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