Enhancing the well-being of our people and those in our properties
FY16 Performance Against Commitments
= Achieved = Not Achieved = Underway
|Proactively manage workplace risks to ensure the safety and health of staff, customers and visitors||Achieved re-certification for Workplace Health & Safety and Environmental Management Systems and implemented a portfolio wide safety scorecard for developments that is monitored each quarter|
|Build an inclusive and diverse culture through leadership, learning and diversity programs||Enhanced our inclusive and diverse culture through launching Diversity & Inclusion and Flexibility programs, with our CEO also actively involved in the Property Male Champions of Change and PCA Diversity Initiatives programs|
|Invest in the capability of leaders and managers to create a high performance culture||Invested in the capability of leaders and managers through extensive coaching and development programs|
|Develop a comprehensive approach to improve the health and wellbeing of employees||Launched Wellbeing week program through the creation of five WELL communities focused on improving the health and wellbeing of Dexus’s employees|
|Support employees to enable a constructive, collaborative and supportive work environment through employee development programs, employee engagement initiatives, leadership development and culture building activities||Implemented an employee engagement survey which reported 97% of employees who participated in the survey were proud to be associated with Dexus|
|Improve Dexus’s employee value proposition to attract the right people to work, develop and retain at Dexus||Enhanced Dexus’s employee value proposition to attract the right people to work and build careers at Dexus through technology improvements and targeted campaigns|
Refer to People and Culture section of the 2016 Dexus Annual Report.
Dexus embraces wellbeing and the WELL Building Standard
The WELL Building Standard is an evidence-based system for measuring, certifying and monitoring the performance of building features that impact the health and wellbeing of building occupants.
With increased focus on designing buildings to positively impact as physical and mental health, and productivity, tenants are now starting to evaluate their workspace needs in a new light.
Importantly, a WELL rating is dependent on many sustainable base building features and without the foundation of good, green design, meeting many of the comfort credits in WELL will be challenging.
Dexus recognises that a truly sustainable building not only addresses environmental impact, but social and economic impact too. Dexus has adopted the concept of wellbeing not only into its portfolio management activities, but for our employees as well.
Dexus is assessing the base building design and construction features that a landlord can influence, including provision of healthy air, access to clean drinking water and daylight, and fitness facilities and activities.
Internally, Dexus has established five “Wellbeing Communities” to research, decide and implement programs focused on:
- Diversity and Inclusion
- Mind Body and Nutrition
- Workplace and Social
- Professional Development
- Benefits and Recognition
Dexus has a highly engaged workforce seeking empowerment. Referring to ‘communities’ rather than ‘committees’ is intentional and seeks to support staff to be self-directed and not driven by a top-down approach.
By incorporating wellbeing Dexus seeks to drive better decisions, productivity, performance, and culture.
|Total workforce (FTE)|
|Workforce by location|
|Workforce by employment type|
|No. of flexible work arrangements||11||25||6||25||7||26||9||52||9||43|
Gender Diversity in the Workforce
|Total workforce by gender|
|Number of female employees||152.9||135.6||118.4||133.5||171.4||211.7|
|Number of male employees||136.6||120.8||115.6||142.5||162.6||187.5|
|Total number of employees (FTEs)||289.5||256.4||234.0||276.0||334.0||399.2|
|Percentage of women in workforce||53%||53%||51%||48%||51%||53%|
|Percentage of men in workforce||47%||47%||49%||52%||49%||47%|
|Gender diversity in our senior leadership team|
|Number of females in Senior Management team||23.1||25.4||22.5||24.0||27.7||31.9|
|Number of males in Senior Management team||55.0||59.0||61.0||68.0||79.2||78.0|
|Total number of employees in Senior Management team||78.1||84.4||83.5||92.0||106.9||109.9|
|Percentage of females in Senior Management team||30%||30%||27%||26%||26%||29%|
|Percentage of males in Senior Management team||70%||70%||73%||74%||74%||71%|
|Percentage of female Non-Executive Directors||14%||25%||25%||43%||43%||50%|
|Percentage of male Non-Executive Directors||86%||75%||75%||57%||57%||50%|
Commentary and Methodology
‘Senior Management team’ includes executive management and senior management positions within the Group, specifically positions with a corporate title of Executive Director, Executive General Manager, Group General Manager, Regional General Manager, General Manager and Senior Manager.
'Non-Executive Directors’ are Independent Directors of DXFM and does not include the CEO or Executive Director Finance & COO who are counted in the Senior Management team for the purposes of workforce reporting.
All relevant headcount data is taken from each year’s headcount report as at 30 June 2016, produced by Dexus People & Culture. Headcount data for the purpose of these statistics is based on Full Time Equivalent (FTE) employees, representing the active Dexus workforce.
Engagement and Leave
|Employee engagement rate|
|Survey participation rate||93%||88%||83%1||70%|
|Leave days taken|
|Long service leave||51||16||81||98||133|
|Parental leave unpaid||2,496||1,614||721||1,396||789|
|Parental leave paid||690||466||234||355||383|
|Leave without pay||154||172||171||325||353|
|Absentee Rate (sick days lost per FTE)||3.5||3.1||3.0||3.4||3.0|
- From FY14, Dexus will be conducting its Employee Opinion Surveys once every two years.
Commentary and Methodology
Engagement information was sourced directly from the Employee Opinion Survey for the respective reporting year. Employee Opinion Surveys are managed externally by Towers Watson via an online, confidential survey.
In 2015 Dexus expanded its engagement with employees to focus on understanding the Dexus culture and conducted a Culture Survey. In future Dexus will conduct Employee Opinion Surveys and Culture Surveys on alternate years.
Leave data was gathered for each reporting period from payroll system records. The data was then consolidated into the categories displayed in the report as follows:
- Annual leave: Annual leave only
- Long service leave: Long service leave only
- Parental leave unpaid: Parental leave unpaid only
- Parental leave paid: Primary and non-primary paid parental leave
- Personal leave: Sick leave, carers’ leave and special bereavement or compassionate leave
- Leave without pay: Leave without pay only
- Other leave: Study leave, volunteer leave, jury duty and purchased leave
Absentee Rate (AR) - the number of personal leave days per full time equivalent workers employed is calculated as follows:
Work Health & Safety and Discrimination
|Employee WH&S incidents|
|Workplace injuries (No lost-time injuries/diseases)||8||5||6||-||7|
|Lost Time Injury Incidence Rate (LTIIR)||n/a||n/a||-||0.30||0.75|
|Lost Time Injury Frequency Rate (LTIFR)||n/a||n/a||-||1.64||4.12|
|Occupational disease rate (occurrences per million hours worked)||n/a||n/a||-||-||-|
|Lost day rate (days lost per million hours worked)||n/a||n/a||-||3.28||39.83|
|Employee relations matters|
|Resolved by year end||5||1||3||2||6|
|Outstanding at year end||1||0||0||0||6|
Commentary and Methodology
Work health and safety (WH&S) incidents account for all recorded incidents pertaining to Dexus employees and includes contractors employed directly by Dexus. All reported incidents in FY16 related to personal injury.
In FY16, there were three OH&S incident reported by employees, with 29 days lost time from injury, resulting in a lost-time incidence rate (LTIIR) equal to 0.75 and lost-time injury frequency rate (LTIFR) equal to 4.12.
The system of rules applied in recording and reporting accident statistics include Australian Standard 1885.1 1990, Workplace injury and disease recording standard as well as definitions from the Global Reporting Initiative (GRI) G4 reporting standard relating to indicator G4-LA6.
No lost-time injuries/diseases - those occurrences which were not lost-time injuries/diseases and for which first aid and/or medical treatment was administered
Lost-time injuries/diseases - those occurrences that resulted in a fatality, permanent disability or time lost from work of one day/shift or more
Occupational disease - a disease arising from the work situation or activity (such as stress or regular exposure to harmful chemicals), or from a work-related injury
Fatalities - Fatalities that occur as a result of an injury or disease occurrence
Lost Time Injury Incidence Rate (LTIIR) - The number of occurrences of injury/disease for each one hundred full time equivalent workers employed is calculated as follows:
Lost Time Injury Frequency Rate (LTIFR) - The number of occurrences of injury/disease for each one hundred full time equivalent workers employed is calculated as follows:
Occupational disease rate (ODR) - The number of occurrences of occupational diseases for each one million hours worked is calculated as follows:
Lost day rate (LDR) - the number of days lost to injuries/diseases for each one million hours worked
Number of hours worked in the period - Refers to the total scheduled number of hours worked by all Dexus employees as recorded at 30 June of each year. Dexus offers employees flexible work arrangements and staff are employed under individual contracts that stipulate 1824 hours per annum (equal to 240 days x 7.6 hours) for each full-time employee. As Dexus does not track employee working hours and staff do not engage in overtime or shift work, Dexus has defined the ‘number of hours worked’ as 1824 hours per annum per full-time employee.
Number of workers - Is defined as the number of workers who worked in the reporting period as recorded at 30 June each year. Persons who were absent from work on paid or extended leave as recorded at 30 June each year are excluded from this calculation.
Retention and Recruitment
|Total number of new hires||24||37||30||41||42||45||49||72||54||104|
|12 month voluntary turnover rates|
|Total by gender||13%||12%||9%||15%||9%||11%||10%||10%||11%||14%|
|Return to work after parental leave||-||15||-||6||-||5||-||8||-||5|
Commentary and Methodology
The turnover calculation is a count of voluntary departures divided by the count of employees as at 30 June in each year. All relevant headcount data is taken from the headcount reports produced by Dexus People & Culture at 30 June each year.
The employee count reflects the total number of people employed by Dexus and accounts for circumstances such as flexible work arrangements and inactive employees on parental leave that are counted in full as departures.
Training and Development
|Training hours by work category|
|Percentage of performance reviews performed||92%||93%||100%||100%||100%||100%||100%||100%||100%||100%|
|Hours of internal & external training|
|Hours of compliance training||375||1,369||1,554||3,626||3,097|
|Average training hours by work category|
Commentary and Methodology
Training data is taken from the training database at the end of each reporting year. Data is categorised and consolidated to provide training hours completed for each category.
Data includes compliance training covering Human Rights issues as well as the Dexus Code of Conduct which addresses victimisation, harassment and bullying.
|Ratio of basic salary by employee category|
|Ratio of basic salary by location|
|Multiple of all employees' salaries to CEO salary||9.16||8.09||8.76||9.15||10.00|
|Multiple of all employees' salaries, excluding Group Management Committee members, to CEO salary||9.44||8.89||9.20||9.58||10.90|
|Multiple of all employees' salaries, excluding all Senior Management, to CEO salary||14.35||12.80||13.41||13.55||14.20|
Commentary and Methodology
Salary represents an employee’s package including fixed cash and superannuation.
Category ratios are calculated by taking the average male salary and comparing it to the average female salary.
Location ratios are calculated by taking the average male salary and comparing it to the average female salary, where number of employees is 10 or more, according to the employee's physical work location.
CEO salary as a multiple of worker salary is calculated by taking the CEO’s salary and dividing it by the Group’s average salary excluding the CEO. The Group’s average salary is then recalculated in the subsequent reporting item to exclude members of the Group Management Committee, and then recalculated again to exclude all senior management for the final reporting item.
For further information on Dexus’s employees refer to the People and Culture section in the 2016 Dexus Annual Report or the Dexus website as well as Dexus’s People and Culture Disclosure of Management Approach (DMA) which can be found on the Dexus website at www.dexus.com/crs