Stockland was founded in 1952 with a vision to ‘not merely achieve growth and profits but to make a worthwhile contribution to the development of our cities and great country’. It is this recognition, that business has more to offer society than profits alone, that has seen us endure.

As a real estate owner, manager and developer, we believe that we have both the opportunity and the responsibility to create the right balance of social, environmental and economic conditions for our communities, customers and investors now and in the future.

Our sustainability strategy focuses on this opportunity to deliver shared value; that is deliver economic value in a way that also creates value for society by addressing its needs and challenges.

We have clear strategic priorities to support our growth and deliver returns for our investors. Our sustainability strategy unites these priorities with a view to the future and our vision: To be a great Australian property company that makes a valuable contribution to our communities and country.

We have three core sustainability priorities that enhance our ability to deliver shared value.

Watch the video: Sustainability strategy

Stockland Sustainability Strategy

Shape Thriving Communities

Our goal is to create and shape communities that thrive now and into the future.

We seek to achieve this goal at our retail town centres, offices and business parks and in the residential and retirement living communities we create by focusing on health and wellbeing, community connection, and education.

We believe we have the ability to make a positive contribution in these three areas because they align with our skills and experiences, and our proprietary customer and industry research tells us that these are the areas that contribute most to liveable communities.

Watch the video: Shape thriving communities

Health and wellbeing

Our focus on health and wellbeing is supported by research that illustrates the value residents place on parks, open spaces and recreational infrastructure, as well as a feeling of safety within their community. Infrastructure is critical in supporting community health and wellbeing, including accessible amenities and services, active public transport options, parks and recreation facilities, walking paths, cycle ways and inclusive playspaces. We also seek to activate communities with programs that support positive physical and mental health   for all ages and provide access to fresh, healthy food.

Strategic priorities:
  • Activities and places that encourage positive physical and mental health and wellbeing

  • Smart design that optimises accessibility, safety and mobility
FY18-20 target

Our primary health and wellbeing target is for all of our Residential and Retirement Living communities to score above the Australian national average National Wellbeing Index.

 

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Case study: Healthy eating with Jamie's Ministry of Food

In FY17, over 3,660 of our residents, customers and local community members participated in a variety of initiatives to change behaviours through education and practical hands-on cooking classes with Jamie's Ministry of Food.

 

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Find out more

Read more in our Community Deep Dive and Community Data Pack.

 

Community connection

Our community development and investment programs seek to support greater community connection by fostering self-sustaining social cohesion. Infrastructure that supports community connection includes community centres, hubs, public art, place making initiatives and multi-use formal and informal spaces. For greatest impact, we seek to engage with community groups on all projects and encourage participation in the vision, design and development process.

Strategic priorities:
  • Activities that foster engagement, pride and a sense of belonging
  • Design that encourages sense of place and supports recreation and participation
  • Incorporating accessibility and inclusiveness into the design of our assets, communities, and supporting infrastructure
Key FY18-20 Target

To make a meaningful contribution to our community through work with community groups supported directly and through the Stockland CARE Foundation.

Incorporate LHA into our residential communities and retirement living villages.

 

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Case study: Foundation Fortnight

From 21 October to 4 November 2016, our offices, retail town centres and communities across Australia raised awareness and funds for our charity partners Redkite and Touched by Olivia.

 

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Find out more

Read more in our Community Deep Dive and Community Data Pack.

 

Education

We seek opportunities to implement a range of community learning and education activities. Infrastructure that supports education includes the effective design and delivery of schools, libraries and learning hubs, local employment facilities and co-working spaces.

Strategic priorities:
  • Design that facilitates learning and education opportunities for all ages
  • Programs that support economic employment within our communities
  • Activities that enable residents to practice sustainability in their daily lives.
Key FY18-20 Target

Our primary education target is to achieve a Stockland National Liveability Index score of 80% satisfaction with access to education across our residential communities.

 

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Case study: National Theatre for Children educates the next generation

In FY17, we placed the spotlight on conservation education through our partnership with The National Theatre for Children.

 

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Find out more

Read more in our Community Deep Dive and Community Data Pack.




Optimise and Innovate

We aim to provide business solutions that better serve our customers while reducing our impact on the environment.

As a leading real estate developer and manager, we are always looking for smarter and more efficient ways to develop and operate our assets. We are committed to creating resilient assets and communities that can flourish with adaptive and responsive design. Our customers want to run their homes and businesses cost effectively, but also appreciate a connection to the natural environment.

Watch the video: Optimise and innovate

Carbon, energy, and climate resilience

Stockland has a long standing commitment to manage climate change risk and reduce its carbon emissions. As a major developer and manager of property assets, we acknowledge that the built environment impacts on Australia’s emissions profile. Our proactive approach to improving the energy efficiency of our assets and communities not only supports better environmental outcomes, but also improves cost of living and delivers tangible benefits for our business. We are also committed to creating climate resilient assets that operate with minimal disruption, as well as building strong communities that are equipped to adapt to climate change risks and opportunities.

Strategic priorities:
  • Reduce emissions and improve climate change resilience within our portfolio
  • Invest in alternative energy supplies to reduce our emissions

FY18-20 target

To continue toward our target of 60% reduction in carbon emissions by FY25 in Commercial Property (interim carbon intensity reduction targets of 10% in Retail and 5% reduction in Office by FY20).

  

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Case study: $2 million solar system for Wetherill Park shopping centre

Officially switched on in February 2017, the 925kW solar PV system at Stockland Wetherill Park consists of more than 2,900 PV panels across 5,695 sqm of roof area.

 

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Biodiversity

Development is a key activity for Stockland, yet brings with it challenges and opportunities for our business, particularly in new urban growth corridors. Developments on greenfield sites can impact local bushland habitat, ecological communities and protected or significant species.

Strategic priorities:
  • Minimise our impact on local bushland habitat, ecological communities and protected or significant species
  • Design that promotes nature reserves, activates parklands, and promotes community connection with nature
Key FY18-20 Target

All new developments to have an aggregated net positive contribution to biodiversity value by FY20.

 

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Case study: Looking after biodiversity on our doorstep

The translocation of the orchids on site at our Calleya community will allow for research into means for improving the sustainability of small orchid populations.

 

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Find out more

Read more in our Biodiversity Deep Dive and Environment Data Pack.

 

Water management and quality

Australia's fluctuating climate can lead to long-term drought, water scarcity (often resulting in water restrictions) and severe flooding. As a responsible property developer, Stockland constantly considers where water is sourced, how efficiently it is used and how the quantity and quality is managed.

Strategic priorities:
  • Improve water consumption efficiency and sustainable sourcing
  • Deliver projects with reduced impacts on local water catchments
Key FY18-20 Target

Retail town centres and retirement living villages to reduce water intensity by 5%, and all new residential communities to exceed minimum standards by 10%.

 

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Case study: Water submetering drives savings

Over the past year we expanded the installation of water submetering across almost all of our retail town centres with successful results.

 

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Waste and materials

Waste treatment and disposal can have a major impact on the surrounding environment, with nutrients released during waste breakdown potentially polluting groundwater and waterways, incineration leading to air quality and pollution issues, and landfills contributing to the world’s total greenhouse gas emissions. We take these impacts very seriously and are committed to managing our waste efficiently and seek to reduce, reuse and recycle our waste whenever feasible, minimising our contribution to landfill.

Strategic priorities:
  • Reduce, reuse and recycle our waste in our developments and our operations, minimising our contribution to landfill
  • Specify the use of sustainably sourced, low-toxicity materials
Key FY18-20 Target

Achieve residential and retirement living development contractor waste targets of 60% diversion form landfill, and retail development contractor waste targets of 85% diversion from landfill.

 

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Case study: Spoil management saves millions at Newport

We worked with our principal contractor to develop a refined spoil management strategy that enabled the reuse of 1.5 million cubic metres of spoil on site at our Newport community.

 

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Find out more

Read more in our Waste Management Deep Dive and Environment Data Pack.




Enrich our Value Chain

We aim to enhance the value we create by forming positive relationships.

Enriching our value chain is about how we manage our risks while working with our employees, our suppliers and other key partners. When we work in collaboration with our stakeholders, our outcomes are strong and relationship prosperous.

Watch the video: Enrich our value chain

Human rights

Stockland respects and seeks to promote human rights through its corporate policies, programs, initiatives, project and asset guidelines, and broader governance and stakeholder management methods. We also look to promote human rights through our business activities and other initiatives.

Strategic priorities:
  • Identify, assess, and implement responses to human rights related issues across our business

  • Train employees on human rights considerations and obligations

  • Progress our initiatives that address human rights issues, such as our Reconciliation Action Plan and incorporation of Livable Housing Australia design for accessibility

FY18-20 target

Undertake an organisational human rights risk review.

 

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Find out more

Read more in our Human Rights Deep Dive.

 

Stakeholder engagement

We are committed to developing and maintaining strong relationships with a broad range of stakeholders across our diverse business. We practice open, honest, two-way communication and we recognise the mutual benefits that result from this genuine engagement for both our business and our stakeholders.

Strategic priorities:
  • Develop and maintain strong relationships through regular and genuine engagement with stakeholders

FY18-20 target

Ensure all active development projects have stakeholder engagement plans in place, and deliver stakeholder engagement workshops to our employees to embed strong engagement practice across the organisation.

 

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Case study: Aura Engagement Excellence program

Our Aura Engagement Excellence program began during the initial stages of the community and now includes more than 18 community stakeholder groups working with us to manage natural areas within the project.

 

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Find out more

Read more in our Stakeholder Engagement Deep Dive.

 

Governance and risk management

We adopt a rigorous approach to understanding and proactively managing the risks we face in our business. We recognise that making business decisions which involve calculated risks, and managing these risks within sensible tolerances, is fundamental to creating long-term value for all our stakeholders. As an investor of capital, we conduct risk assessments at critical decision points during the investment process to identify risks and to meet target returns.

Sustainability leadership at Board and executive level is critical to ensure that sustainability management and performance is integrated into our culture, processes and business relationships.

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Key priorities

Our governance and risk management priorities relate to embedding cyber security risk management, organisational resilience, and crisis management processes across the organisation, as well as completing risk reviews in priority areas.

 

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Find out more

Read more in our Governance and Risk Management Deep Dive.

 

Supply chain management

Effective management of our supply chain enhances our long term business performance, as it enables us to identify and address key environmental, social and governance risks and opportunities which fall within our scope of asset development yet beyond our operational control. We work to build strong relationships with our suppliers so that they are motivated to operate in a manner which is consistent with our values and standards. We recognise that having a sustainable supply chain is fundamental to having a sustainable business.

Strategic priorities:
  • Identify and address key environmental, social and governance risks which fall beyond our direct control 
  • Develop and encourage sustainable procurement practices with our partners
  • Collaborate with our partners to raise awareness of sustainability issues on project sites, such as health and safety concerns as well as environmental impacts
Key FY18-20 Target

Our primary supply chain management target is to extend our Sustainable Supply Chain Charter by sharing guidance on the implementation of the charter by our partners.

 

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Case study: Boosting jobs in the Hunter region

Over the past year the Green Hills Connectivity Centre, developed in partnership with our principal contractor at Stockland Green Hills and the local community, has placed 74 people into employment in the NSW Hunter region.

 

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Find out more

Read more in our Supply Chain Deep Dive.

 

Employee engagement and development

At Stockland we recognise that the key to sustainable competitive advantage is our people. We acknowledge that the ability to engage and retain valuable employees is critical to our overall business performance. Employees that are engaged are more productive, more passionate and more inspired to innovate and deliver above and beyond standard performance.

Strategic priorities:
  • Attract and retain high performing employees
  • Develop leaders who are authentic, accessible and performance focused
  • Maintain a diverse and inclusive workforce
Key FY18-20 Target

Outperform the Australian high performing norm employee engagement score of 80%

Increase women in management to 50% by 2020

 

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Case study: Developing inclusive leadership through the Stockland Leadership Experience

The Stockland Leadership Experience was rolled out in September 2016 to develop our senior leaders' ability to operate more inclusively, with greater agility and to build resilience.

 

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Stockland in the Community

Stockland Sustainability Reporting 2016

Sustainability Downloads

Sustainability Performance

The Jungle Park at Stockland's Whiteman Edge community in Brabham (WA)

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