Scentre Group believes in the value of creating an inclusive and diverse culture in which our people can be the best version of themselves and their background, perspectives and experience are recognised and valued.
During 2017 diversity and inclusion was genuinely embedded into the fabric of the organisation.
During the year, our focus was to fully embed diversity and inclusion (D&I) into our way of working, driving accountability and empowerment throughout the organisation. This was achieved in a number of ways, including by:
We also continued to roll out and embed our D&I philosophy and key initiatives through:
The Group measures diversity through various gender diversity and cultural heritage metrics, and we measure inclusion through our employee survey and people metrics. As a result of the focus on creating a culture that allows our people to be the best version of themselves by bringing their whole selves to work, our employee survey results in 2017 have shown significant improvement. All teams at Scentre Group, bar one, increased their scores for work/life balance by 1% – 35% and their Diversity and Inclusion scores by 5% – 23% since 2016.
Psychological safety, a key focus of the D&I education conducted throughout the year was measured in the employee survey and scored 80% “favourable” against the line item “I feel free to bring my whole self to work without fear of negative consequence”, an increase from 66% in 2016.
"In 2017, for the first time, our percentage of female employees was higher than our male employees, increasing from 49% to 53% year-on-year."
Our female percentage of managers and directors within our senior managers’ group increased from 16% last year to 22%. The increase of female employees overall reflects the Group’s efforts and focus on female recruitment and retention, while the increase of females within the senior management group reflects our focus on female professional development.
Since 2015 our D&I strategy has been internally focussed on our culture, our people and work practices. While continuing our work to support these initiatives, we are now well-placed to expand the reach of our agenda externally to define what Scentre Group stands for within the community more broadly.
"As one of our goals in 2018 we will be looking into aligning our D&I agenda with external stakeholders, including business partners and customers."
There are a number of future objectives supporting this goal.
In 2018 we will explore how we can align our internal culture with our external Scentre Group and Westfield brands in order to create an inclusive, safe and supportive environment in all of our centres to the benefit of our employees and our local communities.
We will engage with our business partners to align our D&I initiatives with those in our supply chain, particularly those organisations that interface closely with our customers.
Our Purpose “creating extraordinary places, connecting and enriching communities” provides us the opportunity to mobilise our centres with a calendar of events that recognise cultural days of significance within local communities.
As part of our community engagement we will continue the implementation of our RAP, including our ongoing relationships with the Aboriginal Employment Strategy and AFL Sports Ready and the placement of a further 25 trainees in the Group’s Indigenous employment program.
Continuing this year’s progress, we will seek to achieve 25% – 27 % representation of females at the senior executive level (general manager and above) to further diversify our executive leadership in the organisation.
Also, to help us continue to embed D&I practices in the business we will also target the following goals in 2018:
In 2017 Scentre Group focussed on bringing to life its firm belief that having new employees well-equipped in the organisation at the start of their tenure would ensure they are set up for success, and able to fully contribute to the best of their ability. Accordingly, the focus during the year was on the breadth of our employee experience and specifically attraction, recruitment, ‘onboarding’ and induction and performance management and development.
People protecting people is at the core of our ethos and underpins an organisation-wide safety culture initiative to provide a safe and healthy environment for all our stakeholders.