at McCauley’s Beach, Thirroul in New South Wales. We aim to provide the community with a quality modern development that respects and highlights the area’s Indigenous heritage, while protecting and enhancing the local character and environment. The project will comprise a north and a south precinct including: • Four phased villages, including 167 single dwellings and 14 town houses, • Rehabilitation of Hewitts, Woodlands and Tramway creeks, with native vegetation completing almost nine hectares of green open spaces. This will result in over one-third of the site being transferred to public ownership. Since we acquired the landholdings in 1999, the undertaking of the project has, at times, led to strained relationships with some members of the local community. We understand the contested history around development at McCauley’s Beach and we recognise the need to make a renewed effort to build better relationships with the local community. The key areas of concern for our stakeholders are Indigenous and European heritage, climate change and the environment. Indigenous and European Heritage There are a number of Indigenous groups who have identified the area as their country. The New South Wales Government gazetted a section of coastal land at Sandon Point as an Aboriginal Place to preserve the significant area as open space. This preserved area is not on our development site. There is a possibility that some Aboriginal artefacts may exist on McCauley’s Beach and investigations into any artefacts found will be undertaken with the participation of representatives of the Aboriginal community and the Department of Environment, Climate Change and Water. We are exploring a range of proposals to acknowledge and celebrate the heritage of the locality, such as building a viewing platform on McCauley’s Beach which will provide information on the cultural history of the area. Climate Change and Environment In 2007 the concept plan approval for the development was revoked by the Land and Environment Court which ruled that the consideration of the impacts of climate change was inadequate. In response to these claims we undertook detailed climate change and flooding assessments. Studies of the ‘100 year flood’ show that the residential development is not at risk of possible ocean rise as a result of climate change. Our creek design will also ensure that all housing lots are above the one in 100 year flood level, as adjusted for climate change predictions. The development will also see the restoration of three riparian corridors. Water-sensitive urban design will be incorporated as part of the creek design, to ensure that only clean water runs downstream. Community Engagement Our reputation has suffered, at times unfairly, over the course of the project. We have learned valuable lessons about the importance of proactive stakeholder engagement and are committed to listening and responding to local residents, Indigenous groups and our other stakeholders. As such, we have established: • A dedicated project website which provides stakeholders with regular updates and an avenue to submit feedback, • An Information Centre where the community can talk to the project team and view information, including plans, • Community information sessions to provide one-on-one contact with the project team, • A freecall information line so that enquiries can be responded to quickly and effectively, • Regular newsletters which provide up-to-date information about the project, • Notification letters to alert local residents of upcoming project works that may affect them. Since we reported on this project in our CR&S report 2008, we have implemented stakeholder engagement plans across 100 per cent of our projects and operations. <strong>Stockland</strong> Corporate Responsibility & Sustainability Report June 2010 25
Page 1 and 2: Corporate Responsibility & Sustaina
Page 3 and 4: stockland CR&S Board Committee We a
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: Our approach to stakeholder engagem
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
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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
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CASE STUDY Retirement Living solar
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We will continue to strive for lead
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Total Scope 3 (kgCO 2 -e) FY10 FY09
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Our energy consumption Purchased el
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Our natural environment Biodiversit
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CASE STUDY Our ‘Green Office Fito
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Residential and Retirement Living w
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CASE STUDY 2 Victoria Avenue - Flag
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CR&S 2010 Nabers Ratings NABERS Off
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CR&S 2010 GRI Index Global Reportin
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GRI indicator 4. Governance, commit
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GRI indicator Responded to in FY10
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GRI indicator Society indicators Co
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Independent Assurance Statement Sto
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Banarra identified the following ar
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