Our key achievements & priorities

Development of our refreshed purpose through extensive involvement of employees and other stakeholders, aligned with our commitment to sustainability.
Increased awareness of our approach to sustainability through integrating sustainability modules into employee conferences and training programs and publishing a regular e-newsletter to internal and external stakeholders.

> Strengthen awareness of the value of our approach to sustainability.

> Continue to embed sustainability principles into our learning and development programs.
Deliver a refreshed brand architecture that supports our organisational purpose.

> Continue to integrate our material sustainability issues into our group strategy and risk matrix and progress towards more integrated corporate reporting.

> Sharpen sustainability measures within our business unit plans and link these measures to employee performance objectives.

> Strengthen consistency across the group and business unit sustainability strategies.

> Progress the transfer of responsibility for Commercial Property greenhouse gas data to our finance teams.

> Test the effectiveness of our stakeholder engagement plans.

> Communicate our approach to Community Development, in particular our focus on local employment and responsiveness to life stages especially youth and ageing.

> Develop a Community Partnership Strategy that aligns our employee giving and volunteering activities with our business' community development programs.

> Pilot, confirm and roll out Stockland liveability metrics.

> Achieve a significant improvement in emissions and energy use reductions, particularly across our retail portfolio to ensure that we meet our FY14 target

> Develop and commence reporting against greenhouse gas emissions targets for our Residential and Retirement Living business units.

> Engage and train our Development Managers in the use of tools to improve decision-making on eco-efficiency projects, including investment in cost-effective low carbon and renewable energy technology.

> Prepare adaptation plans for those Commercial Property assets likely to be most at risk to impact from weather and a changing climate.

> Develop an indigenous relations strategy to better organise our activities, improve our understanding and build positive relationships with indigenous communities.

> Deepen our understanding of the relative impacts and merits of greenfield development.

> Increase the percentage of women in management roles, in line with our target of 40 per cent by 2015.

> Broaden our diversity policy to reflect our commitment and initiatives beyond gender.

> Engage with Aevum employees in building a sense of belonging.

> Reduce employee-initiated turnover to 10 percent or below.

Consideration of non-financial risks in our group risk matrix.
Increased referencing of material sustainability issues in our group and business unit strategies.

Refreshed business unit sustainability strategies developed through extensive employee involvement targeting improved sustainability performance at a project and asset level

Transfer of responsibility for Residential and Retirement Living greenhouse gas data collection to our finance teams.

Continued to expand our greenhouse gas emissions data collection and reporting systems and process. This has included integrating greenhouse gas emissions data collection from our recently acquired Aevum operations.

In addition to stakeholder engagement plans for all projects, we have developed a stakeholder engagement plans for all state operations.

Delivered aligned Commercial Property and Residential community development toolkits. The Retirement Living toolkit is soon to be launched.

Increased tangible community outcomes on projects, supported by the increased proportion of projects and assets with community development plans in place.

Commenced research into liveability with the goal of developing a series of metrics.

Reduced emissions by 7 per cent across our office portfolio, and reduced our emissions by 2 per cent across our retail portfolio.

Improved our greenhouse gas emissions data systems for Residential and Retirement Living businesses.

Commenced development of a Distributed Energy strategy.
Developed tools to support robust decision- making for energy efficiency, low carbon and renewable energy initiatives across our assets and projects.

Completed an organisation-wide climate adaptation strategy.

Increased our awareness of our customers' interests, views on our service and their evolving preferences.

Increased the percentage of women in management roles from 35 to 37 percent.
Established greater awareness of unconscious bias and its implications for business.

Aevum

Acquisition of the Aevum Retirement Living business.

Employee initiated turnover at 14.5 percent continues to be a challenge and requires an increased focus for the year ahead.