DOCSLIB.ORG

CCI Insight Report November 2018

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
CCI Insight Report November 2018 Vicinity Centres CCI Insight Report November 2018 LBG Australia / New Zealand Annual Company Benchmarking Report 2018 2018 CCI Insight Report: Where to next? A message from the LBG Team Thank you for participating in the LBG Australia & New Zealand benchmarking for 2018. Your company report, together with the results of the 2018 LBG benchmark contains valuable information that can be used in a variety of ways. The LBG methodology allows a company to form a reliable and holistic view of its community investment, from what is contributed, what happens and what changes as a result. Companies are increasingly under pressure to justify expenditure and LBG data makes it easier to inform key stakeholders about your social investment. LBG data is easily customisable for each target audience and the integrity is verified using an internationally recognised framework, used by more than 220 of the world's leading companies. The dashboard page of this report acts as a summary of your results for you to use when sharing your results internally as well as a source of pointers where you could evolve your current program. This report details your corporate community investment contributions for 2018, benchmarked against companies from your sector and against the Australia & New Zealand member companies who have participated this year. Further comparisons can be made through the self-benchmarking feature of LBGOnline. For the first time this year you will also have access to global LBG data to make further benchmarking comparisons with peers and competitors from around the world. Ask the team should you need help accessing this data. Finally, in 2019 LBG will add two new routes to impact extending the LBG framework to include business innovation and social procurement. We would like to thank you for your dedication and participation throughout this benchmarking process and we look forward to working with you in 2019. Kind Regards, The LBG Team. LBG Australia / New Zealand Annual Company Benchmarking Report 2018 Vicinity Centres - CCI Insight Report Where to from here? Vicinity Centres has contributed $2,173,712 made up of cash, volunteer time, in-kind goods or services and the management costs of running their programs. This investment in the community has resulted in the following outputs and impacts. (All $ figures are in AUD) Employees Contribution as % of total Contribution as % of Contribution per Funds Leveraged Volunteering revenue pre-tax profit Employee 12.43% 0.16% 0.18% $1,850 $379k Inputs Outputs Impacts What Happens? What Changes? What’s Contributed? Cash 979,649 147,703 Total Beneficiaries 222 positive change in Time 45,804 1,783 Supported Organisations behaviour/attitude In-kind 274,983 119 Employees involved 266 developed new skills or increased Management 873,276 Funds Leveraged $378,575 personal effectiveness Costs $1,809,265 Foregone Revenue 23 improved quality of life/wellbeing Across the membership in FY17/18, we saw: Across the membership in FY17/18, we saw: Across the membership in FY17/18, we saw: • 15.3% of employees are volunteering in • Members continue to be a catalyst for driving • That increasing the use of LBG social impact company time funding of $77M from third parties such as methodology has assisted members to capture • 49% of members offer workplace giving customers, government or their own employees more output and impact data. programs with 88% of these companies • Estimated revenue foregone for community benefit • Of those who have captured impact data on matching donations to some extent. was $139.5M up by more than $38M from 2017. their programs, 92% have reported a • In-Kind contributions have increased to 26% • 7,167,312 people benefitted from the activities of development of ‘new skill or increased personal of spend – at its highest % on record. LBG members. effectiveness’ on the beneficiary. LBG Australia / New Zealand Annual Company Benchmarking Report 2018 Review of previous year LBG submission Our recommendations for 2019 and beyond IN REVIEWING YOU MOTIVATION CONSIDER SETTING AND PUBLISCISING TARGETS • Charitable donation has decreased as a proportion of total spend • Consider a review of activities to adjust proportions to be more in line with • Community investment has increased as a proportion of total spend global averages – target <20% charitable donation, c60% community • Commercial initiative has decreased as a proportion of total spend investment, <20% commercial initiative • Continue to work on the downward trend of charitable donations and seek more longer term strategic partnerships (community investments) IN REVIEWING YOUR KPIs FOR HOW MUCH YOU INVEST CONSIDER SETTING AND PUBLISCISING TARGETS In comparison to the previous year Consider how to strengthen the business case for your business to publicly • % of contribution against revenue is broadly unchanged commit to targets and be more closely aligned to global averages as follows; • % of contribution against profit is higher • 1.0% of pre-tax profit (average contribution) • Contribution per employee is higher • 0.17% of turnover (average contribution) • In addition, consider reviewing your data collection processes and if your reported contribution is a true reflection of your total contribution - has anything significant been missed? MANAGEMENT COSTS MANAGEMENT COSTS • Staff Salaries $ Benefits • Consider reviewing all the management costs to see if anything is being • Operating Costs – includes payroll giving costs missed and not accurately reflected in your reporting • Publicity & Communications • Staff Salaries $ Benefits – is this inclusive of all staff time (including SMT) • Payroll Giving Program – non-reported that is spent on community activities? • Operating Costs – does this include all reasonable operating costs (e.g. cost of managing volunteers) associated with your entire programme? • Publicity & Communications –does this include all reasonable communications costs? • Payroll Giving Program – have you included fees paid to an intermediary (e.g Good2Give) to manage your program or included staff time if managed internally? ALIGNMENT & ROUTES TO IMPACT CONSIDER REVIWING YOUR ROUTES TO IMPACT Company Focus Areas • Is your CCI strategy and your company focus areas aligned with the issues • It is clear what the strategic intent and resulting output and impacts are of material to your stakeholders? one of your current company focus areas • Have you consulted stakeholders on the issues you should focus on that are • However, 40% is currently being attributed to ‘’other’’ of most concern to them? • Is there a clear, articulated strategic intent or purpose behind your CCI strategy and each of all your focus areas? • Have you considered your company strategic objectives and aligned the intent of your community activities to deliver on some or all of them? Contributions to indigenous communities Align to Recondition Action Plan (RAP) • Currently your reported contribution to indigenous communities has not • If your company has a RAP does your CCI reporting align? been reported and is therefore lower than the reported average for Australian businesses Geography Geography • Current geographical breakdown apparently reflects current business activity Are contributions made in defined geographic areas reflective of where your company does business and generates revenue? Sustainable Development Goals 2015 – 2030. Regarding your top 3 activities by Align to SDGs spend; • Consider a review of current activities and a deeper alignment to SDG priorities and targets • Alignment to SDGs is good • Alignment to SDG indicators is good • No output / impact data aligned to SDGs Output & Impact Data since previous year Output & Impact Data • Leverage has increased • Review current data collection to ensure all relevant output and impact data • Foregone revenue has increased is being captured and reported. • Output data remains broadly unchanged • Consider building capacity of flagship community partners to report more • Impact data has increased effectively output and impact data • Consider developing key output and impact measures to report against for some or all of your flagships partnerships • Consider building an impact evaluation framework against which your whole program can ne measured and assessed LBG Australia / New Zealand Annual Company Benchmarking Report 2018 ADDITIONAL INSIGHTS AND RESOURCES SDGs Corporate Citizenship has available a range of webinars and research papers Corporate Citizenship is pleased to refer LBG members to additional resources exploring the progress by business globally in responding to the UN’s global to gain further insights and information to build your community program. sustainable development https://corporate-citizenship.com/insight-type/sdgs/ LBG Annual Review for Australia and New Zealand 2018 Sustainable Sponsorship: Creating lasting commercial and social impact Annually LBG combines the reported data from all reporting members from Explores the value that can be obtained by business of sustainable sponsorship Australia and New Zealand together. This is provided alongside LBG data dating https://corporate-citizenship.com/our-insights/sustainable-sponsorship/ back to 2006. www.lbg-online.net/review2018/ Additional LBG Services LBG: Third Generation LBG for Community - LBG produces a global review of LBG each year and LBG: Third Generation, the by becoming an LBG certified community partner your global annual review for 2018, is available here www.lbg-online.net/2018/10/lbg- partners will be better
Load more

Recommended publications
  • Property Portfolio 30 June 2020 About Stockland We Have a Long and Proud History of Creating Places That Meet the Needs of Our Customers and Communities
    Stockland Stockland PropertyPortfolio PropertyPortfolio Property Portfolio 30 June 2020 30 June 2020 30 June 2020 For personal use only stockland.com.au About Stockland We have a long and proud history of creating places that meet the needs of our customers and communities. OUR STORY When Stockland was founded in 1952, Ervin Graf had a vision “to not merely achieve growth and profits, but to make a worthwhile contribution to the development of our cities and great country”. Pursuing that vision has seen Stockland grow to become one of Australia’s largest diversified property groups. We develop and manage retail town centres, logistics, workplace properties, residential communities and retirement living villages. With the benefit of our diverse property skills, we connect different types of properties in shared locations, to create places that inspire people to gather, to share and to live life. We recognise our responsibilities to the environment and are a leader in sustainable business practices. For over 65 years, we have worked hard to grow our portfolio of assets and projects. We have a long and proud history of creating places that meet the needs of our customers and communities. OUR PROPERTY PORTFOLIO Stockland is one of Australia’s leading diversified property groups. We’re active in retail, logistics, workplace properties, residential communities and retirement living villages. This portfolio identifies all of our properties across Australia. More information on Stockland’s activities For personal use only and an online version of the portfolio data is available at www.stockland.com.au Image: Green Hills, NSW Property Portfolio Commercial Property ..................................................................................................................................................................................................................................................................
    [Show full text]
  • 2015 Annual Results 19 August 2015 Agenda
    2015 Annual Results 19 August 2015 Agenda • Merger update and strategic focus Angus McNaughton • Financial results Richard Jamieson Angus McNaughton Richard Jamieson • Portfolio performance Chief Executive Officer CFO and EGM Investments Stuart Macrae • Development update Jonathan Timms • FY16 focus and guidance Stuart Macrae Jonathan Timms Angus McNaughton EGM Leasing EGM Development 2 Merger update and strategic focus Angus McNaughton Cranbourne Park, VIC Merger benefits on track with a strong platform for growth • Strategic focus remains unchanged • Operational cost synergies on track • Over 60% of operational cost savings1 already locked in • Merger financing savings achieved1 with over $100m lower cost • Weighted average cost of debt reduced to 4.2% • Integration is on program • Key operational teams finalised and team co-locations underway • Solid FY15 performance • Statutory net profit of $675.1m • Underlying earnings up 6.2%2 • Development pipeline increased to $3.1b and current projects on or ahead of plan The Myer Centre Brisbane, QLD 1. On a run-rate or annualised basis. 2. On an aggregate basis. 4 Strategic focus remains unchanged Retail real estate • We will own, manage and develop Australian retail assets across the spectrum • Portfolio composition will evolve as developments occur and asset recycling continues Operational excellence • High performance intensive asset management approach • Continuous improvement of systems and processes • Strongly committed to responsible investment and sustainability • Development of a fully
    [Show full text]
  • Socially Conscious Australian Equity Holdings
    Socially Conscious Australian Equity Holdings As at 30 June 2021 Country of Company domicile Weight COMMONWEALTH BANK OF AUSTRALIA AUSTRALIA 10.56% CSL LTD AUSTRALIA 8.46% AUST AND NZ BANKING GROUP AUSTRALIA 5.68% NATIONAL AUSTRALIA BANK LTD AUSTRALIA 5.32% WESTPAC BANKING CORP AUSTRALIA 5.08% TELSTRA CORP LTD AUSTRALIA 3.31% WOOLWORTHS GROUP LTD AUSTRALIA 2.93% FORTESCUE METALS GROUP LTD AUSTRALIA 2.80% TRANSURBAN GROUP AUSTRALIA 2.55% GOODMAN GROUP AUSTRALIA 2.34% WESFARMERS LTD AUSTRALIA 2.29% BRAMBLES LTD AUSTRALIA 1.85% COLES GROUP LTD AUSTRALIA 1.80% SUNCORP GROUP LTD AUSTRALIA 1.62% MACQUARIE GROUP LTD AUSTRALIA 1.54% JAMES HARDIE INDUSTRIES IRELAND 1.51% NEWCREST MINING LTD AUSTRALIA 1.45% SONIC HEALTHCARE LTD AUSTRALIA 1.44% MIRVAC GROUP AUSTRALIA 1.43% MAGELLAN FINANCIAL GROUP LTD AUSTRALIA 1.13% STOCKLAND AUSTRALIA 1.11% DEXUS AUSTRALIA 1.11% COMPUTERSHARE LTD AUSTRALIA 1.09% AMCOR PLC AUSTRALIA 1.02% ILUKA RESOURCES LTD AUSTRALIA 1.01% XERO LTD NEW ZEALAND 0.97% WISETECH GLOBAL LTD AUSTRALIA 0.92% SEEK LTD AUSTRALIA 0.88% SYDNEY AIRPORT AUSTRALIA 0.83% NINE ENTERTAINMENT CO HOLDINGS LIMITED AUSTRALIA 0.82% EAGERS AUTOMOTIVE LTD AUSTRALIA 0.82% RELIANCE WORLDWIDE CORP LTD UNITED STATES 0.80% SANDFIRE RESOURCES LTD AUSTRALIA 0.79% AFTERPAY LTD AUSTRALIA 0.79% CHARTER HALL GROUP AUSTRALIA 0.79% SCENTRE GROUP AUSTRALIA 0.79% ORORA LTD AUSTRALIA 0.75% ANSELL LTD AUSTRALIA 0.75% OZ MINERALS LTD AUSTRALIA 0.74% IGO LTD AUSTRALIA 0.71% GPT GROUP AUSTRALIA 0.69% Issued by Aware Super Pty Ltd (ABN 11 118 202 672, AFSL 293340) the trustee of Aware Super (ABN 53 226 460 365).
    [Show full text]
  • Westpac Online Investment Loan Acceptable Securities List - Effective 3 September2021
    Westpac Online Investment Loan Acceptable Securities List - Effective 3 September2021 ASX listed securities ASX Code Security Name LVR ASX Code Security Name LVR A2M The a2 Milk Company Limited 50% CIN Carlton Investments Limited 60% ABC Adelaide Brighton Limited 60% CIP Centuria Industrial REIT 50% ABP Abacus Property Group 60% CKF Collins Foods Limited 50% ADI APN Industria REIT 40% CL1 Class Limited 45% AEF Australian Ethical Investment Limited 40% CLW Charter Hall Long Wale Reit 60% AFG Australian Finance Group Limited 40% CMW Cromwell Group 60% AFI Australian Foundation Investment Co. Ltd 75% CNI Centuria Capital Group 50% AGG AngloGold Ashanti Limited 50% CNU Chorus Limited 60% AGL AGL Energy Limited 75% COF Centuria Office REIT 50% AIA Auckland International Airport Limited 60% COH Cochlear Limited 65% ALD Ampol Limited 70% COL Coles Group Limited 75% ALI Argo Global Listed Infrastructure Limited 60% CPU Computershare Limited 70% ALL Aristocrat Leisure Limited 60% CQE Charter Hall Education Trust 50% ALQ Als Limited 65% CQR Charter Hall Retail Reit 60% ALU Altium Limited 50% CSL CSL Limited 75% ALX Atlas Arteria 60% CSR CSR Limited 60% AMC Amcor Limited 75% CTD Corporate Travel Management Limited ** 40% AMH Amcil Limited 50% CUV Clinuvel Pharmaceuticals Limited 40% AMI Aurelia Metals Limited 35% CWN Crown Limited 60% AMP AMP Limited 60% CWNHB Crown Resorts Ltd Subordinated Notes II 60% AMPPA AMP Limited Cap Note Deferred Settlement 60% CWP Cedar Woods Properties Limited 45% AMPPB AMP Limited Capital Notes 2 60% CWY Cleanaway Waste
    [Show full text]
  • Asx Clear – Acceptable Collateral List 28
    et6 ASX CLEAR – ACCEPTABLE COLLATERAL LIST Effective from 20 September 2021 APPROVED SECURITIES AND COVER Subject to approval and on such conditions as ASX Clear may determine from time to time, the following may be provided in respect of margin: Cover provided in Instrument Approved Cover Valuation Haircut respect of Initial Margin Cash Cover AUD Cash N/A Additional Initial Margin Specific Cover N/A Cash S&P/ASX 200 Securities Tiered Initial Margin Equities ETFs Tiered Notes to the table . All securities in the table are classified as Unrestricted (accepted as general Collateral and specific cover); . Specific cover only securities are not included in the table. Any securities is acceptable as specific cover, with the exception of ASX securities as well as Participant issued or Parent/associated entity issued securities lodged against a House Account; . Haircut refers to the percentage discount applied to the market value of securities during collateral valuation. ASX Code Security Name Haircut A2M The A2 Milk Company Limited 30% AAA Betashares Australian High Interest Cash ETF 15% ABC Adelaide Brighton Ltd 30% ABP Abacus Property Group 30% AGL AGL Energy Limited 20% AIA Auckland International Airport Limited 30% ALD Ampol Limited 30% ALL Aristocrat Leisure Ltd 30% ALQ ALS Limited 30% ALU Altium Limited 30% ALX Atlas Arteria Limited 30% AMC Amcor Ltd 15% AMP AMP Ltd 20% ANN Ansell Ltd 30% ANZ Australia & New Zealand Banking Group Ltd 20% © 2021 ASX Limited ABN 98 008 624 691 1/7 ASX Code Security Name Haircut APA APA Group 15% APE AP
    [Show full text]
  • Index Rebalance
    Index Rebalance Monday 9th March 2020 Reference No: 0002/20 Subject: Index Rebalance The March 2020 quarterly rebalancing results for the CXA 200 Index will be effective at the open on 23rd March 2020. The additions and deletions, as well as other changes made to the indices, resulting from the March 2020 quarterly rebalancing are shown below. Inclusions Ticker Name Reason TYR TYRO PAYMENTS LTD New Entrants with ranking equal or above 180 MSB MESOBLAST LTD New Entrants with ranking equal or above 180 OPT OPTHEA LTD New Entrants to fill up to 200 constituents IFN INFIGEN ENERGY New Entrants to fill up to 200 constituents SHV SELECT HARVESTS LTD New Entrants to fill up to 200 constituents Exclusions Ticker Name Reason AMA AMA GROUP LTD Exclusions with ranking equal or below 220 CVN CARNARVON PETROLEUM LTD Failed Eligibility Rank 273 EHE ESTIA HEALTH LTD Exclusions with ranking equal or below 220 PGH PACT GROUP HOLDINGS LTD Exclusions with ranking equal or below 220 SIG SIGMA HEALTHCARE LTD Failed Eligibility Rank 252 Please contact [email protected] with any queries. Appendix A: Constituent List The index portfolio below is based on data from 2 March 2020. Chi-X Market Operations Phone: +61 2 8078 1701 | Email: [email protected]| Web: chi-x.com.au | Disclaimer Newly added constituents are in BOLD. Chi-X indices (CXA 200 Index) Ticker Name CBA COMMONWEALTH BANK OF AUSTRAL CSL CSL LTD BHP BHP GROUP LTD WBC WESTPAC BANKING CORP NAB NATIONAL AUSTRALIA BANK LTD ANZ AUST AND NZ BANKING GROUP WOW WOOLWORTHS GROUP LTD MQG MACQUARIE GROUP
    [Show full text]
  • Business Leadership: the Catalyst for Accelerating Change
    BUSINESS LEADERSHIP: THE CATALYST FOR ACCELERATING CHANGE Follow us on twitter @30pctAustralia OUR OBJECTIVE is to achieve 30% of ASX 200 seats held by women by end 2018. Gender balance on boards does achieve better outcomes. GREATER DIVERSITY ON BOARDS IS VITAL TO THE GOOD GOVERNANCE OF AUSTRALIAN BUSINESSES. FROM THE PERSPECTIVE OF PERFORMANCE AS WELL AS EQUITY THE CASE IS CLEAR. AUSTRALIA HAS MORE THAN ENOUGH CAPABLE WOMEN TO EXCEED THE 30% TARGET. IF YOUR BOARD IS NOT INVESTING IN THE CAPABILITY THAT DIVERSITY BRINGS, IT’S NOW A MARKED DEPARTURE FROM THE WHAT THE INVESTOR AND BROADER COMMUNITY EXPECT. Angus Armour FAICD, Managing Director & Chief Executive Officer, Australian Institute of Company Directors BY BRINGING TOGETHER INFLUENTIAL COMPANY CHAIRS, DIRECTORS, INVESTORS, HEAD HUNTERS AND CEOs, WE WANT TO DRIVE A BUSINESS-LED APPROACH TO INCREASING GENDER BALANCE THAT CHANGES THE WAY “COMPANIES APPROACH DIVERSITY ISSUES. Patricia Cross, Australian Chair 30% Club WHO WE ARE LEADERS LEADING BY EXAMPLE We are a group of chairs, directors and business leaders taking action to increase gender diversity on Australian boards. The Australian chapter launched in May 2015 with a goal of achieving 30% women on ASX 200 boards by the end of 2018. AUSTRALIAN 30% CLUB MEMBERS Andrew Forrest Fortescue Metals Douglas McTaggart Spark Group Ltd Infrastructure Trust Samuel Weiss Altium Ltd Kenneth MacKenzie BHP Billiton Ltd John Mulcahy Mirvac Ltd Stephen Johns Brambles Ltd Mark Johnson G8 Education Ltd John Shine CSL Ltd Paul Brasher Incitec Pivot
    [Show full text]
  • Stoxx® Australia 150 Index
    STOXX® AUSTRALIA 150 INDEX Components1 Company Supersector Country Weight (%) Commonwealth Bank of Australia Banks Australia 8.37 CSL Ltd. Health Care Australia 7.46 BHP GROUP LTD. Basic Resources Australia 7.23 National Australia Bank Ltd. Banks Australia 4.37 Westpac Banking Corp. Banks Australia 4.09 Australia & New Zealand Bankin Banks Australia 3.75 Wesfarmers Ltd. Retail Australia 3.30 WOOLWORTHS GROUP Personal Care, Drug & Grocery Australia 2.87 Macquarie Group Ltd. Financial Services Australia 2.84 Rio Tinto Ltd. Basic Resources Australia 2.48 Fortescue Metals Group Ltd. Basic Resources Australia 2.27 Transurban Group Industrial Goods & Services Australia 2.20 Telstra Corp. Ltd. Telecommunications Australia 2.05 Goodman Group Real Estate Australia 1.77 AFTERPAY Industrial Goods & Services Australia 1.54 Coles Group Personal Care, Drug & Grocery Australia 1.39 Woodside Petroleum Ltd. Energy Australia 1.28 Newcrest Mining Ltd. Basic Resources Australia 1.27 Aristocrat Leisure Ltd. Travel & Leisure Australia 1.11 XERO Technology Australia 1.00 SYDNEY AIRPORT Industrial Goods & Services Australia 0.93 Brambles Ltd. Industrial Goods & Services Australia 0.91 Sonic Healthcare Ltd. Health Care Australia 0.90 ASX Ltd. Financial Services Australia 0.82 SCENTRE GROUP Real Estate Australia 0.80 Cochlear Ltd. Health Care Australia 0.74 QBE Insurance Group Ltd. Insurance Australia 0.73 SUNCORP GROUP LTD. Insurance Australia 0.71 South32 Australia Basic Resources Australia 0.71 Santos Ltd. Energy Australia 0.68 Ramsay Health Care Ltd. Health Care Australia 0.66 Insurance Australia Group Ltd. Insurance Australia 0.65 Mirvac Group Real Estate Australia 0.60 DEXUS Real Estate Australia 0.59 SEEK Ltd.
    [Show full text]
  • High Growth Model High Growth Core High Growth Core Portfolio | March 2021
    Mulcahy High Growth Model High Growth Core High Growth Core Portfolio | March 2021 Holdings at March 2021 Sub-Asset Class Weight Australian Equities 57.75% Direct Australian Equites Direct AEQ 57.75% International Equities 37.03% Vanguard Global Value Equity Active ETF Developed Equities 9.73% Vanguard Total Stock Market ETF United States 5.00% Vanguard FTSE All World Ex-US ETF World ex US 14.35% iShares MSCI Emerging Markets ETF Emerging Markets 2.50% Vanguard MSCI International Small Companies Index ETF Global Small Caps 5.45% Property & Infrastructure 3.21% Vanguard Australian Property Securities Index ETF Australian REITs 3.21% Cash 2.01% Cash Cash 2.01% Australian Equities International Equities Property & Infrastructure Cash Active Asset Allocation Underweight Overweight The portfolio has Australian Equities maintained an overweight to Australian equities and alternatives, International Equities predominantly funded by an underweight to Property & Infrastructure alternatives. Fixed Interest Alternatives Cash -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% WealthO2 | March 2021 Australian Equities Component Top 10 Holdings Characteristics COMPANY WEIGHT ESTIMATED ESTIMATED FWD DIVIDEND YIELD P/E RATIO AUST AND NZ BANKING GROUP 13.9% 4.0% 25 WESTPAC BANKING CORP 12.4% 20 BHP GROUP LTD 7.3% 3.0% WOODSIDE PETROLEUM LTD 5.4% 15 BLACKMORES LTD 4.2% 2.0% 10 ORORA LTD 4.1% 1.0% WEBJET LTD 4.1% 5 RAMSAY HEALTH CARE LTD 4.1% 0.0% 0 STOCKLAND 4.0% Aus Equity Component Aus Equity Component CHALLENGER LTD 3.9% S&P/ASX 300 S&P/ASX 300 Sector Exposures Financials Materials Health Care Consumer Staples Real Estate Industrials Energy Consumer Discretionary Communication Services Information Technology Utilities Cash Aus Equity Component S&P/ASX 300 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Market Cap Exposures The portfolio's Australian equity component maintains an Top 50 underweight to the 'Top 50' of the market, in favour of mid-cap securities.
    [Show full text]
  • Social Impact Insight Report December 2020
    Vicinity Centres Social Impact Insight Report December 2020 Corporate Citizenship - LBG Australia & New Zealand Annual Company Benchmarking Report 2020 2020 Social Impact Insight Report Thank you for participating in the LBG benchmarking for 2020. The LBG methodology allows a company to form a reliable and holistic view of its community investment, from what is contributed, what happens and what changes as a result. LBG is the globally recognised methodology used by hundreds of the world’s leading companies to articulate and measure the positive impact they have in the world. The LBG Framework currently underpins the Community & Philanthropy question in the DJSI questionnaire, is reflected in the GRI standard and is recognised by the UN Global Compact as evidence for a company’s social impact narrative to stakeholders. LBG acts as a; • management tool, • a private benchmark, • and a network of professionals This report is designed to provide you with valuable benchmarking insights for program improvements. We encourage all members to arrange to meet with us to discuss the report in more detail and highlight the opportunities it demonstrates. The infographic page of this report acts as a summary of your results for you to use when sharing your results internally as well as a source of pointers where you could evolve your current program. The seismic events of 2020 such as Covid-19 and the Black Lives Matter movement have accelerated stakeholder expectations for companies to play a leading role in creating a more inclusive and robust society. The ‘S’ in ESG has become even more important. The fact that LBG is transforming in 2021 to provide a holistic management model is timely.
    [Show full text]
  • 2020 (Previous Corresponding Period Being the Year Ended 30 June 2019)
    Appendix 4E For the year ended 30 June 2020 (previous corresponding period being the year ended 30 June 2019) Results for announcement to the market STAPLING ARRANGEMENT Stockland was established for the purpose of facilitating a joint quotation of Stockland Corporation Limited (ABN 43 000 181 733) and its controlled entities, and Stockland Trust (ARSN 092 897 348) and its controlled entities on the Australian Securities Exchange. Stockland Trust Management Limited (ABN 86 001 900 741) is the Responsible Entity of Stockland Trust. The Financial Report has been prepared based on a business combination of the parent entity, Stockland Corporation Limited and its controlled entities, and Stockland Trust and its controlled entities, in accordance with AASB 3 Business Combinations. $M Revenue from ordinary activities Up 1.6% to 2,812 Net loss after tax attributable to securityholders Down 104.3% to 14 Funds from operations attributable to securityholders Down 8.0% to 825 Dividends and distributions Amount per Franked amount security per security Record date Payment date Interim dividend/distribution 13.5 ¢ – ¢ 31 December 2019 28 February 2020 Final dividend/distribution 10.6 ¢ – ¢ 30 June 2020 31 August 2020 Other information 2020 2019 Net tangible assets per security $3.77 $4.04 This report is based on the Stockland Financial Report 2020 which has been audited by PwC. The remainder of information requiring disclosure to comply with listing rule 4.3A is contained in the Stockland Financial Report 2020 that follows. For personal use only This announcement is authorised for release to the market by Ms Katherine Grace, Stockland’s Company Secretary.
    [Show full text]
  • Building Sustainability a Review of Company Performance in the Commercial Real Estate and Property Sector
    BUILDING SUSTAINABILITY A REVIEW OF COMPANY PERFORMANCE IN THE COMMERCIAL REAL ESTATE AND PROPERTY SECTOR A CATALYST REPORT Electronic copy available at: http://ssrn.com/abstract=2745012 ABOUT CATALYST Catalyst is a not for profit policy network established in 2007. We work closely with trade unions, non-Government organisations and academics to promote social and economic equality and improved standards of corporate social responsibility. Our founding principle is to produce work that promotes good lives, good work and good communities. RESEARCH TEAM Martijn Boersma Jenni Downes (community investment) Tui Swinnen CONTRIBUTING AUTHORS Martijn Boersma Jo-anne Schofield Tui Swinnen December 2013 Catalyst Australia Incorporated Suite 109, 4 Goulburn Street, Sydney Tel: +61 (0) 2 8090 1177 www.catalyst.org.au @CatalytAus Electronic copy available at: http://ssrn.com/abstract=2745012 1. EXECUTIVE SUMMARY The commercial real estate and property sector is a vital part of the Australian economy. Compared to global peers, property companies in Australia and New Zealand are considered to be at the front of the pack in terms of acknowledging, measuring and managing Environment, Social and Governance (ESG) risks (also referred to as sustainability risks). This research report looks at performance of the sector, utilising several sustainability indicators developed by Catalyst Australia in 2013 to rate company reporting and performance. These cover gender equality, environmental impact, labour standards, supply chains, community investment and sustainability engagement. The results of this review are presented visually in the Catalyst Property Sector Sustainability Dashboard and discussed in this report. The 19 commercial real estate and property companies comprising the sample are listed on the Australian Securities Exchange (ASX) 200 index and are companies classified by the Global Industry Classification Standard as belonging to the ‘real estate’ industry group.
    [Show full text]