CR&S Report 2009 - Stockland

VALUING OURPEOPLEStockland workforce – by regionFY09 (total 1,334)Australia (1,236)UK (98)EMPLOYEE ENGAGEMENTOur employees create our products anddeliver our services. How they think, feeland act about the organisation is vital to oursuccess. Our aim is to foster a diverse workenvironment where employees are engagedand their contributions are recognised.Our annual employee opinion survey, ‘OurVoice’, measures employee engagement.Our 2009 employee engagement score was82 per cent, which is above the Global HighPerforming Companies Norm as measuredby Towers Perrin-ISR.VALUING OUR PEOPLEOur employees are vitally important tous. Maintaining high levels of employeeengagement, embedding CR&S and ensuringthe health and safety of our employeesenables us to operate effectively and tocontinue to attract and retain talent.To help foster an engaged, productive andsafe workplace we have a People Strategywhich guides how we attract, develop,support and reward our people. The strategyis updated each year and we report onprogress and key metrics to our Boardeach month.We commenced FY09 with a PeopleStrategy to:frameworks and processes.The global financial crisis provided challengesfor us in FY09. In particular, extensiveorganisational restructuring was requiredto adapt the business to prevailing marketconditions.The restructure had significant implicationsfor our people, with a number of roles beingmade redundant. Despite this, we maintaineda strong focus on our people strategy withkey outcomes detailed in this section.People information in this reportThe employee engagement section outlinesour approach to creating a diverse workenvironment, results from our employeeengagement ‘Our Voice’ survey and thebenefits we provide to our employees.The embedding CR&S section discussesthe work we have done towards our goalof embedding CR&S into the business. Thisincludes implementing new policies andinitiatives in our Residential and CommercialProperty businesses, as well as our work tointegrate CR&S objectives into performancemanagement.The capability development section includesinformation on our initiatives to strengthenleadership and management capability andthe investment we have made in leadershipdevelopment tools and programs.The employee metrics section includesinformation on our total workforce by ethnicbackground and gender. It also detailsour turnover rates and the impacts ofretrenchments in the reporting period.The health and safety section details ourinjury performance, feedback from ouremployees and improvement projectswe have been working on including theintroduction of IRIS, our new incidentreporting system.Stockland workforce – number of employeesFY09FY08FY07FY06Full-time (including fixed-term)Part-time (including fixed-term)Casual980Stockland workforce – by contractFY09 (total 1,334)Permanent full-time (1,171)Permanent part-time (122)Fixed-term full-time (20)Casual (21)1,2191,3341,375FY08 (total 1,375)Permanent full-time (1,230)Permanent part-time (104)Fixed-term full-time (13)Fixed-term part-time (2)Casual (26)Employee engagementFY09FY08FY07FY0680%80%81%82%FY05 82%83%More than 90% of our employees participatein our annual survey, enabling us to benchmarkourselves against high performing companies.Global High Performing Companies Norm.84%85%While falling by 1 per cent from our 2008score of 83 per cent, this result is statisticallyinsignificant and engagement remains high,despite the uncertainty of the economicclimate at the time of the survey andstructural changes in some parts of thebusiness.The Global High Performance Norm (GHPN)is Towers Perrin-ISR’s highest benchmark.In the 2009 ‘Our Voice’ survey, we either metor exceeded the GHPN in 18 of the 20 resultcategories where a GHPN benchmark scoreis available.24Stockland Corporate Responsibility & Sustainability Report 30 June 2009