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Our marketplace Our responsible interactions in the marketplace, with our customers, suppliers, investors and government, are key dimensions of our strategy. Our marketplace 44 Our marketplace – progress and priorities 45 Our customers 47 customer engagement 47 livable housing design 50 housing affordability 50 affordable products and services 52 Our suppliers 52 engaging our suppliers 52 Responsible supply chain management 52 Our investors 54 Investor relations 54 Our industry and government 55 Government relations 55 emerging regulation 55 industry engagement 58 44 Stockland Corporate Responsibility & Sustainability Report June 2010
Our marketplace – progress and priorities Past Last year, we said we would: Present This past year, we have: Results Future In the coming year, our priorities are to: Our customers Improve understanding of our business customers’ experiences of our organisation. Implement our diversity strategy, and specifically improve access for people with disabilities to our property assets. Our suppliers Enhanced housing affordability by: • Developing an Affordability Benchmarking Tool, • Developing a ‘product to market’ matching process, • Enhancing product innovation, • Influencing external factors affecting affordability. FY10 Achievement Achieved a significant improvement in our understanding of our: • Retirement Living tenants’ level of happiness, and • Residential customers’ level of satisfaction. Achieved outcome Completed an accessibility checklist for all Commercial Property assets. Participated in the development of the National Dialogue on Universal Housing Design’s Strategic Plan and Livable Housing Design Guidelines. Ongoing > Develop an organisation-wide methodology to examine our contribution to local employment. > Engage with government on the benefits of creating smaller and more affordable housing lots. > Establish targets for lower-cost housing (relative to the local area) in each of our residential communities. > Continue to pilot and replicate innovative low-cost housing product with our partner builders. > Continue to improve our customer understanding, satisfaction, retention and performance particularly through ongoing and wider surveying of customers. > Commence retrofitting to improve access for people with disabilities, starting with high priority sites. > Design and build all new retirement living dwellings to meet the National Dialogue on Universal Housing Design’s Strategic Plan’s ‘silver standard’ in FY11, and 25% of our new residential community homes are to meet the ‘silver standard’ by 2013. Improve the frequency and quality of Health, Safety and Environment (HSE) communications with contractors and maintain an effective audit program. Continue to improve the quality of our contractors’ reporting and monitor their response to incidents and non-compliances. Complete the implementation of the contractor induction program in the Commercial Property business and trial it in our Residential business. Develop a new IRIS (Incident Reporting and Investigation System) module for risk management which will include registers of pre-qualified auditors and audit results and action plans. Conducted HSE component for primary contractor induction, including formal handover to project manager. Incorporated and highlighted Indigenous and environmental issues for projects. Attended construction meetings, development meetings and primary contractor inductions. Established contacts to improve ability of contractors to contact appropriate Stockland HSE support personnel. Continued to develop changes to online contractor induction program in readiness for roll out to our Residential business. Tested a new IRIS module for audits. Improved functionality of IRIS modules. Achieved outcome Ongoing > Conduct HSE development forums with senior contractor and HSE personnel. > Review mechanisms for evaluating contractor HSE performance and audit results. > Roll out online contractor induction program to our Residential business. > Release the module and develop training and guidance on its use. > Evaluate the feasibility of developing a Contractor Module for IRIS. Improve the functionality of IRIS by developing and releasing IRIS reports based on business needs. > Continue to refine and expand our responsible supply chain management policies and practices, including: • embedding expectations in our contracts, • engaging with our suppliers to raise our combined performance, • improving how we measure and report our suppliers’ performance. Stockland Corporate Responsibility & Sustainability Report June 2010 45
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 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: Employee turnover During the report
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
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