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PROFILE DISCLOSURES |
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| 1. STRATEGY AND ANALYSIS | |
1. Statement from our CR&S Board Committee |
About Us / CR&S Committee Message |
2. Key impacts, risks and opportunities |
About Us / Our Approach to CR&S |
| 2. ORGANISATIONAL PROFILE | |
1. Name of the organisation |
Back cover |
2. Primary brands, products, and/or services |
About Us / About Stockland |
3. Operational structure |
About Us / About Stockland |
4. Location of headquarters |
About Us / About Stockland |
5. Countries where we operate |
About Us / About Stockland |
6. Ownership and legal form |
About Us / About Stockland |
7. Markets served |
About Us / About Stockland |
8. Scale of the reporting organisation |
About Us / About Stockland, People / Resourcing |
9. Significant changes |
About Us / About this Report, People / Resourcing |
10. Awards received |
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| 3. REPORT PARAMETERS | |
1. Reporting period |
1 July 2007 – 30 June 2008 |
2. Date of most recent previous report |
October 2007 |
3. Reporting cycle |
Annual |
4. Contact point |
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5. Process for defining report content |
About Us / About this Report; Stakeholders / Understanding |
6. Boundary of the report |
About Us / About this Report |
7. Statement of specific limitations |
About Us / About this Report |
8. Basis for reporting in joint ventures, subsidiaries |
About Us / About this Report |
9. Data measurement techniques |
Techniques footnoted as appropriate |
10. Re-statements |
Environment / Metrics |
11. Significant changes from previous reporting periods |
About Us / About this Report |
12. Table identifying the location of the Standard Disclosures in the report |
This table |
13. Policy and current practice regarding external assurance |
About Us / About this Report; Assurance |
| 4. GOVERNANCE | |
1. Governance structure |
About Us / Our Approach to CR&S, AR p3-8 |
2. Chair of the highest governance body |
AR p1 |
3. Highest governance body |
AR p1-4, 8 |
4. Mechanisms to provide recommendations or direction to the highest governance body |
Our AGM provides the opportunity for stakeholders (including employees >9 months) to provide recommendations to the Board. In 2007, matters raised included stakeholder engagement and environmental impacts. |
5. Compensation and performance |
AR p10, 28-32. Additionally, all employees have a balanced scorecard that includes CR&S and linked to incentive payments. |
6. Conflicts of interest |
AR p8 |
7. Expertise of governance bodies |
AR p8-9. Directors are selected such that the Board has a balance of skills and experience. As such, the Board has extensive experience of the social and environmental context in which the business operates. |
8. Statements of mission and values |
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9. Management of performance |
About Us / Our Approach to CR&S, AR p3, 11 onwards |
10. Performance evaluation |
AR p9. The process for evaluating the performance of the Board is primarily focussed on the relationship between the Board and management, and the effectiveness of the Board itself. This process includes the performance of Committees, encompassing the Board CR&S Committee. |
11. Reference to precautionary principle |
No. Sustainability defined in About Us / Our Approach to CR&S |
12. Charters and principles to which we subscribe |
About Us / About this Report; About Us / CR&S Committee Message; Marketplace / Responsible Investment; Memberships & Awards |
13. Memberships in associations/advocacy organisations |
Community / Community Involvement; Memberships & Awards |
14. Stakeholder groups |
Stakeholders / Understanding |
15. Basis for identification and selection of stakeholders |
Stakeholders / Understanding Stakeholders engaged on a case-by-case basis |
16. Approaches to stakeholder engagement |
About Us / About this Report; Stakeholders / Understanding; Marketplace / Suppliers; Marketplace / Customers: Discussion |
17. Concerns raised through stakeholder engagement |
Stakeholders / Understanding; People / Engagement; Marketplace / Customers: RL Residents; Marketplace / Customers: Shoppers; Community / Community Development |
PERFORMANCE INDICATORS |
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| ECONOMIC | |
Disclosure on management approach |
AR p17-20, Shareholder Review |
EC1. Economic value generated |
AR p44-48 |
EC2. Financial implications and other risks and opportunities due to climate change. |
Climate Change. Carbon Disclosure Project Report 6, www.stockland.com.au/about/sustainability/ |
| ENVIRONMENT | |
Disclosure on management approach |
About Us / Our Approach to CR&S; Climate Change; Environment / Snapshot; Environment / Strategy; Environment / Existing Assets: Discussion |
EN3. Direct energy consumption |
Environment / Metrics |
EN4. Indirect energy consumption |
Environment / Metrics |
EN5. Energy saved due to conservation and efficiency improvements |
We cover tw; Environment / Strategy: Stockhome; Environment / Existing Assets: Office; |
EN6. Initiatives to provide energy-efficient products and energy reductions achieved |
Environment / Existing Assets: Office; Environment / Existing Assets: Retail |
EN8. Total water consumption |
Environment / Metrics |
EN11. Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas (partial) |
Environment / Initiatives; Biodiversity at Vincentia; Environment / Initiatives; Brightwater. We cover two case studies |
EN16. Greenhouse gas emissions by weight |
Environment / Metrics. Total direct and indirect |
EN17. Indirect greenhouse gas emissions by weight |
Environment / Metrics. Other indirect |
EN18. Initiatives to reduce greenhouse gas emissions and reductions achieved. |
Environment / Existing Assets: Office; Environment / Developments; Environment / Metrics. No discussion of initiatives to reduce noise or waste impacts. |
EN22. Total weight of waste and disposal method (partial) |
Environment / Existing Assets: Office; Environment / Developments; Environment / Metrics. Our data is incomplete. We are working towards improving this |
EN23. Total number and volume of significant spills |
Stockland has identified no significant spills |
EN26. Initiatives to mitigate environmental impacts of products and services, and extent of mitigation (partial) |
Environment. Impacts from noise, waste and materials not discussed. |
EN28. Significant fines and non-monetary sanctions |
Stockland has identified no incidents of non-compliance with environmental laws or regulations |
EN29. Significant environmental impacts of transport (partial) |
Environment / Metrics. We provide details of the GHG emissions from business travel. |
| LABOUR PRACTICES | |
Disclosure on management approach |
About Us / Our Approach to CR&S; Climate Change; People / Snapshot; People / Strategy |
LA1. Total workforce |
People / Metrics |
LA2. Total number and rate of employee turnover |
People / Metrics |
LA4. Percentage of employees covered by collective bargaining agreements. |
All of our employees are on individual contracts |
LA7. Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region (partial) |
People / Health & Safety. We do not report on injuries for contractors |
LA10. Average hours of training per year per employee (partial) |
People / Processes. We do not report training hours by employee category |
LA11. Employability and managing career endings (partial) |
People / Workplace |
LA12. % of employees receiving regular performance and career development reviews |
People / Workplace |
LA13. Workforce diversity |
People / Metrics. Governance bodies not broken down by minority group. Highest governance group (Board) data: Gender: 1F, 7M. Age Band: 6 x 50-60, 2x>60. x2 executive directors included in employee data. |
LA14. Ratio of basic salary of men to women by employee category |
People / Metrics |
| HUMAN RIGHTS | |
Disclosure on management approach |
People / Processes / Compliance Training. This is a low risk area for Stockland. We seek to comply with all laws and regulations. |
HR3. Employee training on human rights |
People / Processes / Compliance Training. |
| SOCIETY | |
Disclosure on management approach |
About Us / Our Approach to CR&S; Governance; People / Processes / Compliance Training; Community / Community Involvement. www.stockland.com.au/about/sustainability/ |
SO1. Nature, scope, and effectiveness of programs (partial) |
Community / Strategy; Community / Community Development. We are working to improve our understanding of our impacts and are developing a reporting system. |
SO2. Percentage and total number of business units analysed for risks related to corruption. |
All business units analysed for risks related to corruption |
SO3. Percentage of employees trained in anti-corruption policies and procedures |
People / Processes / Compliance Training. |
SO5. Public policy positions (partial) |
About Us / CR&S Committee Message; Governance; Marketplace / Strategy / Working with our peers and Government. Actual positions only partially disclosed. |
SO6. Political donations |
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SO7. Legal actions for anti-competitive behaviour, anti-trust and monopoly practices |
Nil |
SO8. Non-compliance with laws and regulations |
Nil |
| PRODUCT RESPONSIBILITY | |
Disclosure on management approach |
Marketplace. 2006 CR&S Report p8-10, 2007 CR&S Report p26, 35, 40, www.stockland.com.au/about/sustainability/ |
PR5. Practices related to customer satisfaction (partial) |
Marketplace / Customers: Discussion / Customer Satisfaction, Community / Community Development. Results from enterprise-wide survey not yet available and organisation-wide approach not yet disclosed. |
PR6. Marketing communications (partial) |
People / Processes / Compliance Training; Marketplace / Customers: Discussion / Communicating externally on sustainability. Discussion limited to ACCC + TPA training. |
PR7. Incidents of non-compliance with marketing regulations and voluntary codes |
Nil. |
PR8. Breaches of customer privacy |
Nil |
PR9. Significant fines |
Nil |
