2014 - avid property group · 2016-12-06 · the sustainability reports for investa property group...
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INVESTA LANDSUSTAINABILITY REPORT
2014
A message from our National Sustainability Manager.
To find out more about Investa Land’s latest performance visit:www.investa.com.au/sustainability
The FY2014 Sustainability Report builds on the successes of last year, demonstrating our continued commitment to sustainability. This year, Investa Land had a heightened focus on recording our activities, collecting relevant data and demonstrating our improved performance. In FY2014 we defined and delivered our Sustainability Strategy, which ultimately aims to deliver long term value for our customers, communities, partners and investors.
Nina James, National Sustainability ManagerInvesta Land
CONTENTS
Our reportingThe information presented in this report is reflective of the FY2014 financial year. The report presents our performance in terms of environmental, economic, social and governance measures in FY2014. In FY2014 the primary business of Investa Land was developing high quality industrial estates and residential developments that encompass broadacre residential subdivisions and masterplanned communities nationally.
The Sustainability Reports for Investa Property Group are provided in two separate documents this year, which correspond to the Group’s two main businesses – Investa Office and Investa Land. Issues relating to company-wide policy and governance have been supplied and identified as Investa Property Group. Where applicable, a summary of sustainability performance items that relate to the whole of Investa Property Group are noted alongside the data.
The scope of reporting this year has been defined by our level of influence, and ultimate control over the performance of our developments as described on page 4.
4 Investa Land projects
5 Letter from the CEO
6 A year in review
7 Our impact
8 Our vision & mission
9 Our brand
10 Supporting workplace diversity
12 Our people
14 Our strategic focus
15 Four pillars of sustainability
16 Our strategy in action
18 FY2014 in review
19 Key highlights
20 Economic pillar
22 Social pillar
24 Environmental pillar
26 Governance pillar
28 Workplace health and safety
29 Industry leadership and engagement 31 Corporate social responsibility
Investa Land projects include:
VIC
TAS
NSW
QLD
NT
SAWA
1
2
34 5
76
54
2
13
54
3 12
1
$4.3bnEnd pipeline
value
53Employees
$169m Invested into
local economies
1. Elderslie Argyle, Lodges Rd
2. Moorebank Georges Fair, Cnr Nuwarra Rd and Maddecks Ave
3. Smeaton GrangeIron Bark, Cnr Camden Valley Way and Anderson Rd
4. Claremont MeadowsSienna Gardens, Caddens Rd
5. WyongKooindah Waters, Kooindah Blvd
6. WadalbaOrchid Hill, Pacific Hwy
7. Chisholm Harvest, Raymond Terrace Rd
1. Cranbourne West Evans Park, Evans Rd
2. Wyndham Vale Wyndham Vale, Hobbs Rd
3. Truganina Link360, Palmers Rd
4. Deer Park Paramount Industrial Estate, Mt Derrimut Rd
5. Diggers Rest Bloomdale, Vineyard Rd
1. Sippy Downs Bellflower, Bellflower Rd
2. Palmview Palmview, Bruce Hwy
3. Brendale New Base Enterprise Park, Leitchs Rd
4. Ipswich Swanbank Enterprise Park, Redbank Plains Rd and Centenary Hwy
5. Bellbird Park Brentwood Forest, Columbia Dr o� Augusta Pkwy
1. Muirhead Breezes Muirhead, Lee Point Rd
5INVESTA LAND SUSTAINABILITY REPORT FY2014
It’s with great pride that I reflect upon our achievements in FY2014.
For Investa Land, FY2014 was a year of momentum building, defining our own direction, and optimising opportunities. As a business, we continued to employ our insight, collective intelligence and customer feedback to review, improve and refresh our business operations.
FY2014 presented many opportunities for Investa Land. A significant focus this year was to continue establishing Investa Land as an independent business, including stronger governance processes, detailed reporting, and branding. The new structure o�ered us the opportunity to take a broader perspective on the business, recognising and acknowledging our strengths and opportunities.
This year we delivered our new brand positioning, building on the strengths of the Investa Property Group and
introducing an authentic vision for Investa Land. The new branding o�ered us a chance to unify our sta� under a brand image which we feel we proudly own and collectively represent.
In addition to the new branding, we worked collaboratively to define our first Sustainability Strategy for the business. This demonstrates a great leap forward in our commitment to embedding sustainability into everything we do. Together we composed four strategic focus areas; Place Making, Education, Infrastructure and A�ordability. Each of these pillars represent areas where we see most opportunity for growth, ultimately resulting in long term value provision for our stakeholders.
Some other highlights from FY2014 include our ongoing contributions to the Property Industry Foundation, raising over $125,000 with our colleagues at Investa O�ce; our
involvement in the Australian Business Roundtable for Disaster Resilient and Safer Communities; the completion of our first customer feedback research programme; and the success of our indigenous training programme in Darwin.
As FY2014 delivered great outcomes across the business, I am pleased to share with you our second Sustainability Report, as a record of our continued commitment to delivering high quality industrial and residential estates across the nation. I would like to thank our dedicated teams, for their commitment to our shared vision, and their tireless work to deliver on the promise.
Letter from the CEO Cameron Holt.
Cameron Holt, CEO
5INVESTA LAND SUSTAINABILITY REPORT FY2014
FinanceIn FY2014, Investa Land invested $169 million into
local economies across Australia. While industrial
development was challenging, residential performed
well and we achieved better than expected financial
results for the year.
For FY2015 we expect an even better outcome
for residential projects and improving conditions for
industrial projects in the second half and are therefore
planning a more than 50% increase in investment into
our development projects.
Customer FocusThis year, Investa Land embarked on a robust customer
research programme in order to obtain greater insight
into our customers and the markets in which we operate.
By understanding our customer drivers, barriers to
purchase and their ever-changing needs, we are able
to establish mutually profitable relationships, improve
the customer journey and increase engagement with
Investa Land.
To achieve this, we interviewed 300 people, ran 7 focus
groups around the country, and gleaned invaluable
insights into our customer needs, wants and desires.
Through this process, we learned that our customer
satisfaction rating was a high 94% for our residents;
100% of them stating that they would be likely to
recommend us to family and friends.
This is an excellent foundation from which to build one of
our key strategic objectives this year, which is to increase
acquisition and customer retention by analysing this data
and defining the Investa Land Customer Experience.
This involves formalising a solid value proposition and
service o�ering to key stakeholders to drive a sustainable
competitive advantage, whilst building solid relationships
and exceeding customer expectations across all business
units. Our performance will be continually measured by
our customers from ‘on-boarding’ through to residing or
working in an Investa Land community.
DiversityThis year we launched our Diversity Policy and
established a Diversity Committee across both our
land and o�ce businesses. Our Diversity Committee
comprises representatives from both our land and o�ce
businesses and operates in an advisory capacity to the
Group Executive and Risk & Sustainability Committee
on diversity and inclusion goals and strategies.
Our aim is simple – to create a workplace free of
discrimination, which values and leverages the talents
and unique contribution of each member of our team
to achieve better business results.
A year in review.
7INVESTA LAND SUSTAINABILITY REPORT FY2014
Our impact.
275,000 shrubs and grasses planted
$169M injected intolocal economies
52 new business sites
8.5ha of parks andopen space
45,000 treesplanted
$441.2MInvestment in infrastructureover the next
5 years
713 new homes built at Investa projects
9 fun days and community events
35K raised for local charities
53 employees
5 Sales centres4 o�ces
$3B pipeline end value
18 projects VIC, NSW, QLD, NT, WA
$127kraised for Property Industry Foundation
$9.5Bassets under management
241 employees
Our E
nviro
nment
Loca
l Eco
nomies
Investa Land
Investa Property Group
7INVESTA LAND SUSTAINABILITY REPORT FY2014
Our vision & mission.
We make the places where people most love to belong by creating unparalleled addresses that enhance people’s lives and businesses.
9INVESTA LAND SUSTAINABILITY REPORT FY2014
Our brand.Investa Land has recently completed a programme to create a brand position as an independent business. The Sustainability Strategy delivers the brand position by referencing the brand vision, values and external positioning statement. In summary, the Investa Land brand encompasses the following:
Brand StatementWe make the places where people most love to belong
Values Integrity, Innovation, Teamwork, Performance
Brand Pillars Insight, Creativity, Sustainability and Customer Focus
Positioning Statement For people who expect more, Investa Land makes the extraordinary places that enrich their experiences of home and business life, through incredible imagination and design
Investa Land Executive Team
9INVESTA LAND SUSTAINABILITY REPORT FY2014
Investa recognises the
commercial benefits of having
a culturally diverse and
talented, collaborative
workforce. In FY2014,
Investa established its
Diversity Committee, with
representatives from across
the business to identify
opportunities for further
support of gender and cultural
diversification and knowledge-
sharing through all levels of
the business.
As research demonstrates, workplace diversity creates opportunities for more holistic viewpoints to inform key decision-making processes, which can deliver improved business outcomes.
By acknowledging and celebrating the diversity of its workforce, Investa can capitalise on these opportunities to deliver better service to our customers and sta�.
Following the results of the survey, Investa is committed to focusing on two key areas in FY2015:
• Celebrating diversity of gender, age, sexual orientation, religious and cultural diversity through establishing a Cultural Committee and LGBTI Committee to champion Cultural and LGBTI diversity, to provide input on specific issues to the Diversity Committee.
• Promoting greater gender equality through all parts of Investa’s business and the wider property sector through:
– The review of recruitment policies and procedures to eliminate unconscious bias;
– Providing unconscious bias training to all people managers to ensure sustained cultural change;
– Actively promoting Women in Property through ‘Male Champions of Change’ programme;
– Improving collation of social metrics regarding volunteering, community activities, formal and informal flexible work arrangements.
Supporting workplace diversity.
11INVESTA LAND SUSTAINABILITY REPORT FY2014
INVESTA LAND
INVESTA
LAND
Investa Land. Supporting working families.
Full-time 24 14
Full-time Contract
Part-time
Part-time Contract 2
2
2
5
Casual 3
1 1
100%
INDUSTRY STANDARD
INDUSTRY STANDARD
98.8%
1.2%
67%
33%
87%
13%CEO Senior Management
Supportingworkplace diversity.
MALE FEMALE
MALE FEMALE
11INVESTA LAND SUSTAINABILITY REPORT FY2014
Investa Property Group.Our people.
62% UNIVERSITYQUALIFIED
24% VOCATIONAL QUALIFICATIONS
7% OTHER PROFESSIONAL QUALIFICATIONS
241people
INVESTA PROPERTY GROUP
43%women
57%men
MALE FEMALE
43%57%
MALE FEMALE
44%56%
INVESTA OFFICE INVESTA LAND
WOMEN AT BOARD LEVEL
20% ICPFBOARD
29% IPGH BOARD
40% IOFBOARD
93%HAVE PROFESSIONAL
QUALIFICATIONS
13INVESTA LAND SUSTAINABILITY REPORT FY2014
Our cultural identity.
43%AUSTRALIAN
3%INDIAN3%
NEWZEALAND 5%
IRISH
11%CHINESE
14%ENGLISH
21%OTHER
OF INVESTA PEOPLE HAVE BOTH PARENTS
OVERSEAS
45%
OF INVESTA PEOPLE WERE BORN OVERSEAS
35%
AU
ST
RA
LIA
N
NO
N-A
US
TR
ALI
AN
57%43%
We have busy lives, we balance work and life.
OF US ARE SINGLE
16%
OF US ARE PARENTS
58%
IDENTIFY AS LGBTI
2.5%
CARE FOR OR SUPPORT
SOMEONE DUE TO AGE, DISABILITY OR ILL HEALTH
12%
of our peopleare partnered78%
of our partners are employed82%
18%Part-time
82%Full-time
13INVESTA LAND SUSTAINABILITY REPORT FY2014
Our strategic focus.“For Investa Land, sustainability is about making smarter choices. We see the next five years as a ripe opportunity to build upon our collective experience, optimise our ability to work collaboratively, and authentically integrate sustainability into everything we do.” Nina James, National Sustainability Manager Investa Land
In 2014, Investa Land embarked on an exciting journey to
define what sustainability means to us, and to authentically
embed it into every aspect of our business. For us,
sustainability is about leadership, looking forward, inspiring
our people, and optimising our development outcomes.
This year, we have composed our first Sustainability
Strategy, to set the goalposts for 2020, while bedding down
our company vision, mission, values, and brand position.
The entire Investa Land team worked together to co-define
our direction, and plan how we should deliver our targets.
Our ambitious strategy has integrated the contributions
from every member of our team. Together we composed
a set of principles, each targeting social, environmental,
economic and governance issues. These principles
provide the high level structure to define our approach
to development.
To build on our principles, we have carefully selected four
key areas to focus our energy. The Big Four: a�ordability,
place making, infrastructure and education. We believe we
have the ability, knowledge and insight to provide industry
leadership in these four areas.
To do this, we have devised a five year plan, which specifies
key tasks to optimise opportunity and deliver broad-scale
excellence for our business. Our plan is ever-evolving,
enabling us to continually improve, adjust and progress
toward award-winning, vibrant residential neighbourhoods
and industrial precincts.
15INVESTA LAND SUSTAINABILITY REPORT FY2014
Four pillars of sustainability.This year, our business defined four key areas where we can focus our energies to provide maximum benefit to our stakeholders.
Education: For us, education is about ensuring we are sharing intelligence,
both within our Investa team, and also with our customer family.
A¢ordability: For Investa Land, a�ordability is about insight; about knowing our
customers, understanding their financial pressures, and working with them
towards proactive solutions. It’s also about building a healthy sustainable
local economy, supporting employment and local businesses.
Infrastructure: We deliver resilient living and business solutions. We seek to minimise the
environmental impact of our developments, and enable future-proof solutions
for our customers. For Investa Land, it’s about working with service providers,
to ensure our residential and industrial developments are adaptable for longevity.
Place Making: Investa Land creates the places where people most want to belong.
For us, place making is about activating our communities, so that neighbours
form life-long friendships; delivering an inclusive society, supported by a
vibrant public domain, enabling community activity and integration.
15INVESTA LAND SUSTAINABILITY REPORT FY2014
Our strategy in action.
Place Making: Given that more than 70% of our residential customers
are owner occupiers, we know they are making a
choice to build their family home in an Investa Land
development. For us, place making is about creating
places where neighbours want to belong. This year
we are focussing on working collaboratively on every
active project to determine opportunities to connect
neighbour to neighbour.
This year we will develop a set of Public Domain
Guidelines, to clearly define our expectations of open
space, community development, public art and
streetscape design.
Education:This year we are working concurrently on two educational
projects. We have commenced the Investa Land
Sustainability Diploma, which seeks to educate our entire
team about issues relating to sustainability. The diploma has
been designed to reflect the way we work, and maximise
our opportunity to learn from one another, sharing
intelligence and experience.
We are also working hard to share this intelligence with our
residents and customers. This year we will be delivering a
customer experience programme, which will bed down the
value of our sustainability initiatives on each project. Our
objective is twofold: to provide continual feedback to our
business to continually improve the Investa Land brand and
customer experience and; to empower our customers to make
smart lifestyle choices, deriving great value to our customer
and providing a comfortable and cost-e�ective home.
17INVESTA LAND SUSTAINABILITY REPORT FY2014
A¢ordability: We recognise that more than 25% of our residential
customers are first home buyers, and that finance is
their primary concern. Indeed, finance is often the first
consumer element to be addressed, prior to considering
location, when purchasing or building a new home.
This year, our focus is on defining our measures of
a�ordability. We will continue to conduct customer
research to establish clear measurable targets for our
national development asset base with regard to value
and a�ordability.
Infrastructure: In the next five years, Investa Land has $441.2 million
committed in infrastructure provision, incorporating
amenities, services and delivery of open space and
parklands. This year, we will embed the principles of
resilient cities to our delivery platform, ensuring we are
investing that $441.2 million to deliver prepared and
more resilient communities. We will collaborate with
industry partners to o�er smarter, adaptable solutions
for natural disaster preparedness.
17INVESTA LAND SUSTAINABILITY REPORT FY2014
FY2014 in review. Our Quadruple Bottom LineInvesta Land is taking steps toward integrated and whole-of-business reporting. As such, this year, we are transitioning to the inclusion of fi nancial information in our reporting. As a privately owned business, Investa Land is not required to disclose fi nancial performance metrics, however, we are voluntarily choosing to do so.
19INVESTA LAND SUSTAINABILITY REPORT FY2014
Key highlights:This year we planted 45,000 trees, and more than 275,000 shrubs and ground covers around
Australia. Our trees equate to absorbing 1,350 tonnes of carbon dioxide emissions from our
atmosphere per annum.
We ran 9 large community events across the country.
6,000 people attended.
$35,000 was raised for local charities.
We installed 10.4ha of water quality and detention systems around the country.
Through our construction programme, we created approximately 525 jobs, investing some $169 million into local economies around Australia.
We constructed 6km of footpath to connect our neighbourhoods, and encourage passive public transport such as walking, running and cycling.
This year we partnered with national specialists in Darwin to mandate solar hot water, and promote solar power. This year a total of 152 hot water units were installed, which equate to a reduction of 608 tonnes of carbon emissions per year, equivalent of taking 152 cars o� the road.
We delivered 8.5ha of quality parklands, providing recreation opportunities for all ages and abilities. We embarked on a Resilience Planning programme, to establish our measures, key risks and plan for embedding resilience into our delivery platform.
This year, Investa Land partnered with Defence Housing Australia, Charles Darwin University and Power and Water NT to sponsor a PhD scholarship, to determine tropical climate best practice masterplanning and home design.
Around two thirds of waste sent to landfi ll is from organic material. This year we trialled the inclusion of composting bins in our standard specifi cations for homes in our Darwin development. We are looking forward to rolling this initiative out around the country, and thereby signifi cantly reducing domestic landfi ll waste.
19INVESTA LAND SUSTAINABILITY REPORT FY2014
A¢ordability
Investa Land actively seeks to embed our
wealth of experience into our projects to
respond to our customer needs, wants and
desires. A great example of this insight
influencing our delivery is our Evans Park
32ha industrial park, which is revolutionising
the way people live and work in Victoria.
Our team identified a desire for Mixed-Use
lots, enabling small business operators to
build a home/o�ce on-site. This innovative
solution responded to a market opportunity
to cater for small businesses, which require
room for additional storage, or o�ce space,
without wanting to commit to a large
investment in workplace accommodation.
The Evans Park team worked with the
local authority to secure Mixed-Use
zoning, thereby doubling the number of
workers accommodated. The Mixed-Use
product has been tailored to respond to
a market seeking a�ordability, combining
the new home and o�ce investment
into one inclusive built form. In addition
to addressing initial capital investment
challenges for small business owners, this
product is also eligible for attractive tax
conditions and return on investment metrics.
Home o£ce starting at $345k
>7% ROI
Potential for 6,500 employees
Evans Park
21Economic Pillar OUR PROJECT PERFORMANCE
Sustainable Local Economy
Aiming to create the leading industrial
precinct for large manufacturing and
sustainability industry within South-East
Queensland and the eastern seaboard,
Swanbank Enterprise Park is a 500ha
industrial development set within a 2,200ha
business, industry and open space corridor.
Swanbank is an easily commutable 27km
south-west of the Brisbane CBD and 7km
south-east of Ipswich CBD, bounded by the
Cunningham and Centenary Highways. It is
located to optimise major transport access
to Brisbane Airport, Port of Brisbane, and
southern states.
As an industrial ecology, Swanbank will
co-locate the infrastructure and mix of
industries, enabling inter-relationships to
emerge and waste or by-products of one
industry used as inputs into others within
the estate. Given the 2009 Ipswich flood,
Swanbank is above the Q500 flood levels,
giving our industry based residents comfort
that they will remain operational in large
flood events.
$900 million indirect investment into the local economy
150ha Conservation Corridor
7,000 Jobs
Swanbank will contribute significantly to
employment and economic development
within the Ipswich City Council area and
South-East Queensland. Swanbank will
directly invest over $300 million into the
local economy, equating to a $900 million
indirect local economy stimulus over the life
of the project. The project will potentially
generate 7,000 local jobs, thereby
supporting a sustainable local economy.
$12.7 billion
BY 2026, THE IPSWICH AND WESTERN CORRIDOR ECONOMY
PROJECTED TO BE
16,500 p.a.POPULATION PROJECTED
TO INCREASE BY
Swanbank Enterprise Park
21OUR PROJECT PERFORMANCE
Our Communities
As a national developer, Investa Land
is cognisant of our role in developing
projects which are vibrant, engaging
and enjoyable places to live and work.
We know that we don’t do this alone.
We are most successful when we partner
with our colleagues throughout the
development process to create places
where people most want to belong.
At Investa Land, we know that the most
important part of social integration is
understanding the local context and working
with the local community to establish
engaged and connected neighbourhoods.
We seek to involve our residents in
community activities as soon as they move
in. Our development, sales and marketing
teams collaborate to directly facilitate
events in our projects, which are culturally
inclusive and which encourage neighbours
to connect with each other.
Aboriginal Landcare Education Programme at Breezes Muirhead NT
This year, our masterplanned community
in Darwin, Breezes Muirhead, commenced
an innovative education programme in
partnership with Greening Australia and
Defence Housing Australia. The objective of
the programme is to provide training that
assists the students in attaining full time
employment. The programme o�ers at risk
indigenous youth practical skills in landcare
management and ultimately certification
a�liated with Charles Darwin University.
The programme has been operational for
two terms, and 12 graduates have completed
the course. Several of the graduates have
moved into full-time employment in land
management. The knowledge gained as
part of this programme is filtered back
to communities, providing role models,
stable incomes and supporting long-term
employment. One student in particular has
returned to Mataranke country and is now
working with the Indigenous Ranger Group
as a mentor for young men.
$37,000 raised for
Liverpool Hospital to date
$9,000 raised in FY2014 for
Royal Darwin Hospital
$5,000 raised for Liverpool PCYC
When a sense of community is ignited in a neighbourhood, people feel more connected and welcome, creating a more engaged community.Kimberley Ward,Investa Land Marketing Project Manager NSW
“
”Another is working as an Indigenous Ranger
in Borroloola and studying a Diploma in
Conservation and Land Management. Two
students have enrolled at Charles Darwin
University to continue studies in Certificate III
Conservation and Land Management.
23Social Pillar ENGAGING OUR STAKEHOLDERS
Research and Innovation
The Breezes Muirhead masterplan
challenges the ‘business as usual’ model
of north-south orientation, by employing
The Breezeway Model. The Breezeway
Model challenges standard masterplanning
practice in terms of solar access and lot
orientation. If successful, the model will
significantly reduce cooling costs in the
home. However, to prove or disprove the
model’s e�ectiveness, a comparative
research project is required.
To achieve this, we partnered with Defence
Housing Australia, the local energy provider
Power Water Corporation, and Charles
Darwin University to sponsor a PhD
scholarship. The project team is thrilled to
have delivered a collaborative partnership
solution that binds developer, local amenity
provider and university, to support objective
research and education. Ideally, the three
year scholarship will result in significant
data to challenge the status quo for master
planning in tropical climates.
At the completion of the research, we
propose to work with the government to
provide climate responsive, tropical master
planning guidelines that drive an industry
shift in best practice.
“Breezes Muirhead is at the forefront of research and innovation in changing the way tropical master planned residential communities are delivered. The Breezeway Model challenges conventional thinking and we are excited about the research outcomes and proud of our collaborative partnership with the community, industry and Charles Darwin University”. Paul Perkovic, Project Director NT
Community Engagement
At Investa Land, a key focus is creating
connected communities, which evolve into
strong neighbourhoods, where neighbours
feel like they belong. We tailor our approach
to community development, to respond to
the local context. One way we ignite a sense
of belonging is to host large scale family
events in our parks, inviting local schools
and clubs to perform, local business to host
stalls, as well as providing amusements.
This year we ran 9 large community
events, with more than 6,000 residents,
family and friends attending across the
country. By raising some $35,000 for
charity, we supported the Property Industry
Foundation’s ‘Youth O� the Streets’
programme, local charities, and contributed
to the purchase of much needed equipment
at local hospitals. We also ran our 7th annual
Sculpture on the Green event at Kooindah
Waters, attracting some 3,000 visitors.
“Our annual Family Fun Day brings both the new Bloomdale and existing local residents together. It has become a highlight on the Diggers Rest community calendar.”Lewis Cormie, Development Manager,Industrial & Residential VIC
23ENGAGING OUR STAKEHOLDERS
250,000 plants
45,000 bio-pod water cleansing tubestock plants
10.5% of site dedicated to WSUD and biodiversity
2,500 trees planted
37,300 cubic metres of storage, volume equivalent to 15 Olympic swimming pools
New Base Business Park
At New Base, we implemented an innovative, precinct scale approach to Water Sensitive Urban Design (WSUD). By integrating WSUD principles from project inception, the development will ultimately improve the quality of local creeks, and reduce the risk of downstream flooding.Justin Sherlock,Development Manager Industrial QLD
“
”
25Environmental Pillar MEETING ENVIRONMENTAL CHALLENGES AND OPTIMISING PERFORMANCE
New Base Business Park embedding to Water Sensitive Urban Design at precinct level
New Base Business Park at Brendale,
Queensland, is a solid demonstration
of our commitment to improving the
natural environment in our developments.
At New Base, we implemented an innovative,
precinct scale approach to Water Sensitive
Urban Design (WSUD). By integrating
WSUD principles from project inception,
the development will ultimately improve
the quality of local creeks, and reduce
the risk of downstream flooding.
A key strategy at New Base was to actively
manage stormwater at a whole of site,
rather than lot–by-lot basis. The result
of this bold and co-ordinated approach
is greatly improved water quality across
the development. It also a�orded us an
opportunity to revegetate the detention
basins using endemic species, thereby
creating habitats for local fauna.
The impact downstream was also a priority,
where our team determined to optimise
the aquatic biodiversity of the connecting
creek systems. The 8.91ha New Base WSUD
programme actively slows high flow levels
during storm events, preventing downstream
scouring, maintaining bank stabilisation and
aquatic health. In addition to water quality
improvements, significant storage has been
provided to detain stormwater runo� and
maintain pre-development peak discharges.
Bloomdale Reaches for the Stars
At Bloomdale, it’s about o�ering our new
community smart choices for water, power
and communication.
We know that our Bloomdale residents
want high-speed internet and flexibility in
their home. With this in mind, Bloomdale
residents will have access to NBN from
day one. We’re also o�ering our residents
education on NBN and how they can ensure
their home is NBN-ready to maximise all of
its benefits. We are also supporting the local
economy by embedding future employment
lands, to optimise the opportunity for our
residents to work within walking distance
of home.
We are always looking for ways to maximise
comfort and manage energy consumption,
to reduce utility bills. At Bloomdale we
are working with our builder partners to
deliver a seven and eight energy e�ciency
star homes. In addition, Bloomdale will
have access to Class A recycled water
via a purple pipe system.
40km shared walking and cycling paths
13ha of wetlands
Recycled water reduces potable water consumption by up to 50%
6 community parks
650+ short term jobs & 1,300+ long term local jobs
Bloomdale
25
Letter from the Joint Managing Directors – Investa Property Group
FY2014 has been a successful
year for Investa Property Group.
Following a strategic reorganisation
in 2013, both the Investa O£ce
and Investa Land businesses
have delivered strong results,
respectively generating 88% and
12% of Group operating revenue
in FY2014. The Group continues
to respond to environmental
and social challenges, with
innovations benefitting our
customers, engaging our people
and delivering value and
transparency to our investors.
After eleven years of sustainability
performance reporting, the Group
continues to be noted as a leader in
creating a sustainable built environment.
With our partners, the Australian
Business Roundtable for Disaster
Resilience and Safe Communities, we
released a second research paper to
engage Government in prioritising cost
e�ective pro-active resilience solutions
for Australian communities.
Investa people have continued to support
social change through fundraising and
volunteering initiatives, continuing our
strong support for the Property Industry
Foundation, alongside other employee-
led giving.
The Group Diversity Committee is
now in place, with statistics confirming
our employees are highly culturally
diverse and well trained professionals.
Key areas of focus include: gender,
sexual orientation, cultural and multi-
faith diversity and work-life flexibility.
Several group executives and
employees actively participated in the
Property Council of Australia’s Women
in Property Mentoring Programme in
FY2014, supporting broader change
in our industry.
On behalf of the Board we would
like to take this opportunity to
congratulate the Investa O�ce and
Investa Land businesses on continuing
to generate value for investors and
society and an increasing customer
focus in our business.
Yours sincerely,
Jonathan Callaghan Joint Managing Director
Investa Property Group
Ming Long Joint Managing Director
Investa Property Group
The Group continues to respond to environmental and social challenges, with innovations benefitting our customers, engaging our people and delivering value and transparency to our investors.
“
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27Governance Pillar BEST PRACTICE GOVERNANCE
Investa Land Safety, Risk and Sustainability management and reporting structure
Group Audit Committee and RSC: Senior decision making body for
Safety, Risk and Sustainability.
Executive Committee: Responsible for Safety, Risk and
Sustainability procedures and reporting.
Group represents HR, Safety, Sales
and Marketing, Finance, Legal Counsel,
Developments and Sustainability. Safety
and Sustainability are standing items on
meeting agendas.
Operational Departments: Safety and Sustainability embedded
in everyday activity. Evaluated via KPI’s
and performance reviews. Sustainability
and Safety standing items on monthly
project meetings.
GROUP AUDIT COMMITTEE
RISK AND SUSTAINABILITY
COMMITTEE
BOARDS OF INVESTA
INVESTA LAND INVESTA OFFICE
CHIEF EXECUTIVE OFFICER
EXECUTIVE COMMITTEE
CHIEF EXECUTIVE OFFICER
SUSTAINABILITY
SAFETY
SAFETYCOMMITTEE
Sustainability, Risk & Safety Reporting at Investa Land.
The Business
Investa Property Group has a long-standing
and proven performance in sustainability,
including local and international recognition
over the last decade. Investa Land seeks
to build on the sustainability knowledge,
experience and profile of the broader
business to deliver consistent improvement
year on year.
Investa Land is voluntarily committed
to continually improving our system of
corporate governance in alliance with the
ASX Corporate Governance Principles where
relevant. Our Governance structure has been
designed to enable independent auditing
and objective risk mitigation throughout
the business.
EXECUTIVE COMMITTEE
27BEST PRACTICE GOVERNANCE
Workplace health and safety.Our aim is to promote and instill a culture of safety throughout our business.
In FY2014 we carried out a full review of our Safety Health
& Environment Management Plan (SHEMP) and associated
procedures, forms and tools to ensure that business
process and practice aligned to our goal of instilling a
safety culture. This review involved an external consultant
and internal consultation process with our Executive
and Developments team and the revised SHEMP and
procedures were communicated to all employees via a
national training programme. In addition, we established
an Investa Land SH&E Working Group comprising cross-
functional and state business representatives for the
purpose of assisting our Executive team to maintain focus
on continuous improvement in respect of safety practice
and performance.
INVESTA STAFF HOURS WORKED
358,389 MEDICALLY TREATED
INVESTA STAFF INJURIES
Zero
29INVESTA LAND SUSTAINABILITY REPORT FY2014
Nationally we are represented at the:
Australian Business Roundtable for
Disaster Resilience and Safer Communities
UDIA – Urban Development Association
of Australia
NSW Chapter: Land Development
Committee, Planning Committee, Hunter
Committee and Leadership Committee
PCA – Property Council of Australia
NSW Chapter: Accounting Roundtable
QLD Chapter: Chairman of the Property
Council of Australia’s Residential
Committee and Member of the Divisional
Executive, and Industrial Committee
VIC Chapter: Industrial Committee
OEH – O� ce of Environment and Heritage
– Industry Research group “Driving
Demand for Sustainable Housing”
Industry leadership and engagement.As a national developer of residential and industrial projects, Investa Land recognises the importance of supporting and engaging in professional development of our industry. Our employees are engaged in local and national committees, roundtables, workshops and think tanks, government and tertiary research programmes, and mentoring programmes.
29INVESTA LAND SUSTAINABILITY REPORT FY2014
Australian Business Roundtable
Investa Property Group recognises
our national role as the developer of
places where communities live and
work, to ensure they are prepared
and resilient. In the past year,
Investa Land has continued to support
the IPG contribution to the Australian
Business Roundtable for Disaster
Resilience and Safer Communities.
The Roundtable brings together
six major organisations to support
research and investigation into
natural hazard disaster resilience
across Australia.
This year, we built on the momentum
and success of our fi rst White Paper,
“Building Our Nation’s Resilience
to Natural Disasters”, and released
the second paper, “Building an
Open Platform for Natural Disaster
Resilience Decisions”, which
recommends an open platform
be developed by the Australian
Government to provide a single point
of access to critical data. The platform
should reduce complex challenges
such as cross institutional access,
licencing, technology and validity.
The White Paper has been well
received, and we are pleased to
see the refl ections of our key
fi ndings in the 2014 Productivity
Commission Draft Report – Natural
Disaster Funding Arrangements.
The White Paper is available at:
australianbusinessroundtable.com.au
Resilience Planning
The Australian climate is continually changing, and best available scientifi c information predicts further changes in the future. Investa Land has a responsibility to its stakeholders, including shareholders, investors, customers and employees, to ensure it is prepared for these changes and the impacts these changes may have on business continuity, profi tability
and overall sustainability. With this in mind, Investa Land commissioned a high-level climate resilience planning review.
We conducted a workshop with key employees, to collect information, and to build awareness and capacity in climate resilience planning. During the workshop, we interrogated our risk profi le, and defi ned key steps to better integrate resilience planning into our delivery platform, and opportunitiesto inform future decisions.
This project is the fi rst step in an ongoing programme which will include the development of a Resilience Planning Policy, implementation strategy, community engagement tool and reporting structure.
Australian Business Roundtable was awarded Highly Commended for involvement in Natural Disaster Resilience Awards 2013
National Resilient AwardInvesta was jointly recognised when the Australian Business Roundtable for Disaster Resilience and Safer Communities was awarded Highly Commended for the Roundtable’s contribution to public policy to help government, business and communities better prepare for natural disasters.
INVESTA LAND SUSTAINABILITY REPORT FY2014
Property Industry Foundation
The Property Industry Foundation (PIF) raises funds and awareness to help grass roots charities that provide services to homeless and at-risk youth. The Foundation raises in the order of $1.5 million annually, supporting some 20 children’s charities. Investa Land, in support of Platinum Corporate Donator Investa Property Group, continued its ongoing contribution to the Property Industry Foundation throughout FY2014. We do this through a combination of the volunteering of sta� time, as well as financial donations by sta� and suppliers.
McGrath Foundation
Breast cancer is now the most common cancer in women in Australia and the second most common cancer to cause death in women, after lung cancer. This year, Investa Property Group employee Sonia Jacobs took a very brave and bold step in shaving her head, with an ambition to raise $25,000 in support of the McGrath Foundation. Investa Property Group committed to supporting Sonia, by matching dollars raised (to $5,000), and holding sta� fundraising events to help her raise some $25,927 for the foundation. Importantly, these fundraising activities were personally sponsored by the Investa sta�, who contributed toward her aspirational goal. The dollars raised by Sonia go toward funding McGrath Breast Care Nurses around Australia.
Donate to the McGrath Foundation at http://mcgrathfoundation.gofundraise.com.au/page/SoniaJacobs
$127,145 donations
136 hours gift wrapping
170
sta� volunteer hours raised $80,000 for the PIF Golf Day
$23,400PIF Annual Charity Yachting Regattas
$1,100Tour de PIF
$14,100 Investa Lawn Bowls
Fundraising Day
Corporate social responsibility.
$25,972 donations
$35,000to local hospitals/community
charity groups250
books and toys donated
31
New South WalesHead OfficeLevel 6
Deutsche Bank Place
126 Phillip Street
Sydney NSW 2000
Phone: +61 2 8226 9300
Fax: +61 2 9844 9300
VictoriaLevel 4
Podium Building
120 Collins Street
Melbourne VIC 3000
Phone: +61 3 8600 9200
Fax: +61 3 8600 9222
QueenslandSuite 1, Level 7
10 Eagle Street,
Brisbane QLD 4000
Phone: +61 2 8226 9300
Fax: +61 2 9844 9300