2014The Sustainability Reports for Investa Property Group are provided in two separate documents...

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


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.


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


Our vision & mission.

We make the places where people most love to belong by creating unparalleled addresses that enhance people’s lives and businesses.


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


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.


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


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


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


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.


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.


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.


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.


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.


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.


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


Ming Long Joint Managing Director


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.

“

”

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


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.


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

2014The Sustainability Reports for Investa Property Group are provided in two separate documents...

Documents

Transcript of 2014The Sustainability Reports for Investa Property Group are provided in two separate documents...