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Our marketplace – progress and priorities<br />
Past<br />
Last year, we said we would:<br />
Present<br />
This past year, we have:<br />
Results<br />
Future<br />
In the coming year, our priorities are to:<br />
Our customers<br />
Improve understanding of our business<br />
customers’ experiences of our organisation.<br />
Implement our diversity strategy, and<br />
specifically improve access for people<br />
with disabilities to our property assets.<br />
Our suppliers<br />
Enhanced housing affordability by:<br />
• Developing an Affordability Benchmarking Tool,<br />
• Developing a ‘product to market’ matching process,<br />
• Enhancing product innovation,<br />
• Influencing external factors affecting affordability.<br />
FY10<br />
Achievement<br />
Achieved a significant improvement in our understanding of our:<br />
• Retirement Living tenants’ level of happiness, and<br />
• Residential customers’ level of satisfaction. Achieved<br />
outcome<br />
Completed an accessibility checklist for all Commercial<br />
Property assets.<br />
Participated in the development of the National Dialogue on<br />
Universal Housing Design’s Strategic Plan and Livable Housing<br />
Design Guidelines.<br />
Ongoing<br />
> Develop an organisation-wide methodology to examine our contribution<br />
to local employment.<br />
> Engage with government on the benefits of creating smaller and more<br />
affordable housing lots.<br />
> Establish targets for lower-cost housing (relative to the local area) in<br />
each of our residential communities.<br />
> Continue to pilot and replicate innovative low-cost housing product with<br />
our partner builders.<br />
> Continue to improve our customer understanding, satisfaction, retention<br />
and performance particularly through ongoing and wider surveying<br />
of customers.<br />
> Commence retrofitting to improve access for people with disabilities,<br />
starting with high priority sites.<br />
> Design and build all new retirement living dwellings to meet the National<br />
Dialogue on Universal Housing Design’s Strategic Plan’s ‘silver standard’<br />
in FY11, and 25% of our new residential community homes are to meet<br />
the ‘silver standard’ by 2013.<br />
Improve the frequency and quality of<br />
Health, Safety and Environment (HSE)<br />
communications with contractors and<br />
maintain an effective audit program.<br />
Continue to improve the quality of our<br />
contractors’ reporting and monitor their<br />
response to incidents and non-compliances.<br />
Complete the implementation of the<br />
contractor induction program in the<br />
Commercial Property business and<br />
trial it in our Residential business.<br />
Develop a new IRIS (Incident Reporting<br />
and Investigation System) module for risk<br />
management which will include registers of<br />
pre-qualified auditors and audit results and<br />
action plans.<br />
Conducted HSE component for primary contractor induction,<br />
including formal handover to project manager. Incorporated and<br />
highlighted Indigenous and environmental issues for projects.<br />
Attended construction meetings, development meetings and<br />
primary contractor inductions.<br />
Established contacts to improve ability of contractors to contact<br />
appropriate <strong>Stockland</strong> HSE support personnel.<br />
Continued to develop changes to online contractor induction<br />
program in readiness for roll out to our Residential business.<br />
Tested a new IRIS module for audits.<br />
Improved functionality of IRIS modules.<br />
Achieved<br />
outcome<br />
Ongoing<br />
> Conduct HSE development forums with senior contractor and<br />
HSE personnel.<br />
> Review mechanisms for evaluating contractor HSE performance and<br />
audit results.<br />
> Roll out online contractor induction program to our Residential business.<br />
> Release the module and develop training and guidance on its use.<br />
> Evaluate the feasibility of developing a Contractor Module for IRIS.<br />
Improve the functionality of IRIS by developing and releasing IRIS<br />
reports based on business needs.<br />
> Continue to refine and expand our responsible supply chain<br />
management policies and practices, including:<br />
• embedding expectations in our contracts,<br />
• engaging with our suppliers to raise our combined performance,<br />
• improving how we measure and report our suppliers’ performance.<br />
<strong>Stockland</strong> Corporate Responsibility & Sustainability Report June 2010<br />
45