Our People & Culture

Our people are at the heart of what we do, and we recognise that our investment in them, along with fostering a positive culture, leads to better business outcomes.

In FY17, we continued to implement a range of initiatives to support a culture that values performance, innovation, professional development, flexibility and wellbeing.

MIRVAC LEARNING ACADEMY

To enhance professional development and career opportunities at Mirvac, we expanded the Mirvac Learning Academy in FY17, offering technical masterclasses across our Residential and Office & Industrial businesses. These masterclasses are business-led courses aimed at broadening technical capability and sharing knowledge
and expertise to further strengthen our capabilities.

We also included two additional Leadership Development modules in the Mirvac Learning Academy: Communicating with Influence and Executive Presence, which are accessible to all people leaders.

LEADERSHIP

We recognise that effective leadership is key to building a positive culture and strong employee engagement, so in FY17 we launched our Leadership Success Profiles which define the responsibilities and competencies required to be a successful leader at Mirvac.

We also trained over 300 of our managers on the Big 5 Leadership Fundamentals, which are the skills and tools to be effective people leaders. These fundamentals were then measured through our engagement survey, which in FY17 found that 80 per cent of our people were favourable in their assessment of their people manager’s capabilities.

ENCOURAGING LATERAL MOVEMENT

As an integrated business, Mirvac offers huge scope for people to make lateral moves within the business. To support this, we have introduced the Discovery program. This allows people to ‘test drive’ a different role within Mirvac over three days, giving them the chance to see if it’s something they want to pursue. The Discovery program also facilitates new connections between departments so when opportunities come up, we can offer them to our own people before having to recruit externally. Employees also receive weekly emails advertising internal job vacancies.

EMPLOYEE ENGAGEMENT

Measuring our employee engagement gives us a valuable insight into the quality of our workplace and culture, and helps us to better understand how we can continue to create a positive work environment for our people.

In FY17, we achieved an overall employee engagement score of 88 per cent in the Willis Towers Watson’s engagement survey, placing us above the Global High Performing Norm, the survey’s highest external benchmark.

A number of items from the survey were particularly important to us, such as:
97%
per cent of people noted that Mirvac cares about the health and safety of its employees;
95%
of people noted they are willing to work beyond what is required in their role to assist Mirvac to succeed;
82%
of people indicated that Mirvac has a culture of continuous learning and improvement; and
89%
of people believe their manager supports them to find an appropriate balance between their work and personal commitments.

Having a clearly defined business strategy and the launch
of our new purpose, Reimagine Urban Life, was also something that resonated well with our employees in the engagement survey.

We are certainly proud of this achievement, and hope to continue to provide a workplace and culture that attracts, motivates, grows and retains the best people.