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CASE STUDY Rockhampton teens and ‘Stockmotion’ Community development Community development is a key priority in our sustainability strategy. We aim to create sustainable and vibrant communities that thrive long after we have completed our developments. To achieve this we recognise that social sustainability considerations need to be integrated into ‘the way we do business’. Social sustainability and community development are included in the Residential, Retirement Living and Commercial Property sustainability policies that set minimum sustainability standards for all projects. As an example, all projects in FY11 will have a community development plan. To achieve this we have developed standards for stakeholder engagement and Rockhampton, Qld Teenagers and shopping centres go hand there will be a community screening of the Photo Courtesy community development for projects. The Morning Bulletin in hand. Usually the relationship is a positive films at the local cinema and prizes will one for retailer and teenage shopper, but be awarded to the winning team. Industry In our Residential business, our occasionally there can be difficulties. In professionals will talk to the teenagers community development initiatives involve January 2010, our Rockhampton shopping about careers in animation and film and engaging with the local community and centre was presented with behavioural further education courses. government. Community consultation difficulties that had increased to a point takes place both at the planning stage ‘Stockmotion’ is due for completion in the where the centre was fast becoming and once residents have moved in. latter half of 2010. Once it is completed we a hang-out zone for unruly behaviour, This engagement influences the hard will review the success of the program and particularly on Thursday nights. Since then, infrastructure (such as parks and schools) consider rolling it out to other centres where our centre staff have worked quickly and and soft infrastructure (such as walking there is a need for positive engagement collectively with the local police, council groups and other social networks) of with our teenage shoppers. We see this representatives, local schools, community the project. as a way of not only engaging teenagers and youth groups to address safety and around a positive activity, but also as a behaviour concerns affecting the whole of way to provide them with skills they may the Rockhampton community. not have had access to previously. In response to this issue, we created As part of Commercial Property’s ‘Stockmotion’ – a stop motion training sustainability strategy, young people, crime, program to engage teenagers in a positive safety and small business capacity building way in our shopping centre and in the have been identified as priority areas to community. Working with the Rockhampton focus on in our community engagement safety committee, the program will train work. The Stockmotion program is an groups of teenagers on how to make example of the types of initiatives we will be stop-motion animation films, (poseable progressing in FY11 to meet our strategic figures brought to life on screen), over a direction in community engagement. 10 week period. At the end of the program 62 <strong>Stockland</strong> Corporate Responsibility & Sustainability Report June 2010 In our Commercial Property business community development is about strengthening and building relationships in the communities in which we operate. This involves better understanding, interacting with, and contributing to the community. Our understanding and engagement with the community will guide our social initiatives such as community activities and partnerships, art and cultural initiatives, economic, employment and learning programs, and health and safety activities. In our Retirement Living business, community development includes the layout and design of the community centres, activity centres and Independent Living Units. It also includes our support of resident associations and community activities. Findings from our customer research show that these factors are important for residents who live in our villages. Community Involvement Our employees engage with and participate in community activities as part of our Community Involvement program. We are working to align our Giving and Volunteering activities within our business unit-led community development activities. This will provide opportunities for employees to volunteer their time and expertise in and around the communities in which we operate.
Community development Our community development approach Our approach to community development continues to evolve. In 2009 the Peter Daly Fellowship, a program which provides employees with the opportunity to travel overseas to research world-class practice, examined social sustainability. The research looked at international best practice in community development from the US, Canada and Europe and we have used the findings from the research to develop our community development strategy. Our aim is to develop communities that achieve a positive community legacy. The research identified that social sustainability (and community development) must be: • Integrated with the way we do business, • Better communicated to stakeholders – internally and externally, • Customised to the locality, • Focused on building capacity, • Mindful of how we exit. Community development plans We have developed a community development plan template that is included in the toolkit and will form the basis of future community development plans. This will be used in our Residential, Retirement Living and Commercial Property businesses. We are currently testing these templates in our Residential business at six priority projects. Community development plans will be developed for all projects in FY11. Some examples of community development initiatives recently undertaken include health and wellbeing initiatives, safety initiatives and engagement with tenants and schools to identify ways to reduce individual carbon footprints. Projects with a community development plan (%) Residential 23 Retirement Living 25 0* Commercial * In FY11 we are aiming for 80 per cent of Commercial Property assets to have community development plans. We only had a slight increase in the number of projects with a community development plan. This is due to a new approach being adopted in FY10. This approach has involved identifying priority projects to pilot our new community development approach and plans. The new format community development plans are now in place for the priority projects. A further 10 projects 0have plans 5 in place. 10 In FY11 15 all projects 20 25 will have consistent community development plans. Community development toolkit Findings from our early research and more recent pilot projects have been used to develop and launch a national community development toolkit in our Residential business. The toolkit provides a consistent community development approach for projects nationally. The community development approach is based on having: • A clear and comprehensive understanding of the community, • Working with the community, • Having a defined action plan that focuses on the hard and soft infrastructure. The toolkit helps projects concentrate on the key elements in their community and enables them to create initiatives to contribute to these elements: The aim of this approach is to create healthy, viable and sustainable communities. In FY11 we will focus on integrating this approach into all projects. Elements of a great community ECONOMIC VITALITY AND INFORMATION TECHNOLOGY LEARNING COMMUNITY LIFE GOVERNANCE SAFETY ELEMENTS OF A GREAT COMMUNITY LEISURE AND RECREATION COMMUNITY ACCESS AND SUPPORT ENVIRONMENTAL SUSTAINABILITY HEALTH AND WELLBEING ARTS AND CULTURE <strong>Stockland</strong> Corporate Responsibility & Sustainability Report June 2010 63
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Corporate Responsibility & Sustaina
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stockland CR&S Board Committee We a
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FY10 key achievements and prioritie
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Memberships To promote sustainabili
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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
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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
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Page 29 and 30: Stockland UK - progress and priorit
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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: Our community - progress and priori
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
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Page 75 and 76: CASE STUDY Retirement Living solar
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Page 79 and 80: Total Scope 3 (kgCO 2 -e) FY10 FY09
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Page 89 and 90: CASE STUDY 2 Victoria Avenue - Flag
Page 91 and 92: CR&S 2010 Nabers Ratings NABERS Off
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Page 105 and 106: Independent Assurance Statement Sto
Page 107 and 108: Banarra identified the following ar
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