Enhancing the well-being of our people and those in our properties

We recognise the relationship between the capability of our people and the success of our business, and we continue to invest in our people.

We continued to move our organisation towards a customer focus, creating a high performing, agile team within a collaborative culture.

This year we celebrated several key achievements as we journey towards creating a flexible, diverse and inclusive workplace, including:

  • Achieved gender pay equity in like for like roles
  • Continuing to champion gender equality, with our CEO actively involved in the Property Male Champions of Change program
  • Embedding wellbeing into our culture, driven by our Wellbeing Communities
  • Highlighting the key issue of domestic violence through the launch of our Domestic Violence Leave Policy

Delivering FY17 thriving people commitments

 = Achieved   = Not Achieved   = Underway

Commitment Status FY17 achievements
Build an inclusive and diverse culture through leadership, learning and diversity targets. Of our total workforce, 54% are female and during the year we achieved our initial target of 33% female representation for Senior Managers and above1. We have strong diversity at the Board level with 43% female non-executive directors. Dexus also initiated a diversity and inclusion training program for executives, managers and staff.
Invest in the capability of leaders and managers to create a high performance culture. During the year a leadership assessment and development program was completed for all executives and key talent.
Deliver a comprehensive approach to improve the health and wellbeing of employees, including an improved workplace environment and experience. Implemented wellbeing strategies including education programs, fitness campaigns, mental health training and improvements to the physical environment.
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 culture building programs including coaching, mentoring and development programs for staff. Re-launched our internal communications strategy to better align and engage the workforce.
  1. Female representation for Senior Managers was 32% as at 30 June 2017.

Fostering a high performing culture 

Developing our people

Led by our People and Communities team, we delivered on our training strategy, implementing a diverse range of formal training programs that cater to all roles across the business.

Through our Leadership Academy and Management Essentials programs, we are investing in our future leaders, while our Smart Work program is lowering workplace stress and boosting productivity.

In addition to formal training, we thrive on knowledge sharing via cross-team learning sessions covering professional and personal development topics. Wellbeing topics featured in FY17.

We have continued our ‘check-in’ performance review culture, shifting away from annual performance appraisals, which allows us to adapt to customer and business needs.

Employer of choice

In line with our goal to be an employer of choice, during the year we rolled out a leading remuneration, rewards and benefits framework to our employees to enhance how we reward and engage our staff.

We offer our employees 5 Dexus Days in addition to their existing leave, plus a monthly wellbeing financial allowance that employees can put towards a wellbeing initiative of their choice.

Diversity and pay parity

We have championed gender diversity since 2010 when we formalised our Diversity Policy. In 2011 we set our initial target to achieve at least 33% female participation in senior management and the Board by 2017.

During the year we achieved our gender representation target across both the Board and senior managers, and we are broadening our perspective beyond gender to identify other areas of diversity across the organisation.

Throughout FY17 our CEO and other Dexus senior leaders have advocated for gender equality within the property industry at speaking engagements including the Women in Property Leadership Summit.

Closing the gender pay gap is another key issue for Dexus, and in FY17 we achieved pay parity between male and female employees in like-for-like roles.

We published our achievements through our annual Workplace Gender Equality Agency (WGEA) report and WEGA recognised us as a Pay Equity Ambassador.

This represents not only best practice but a great step forward on our journey to becoming truly diverse and inclusive.

Supporting our people

Health and safety

Workplace health and safety (WHS) remains a core priority to Dexus and we target a ‘no harm’, safe work environment, with zero fatalities.

Led by our Work Health, Safety and Environment Committee members, we maintained our WHS management system, which was re-certified under OHSAS 18001.

Sadly, during the year we were impacted by the tragic event that transpired at Bourke Street in Melbourne, with the Melbourne team directly involved. Dexus rallied around those physically and mentally affected and we continue to support their recovery.

Wellbeing

We spend a significant amount of their working time indoors. In addition, our mental state, access to quality water and nutritious food, and how we maintain movement and exercise can have profound impacts on our health, happiness, productivity and wellbeing. We value our employees and recognises the importance of their health and wellbeing to drive performance.

We have established six wellbeing communities responsible for researching, deciding and implementing ongoing wellbeing programs.

This year the wellbeing communities coordinated several initiatives including Fitbit challenges and educational speakers. In May, we held Wellbeing Month to connect with employees on health and wellness issues, and to promote new initiatives.

Focusing on our people: Wellbeing month

Following the success of Wellbeing Week in 2016 and feedback from our employees, we expanded this year’s event across a whole month, showcasing Dexus’s health and wellness initiatives.

Led by our Wellbeing Communities in May, Wellbeing Month comprised 15 events including ‘lunch and learn’ presentations on diverse topics such as:

  • How technology can make your work life easier and more productive
  • Successful flexible working stories
  • Nutrition masterclasses
  • Employee health and wellbeing benefits

Powered by our new wearables, we hosted a DexFit walking challenge with 136 employees participating, encouraging an active lifestyle.

Take Heart Australia hosted an instructive session on how to properly administer CPR and life saving tools that could save a person from cardiac arrest.

The social BBQs and activities around the country including in Brisbane where team members completed the mammoth Climb for Cancer.

Flexible working

We strive to create a work environment which encourages work-life balance and offers flexible working hours, improving productivity and talent retention.

We see flexible working is key enabler of diversity and inclusion. Changes in technology are changing our work habits and breaking down physical workplace barriers.

This year we introduced a Flexible Work Policy, enabling employees to arrange flexible working arrangements with their manger. We view this policy as a key differentiator, assisting us to attract and retain our talent.

In FY17 the number of flexible work arrangements increased to 62, up from 52 the previous year, as we focus on seeking to improve personal wellbeing and engagement, team performance and motivation of our employees.

We are also recognised as a finalist for ‘Employer of Choice 100-999 employees’ and ‘Best Workplace Flexibility Program’ in the 2017 HR Awards program.

Acting on domestic violence

Dexus promotes awareness of domestic violence and the impacts on health and safety, wellbeing and productivity.

In FY17 we introduced a Domestic Violence Leave Policy providing Domestic Violence leave and employee assistance to our employees who need help to break from these patterns of behaviour.

We also supported domestic violence awareness activities including White Ribbon Day and the International Day for the Elimination of Violence against Women.

For further information on Dexus’s employees refer to the 2017 Dexus Annual Report and Dexus’s People and Culture Disclosure of Management Approach.

Thriving people - performance data

Workforce statistics

FY13 FY14 FY15 FY16 FY17
M F M F M F M F M F
By employment type (FTE)        
Permanent full-time 111.0 88.0 135.0 107.8 148.4 124.2 175.0 172.3 181.0 180.9
Permanent part-time 0.8 16.0 0.8 18.3 0.0 23.9 0.7 26.2 1.0 27.8
Contractor 3.0 8.0 3.0 2.0 11.2 14.4 7.0 5.8 1.0 0.0
Casual 0.8 6.4 3.7 5.4 3.0 8.9 4.8 7.4 5.0 8.0
Total workforce by gender  115.6 118.4 142.5 133.5 162.6 171.4 187.5 211.7 188.0 216.7
Total workforce 234.0 276.0 334.0 399.2 404.7
Workforce by location        
NSW 43% 38% 43% 32% 41% 37% 39% 40% 38% 40%
QLD 5% 10% 5% 10% 3% 7% 4% 6% 4% 7%
VIC 1% 3% 4% 6% 4% 7% 4% 7% 3% 6%
WA 0% 0% 0% 0% 1% 0% 1% 1% 1% 1%
Flexible working (FTEs)        
No. of flexible working arrangements 6 25 7 26 9 52 9 43 11 51

Gender diversity

FY13 FY14 FY15 FY16 FY17
Dexus workforce by gender (FTE)               
Number of female employees 118.4 133.5 171.4 211.7 216.7
Number of male employees 115.6 142.5 162.6 187.5 188.0
Total number of employees            234.0 276.0 334.0 399.2 404.7
Percentage of women in workforce 51% 48% 51% 53% 54%
Percentage of men in workforce 49% 52% 49% 47% 46%
Gender diversity in our senior leadership team    
Females in Senior Management team 22.5 24.0 27.7 31.9 35.2
Males in Senior Management team 61.0 68.0 79.2 78.0 76.0
Total employees in Senior Management team 83.5 92.0 106.9 109.9 111.2
Percentage of females in Senior Management team 27% 26% 26% 29% 32%
Percentage of males in Senior Management team 73% 74% 74% 71% 68%
Board gender diversity           
Percentage of female Non-Executive Directors 25% 43% 43% 50% 43%
Percentage of male Non-Executive Directors 75% 57% 57%  50% 57%

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. This is consistent with the Workplace Gender Equality Agency (WGEA) definition.

‘Non-Executive Directors’ are Independent Directors of DXFM and does not include the CEO who is 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 2017, produced by Dexus People & Culture. Headcount data for these statistics is based on Full Time Equivalent (FTE) employees, representing the active Dexus workforce.

Engagement and leave

FY13 FY14 FY15 FY16 FY17
Employee engagement rate    
Survey participation rate1 88% 83% 83% 70% 70%
Engagement rate1 78% 87% 87% 84% 84%
Leave days taken    
Annual leave 3,839 4,351 4,696 5,594 6,679
Long service leave 16 81 98 133 165
Parental leave unpaid 1,614 721 1,396 789 1,012
Parental leave paid 466 234 355 383 632
Sick and carers' leave 725 818 1,135 1,194 1,234
Leave without pay 172 171 325 353 391
Other leave 547 491 521 732 710
Absenteeism          
Absentee Rate (sick days lost per FTE) 3.1 3.0 3.4 3.0 3.0
  1. From FY14, Dexus will be conducting its Employee Opinion Surveys once every two years.

Commentary and methodology

Engagement information is 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. Dexus conducts Employee Opinion Surveys and Culture Surveys in alternate years.

Leave data is gathered for each reporting period from payroll system records. The data is 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
  • Sick and carers' leave: Sick leave, carers’ leave only
  • Leave without pay: Leave without pay only
  • Other leave: Study leave, volunteer leave, jury duty, special bereavement or compassionate leave, and purchased leave

Definitions

Absentee Rate (AR) - the number of sick and carers' leave days per full time equivalent workers employed is calculated as follows:

Work Health & Safety and Discrimination

  FY13 FY14 FY15 FY16 FY17
Employee WH&S incidents    
Workplace injuries (No lost-time injuries/diseases) 5 6 0 7 8
Lost-time injuries/diseases - - 1 3 3
Occupational diseases - - 0 0 0
Fatalities 0 0 0 0 0
Lost Time Injury Incidence Rate (LTIIR) n/a n/a 0.30 0.75 0.74
Lost Time Injury Frequency Rate (LTIFR) n/a n/a 1.64 4.12 4.06
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 39.83 181.53
Employee relations matters    
Resolved by year end 1 3 2 6 0
Outstanding at year end 0 0 0 6 0

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 FY17 related to personal injury.

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 within disclosure 403-2 from GRI 403: Occupational Health and Safety 2016, from the Global Reporting Initiative (GRI) Standards.

Definitions

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 and is recoded via a WorkCover claim

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 Incident Rate Formula

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:

Occupational Disease Rate Formula

Lost day rate (LDR) - the number of days lost to injuries/diseases for each one million hours worked is calculated as follow:

Where:

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

FY13 FY14 FY15 FY16 FY17
Recruitment M F M F M F F M F
Total number of new hires 30 41 42 45 49 72 54 104 47 67
Flexible working (FTEs)        
No. of flexible work arrangements 6 25 7 26 9 52 9 43 11 51
 Voluntary turnover rate(%)                  
Executive management 0% 0% 0% 0% 10% 0% 0% 0% 8% 0%
Senior management 8% 33% 11% 8% 6% 4% 8% 17% 3% 3%
Middle management 6% 14% 10% 5% 10% 8% 12% 14% 22% 19%
Professional/technical 15% 13% 4% 3% 18% 11% 15% 12% 11% 2%
Administration/operations 10% 15% 11% 22% 17% 15% 20% 14% 40% 32%
Total by gender 9% 15% 9% 11% 10% 10% 11% 14% 13% 12%
Total 12% 10% 10%  12% 12%
Parental leave and retention (FTE) and retention rates (%)      
Employees entitled to take parental leave - - - - - - 187.5 211.7 188.0 216.7
Employees that took parental leave in FY17 - - - - - - 3.0 4.0 6.0 8.6
Returned to work in FY17 after parental leave - 6.0 - 5.0 - 8.0 12.0 10.0 6.0 6.4
Return to work rate (%) - - - - - - 100% 91% 100% 94%
Employees that returned from parental leave still employed after 12 months - - - - - - 12.0 10.0 6.0 7.0
parental leave retention rate (%) - - - - - - 100% 91% 100% 88%

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

FY13 FY14 FY15 FY16 FY17
  M F M F M F M  F M
Training hours by work category          
Executive management 274 103 614 144 1,154 174 235 95 380 77
Senior management 918 248 2,553 740 3,119 1,362 1,558 822 1,499 970
Middle management 837 420 713 720 1,217 2,195 1,297 1,245 513 340
Professional/technical 478 634 543 750 907 1,431 824 1,921 1,397 3,020
Administration/operations 42 1026 167 536 208 883 218 613 246 755
Total 2,929 2,431 4,590 2,890 6,604 6,045 4,132 4,696 4,035 5,162
Hours of internal & external training        
Internal 2,966 1,354 4,261 4,577 6,588
External 2,403 4,572 4,761 1,155 2,609
Hours of compliance training 1,369 1,554 3,626 3,097 2,736
Average training hours by work category        
Executive management 42 69 102 12  4
Senior management 39 42 47 12 5
Middle management 28 20 38 11 5
Professional/technical 19 24 27 9 5
Administration/operations 14 10 17 6 5

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.

Remuneration

FY13 FY14 FY15 FY16 FY17
M F M F M F M F M F
Ratio of basic salary by employee category        
Executive management 1.0 1.0 1.1 1.0 1.3 1.0 1.3 1.0 1.0 1.0
Senior management 1.0 1.0 1.1 1.0 1.1 1.0 1.2 1.0 1.2 1.0
Middle management 1.0 1.0 1.1 1.0 1.1 1.0 1.0 1.0 1.0 1.0
Professional/technical 1.0 1.0 1.2 1.0 1.1 1.0 1.2 1.0 1.2 1.0
Administration/operations 1.0 1.0 1.2 1.0 0.9 1.0 1.0 1.0 1.0  1.0
Performance reviews                  
performance reviews performed (%) 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Multiple of all employees’ salaries to CEO salary 8.09 8.76 9.15 10.0 10.30
Multiple of all employees’ salaries, excluding Group Management Committee members, to CEO salary 8.89 9.20 9.58 10.90 11.20
Multiple of all employees’ salaries, excluding all Senior Management, to CEO salary  12.80 13.41 13.55 14.20 14.30

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.