Building Communities: Our Commitment
Increase community value and social cohesion in the places in which we operate.

Charter Hall has a footprint in over 100 communities across Australia, and we want to create a positive legacy within these communities. This means helping build strong communities and local economies, strengthening our position as a key local community player and addressing issues important to our business and our stakeholders.

OUR PEOPLE
81%
contributed 330 Volunteer Days
OUR PLACES
$1.3m
contributed to the community
OUR PARTNERSHIPS
$600,000
donated to community partners
ISSUES
OUR APPROACH
ISSUES & OUR APPROACH
Community and social cohesion
Community and social cohesion of the communities in which we operate contribute to the stability and success of local economies, helping us to contribute to customers’ culture.
COMMUNITY AND
SOCIAL COHESION
UN SDG 8 Decent work and economic growth
Our approach incorporates the SDG 8 targets through technological innovation and the creation of equal employment opportunities in our operations, assets and developments.
Stakeholder engagement and satisfaction

To deliver great customer satisfaction, we need to be flexible in delivering services and experiences that meet our customers’ expectations.

Diversity and inclusion
An inclusive workplace is one of belonging, where employees thrive because they can be their whole and best selves. To enable our employees to thrive we leverage diverse perspectives and value differences based on a wide range of personal characteristics including gender, sexual identity, age and ethnicity.
INCLUSIVE PLACES
SDG 11 Sustainable cities and communities
Charter Hall seeks to engage with our key stakeholders in our operations and developments to maintain sustainable growth that meets the needs of our customers, communities and our people.
Building Communities
The Issue Our Approach in FY18 FY20
Target
FY25
Target
Aspiration

Community and Social Cohesion

     

Addressing disadvantaged communities

Disadvantaged people are excluded from participating and connecting with their communities, including employment, access to services, connections in the community and ability to deal with personal crises.

Continuing our Pledge 1% investment

In FY18, our Pledge 1% contributed:

  • 81% of employees (a 130% increase from FY17) volunteering 330 days in the community (more than double the 161 days in FY17)
  • $600,000, an increase in $100,000, towards partnerships that addressed social exclusion
  • $1.3 million or 46,054 sqm in space for the community, an additional 28,256 sqm from FY17

100% of large retail centres have a community space, in line with our 2020 target.

The retail sector commenced a national partnership with Two Good to expand the social enterprise footprint and awareness of domestic violence.

Community spaces in Office Assets include social enterprise cafes and services, art galleries and spaces for our customers and the wider community.

Continued Pledge 1% commitment.

Community hubs in all large retail assets.

National programs with communities and partners to curate creative and community programs in all large assets.

Continued Pledge 1% commitment.

Create a national network of innovation enterprises.

Creation of the largest community hub network in Australia.

Building capacity in our communities

An employment strategy was developed and piloted at Wesley Place, Melbourne, and GPO Exchange, Adelaide, office developments in partnership with our builders and job training service providers. This resulted in 16 participants trained in construction with an 81% employment rate. We are looking to scale this model across other developments next year.

Employment strategy developed for all new developments. Employment strategy developed for all new developments.

Inclusive Spaces

     

Engaging our stakeholders

By maintaining high levels of customer engagement and satisfaction, our business and our buildings can provide for our customers’ needs, which in turn results in long–term commitment to our business and our assets.

Improving stakeholder relationships

We prepared stakeholder engagement plans for 100% of new office and retail developments, in line with the FY20 target. Stakeholder plans have also been prepared for all existing office assets, in line with the FY25 target.

We sought feedback through tenant customer surveys across office, retail and industrial sectors. Results showed high levels of customer satisfaction, and highlighted areas for improvement, which we have integrated into our operational improvements.

Stakeholder engagement plans prepared for 100% of developments. 100% of developments and assets have stakeholder engagement plans.  

Customer satisfaction and amenity expectations

Customer satisfaction and experience in place requires flexible delivery of services and innovations that meet our customers’ culture and expectations.

Creating great customer experiences

In FY18, we continued to implement our retail place experience for continued improvement in our centres. Industrial and office sectors commenced a customer place experience approach. This will feed into an updated place experience tool in FY19.

Our FlexiSpaces concept was piloted to meet customers’ changing needs.

Place index implemented across the portfolio. Ongoing place experience ratings across our portfolio. Leader in innovative place creation in our communities.

Diverse and inclusive workplaces

An inclusive workplace is one of belonging, where employees thrive because they can be their whole and best selves. To enable our employees to thrive we leverage diverse perspectives and value differences based on a wide range of personal characteristics including gender, sexual identity, age and ethnicity.

Building our diversity

In FY18, Charter Hall achieved the following diversity outcomes:

  • 40% female participation on CHC Board (Non–Executive Directors only)
  • 20% female participation in senior executive positions
  • 54.2% female participation in the workplace
  • >35% Female participation on CHC Board (Non–Executive Directors only)
  • 25–35% female participation in senior executive positions
  • 50% female participation in the workplace
  • >40% Female participation on CHC Board (Non– Executive Directors only)
  • >40% female participation in senior executive positions
  • 50% female participation in the workplace
 

For more detailed information on our environmental performance refer to Environmental Data Tables.

Community and Social Cohesion
Inclusive Spaces

For more detailed information on our environmental performance refer to Environmental Data Tables.