Stockland Sustainability

1.1 Statement from the most senior decision-maker of the organization.

Yes

Message from the Managing Director and the Chairman. Annual Review 2012

1.2 Description of key impacts, risks, and opportunities

Yes

Message from the Managing Director and the Chairman. Annual Review 2012

Progress and priorities - Our people, Our marketplace, Our community, Climate and our environment

2.1 Name of the organization.

Yes

2.2 Primary brands, products, and/or services.

Yes

About Stockland - What we do, Value chain

2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

Yes

2.4 Location of organization's headquarters.

Yes

2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

Yes

2.6 Nature of ownership and legal form.

Yes

2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).

Yes

2.8 Scale of the reporting organization.

Yes

About Stockland - What we do, Key financial results

Our approach, Stockland UK, Retirement Living and aged care

Our people - Our people metrics

2.9 Significant changes during the reporting period regarding size, structure, or ownership.

Yes

About Stockland - What we do
Our approach, Stockland UK, Retirement Living and aged care

2.10 Awards received in the reporting period.

Yes

Report profile

3.1 Reporting period (e.g., fiscal / calendar year) for information provided.

Yes

Our approach - Our reporting approach

3.2 Date of the most recent previous report (if any).

Yes

3.3 Reporting cycle (annual, biennial, etc.)

Yes

3.4 Contact point for questions.

Yes

3.5 Process for defining report content.

Yes

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.

Yes

3.7 State any specific limitations on the scope or boundary of the report (see completeness Principle for explanation of scope).

Yes

Our approach - Our reporting approach

3.8 Basis for reporting on joint ventures, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations.

Yes

3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

Yes

3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g. mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

Yes

3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

Yes

3.12 Table identifying the location of the Standard Disclosures in the report.

Yes

3.13 Policy and current practice with regard to seeking external assurance for the report.

Yes

4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight.

Yes

About Stockland - Governance
Our approach
Shareholder Review 2012
Financial Report 2012

4.2 Indicate whether the Chair of the highest governance body is also an executive officer.

Yes

Shareholder Review 2012

4.3 For organisations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members.

Yes

Shareholder Review 2012

4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

Yes

4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives.

Yes

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided.

Yes

4.7 Process for determining the composition, qualifications and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.

Yes

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.

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

Yes

Available on our website
www.stockland.com.au

4.9 Procedures of the highest governance body for overseeing the organisation's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.

Yes

About Stockland - Governance, Risk management
Our approach - Our strategic approach to sustainability

4.10 Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.

Yes

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation.

Yes

4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses.

Yes

FY12 Key performance and priorities - Membership
Our stakeholders - Industry engagement

4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations.

Yes

FY11 Key performance and priorities - Membership
Our marketplace - Industry engagement

4.14 List of stakeholder groups engaged by the organisation.

Yes

Our approach - Our stakeholders

4.15 Basis for identification and selection of stakeholders with whom to engage.

Yes

Our approach - Our stakeholders

(Stakeholders are listed in priority order in our stakeholder engagement plans)

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

Yes

Our approach - Our stakeholders, Investor relations, Government and industry engagement, Our people - Employee engagement
Our marketplace - Our customers, Our supply chain

4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

Yes

Our approach - Our stakeholders, Investor relations, Government and industry engagement, Our people - Employee engagement
Our marketplace - Our customers, Our supply chain

Yes

Message from the Managing Director and the Chairman - Shareholder Review 2012

About Stockland - Key financial results
Financial Report 2012
Shareholder Review 2012

Yes

Yes

Yes

Our people
Our supply chain - Responsible supply chain management

Yes

About Stockland - Governance
Our community
Our stakeholders - Government relations, Emerging regulation

Yes

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. (Core)

Yes

About Stockland - Key financial results, Value chain
Our community - Community involvement
Financial Report 2012

EC2 Financial implications and other risks and opportunities for the organisation's activities due to climate change. (Core)

Yes

Climate and our environment - Climate change
Our stakeholders - Emerging regulation

EC3 Coverage of the organisation's defined benefit plan obligations. (Core)

Yes

We do not have defined benefit plans. Superannuation contributions are made in accordance with legislative requirements, mandatory 9 per cent contribution.

EC4 Significant financial assistance received from government. (Core)

Yes

Climate and our environment - Energy efficiency

EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. (Core)

Yes

Our community - Community development. As part of our community development plans we have started examining our contribution to the local community, include local employment.

Yes

EC8. Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. (Core)

Yes

Our projects deliver varying levels of infrastructure and services. Needs assessments are conducted for each project. Impacts will be explored further in:

Our approach - Stakeholder engagement
Our customers - Affordable and accessible communities
Our community - Community development and community involvement

EC9 Understanding and describing significant indirect economic impacts, including the extent of impacts.

Yes

We do not have operational control over material selection. We aim to increase our influence on the material's selection of our supply chain.

Climate and our environment - waste and materials, materials selection guidelines

Climate and our environment - Energy and greenhouse gas emissions metrics

Climate and our environment - Climate change, Energy efficiency, Water, Waste and materials, Case studies

LA1 Total workforce by employment type, employment contract, and region broken down by gender. (Core)

Yes

Our people - Our people metrics

LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region. (Core)

Yes

Our people - Our people metrics

LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation.

Partial

Our people - Employee benefits

LA4 Perge of employees covered by collective bargaining agreements. (Core)

Partial

In FY12 approximately 26% of our employees are covered by collective bargaining agreements. The vast majority of this number comes from the Aevum aged care part of our business.

LA5 Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements. (Core)

Partial

Our people - Our people metrics
Minimum notice periods are determined in individual contracts. See comment in LA4. (above)

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender. (Core)

Yes

Our People - Health, safety and wellness

LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. (Core)

Yes

Our People - Health, safety and wellness

LA10 Average hours of training per year per employee by gender, and by employee category. (Core)

Partial

Our people - Capability development
We do not collect training data by employee category at present. We plan to do so in the short term future

LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

Yes

Our people - Capability development

LA12 Percentage of employees receiving regular performance and career development reviews, by gender.

Yes

Our people - Capability development

LA13 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity. (Core)

Yes

Our people - Diversity and inclusion
Our people - Our people metrics
Financial Report 2012

LA15 Return to work and retention rates after partenal leave, by gender

Yes

Our people - Our people metrics

Equal Renumeration for Women and Men

Yes

Our people - Diversity and inclusion, Our people - Our people metrics

HR1 Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening. (Core)

Our investment agreements do not include human rights clauses or screening.

HR2 Percentage of significant suppliers, contractors, and other business partners that have undergone human rights screening, and actions taken. (Core)

Our marketplace - Engaging our suppliers
As part of our Procurement strategy, human rights screening and performance will be assessed and data will be collected in the near future.

HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. (CORE)

Our people - Diversity and inclusion, Capability development

HR4 Total number of incidents of discrimination and corrective actions taken. (Core)

Our people - Our people metrics
We continue to report on the number of terminations due to breaches of our Code of Conduct. We do not presently publicly report on the number of incidents of discrimination.

Freedom of association and collective bargaining

HR5 Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights. (Core)

Our anti-discrimination and harrassment policy aims to make sure that no employee, job applicant, customer or supplier is discriminated against because of any irrelevant factor this includes the right to exercise freedom of association. To deliver on this, all Stockland employees have a responsibility to treat all people with whom they work (including other employees, customers and suppliers) with respect, and avoid making judgements and decisions based on prejudice or assumption.

Child labour

HR6 Operations and significant suppliers identified as having significant risk for incidents of child labour, and measures taken to contribute to the effective abolition of child labour. (Core)

We comply with Australian laws relating to the deployment of child labour and do not use child labour.

Forced and compulsory labour

HR7 Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labour, and measures to contribute to the elimination of all forms of forced or compulsory labour. (Core)

There are no operations within Stockland that have a significant risk (or any risk) of forced or compulsory labour.

Assessment

HR01 Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. (Core)

Remediation

HR11 Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms. (CORE)

SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs. (Core)

Yes

Our approach - Our stakeholder engagement approach
Our community - Our community development approach
Climate and our environment - Biodiversity

SO9 Operations with significant potential or actual negative impacts on local communities. (Core)

Yes

About Stockland - What we do
Our approach - Our stakeholder engagement approach
Our community - Our community development approach

CRE6. Number of persons voluntarily and involuntarily displaced and/or resettled by development, broken down by project

Yes

No people were physically or economically displaced in the reporting period.

SO10 Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. (Core)

Yes

About Stockland - What we do
Our approach - Our stakeholder engagement approach
Our community - Our community development approach

Corruption

SO2 Percentage and total number of business units analyzed for risks related to corruption. (Core)

Yes

About Stockland - Risk management

SO3 Percentage of employees trained in organisation’s anti-corruption policies and procedures. (Core)

Yes

Our people - Our people metrics
About Stockland - Risk management

SO4 Actions taken in response to incidents of corruption. (Core)

Yes

Our people - Our people metrics
About Stockland - Risk management

SO5 Public policy positions and participation in public policy development and lobbying. (Core)

Yes

SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.

Yes

SO8 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations. (Core)

Yes

There were no significant fines in FY12

Contaminated land and remediation

No

Climate and environment - Greenhouse gas and energy metrics, Our stakeholders - Emerging regulation

Nil.