Stockland's commitment to it's people
Snapshot

Our employees create our products and deliver our services, connect with our stakeholders
and bring our corporate responsibilty commitment to life.


past
Last year, we said that we would:
   present
This past year, we have:
   future
In the coming year, our priorities are to:
  
Continue to strengthen and embed our remuneration framework, including enhancing employee education and communication on total pay for performance.   Continued to educate and train our people on performance management processes. We have improved our salary benchmarking processes, participated in a wider range of benchmarking surveys and developed tools to share that information.  
  • Continue to sustain high employee engagement during challenging market conditions through a range of programs including management training and leadership development
  • Reduce our turnover, however we have revised our turnover targets:
    – 12 per cent regretted rolling turnover
    – 7 per cent non-regretted rolling turnover
    – 19 per cent total rolling turnover.
  • Build on our performance management program, with all employees to have development plans in place
  • Continue to engage with our employees to enrich our culture in a way that supports our ‘HSE Best Practice’ aspirations. We aim to maximise employee engagement and participation in our HSE program
  • Work closely with our contractors and other business partners to ensure that they deliver on HSE, consistent with our expectations
  • Launch our new online incident reporting system to enhance our focus on improving reporting, analysis and determination of corrective actions arising from injuries and incidents.
  
 
Sustain the development of leadership and capabilities to match our business growth and needs.   Continued to provide a large range of programs to support building of capability and skills in all our employees.    
 

Continue to sustain employee engagement through a range of programs including workforce planning to address business resourcing needs.

Our turnover targets are:

  • 10 per cent regretted rolling turnover
  • per cent total rolling turnover.
   Continued to sustain very high employee engagement despite our people operating in a substantially more challenging market during the past year. We didn’t meet our turnover targets however– in particular, our non-regretted turnover increased.    
 

Continue to enhance health and safety at Stockland, including:

  • Reducing injuries and serious incidents at our projects and properties
  • Integrating health and safety processes into daily operations
  • Engaging with external stakeholders to establish high standards of health and safety management and performance expectations throughout our supply chain
  • Improving our health and safety management system, including improving the level and quality of incident reporting and health and safety training.

 

   We have continued to progress integrating health and safety into the way we work. We have integrated HSE into our design, procurement and project management processes.

We have built ‘HSE Best Practice’ requirements into our supply contracts and engaged with our suppliers including through tender assessments, pre-start briefings and monthly reporting.

We have continued to develop our health and safety management system including improved processes around risk assessments, contractor management, incident reporting and auditing. We have embedded health and safety training and developed an e-learning system that is now extensively implemented.		    
   

back to top