Strategic objective:
To engender a culture committed to sustainability.
We know that building a sustainable business means valuing our people by providing opportunities and rewarding performance.
The Mirvac Way
In 2010 the senior leadership at Mirvac redesigned the organisation's strategic roadmap, defining its vision, purpose, strategic drivers and values that define our culture. Titled 'The Mirvac Way', this new strategic roadmap was delivered through the participation of all staff in senior executive-led briefing and training sessions to educate staff and reinforce the strategic direction.
Human Resource Information System
In 2011 we implemented a Human Resource Information System which provides a robust platform to underpin the Group's business and people strategy.
Measuring progress
We achieved a staff engagement score of 56 per cent in February 2011, which is a 19 per cent increase on our October 2009 score. Mirvac's score is consistent with AON Hewitt's Real Estate Investment Benchmark of 58 per cent and we anticipate surpassing this benchmark in 2012.
Our AON Hewitt perception score for performance management increased by more than 50 per cent in the 2011 survey. During 2010 a new performance management process was designed by representatives from across the business and implemented.
Our AON Hewitt perception score for leadership increased by more than 20 per cent in the 2011 survey and commentary from our employees identifies a significant increase in their satisfaction with communication.
Diversity
We established a Diversity Steering Group for the organisation which is comprised of leaders and staff from across the organisation, reflecting the desired shape and construct of our business.
Health and Safety
Performance:
- > Injuries to employees and service providers, where one or more work days were lost, declined by 18 per cent compared to the previous year;
- > Mirvac employee injuries that resulted in a workers compensation claim declined by 17 per cent compared to the previous year; and
- > The reduction in claims over the past four years has resulted in an 86 per cent decrease in the total overall costs incurred for employee workers compensation claims across the Mirvac Group.
We undertook a variety of injury prevention and intervention programs to eliminate or minimise the risk of injury to our employees, service providers (contractors and suppliers) and the public. Including:
- > High5 Safety Program which is a behaviour-based task observation initiative developed by Mirvac to help reduce the five key causes of injury at our workplaces, which make up 90 per cent of Mirvac's injury claims. After two years implementation of the program has resulted in an average reduction of 38 per cent of High5-related injuries across Mirvac hotels.
- > Mandatory eyewear worn by all personnel was introduced at all Mirvac construction sites in 2009. As a result of this intervention the incidence of eye injuries requiring follow-up medical care has decreased by 73 per cent in the first two years.
- > Young Workers 'Look Out' Safety Program for young people with less than two years of experience and less than 25 years of age across all Mirvac workplaces and work types. The program has contributed to a 24 per cent reduction in young worker injuries requiring medical attention.
- > We have continued to improve our workplace safety culture achieving an average of four, which is considered a 'good' organisational safety culture and represents continued improvement in safety culture across Mirvac. This score was consistent with our 2009 results and continues to be an improvement on our 2008 score of three.
To minimise any potential for emerging risks to Mirvac employees, such as stress and psychological injury, our health and wellbeing program helps to improve employee health and lifestyle and support a positive workplace culture. This program includes:
- > Mirvac's construction operations in Queensland implemented the Young Worker Life Skills Program for apprentices in the building and construction industry. It delivers a variety of basic life skills training to apprentices in areas often overlooked at school or at work.
- > The Mirvac Team Challenge which was introduced in 2011, a 10-week program where each entrant wears a pedometer to record their steps while exercising. The 55 teams collectively walked a total distance of 90,334 kilometres, (seven times around Australia), burnt three million calories and lost the equivalent of 13,345 kilograms.
Looking Forward
Some of our key actions for 2012 are:
- > Allocate all employees at least one sustainability KPI, set by business units and aligned with endorsed KPI guidelines
- > Initiate an internal climate change education program
- > Launch the 2012 intake of Bond University Mirvac Masters of Real Estate (Sustainable Development)
- > Encourage continued staff engagement through national and local sustainability committees
- > Develop a cultural behaviour change program related to sustainability
- > Support Human Resources and Health Safety Environment departments in health, safety and wellbeing initiatives
To read more about our Performance Management, Training, Flexible Work Practices, Turnover, Pay Parity, Diversity Metrics, Employee Benefits, HSE Strategy and HSE Management Systems download the full 'Mirvac People' section of our 2011 Corporate Responsibility and Sustainability Report below.
