Our policies and programs reflect QICGRE’s commitments to fundamental rights at work including diversity and equal opportunity, remuneration, retaining talent and workplace health and safety. QIC measures the health of our culture twice a year through the QIC ‘Pulse’. Our results are very positive but we have a relentless focus on providing an inclusive and high performing culture for our people.
In addition, we have a highly successful and constructive relationship with Savills. Savills provides the majority of employees who work in our shopping centres.
1 Total QIC employees excluding external consultants
2 Maximum term employees on time-bound contracts
3 Project Workforce employees contracted to deliver a specific contract
QIC’s HR & Remuneration Committee considers matters relating to human resource management policies and practices, including staff remuneration, diversity and inclusion, performance management, workplace health and safety, organisational structure and design and succession planning at the senior executive level and for other business-critical roles.
A performance-based reward framework links performance payments to both investment outcomes and individual contribution to defined key performance indicators, measured through a formal annual performance management program (PMP).
The HR & Remuneration Committee conducts an annual review of corporate and individual performance and taking into account industry comparisons and independent advice, which is provided to the Board and advises the shareholding Ministers. An Employment and Industrial Relations Plan is also approved annually by our shareholding Ministers as part of the Statement of Corporate Intent development process.
QIC supports ongoing professional development for all staff, as part of their PMP and career development plans. As part of this commitment, the QIC Leadership Excellence Program continues to be the flagship leadership development program to sustain and develop the leadership abilities of staff at QIC. QIC has seen a very positive shift in leadership performance as a direct result of this investment.
QIC launched the Emerging Leaders Program to offer personal and professional development to its emerging talent. QIC also offers professional development programs in the areas of presentation and communication skills, negotiation skills and service excellence.
QIC continues to build a culture that is oriented on trust and delivery of outcomes, and encourages all employees to determine the flexibility requirements that are unique to them. QIC offers formalised access to flexible working arrangements for all staff to support them in balancing their work and home lives, with options including working from home, paid parental leave, part-time arrangements and salary sacrificing for extra annual leave.
Health and wellbeing
QIC aims to provide a safe and healthy work environment and helps individuals manage their own health and reduce risks, through initiatives including healthy heart checks, ergonomic assessments, flu vaccinations, skin checks and weekly fruit baskets plus access to discounted health care and an annual allowance to contribute towards healthy living expenses.
QIC employs an outplacement services provider to help facilitate career transitioning and employability following instances of contract termination or redundancies.
In 2017, QICGRE has provided three staff members with the opportunity to step up and advance their careers after a rigorous recruitment process identified stand out talent within the internal team.
As part of an assessment and restructure of QICGRE’s lease administration team, a recruitment process was commenced to fill three Lease Administration Team Lead positions, seeking the key capabilities of lease administration experience, people management skills and an ability to manage workflow and improve efficiencies.
In the context of strong competition, three internal female candidates were identified as ideal for the opportunities and as a result were provided the means to formalise their positions while growing their experience in a new role with higher expectations.
As part of the implementation of these roles, all three staff have been provided with additional support, including leadership training, as well as instruction and assistance from Human Resources and senior managers for KPI setting for their new teams.