Through our managed Partnerships, Goodman Group has developed long-standing relationships with several of the world’s largest and leading pension and sovereign wealth groups. As many of these partners operate with their own dynamic ESG policies, these relationships have influenced Goodman’s investment teams to adopt innovative approaches to our own development and management activities.
We seek feedback from our Investment Partners during our investor updates and customer insight meetings. ESG benchmarks such as GRESB, MSCI and Sustainalytics review our non-financial performance aspects, while our discussions with stakeholders help us to determine our material sustainability priorities and the social impacts of our business.
The post-COVID world is seeing more video conferencing and the ability to more regularly converse with a wider group of investors without the travel.
Our discussions with our Investment Partners about our ESG strategy have become more frequent and detailed. This reflects the ongoing alignment of equity partners to companies with clearly articulated ESG strategies.
Our business depends on collaborative relationships with our customers. Goodman has a diverse range of global and local customers within the e-commerce, logistics, retail, consumer goods, automotive, pharmaceutical and technology industries.
Customers are seeking real estate partners who can help them to achieve their specific sustainability goals. Even better, a real estate partner such as Goodman who is dedicated to collaborating on mutually aligned targets. This engagement nurtures long-term relationships, helping to maintain our high occupancy rates and pre-committed developments.
Over the past year, we have had many discussions with customers on our respective commitments. Some of our key global customers have aligned sustainability initiatives and targets such as decarbonisation, renewable energy and the adaptation of existing (brownfield) infrastructure.
Meanwhile, our development specifications include design features that enhance efficiency, functionality, comfort and wellbeing.
Goodman’s 900-plus people are its greatest asset.
We want our employees to be happy, healthy and productive. Our effective internal communication keeps our people abreast of our strategy and performance and encourages their ongoing training and career aspirations.
A major theme of our workforce engagement is health and wellbeing through tailored initiatives, like our flagship health and wellbeing program in Australia, the (good) life. Engagement this year has been crucial to maintain a sense of togetherness while we were all working from home. We surveyed our employees regularly, increased communication and organised multiple online team building events.
In their regular Company updates, Goodman’s executive teams encourage questions and feedback to keep our people aligned to our purpose. Meanwhile our performance management system, Aspire, is a platform for formal engagement and goal setting, helping our employees to further their careers within our business.
The Goodman Foundation unites our people, properties and resources to make a tangible difference to the lives of people in our communities. Through our partnerships with an exceptional group of charities we’re able to make a real difference, where and when it matters most.
Goodman provides regular updates through its website, media releases and social media platforms including LinkedIn, WeChat and Instagram. We also respond to enquires through our website or by email to our investor relations team.
Goodman has established extensive supply chain relationships across each of its operating regions. We appoint general contractors to deliver on our developments and partner with them to achieve the quality outcomes we expect. We engage extensively with our supply chain throughout the lifecycle of properties, from initial development through to operation and management.
We are engaging extensively about reducing carbon with several engineering organisations and industry associations such the Materials and Embodied Carbon Leaders Alliance.
