Enhancing the wellbeing of our people
Prioritising our people
Our people are at the foundation of everything we do, and we are proud of our employee programs that make Dexus a great place to work.
Dexus is committed to building a unique culture and set of organisational and people capabilities that differentiates us. Our workplace goals are to:
- Develop a high-performing and constructive culture, built on respect, openness and transparency which supports diversity of opinion and values including acting honestly, ethically and with integrity
- Provide a safe and enjoyable workplace where people are engaged, learning and thriving, and recognised and rewarded for their achievements
- Enhance our reputation through our people and leverage their talents to deliver sustained value
This year we celebrated several performance outcomes and received great feedback on our success, including:
- Achieving our safety commitment
- Continuing deliver gender pay equity in like-for-like roles
- Improved employee engagement
- Setting a new 40:40:20 gender representation target
- Building the capacity of our future leaders
Understanding the pulse of our people
Listening is the first step towards these goals. To Dexus, feedback is invaluable in helping us to build a workplace environment where each one of us can grow and flourish, take pride in our work, and have fun along the way.
During the year we administered an employee engagement survey to gather feedback on how we work together and how we get things done.
Dexus achieved an 87% employee engagement score, a 3% improvement on the previous survey, with over 80% of employees providing feedback.
This continues our strong trend of positive employee sentiment measured over the last six years.
Our feedback told us that we are great at encouraging input for opinions, ideas and new ways to innovate, with 85% of our people said they feel included at Dexus.
Further , 91% of Dexus employees agreed they are provided with sufficient flexibility to meet their outside work needs, up from 72% in 2016 before the introduction of the All People Flex Policy.
Initiatives to support employees with caring responsibilities have helped to improve return to work rates, with 89% retained following carers leave in 2017, compared to 78% in 2016.
Delivering FY18 thriving people commitments
= Achieved = Not Achieved = Underway
|Continue to build a safe, healthy, inclusive and diverse workplace||
Achieved average audit score of 97%, while demonstrating commitment to safety through introduction of employee safety awards. Recent survey shows 94% of our employees agree that senior leadership is clearly committed to safety.
Executed a number of wellbeing initiatives including five for wellbeing month. In our most recent employee engagement survey, 85% of our people said they feel included at Dexus, while 91% of Dexus employees agree they are provided with sufficient flexibility to meet their outside work needs.
|Invest in the capability of our leaders and teams to create a high performing culture||Leadership development diagnostics were completed for 34 leaders and managers across the business including a support program for managers in regional areas. Implemented culture building programs and launched a new internal communications channel to better engage and connect.|
Raising awareness of our Parental Leave Policy terms has also increased male uptake. In 2018, 20% of primary carers at Dexus were men, compared with 0% in 2016.
Employees also let us know that we could further improve how we empower and support working teams to thrive through feedback and connection to our overall business goals.
During the year we launched a new internal communications channel and online recognition forum, #chatdexus, to better engage and connect our teams and to celebrate daily achievements.
Underpinning our commitment to workplace gender equality are formal policies including Dexus’s My Personal Flexibility Plan, which gives each employee the flexibility to choose their place of work that best supports their productivity, and records employees’ flexibility goals in their individual annual performance scorecards.
This year there was a 6% uplift in employees engaging in flexible work, and in FY18 21% of Dexus employees were engaged in some form of flexible work arrangement.
Achieving balance through diversity and flexibility
Having a diverse and inclusive culture is a focus of the Dexus Board and the Group Management Committee. This is supported by regular employee surveys and other reports that provide data on engagement levels and organisational culture.
Since reaching our initial gender diversity target of 33% female representation, this year Dexus announced a new 40:40:20 gender equality target by 2021, through which we are aiming to achieve 40% female representation, 40% male representation and 20% of either male or female representation across senior manager roles and above.
As the chart below shows, we are progressively moving towards achieving gender balance by 2021.
We continued to champion gender equality with our CEO actively involved in the Property Male Champions of Change program.
In March, we celebrated International Women's Day with a powerful and thought-provoking presentation by the Hon. Nicola Roxon, the most recent Director appointed to the Board. During the presentation, Ms Roxon offered her personal tips for how to support gender equality.
At Dexus, the principle of equal pay for equal work is now in place, ensuring males and females receive the same remuneration opportunities and outcomes for doing the same work. In FY18 we maintained gender pay equity in like-for-like roles.
Diversity across generations and cultures
Building on this momentum, we are broadening the conversation to incorporate other forms of diversity.
Dexus views diversity across generations as an important area of focus within our diversity strategy, enabling better decision-making through different experiences being brought to bear.
The majority of Dexus employees fall within the age bracket of between 30-40 years and when compared with the Australian workforce as a whole, highlights opportunities to enhance diversity to realise the benefits from having a stronger representation of both Millennials and older workers.
Young Millennials are an increasing part of the Australian workforce and bring with them a fresh perspective, enthusiasm and new ideas. With five decades of practice in social skills, older workers bring greater life experience to draw upon when settling into a new work culture including self-confidence.
To take us on this journey , Dexus is:
- Fostering discussions through social events focused on diversity across generations
- Reviewing policies and practices to address unconscious bias in the workplace
- Updating inclusive leadership training to include a focus on age
- Including age, ethnicity and cultural identity in diversity reporting to the Group Management Committee and the Board
We celebrated NAIDOC week hosting events across the country, recognising the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. As part of the celebrations, employees donated preloved books in support of the Australian Literacy & Numeracy Foundation’s (ALNF) and Share-A-Book program to benefit indigenous, refugee and marginalised communities in need.
In March, we celebrated our diverse culture through Harmony Day , hosting self-catered morning teas with employees sharing their own cultural dishes in each office.
A thriving workplace
Continuing a culture of safe working
Dexus’s FY18 Group Scorecard targeted health and safety as a priority through a commitment to maintain a safety culture across our business. Our goal is a ‘no harm’, safe work environment, with zero fatalities, and in FY18 we recorded zero fatalities and one injury that resulted in lost-time from work.
Throughout the year we continued to successfully implement our work health and safety system, which is certified under OHSAS 18001.
Led by our Work Health Safety and Environment Committee, Dexus achieved an average safety audit score of 97% across our sites. We also introduced a regular employee Safety Award, to recognise employees that demonstrate our commitment to safety.
From a group perspective, we engaged with employees to gain direct feedback on our safety culture as part of our employee engagement survey.
Our survey results highlighted that Dexus’s commitment to a safety culture is strongly sponsored by senior leadership, with 94% of employees agreeing that senior leadership is clearly committed to safety in the workplace, and 98% of Dexus employees would recommend Dexus as a safe place to work.
FY18 workforce statistics
Health and wellbeing
We believe a high performing workforce is one that leaves its workplace healthier than when they arrived.
For this reason, we invested in multiple initiatives throughout the year to encourage our people to enhance their personal wellbeing.
This year, we dedicated the whole month of May 2018 to wellbeing, providing a range of offerings for our staff to improve their mental, physical, social and financial wellbeing.
Wellbeing Month was an enormous success with several key initiatives delivered across the business, including:
- Flu vaccinations, 171 flu shots nationally
- Skin checks, 75 national skin checks
- St John's First Aid training, 18 completed 1-day course which will add to our internal First Aid officers
- Resilience Lunch and Learn sessions
Shining a light on mental resilience, in conjunction with RU OK Day, we encouraged employees to ‘check in’ and ask RU OK? Our Employee Assistance Program offers additional support to employees and their families who are facing a tough time.
|Spotlight on Kane Harding|
Dexus’s heightened focus on wellbeing made a true difference to the Centre Manager at Sturt Mall.
Kane Harding was one of many employees that opted for a voluntary skin check sponsored by Dexus.
During the examination, the doctor noticed an abnormality with one of Kane’s skin blemishes.
After further analysis, Kane was informed the sample had tested as malignant and required removal.
Through the Dexus skin check initiative, Kane was fortunate to detect an early stage cancer and his doctor was able to successfully remove it all.
“Without the skin check it most likely would have spread. My family and I are extremely thankful to Dexus for their focus on our wellbeing.”
Kane Harding, Centre Manager, Sturt Mall
Fostering a high-performing culture
We recognise that learning and development is a continual process and from feedback we know that our employees are always eager for further opportunities to receive training and improve their personal and professional skills.
At Dexus we take a blended learning approach, seeking the best learning comes from a variety of methods:
- Experience - learning through doing
- Exposure - learning through others
- Education - formal learning such as classroom sessions and online learning
Investing in our current and future talent
During the year, leadership development diagnostics were completed for 34 leaders and managers across the business. This involved a detailed review of their leadership style through a Leadership Styles Inventory (LSI), psychometric assessment, role play exercises, and executive interviews to identify areas for personal development towards our preferred constructive culture.
In addition, we conducted broader LSI culture assessments across groups of leaders, their superiors and subordinates to build constructive behaviours in their personal and professional lives.
In FY18 we launched a new Leadership Academy for 17 aspiring senior managers. The 12-month program provides support to middle managers in learning about themselves, their personal impact on their team and to Dexus.
Through a series of modules and coaching, they receive support on how to manage collaboratively across the business to become a more effective Dexus leader.
We have also enhanced how we measure our investment in training programs. Building on established processes to assess participants’ reaction to, and perceived learning from training they receive, we are embedding higher levels of assessment to measure and analyse the resulting behaviour changes and business impacts in line with full adoption of the industry standard Kirkpatrick evaluation model approach.
In addition, we launched a video-conference-based coaching program through which executive-level coaches support our regional employees who have historically found it challenging to participate in ongoing face-to-face programs.
|100 Mount Street inspiring budding female engineers|
STEM (Science, Technology, Engineering and Math) industries are vital to Australia's economic growth however there are two persistent problems that stand in the way of progress - a lack of creativity in the curriculum and the fact that women are significantly under-represented in STEM education.
Together with Laing O'Rourke, Dexus is aiming to tackle both problems with the launch of Inspiring STEM+.
Using our development at 100 Mount Street, North Sydney as a live example, high school students from Monte Sant'Angelo Mercy College are being immersed into the construction and engineering industry.
The project provides over 40 enrolled students the opportunity to experience the engineering and construction industry, referencing 100 Mount Street as a real-life case study example.
The course learning module has been developed to focus on asset management and property investment, with the aim of inspiring students to consider a tertiary degree in property.
Through the course, students discussed a wide-range of topics including construction practices, materials use, and incorporating environmental performance and wellbeing.
We also continued to offer employees extended technical training through our partnership with the Property Council of Australia, which offers a wide range of property-specific courses and learning pathways.
The Dexus Graduate Program offers a range of innovative and tailored opportunities for emerging professionals in finance, funds management, property development, investment management, and business innovation.
Graduates receive invaluable mentoring from senior Dexus employees as they complete set rotations across core functions of the business.
This year we received approximately 300 applications to join Dexus’s 2019 Graduate Program, from which eleven were invited to Dexus for a fun, interactive day engaging with Dexus leaders and learning about a career in property.
Four outstanding candidates were selected from the high-quality field, and Dexus will welcome them on board in February 2019.
Dexus wellbeing communities bring together employees across the business to identify and implement initiatives that help all employees to give, grow and thrive.
Into their second year, these communities continue to support and amplify the implementation of initiatives based on active engagement across Dexus. Achievements during the year include:
- Organising a ‘Dress for success’ clothing drive with staff donating professional apparel including business suits, jackets/pants, skirts and footwear to Dress for Success Sydney
- Championing employee volunteering for Dexus Diamond Week, in support of the Sydney Children’s Hospital
- Hosting workplace social events, trivia nights and our annual Kids’ Christmas party, with Dexus families enjoying craft, balloons, lots of goodies and a visit from Santa
Introducing flexibility and wellbeing into employee rewards
Last year the Employee Benefits and Recognition wellbeing community conducted surveys to understand what motivates our people and what they value.
The feedback was compelling – our people told us they valued time, flexibility, health and wellbeing.
In FY18 we introduced two new benefits; the Wellbeing Subsidy and five Dexus Days. Dexus Days can be used for any purpose and are intended to help our employees balance work and life.
The new Wellbeing Subsidy provides all employees an additional monthly contribution towards wellbeing activities such as gym memberships, massages or hobbies.
These initiatives are provided in addition to a host of other great benefits already provided by Dexus as we work towards being an employer of choice.
Innovating for business excellence
Dexus champions innovation and problem solving to make things simpler and easier for our customers and for its people.
Led by the Business Excellence team, Dexus adopts a business excellence strategy to build capability and drive behaviour towards new ideas and process improvements that deliver productivity results and value.
In addition to economic benefits, developing business excellence empowers employees with enhanced skills to make change happen.
With the assistance of The Beanstalk Factory, Dexus held an innovative thinking ‘hack-a-thon’ – Breaking Blue – a team-based competition where seven teams within Dexus collaborated to develop and pitch their newest idea to re-imagine Dexus or the property sector.
Through a series of thought-provoking, fun and engaging activities, teams learned how to think differently and develop ideas into something tangible and exciting.
The process was rewarding with seven unique ideas developed for future consideration and potential implementation across Dexus.
In September 2017, Dexus was recognised at the Australian HR Awards as the winner for the Best Workplace Flexibility Program.
The awards define excellence in the human resources profession, recognising and highlighting the outstanding achievements of those at the forefront of the industry best practice and leadership.
In 2018 Dexus was awarded an Employer of Choice for Gender Equality citation by the Workplace Gender Equality Agency (WGEA). This citation recognises and promotes organisations that actively commit to achieving gender equality in Australian workplaces.
|Spotlight on Claire Hashman|
Claire Hashman, Dexus Legal Counsel, was awarded the Lawyers Weekly Construction and Real Estate Lawyer of the Year award.
Claire is a passionate advocate for sustainability legal issues across the real estate community and is the Co-Chair of the Better Buildings Partnership (BBP’s) Tenant and Communities Working Group.
Through the BBP, Claire has contributed to property industry initiatives such as the BBP Leasing Standard, and implementing Dexus’s ‘Simple and Easy’ lease, which is scored as Gold under the BBP’s Leasing Standard.
Claire was recognised for her dedicated work and innovation in the Dexus legal team and within the Corporate Responsibility and Sustainability space.
For further information on Dexus’s employees refer to the 2018 Dexus Annual Report and Dexus’s People and Culture Disclosure of Management Approach.
Thriving people - performance data
|By employment type (FTE)|
|Fixed term full-time1||13.0||14.0|
|Fixed term part-time1||0.0||2.0|
|Total workforce by gender||142.5||133.5||162.6||171.4||187.5||211.7||188.0||216.7||194.8||232.2|
|Workforce by location|
|Flexible working (FTEs)|
|No. of flexible working arrangements||7||26||9||52||9||43||11||51||16||75|
- 1. From FY18, Dexus separates reporting of permanent and fixed-term employees.
- Contractors, agency temps or consultants that performed work on a time and materials basis (e.g. a project with a defined beginning and end date).
|Dexus workforce by gender (FTE)|
|Number of female employees||133.5||171.4||211.7||216.7||232.2|
|Number of male employees||142.5||162.6||187.5||188.0||194.8|
|Total number of employees||276.0||334.0||399.2||404.7||427.0|
|Percentage of women in workforce||48%||51%||53%||54%||54%|
|Percentage of men in workforce||52%||49%||47%||46%||46%|
Commentary and methodology
All relevant headcount data is taken from each year’s headcount report as at 30 June 2018, produced by Dexus People & Culture. Headcount data for these statistics is based on Full Time Equivalent (FTE) employees, representing the active Dexus workforce.
|Gender diversity in our senior leadership team|
|Females in Senior Management team||24.0||27.7||31.9||35.2||39.3|
|Males in Senior Management team||68.0||79.2||78.0||76.0||77.8|
|Total employees in Senior Management team||92.0||106.9||109.9||111.2||117.1|
|Percentage of females in Senior Management team||26%||26%||29%||32%||34%|
|Percentage of males in Senior Management team||74%||74%||71%||68%||66%|
|Board gender diversity|
|Percentage of female Non-Executive Directors||43%||43%||50%||43%||43%|
|Percentage of male Non-Executive Directors||57%||57%||50%||57%||57%|
Commentary and methodology
‘Senior Management team’ includes executive management and senior management positions within the Dexus workforce. Executive management and senior management positions include Dexus employees whose role is mapped to one of the following four occupational categories: ‘CEO/head of business’, ‘KMP (key management personnel)’, ‘other executives/general managers’, and ‘senior managers’, as outlined within worker classification guidance Standardised occupational categories of managers: February 2018 published by the Australian Government’s Workplace Gender Equality Agency (WGEA).
‘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.
Engagement and leave
|Employee engagement rate|
|Survey participation rate1||83%||83%||70%||70%||82%|
|Leave days taken|
|Long service leave||81||98||133||165||140|
|Parental leave unpaid||721||1,396||789||1,012||686|
|Parental leave paid||234||355||383||632||1,148|
|Sick and carers' leave||818||1,135||1,194||1,234||1,197|
|Leave without pay||171||325||353||391||256|
|Absentee Rate (sick days lost per FTE)||3.0||3.4||3.0||3.0||2.8|
- 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
- Dexus days: Additional annual leave
- Leave without pay: Leave without pay only
- Other leave: Study leave, volunteer leave, jury duty, special bereavement or compassionate leave, 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)||6||0||7||8||18|
|Lost Time Injury Incidence Rate (LTIIR)||n/a||0.30||0.75||0.74||0.23|
|Lost Time Injury Frequency Rate (LTIFR)||n/a||1.64||4.12||4.06||1.28|
|Occupational disease rate (occurrences per million hours worked)||n/a||-||-||-||-|
|Lost day rate (days lost per million hours worked)||n/a||3.28||39.83||181.53||7.7|
|Employee relations matters|
|Resolved by year end||3||2||6||0||0|
|Outstanding at year end||0||0||6||0||1|
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 FY18 related to personal injury. Dexus reported one employee relations matter during the year, with zero matters raised relating to discrimination, bullying or harassment.
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.
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 recorded 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 Frequency Rate (LTIFR) - The number of occurrences of injury or disease for each one million hours worked 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 is calculated as follows:
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.
Recruitment and retention
|Total number of new hires||42||45||49||72||54||104||47||67||64||127|
|Flexible working (FTEs)|
|No. of flexible work arrangements||7||26||9||52||9||43||11||51||16||75|
|Percentage of total employees eligible for collective bargaining agreements||100%||100%||100%||100%||100%|
|Number of employees employed under collective bargaining agreements||0||0||0||0||0|
|Percentage of total employees covered by collective bargaining agreements||0%||0%||0%||0%||0%|
|Voluntary turnover rate(%)||M||F||M||F||M||F||M||F||M||F|
|Total by gender||9%||11%||10%||10%||11%||14%||13%||12%||13%||16%|
|Parental leave and retention (FTE) and retention rates (%)|
|Employees entitled to take parental leave||-||-||-||-||187.5||211.7||188.0||216.7||181.8||216.2|
|Employees that took parental leave in FY17||-||-||-||-||3.0||4.0||6.0||8.6||7.0||14.0|
|Returned to work in FY17 after parental leave||-||5.0||-||8.0||12.0||10.0||6.0||6.4||7.0||12.0|
|Return to work rate (%)||-||-||-||-||100%||91%||100%||94%||100%||86%|
|Parental leave retention rate after 6 months (%)||-||-||-||-||-||-||-||-||100%||100%|
|Parental leave retention rate after 12 months (%)||-||-||-||-||100%||91%||100%||88%||100%||92%|
|Parental leave retention rate after 18 months (%)||-||-||-||-||-||-||-||-||100%||100%|
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||M||F||M||F||M||F||M||F||M||F|
|Performance reviews performed (%)||100%||100%||100%||100%||100%||100%||100%||100%||100%||100%|
|Hours of internal & external training|
|Hours of compliance training||1,554||3,626||3,097||2,736||3,798|
|Average training hours by work category|
|Average training hours by gender||28.5||30.3||21.4||16.5|
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.
|Ratio of basic salary by employee category||M||F||M||F||M||F||M||F||M||F|
|Multiple of all employees’ salaries to CEO salary||8.76||9.15||10.00||8.76||9.90|
|Multiple of all employees’ salaries, excluding Group Management Committee members, to CEO salary||9.20||9.58||10.90||9.20||10.33|
|Multiple of all employees’ salaries, excluding all Senior Management, to CEO salary||13.41||13.55||14.20||13.41||13.34|
|Ratio of the percentage increase in annual total compensation ratio (CEO versus all other employees)1||3.3:1|
- This material references Disclosure 102-39 from GRI 102: General disclosures 2016. Source: Global Reporting Initiative (www.globalreporting.org)
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.