CORPORATE RESPONSIBILITY & SUSTAINABILITY

DIVERSITY

DIVERSITY

Goodman operates in markets that are geographically and culturally diverse. As a response to this, the primary objective of the Group’s Diversity Strategy is to create a work environment which is inclusive, transparent and allows all employees to contribute equally to the achievement of the Group’s commercial objectives, along with recognition of the diversity of the Group’s customers and investors and their particular requirements.

The strategy is comprised of a range of initiatives which are all related to enhancing Goodman’s work environment and driving improved career development opportunities for all employees, but with particular emphasis on gender representation. Increasing the representation of female employees at senior levels is an important long-term objective. Demonstrating this, the Group has set aspirational targets for the representation of women in senior executive and executive roles.

For the 2015 financial year, the representation of women within these categories increased, with a number of female employees moving into expanded roles with greater complexity and scope. Despite this encouraging progress, the Group recognises that further work is required over the longer term in relation to achieving greater representation of females within senior management roles and has invested in better performance management and learning and development strategies to support this.

During the year, we introduced new diversity initiatives and continued to build on existing programmes and initiatives from previous years. In particular, highlights were:

  • global implementation of a corporate social network platform that furthers internal communication and provides employees with the opportunity to comment on issues and publicise local news and events. This has led to greater awareness of Goodman’s activities in each region and has been successful in generating a feeling of inclusion amongst employees, especially those in more remote offices;
  • continuation of specific and targeted programmes, such as Future+Women in Australia, which is designed to specifically address barriers to career progression for female employees. The programme was reviewed in 2015 and changes were made in response to participant feedback, to provide a greater emphasis on women driving their own career development opportunities and seeking assistance from their manager or other leaders within the Group;
  • introduction of one-on-one coaching for female employees as part of the above programme;
  • development and roll-out of the Maximise management development programme in Australia, with the planned introduction of this in China in 2016. The programme is designed to increase management skills through various action learning strategies and has been positively received;
  • senior executive management development programmes were conducted in Continental Europe, which encourage senior managers to think broadly about team management in the context of geographical and cultural diversity. Feedback from participants was very positive and this programme will be expanded in the 2016 financial year to additional managers, especially those with larger teams;
  • appointment of a Group Learning and Development Manager, with primary responsibility for the identification and design of learning requirements across a wide range of technical, compliance and skill based areas. This will be a long-term focus for the Group and is designed to further improve overall organisational capability;
  • implementation of an enhanced performance management system with improved functionality in regard to assessment of employees against key performance indicators. As part of this process, employees are strongly encouraged to outline their career aspirations and create development plans in support of these;
  • implementation of online learning content that provides employees with the opportunity to access a wide range of work-related training content; and
  • review of employment policies in several key locations to ensure that any barriers to participation are minimised through policies, such as parental leave and flexible work. With regard to flexible work, this is becoming more common at Goodman and is reinforced by the further implementation of the Group’s Space To Work office model.


CORPORATE GOVERNANCE

Goodman's Corporate Governance Statement can be viewed on our website at http://www.goodman.com/about-us/corporate-governance/statement

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