Sustainability Report - SCA Property Repor… · Investment Strengthen the relationship between our...

Sustainability Report 31 August 2019

Message from Our CEO, Anthony Mellowes

Key highlights

2

About this Report

Memberships and Ratings

3

Our Property Portfolio 4

Sustainability Strategy 5

Our Stakeholders 6

Material Issues 7

Progress Summary

Stronger Communities

Environmentally Efficient Centres

Responsible Investment

Employment

WHS

8

Performance Summary

Notes on Data and Calculations 15

GRI Content Index 17

CONTENTS

SCA Property Group – Sustainability Report 20191

The Board and Management of SCA Property Group (Shopping Centres Australasia Property Group ASX: SCP) is pleased to release our latest sustainability report. This report discusses the key activities undertaken during the year to manage our environmental, social and governance responsibilities, and demonstrates our commitment to reducing our energy consumption and greenhouse gas emissions.

Our commitment to sustainability is a key element of our long-term planning for the ongoing success of our centres and their communities. We understand and value the contribution our shopping centres make as an integral part of their local communities. SCP’s responsibility to manage its environmental, social and governance risks is a key focus of our management and board, and we will continue to act transparently and prioritise our performance in these areas.

The three pillars of our Sustainability Strategy guide the investments and initiatives we implement each year, and we continue to deliver positive outcomes in line with the strategy.

In FY19 we began to see results from initiatives and relationships that were put in place in previous years. In partnership with ReNu Energy, 6,689 solar panels were installed across four centres, which generated 802MWh of renewable energy between the first installation in March 2018 and December 2018. This is expected to increase to over 1,800MWh of renewable energy in 2019. We have also entered into negotiations to have solar panels installed across four additional centres in FY20. We have continued to roll out LED lighting and committed to the implementation of Building Automation Controls at a further two sub-regional centres and one neighbourhood centre which is currently underway.

Our focus for the year ahead is to continue supporting our communities through engagement, deliver an expansion on our renewable energy strategy and commence recycling initiatives to divert waste from landfill. We look forward to reporting on our continued progress next year.

Anthony Mellowes Chief Executive Officer

A MESSAGE FROM OUR CEO

Key Highlights

$719kINVESTED IN SUSTAINABLE

INITIATIVES IN CY2018

2,160kW TOTAL INSTALLED

SOLAR GENERATION CAPACITY

564 TONNESOF GHG SAVED FROM SOLAR GENERATION

802MWh OF RENEWABLE ENERGY

GENERATED IN CY2018

6,689SOLAR PANELS

INSTALLED

45+STRONGER COMMUNITY

INITIATIVES

SCA Property Group – Sustainability Report 2019 2

This report covers the environmental, social and governance (ESG) performance of SCP’s corporate operations and the operation of its property portfolio of 85 neighbourhood and sub-regional shopping centres across Australia for the financial year 2019.

The SURF 1, 2 and 3 funds, which comprise 11 standalone centres, are excluded.

The report provides an overview of the Group’s ESG strategy and outlines the progress made during the year using statistics and case studies across our three pillars – Stronger Communities, Environmentally Efficient Centres and Responsible Investment.

The report is in accordance with the Global Reporting Initiative (GRI) G4 Core Guidelines, with additional Construction and Real Estate Sector Disclosures. Greenhouse gas emissions have been calculated in accordance with the Greenhouse Gas Protocol Corporate Standard.

The GRI Principles for Defining Report Content have been applied as follows:

• Stakeholder inclusiveness: SCP’s business is simple, with a straightforward strategy, a lean management team and a relatively small set of key stakeholders, namely tenants, investors, customers, employees and suppliers.

ABOUT THIS REPORT

This, combined with the local nature of centres, means that we can work closely with and have an in-depth understanding of the needs of our stakeholders. As part of the development of our Sustainability Strategy, we considered those needs specific to sustainability and will continue to enhance our dialogue with stakeholders on sustainability issues.

• Sustainability context: SCP’s simple business model also lends itself to a relatively simple sustainability context, focusing on our impact and community role in the ‘Priority Sustainability Issues’ outlined in the following pages.

• Materiality: Having reviewed the materiality assessment we conducted at the commencement of our sustainability program, the Sustainability Steering Committee has determined that it remains relevant and appropriate for the size and nature of our business.

• Completeness: This report provides available performance data and for many indicators shows change from the prior year. Indicators are not provided for all Priority Sustainability Issues at this stage and will be progressively added over coming years.

This report and data have been thoroughly checked in line with our robust internal processes. The Group recognises the benefit of external assurance; however, given the relative maturity of the sustainability program, it was not deemed to be a priority.

SCA Property Group publishes a sustainability report annually.

Memberships and ratings

For more information

For questions regarding this report, please contact:

Michelle Tierney Chief Operating Officer, Chair, SCA Property Group Sustainability Steering Committee

[email protected]


RiversideProspect ValeBurnieMeadow Mews

ClaremontSorell

KingstonGreenpoint

ShorelineNew Town

Drouin

Cowes

Ballarat

WarrnamboolWarrnambool East

Ocean Grove

Wodonga

Wonthaggi

MELBOURNE

Epping North

Lilydale

Pakenham

Wyndham Vale

Bentons

Highett

Langwarrin

The Gateway

Kwinana

Treendale

Busselton

Stirlings

Kalamunda

Currambine

Warnbro

Mt Gambier

Murray BridgeBlakes Crossing

Walkerville

SYDNEY

Berala

Burwood

Fairfield Heights

Greystanes

Lane Cove

Goonellabah

Lismore

Cardiff

Morisset

Swansea

Katoomba

Leura

Cabarita

Macksville

Tura Beach

Griffith North

Griffin Plaza

Inverell

West Dubbo

North Orange

Ulladulla

Clemton Park

Belmont

Muswellbrook

Shell Cove

Tamworth

Moama

Mittagong

Lavington

Wagga Wagga

West End

BRISBANE

Mission Beach

Mackay

Ayr

Gladstone

Carrara

WoodfordGreenbank

Chancellor Park

Central Highlands(Emerald)

MudgeerabaWorongary

Brookwater VillageCollingwood ParkCoorparoo

The MarketsOxenfordMt Warren ParkMiami One

Jimboomba

Lillybrook

AnnandaleBushland Beach

Sugarworld

Marian

North Shore

Whitsunday

Neighbourhood centres

Sub-regional centres

SURF

OUR PROPERTY PORTFOLIO

60m+VISITATIONS PER YEAR

2-3VISITS PER WEEK

61% OF CUSTOMERS LIVE WITHIN 15 MINS

$70 AVERAGE SPEND PER SHOP

98.2%OCCUPANCY RATE

20mins AVERAGE DWELL TIME: NEIGHBOURHOOD CENTRES

1,797 SPECIALTY TENANTS

30mins AVERAGE DWELL TIME: SUB-REGIONAL CENTRES

TOTAL CENTRES

85

TOTAL GLA

667,346m2

$3,532mASSETS UNDER MANAGEMENT

Our centres Our customers

SALES PER ANNUM

$5.13b+


2 3Stronger Communities



Strengthen the relationship between our shopping centres and their local communities and help improve the wellbeing and prosperity of those communities

Reduce the environmental footprint of our shopping centres, particularly greenhouse gas emissions through energy consumption

Manage environmental, social and governance (ESG) risks that are material to investment value and communicate our performance on this

• Improved services and facilities for our local community

• Increased engagement and goodwill with our customers and communities

• Improved standing of our centres as community hubs

• Increased footfall for tenants

• Reduced environmental impacts• Reduced operating costs• Improved quality of environment

at our shopping centres

• Reduced risk to asset and investment performance

• Enhanced corporate transparency and reputation

1

Objective Benefit

SUSTAINABILITY STRATEGY

SCP’s Sustainability Strategy is aligned to the core values that underpin the organisation. The strategy provides a clear, achievable and solid platform that supports strong sustainability performance over the long term. The strategy focuses on three objectives, aligning with existing programs in our business that enhance employee satisfaction, work, health and safety, governance and ethical operations.


OUR STAKEHOLDERS

Stakeholders

Five stakeholder groups were identified as being of material importance to the Group’s business strategy and operations. We continue to engage with these stakeholders to build positive relationships.

Key Stakeholder Group How we engage

Tenants

Major retailers including Woolworths, Coles and specialty stores.

Regular engagement with local tenants through centre management. Quarterly engagement with key national tenants by our asset management and leasing team.

Investors

Retail and institutional, Australian and international.

SCP is listed on the ASX, which is the primary means of communications with investors. Investor relations management is led by our CFO, Mark Fleming. Regular investor briefings and events are held and frequent investor communications issued, including annual and half-yearly reporting and Annual General Meetings. In addition, ad hoc investor communications are provided for material business updates and an investor helpline is available for investor enquiries.

Communities & Customers

Local communities and customers visiting our shopping centres.

Continuous engagement with the local community takes place onsite through local centre management staff and centre communications, including noticeboards, websites and social media, centre events and community space activations.

Employees

Team based in the Sydney head office.

Ongoing direct engagement, enabled by being a small team within one office with regular one-to-one and team communications, including:• Weekly staff meetings • Annual staff performance reviews• Periodic surveys for employee feedback • Formal and informal education sessions

Suppliers

Outsourced property and facility managers.

Continuous engagement of industry-leading property and facilities management providers.


Key Material Issues Boundary UN Sustainable Development Goals

Community Wellbeing

The wellbeing and prosperity of the communities local to our centres, including their capacity to be good customer bases for tenants.

All communities local to our neighbourhood and sub-regional shopping centres.

Energy & Greenhouse Gas Emissions

The energy used at our shopping centres and associated environmental impacts, climate change, operating costs and regulatory risks.

All neighbourhood and sub-regional shopping centres, excluding the portion of centres under operational control of tenants.


Capability to identify, understand and manage environmental, social and governance issues of materiality to our investment performance and to maintain transparency around this.

SCA Property Group employees.

Employee Wellbeing & Productivity

The wellbeing and productivity of our employees and ensuring we have the capacity to deliver strong performance as an investment manager.

SCA Property Group employees.

Visitor Safety

The safety of all visitors to centres. All neighbourhood and sub-regional centres.

Ethical Operation

Operating in an ethical manner, with regards to aspects such as conflicts of interest, corruption and bribery, anti-competitive practices, confidentiality of information and political donations.

SCA Property Group employees, outsourced service partners and consultants/contractors.

Our priority list of sustainability issues was developed in line with our Sustainability Strategy and items that were assessed to be material to SCP’s operations.

As we focus on managing these priority issues each year, this also supports the United Nations (UN) Sustainable Development Goals, which are aimed at improving peace and prosperity for people and the planet, for both current and future generations.

MATERIAL ISSUES

Note: We take a precautionary approach to the management of our energy and greenhouse gas emissions, recognising that requirements to reduce greenhouse gas emissions and costs of energy will increase over time. We seek to be proactive, while balancing the financial merit of all energy improvement projects.


PROGRESS SUMMARY

FY19 Commitment Status FY20 Commitment

Stronger Communities

Continue and increase the implementation of the Stronger Communities program to 20 neighbourhood and all sub-regional shopping centres.

Advanced 10 Stronger Communities campaigns implemented that were significant to the local community.

Roll out one national Stronger Communities campaign. Implement 15 initiatives significant to the local community. Build on current local Stronger Communities initiatives.


Continue the program of performance improvement measures in centres.

Complete Benchmarking with Green Star.Performance auditing and Global Real Estate Sustainability Benchmark (GRESB) complete. Energy audits completed on all properties.

Review three-year GRESB performance and develop improvement action plan.Promote recycling initiatives at the centres to divert waste from landfill.

Carry out pilot of Building Automation Systems (BMS) and demand management.

BMS installation at three centres complete.

Review performance of BMS plant and installation at two centres.

Replacement of R22 HVAC plant with new energy-efficient, non-ozone depleting gases.

Comprehensive pricing and prioritisation of centres complete.

HVAC plant replacement at three properties.

Review and reconsider targets for energy consumption and greenhouse gas (GHG) emissions.

AdvancedThree year targets and targets set in CY2017 being monitored.Review of acquisition portfolio performance to be undertaken.

Re-forecast targets in consideration of expanded portfolio and delivered initiatives.

Deploy onsite solar generation to a further four centres, taking the total to eight installations.

AdvancedStrategy presented and endorsed by Senior Management Group.Solar plant operational at four centres, with four future installations agreed.

Implement solar strategy at a further four centres.

Integrate the deployment of LED lighting, BMS and solar energy at three centres.

AdvancedLED lighting in conjunction with solar plant installations at two properties.Building controls and LED installed at three properties.

Continue roll-out of LED, BMS and solar technology at commercially viable properties.

FY19 ProgressDuring FY19, there has been continued progress made across our three strategic pillars, as well as our employment and Work, Health and Safety (WHS) practices as outlined in the following pages.


FY19 Commitment Status FY20 Commitment


Annual review of Sustainability Policy.

Complete Internal review complete. Policy aligns with environmental, social and governance (ESG) strategy and overarching business strategy.

Consideration of Sustainability Policy with respects to alignment with UN Sustainable Development Goals (SDGs).

Review and improve Sustainability Report.

Advanced Sustainability Report review underway. Consideration of UN SDGs and format of report.

2019 report content and formatting to be aligned to UN SDGs.

Conduct a format materiality assessment of ESG risks and opportunities.

Complete Undertaken last year and to be reviewed again in FY19.

Ongoing/annual review.

STRONGER COMMUNITIES

SCA Property Group’s shopping centres are spread across a highly diverse range of Australian communities, facing many different social and environmental issues. Our Stronger Communities Framework is a flexible approach, allowing each of our shopping centres to implement tailored community strengthening initiatives in response to issues specific to their local community.

As well as aligning within the Framework guidelines, all Stronger Communities initiatives are designed to deliver measurable social or environmental benefits in the shopping centre’s local community as well as commercial benefits to the centre: a ‘shared value’ approach. In FY19 we implemented our Stronger Communities program across a greater number of centres, and will continue to build on these initiatives throughout FY20. We have also committed to implementing one national Stronger Communities marketing campaign in FY20.


In Feburary 2019, a state of emergency was declared in far north Queensland, where unprecedented flooding affected thousands of Townsville residents and displaced families across a number of areas.The Group’s shopping centre Annandale Central in Townsville was within the flood zone area, however it was fortunate not to incur significant damage. As a result, a number of Townsville families used Annandale Central as a refuge point when they were forced to evacuate their homes.

Our centre team and retailers opened their doors to accommodate the community, and as the rainfall continued and the main roads to evacuation centres became dangerous, people were redirected to our centre.

Case Study: Annandale floods

50+ PEOPLE HOUSED

$7,000 GOODS & FINANCIAL

DONATIONS

28,180 SOCIAL

MEDIA REACH

Food, dry clothing, bedding and amenities were provided by the centre team, tenants and the local community to assist those sheltering within the centre until alternative accommodation options become available or the floodwaters had subsided.

Annandale Central became a place for friends and families to meet and a community donation point, for the Department of Housing and Community Recovery Group also held sessions onsite to assist those affected.

A combined effort from locals, the centre team and retailers was greatly appreciated by the community and we received a significant amount of positive feedback across our social media pages and in person to the local team on site. This further strengthened the centre’s reputation and position as a true community hub.


Homelessness is a significant issue across Australia. Following research with charities, we discovered that socks are among the most requested items at homeless shelters during the winter months; however, these items are in the shortest supply.As part of our partnership with SCR Group, who are one of the country’s largest and most innovative clothing and homeware recycling services, we developed a campaign to raise awareness and help raise donations to buy socks. The campaign encouraged shoppers to get involved in our fundraising efforts via a digital campaign. For every Facebook post share, SCA Property Group centres purchased one pair of socks from a nominated centre retailer and donated these to a local charity group, being 3rd Space.

A pair of socks may not seem like a luxury, but one of the most basic items of clothing can have a major impact on the health and hygiene of a homeless person. The campaign was such a success that we are in the process of rolling this out to our other centres nationally. The campaign was proudly a Top 3 Finalist in the national SCCA Marketing Awards in 2018.

Case Study: Sock drive

Case Study: Kwinana community campaign

$3,500 DONATION

17 CENTRES IN

QUEENSLAND

64,132 SOCIAL MEDIA

REACH

$2,079 PR VALUE AND

REACH OF 18,000

11,00 SOCKS

DONATED

Kwinana Marketplace has a large First Nations community within its surrounding catchment. To acknowledge the community and as part of the celebrations for National Aborigines and Islanders Day Observance Committee (NAIDOC) week in July 2018, the centre had a large mural painted by local indigenous artists, worth an approximate value of $7,500. Around 90 local children participated in the NAIDOC storytelling and were also invited to have their hands painted and placed on the mural supporting the NAIDOC celebrations.


18 CENTRESwith LED lights installed

1,062 Griffin Plaza

532 Lismore

2,207 Mt Gambier

2,888 Murray Bridge

SOLAR PANELS installed with ReNu Energy

Continued delivery on existing initiatives

MEASURE 3 YEAR TARGET

2ND YEAR ACTUALS

Like-for-like energy consumption

-4% -8.66%

Like-for-like GHG emissions

-8% -6.09%

Progress towards environmental targets CY2017 to CY2018

Growing focus on sustainability initiatives

330.75MWh

TOTAL RENEWABLE ENERGY

generated and consumed on site.

471.4MWh

RENEWABLE ENERGY generated on site and consumed by tenants or exported to the grid.

802MWh

RENEWABLE ENERGY GENERATED

564TONNES

GREENHOUSE GAS SAVINGS at four solar centres.

4%TOTAL ENERGY CONSUMED from renewable sources.

$718,963TOTAL CAPEX spent on sustainability initiatives in CY2018, which is 20.5% of total maintenance capex budget.

3.93%GREENHOUSE GAS REDUCTION like-for-like centres

2.32%WATER REDUCTION like-for-like centres

940,978KGCLOTHING RECYCLED through SCR group drop-off hubs at SCP centres.

46.1MBOTTLES RECYCLED through Tomra machines at SCP centres.

3 CENTRES WITH BMS

Building Automation System with Artificial Intelligence Controls implemented at Kwinana.

Commissioned at Lilydale and Pakenham for completion late September 2019.

6.3%ELECTRICITY REDUCTION

like-for-like centres

CY2018 Targets & Achievements

ENVIRONMENTALLY EFFICIENT CENTRES


In 2018 SCA Property Group partnered with SCR Group, which is a for-purpose company that gives Australia’s unwanted clothes a second life in local and global communities where they are needed most. SCR Group’s business model is centred on maximizing social and environmental impact and they do this through:• Facilitating the installation of clothing drop-off hubs to give unwanted clothing a second life;• Providing jobs for at-risk youths and Australians with disabilities where possible; and • Partnering with facilities in developing economies to provide additional employment opportunities.Since the commencement of our partnership SCR Group has installed 87 clothing drop-off hubs across the SCA Property Group portfolio, with plans for further hubs to be installed in FY20.

Over 940,978kgs of clothing was collected and diverted from landfill through SCR Group drop-off hubs located at SCA Property Group centres in 2018 alone.

As a result of these items being given a second life, SCR Group was able to reuse 70% of the clothing collected (this equates to 2,437,133 items of clothing), which reduces the environmental resources required to manufacture new clothing. 15% was recycled into rags, and the remaining 15% was converted into biofuels. The below statistics demonstrate the environmental savings as a result of these clothing drop-off hubs at SCA Property Group centres.

In January 2018, SCA Property Group entered into a partnership with Tomra Recycling to install 11 drink container recycling facilities in our shopping centres. These facilities allow customers to return their eligible drink containers for a 10c refund, which reduces the amount of waste going to landfill.

Over 2018, the total number of recycled materials that went through Tomra machines located at SCA Property Group centres was 46.1 million items. They consisted predominantly of cans (42%), glass (28%) and plastic (28%), with the remaining items being cartons or steel.

The total units recycled through facilities located at SCA Property Group centres made up 2.4% of the total units recycled through Tomra machines nationally, and we look forward to continuing to build this relationship and the network reach.

Case Study: SCR Group – Clothing Recycling Bins

Case Study: Tomra Recycling – Drink Container Recycling

28,229MLWATER SAVINGS

18,715MWHELECTRICITY SAVINGS

62,104TONNESGREENHOUSE GAS SAVINGS

11RECYCLING FACILITIES

46.1MILLION ITEMS RECYCLED

2.4%of total units recycled through Tomra Machines nationally were at SCA Property Group centres



Our priority with Responsible Investment continues to be on data integrity and transparency for investors and stakeholders in relation to our environmental, social and governance (ESG) performance. We are achieving this through publication of our annual sustainability reports and through participation in the Global Real Estate Sustainability Benchmark (GRESB). A growing number of investors in Australia and around the world are utilising GRESB to understand how investment managers are managing ESG risks. The continued roll-out of energy-reducing programs, coupled with additional resources being devoted to data collection and integrity, is expected to further improve our score in FY20.

In addition, the Group continued to partner with AIG (our primary insurer) to profile the risk to our shopping centres of climate change or extreme weather events. While our portfolio is well diversified by location around Australia, we recognise that such risks are increasing around the country and greater insights into potential risks at specific centres and regions will assist with our forward portfolio planning. AIG concluded audits at 10 properties throughout FY19, with actions taken to address local issues and recommendations under review for implementation across the portfolio.

The Group’s strong relationships with suppliers and outsourced providers ensures they are driven to operate SCP centres in line with our values, which is key to managing our risk as a number of ESG priorities fall beyond our direct control.

We have worked to mature our ethical supply chain practices throughout FY19, and effective 1 July 2019 introduced a Supplier Code of Conduct. Enhancements have continued to be made to the relationship documents we use to engage our tenants, service providers and works of a capital nature. Specific ESG guidance, requirements and recommendations are now included in our standard lease documentation, tenancy fit-out guides as well as our service agreements. The revisions will enhance our ability to achieve positive environmental outcomes when working in conjunction with our service partners, tenants and suppliers. These documents will be reviewed annually to ensure relevance to industry and regulatory requirements.

EMPLOYMENTSCA Property Group’s continued success depends largely on our people to meet the high expectations of investors in the changing and competitive finance and property services industries. To maintain these standards and to continue meeting our business goals, it is essential the Group recruits appropriately qualified, informed and motivated personnel.

SCA Property Group is committed to an inclusive workplace that embraces and promotes diversity. The Group rewards and promotes team members based on assessments of individual performance, capability and potential. The Board is committed to providing opportunities that allow individuals to reach their full potential, irrespective of individual backgrounds or differences.

The Group values and respects the unique contributions of people with diverse backgrounds, experiences and perspectives. We recognise that team members will assume changing

domestic responsibilities during their careers and are committed to supporting this via flexible work and leave arrangements.

In respect of SCA Property Group, as at 30 June 2019, the gender-related statistics are as follows:

• Female Board Directors: 38%

• Female Executives in Senior Management: 50%

• Female employees: 60%

The Group’s Diversity Policy is available at www.scaproperty.com.au/about/governance.

However, in view of the Group’s current small staff of 45, it is impractical for the Board to set measurable diversity-related objectives and targets. The Board will continue to monitor this as the Group grows in size. In the reporting period, 38% of Non-Executive Directors on the Board were female, which is consistent with current guidance from the Australian Institute of Company Directors (AICD).

The Remuneration Committee closely monitors diversity and receives reports on the levels of gender diversity within the business at each scheduled meeting.

WHSThe Board and senior management of SCP are committed to ensuring the ongoing safety and wellbeing of our customers, employees, tenants, visitors and contractors. Safety is a core value across the Group and a key focus for us at all times. We are constantly striving to improve our health and safety performance across the Group.

The safety performance of the Group is an important agenda item at every Board meeting. The Board receives monthly reports on safety performance from the Group’s management team and is kept informed of any key safety risks facing the business. Driving improvements in workplace safety standards and performance has been a major focus of the Group since listing. We have a robust WHS framework and governance platform in place, and we continue to refine and enhance how it operates to ensure it remains fit for purpose.

In FY19, the following initiatives were undertaken:

• Enhancement of monthly WHS reports to include in-depth risk analysis of one property per reporting period, with a view to identify risk trends and investment opportunities

• Active participant in Shopping Centre Council of Australia (SCCA) industry workshops with a view to collaborate on safety performance and ensure that best practice methods can be shared across the industry

• Increased engagement to raise awareness with tenants, such as safety bulletins issued to tenants on electrical safety compliance and fire safety within their tenancies

• Our retail property management teams and externally engaged consultants refined their monthly, quarterly and annual safety and property risk audits to ensure they remain fit for purpose

• Improved contractor WHS performance requirements. New scopes of services and contracts were produced for the procurement of services with increased obligation on WHS and sustainability outcomes.

RESPONSIBLE INVESTMENT

ENVIRONMENTAL | PROPERTY PORTFOLIO

CY2017 CY2018 Change Unit

Electricity use – absolute total 20,930 21,896 4.61% MWh

Electricity use – like-for-like total 17,550 16,445 -6.30% MWh

Gas use – absolute total 252 254 0.65% MWh

Energy intensity – electricity and gas 0.116 0.113 -2.59% MWh/m2

Greenhouse gas emissions – electricity absolute total 15,191 16,427 8.14% tonnesCO2-e

Greenhouse gas emissions – electricity like-for-like 12,477 11,987 -3.93% tonnesCO2-e

Greenhouse gas emissions – gas absolute total 48 48 0.40% tonnesCO2-e

Greenhouse gas emissions – gas like-for-like 48 43 -10.66% tonnesCO2-e

Greenhouse gas emissions – total absolute 15,239 16,475 8.11% tonnesCO2-e

Greenhouse gas emissions – total like-for-like 12,525 12,030 -3.95% tonnesCO2-e

Greenhouse gas emissions – intensity (absolute) 0.084 0.091 8.68% tonnesCO2-e/m2

Water consumption 410,506 400,996 -2.32% litres

Waste consumption (non-hazardous) 5,465 5,711 4.50% tonnes

ENVIRONMENTAL | GROUP

CY2017 CY2018 Change Unit

Electricity use – corporate office 32 32 0.00% MWh

Greenhouse gas emissions – corporate electricity 26.88 26.6 -1.04% tonnesCO2-e

Greenhouse gas emissions – scope 1 (gas use at centres) absolute

48 48 0.40% tonnesCO2-e

Greenhouse gas emissions - scope 1 (gas use at centres) like-for-like

48 43 -10.66% tonnesCO2-e

Greenhouse gas emissions – scope 2 (electricity at properties and head office) absolute

15,218 16,454 8.12% tonnesCO2-e

Greenhouse gas emissions – scope 2 (electricity at properties and head office) like-for-like

12,504 12,014 -3.92% tonnesCO2-e

Greenhouse gas emissions – scope 3 (business flights) 130 160.05 23.12% tonnesCO2-e

Greenhouse gas emissions – absolute total 15,393 16,662 8.24% tonnesCO2-e

Greenhouse gas emissions – like-for-like total 12,679 12,217 -3.65% tonnesCO2-e

Paper consumption 2,347 2,904 23.73% Reams A4

NABERS Energy Tenancy rating – corporate office 5.5 5.5 0.00% Stars (out of 6)


PERFORMANCE SUMMARY as at 31 December 2018

1. The data includes people who were employed during CY2018, including those who left during CY2018.

2. CY2015 is the base year against which future comparisons are made.

3. Like-for-like figures include the same shopping centres in the calculations for both years.

4. Areas used in intensity figures calculations are the GLA for the whole centre minus the lettable area of major tenants. This is the best available intensity figure for areas not under the operational control of tenants.

5. Electricity data is for internal and external common areas, including carparks. For some centres, this will include some centrally conditioned air used by some specialty store tenants.

Notes on Data and Calculations

6. Three shopping centres use gas and no centres use diesel.

7. Corporate paper use includes copy paper purchased.

8. Greenhouse gas emission calculations use National Greenhouse Accounts Factors (2018).

9. Flight emissions calculated using the Carbon Reduction Institute’s Travel Calculator using DEFRA emission factors.

10. Scope 3 greenhouse gas emissions from business travel by taxi or hire car or employee travel to and from work are not included due to insufficient data and due to this being a small source of emissions. The Group does not own cars.

SOCIAL | CORPORATE

Both genders Male Female Criteria

Employee WHS incidents 0 Lost days

Employee hires Total = +15* <30: 3 <30: 3 Number by age group

30–50: 1 30–50: 5

>50: 2 >50: 1

Employee turnover Total = -4 <30: 0 <30: 0 Number by age group

30–50: 0 30–50: 3

>50: 0 >50: 1

Gender diversity Employees Total = 45 16 (35%) 29 (65%) Number

Board† Total = 8 5 (62%) 3 (38%)

Age diversity Employees <30: 15 (33.33%) By age group

30–50: 24 (53.33%)

>50: 6 (13.33%)

Board <30: 0 (0%)

30–50: 2 (25%)

>50: 6 (75%)

Employee training Executive: 13.61 Average hours per employeeManagement: 22.02

Other employees: 16.54

Employee career development reviews

Executive: 100% Percentage receiving reviews

Management: 100%

Other employees: 100%

* Employee hires includes two new Board members. †Non-Executive Directors of Board of SCPRE.


GRI CONTENT INDEX

General Standard Disclosure Location

Strategy And Analysis

G4-1 Statement from most senior decision-maker A Message From Our CEO (Page 2)Organisational Profile

G4-3 The name of the organisation A Message From Our CEO (Page 2)

G4-4 Primary brands, products, and services About This Report (Page 3)

G4-5 Location of headquarters About This Report (Page 3)

G4-6 Countries of operation About This Report (Page 3)

G4-7 Nature of ownership and legal form About This Report (Page 3)

G4-8 Markets served About This Report (Page 3)

G4-9 Scale About This Report (Page 3) Annual Report and Half-Yearly Results Investor Presentations at www.scaproperty.com.au

G4-10 Employees Performance Data (Page 16)

G4-11 Collective bargaining No collective bargaining agreements

G4-12 Supply chain Responsible Investment (Page 14)

G4-13 Significant changes [size, structure, ownership, supply chain, share capital structure]

About This Report (Page 3)

G4-14 Application of precautionary approach Our Stakeholders and Material Issues (Page 6)

G4-15 External principles or other initiatives About This Report (Page 3)

G4-16 Memberships of associations and advocacy organisations About This Report (Page 3)Identified Material Aspects and Boundaries

G4-17 Entities included / excluded About This Report (Page 3)

G4-18 Definition of report content and aspect boundaries Our Stakeholders (Page 6)

G4-19 Material aspects identified Material Issues (Page 7)

G4-20 Material aspect boundaries within the organisation Material Issues (Page 7)

G4-21 Material aspect boundaries outside the organisation Material Issues (Page 7)

G4-22 Report restatements No restatements

G4-23 Changes in scope and aspect boundaries No changesStakeholder Engagement

G4-24 Stakeholder groups engaged Our Stakeholders (Page 6)

G4-25 Selection of stakeholders to engage Our Stakeholders (Page 6)

G4-26 Approach to stakeholder engagement Our Stakeholders (Page 6)

G4-27 Key topics and concerns raised Not reported. Data not availableReport Profile

G4-28 Reporting period About This Report (Page 3)

G4-29 Date of previous report 30 June 2018

G4-30 Reporting cycle About This Report (Page 3)

G4-31 Contact for questions About This Report (Page 3)

G4-32

‘In accordance’ option About This Report (Page 3)

GRI Content Index This GRI Content Table

External assurance report This report is not externally assured.

G4-33 External assurance policy and practices This report is not externally assured.


General Standard Disclosure Location

Governance

G4-34 Governance structure About This Report (Page 3)Ethics And Integrity

G4-56 Values, principles, standards and norms of behavior Sustainability Strategy (Page 5)

Specific Standard Disclosures LocationEnvironmental

G4-DMA Performance Summary (Page 15)

G4-EN3 Energy consumption within the organisation Performance Data (Page 15)

G4-EN4 Energy consumption outside of the organisation Not reported.

G4-EN5 Energy intensity Performance Data (Page 15)

G4-EN6 Reduction of energy consumption Performance Data (Page 15)

G4-EN15 Direct greenhouse gas emissions (Scope 1) Performance Data (Page 15)

G4-EN16 Energy indirect greenhouse gas emissions (Scope 2) Performance Data (Page 15)

G4-EN17 Other indirect greenhouse gas emissions (Scope 3) Performance Data (Page 15)

G4-EN19 Reduction of greenhouse gas emissions Performance Data (Page 15)

CRE3 Greenhouse gas emissions intensity of buildings Performance Data (Page 15)Employment

G4-DMA Social & Corporate (Page 16)

G4-LA1 Employee hires and turnover Performance Summary (Page 16)

G4-LA6 Workplace safety Performance Summary (Page 16)

G4-LA9 Employee training Performance Summary (Page 16)

G4-LA11 Career development reviews Performance Summary (Page 16)

G4-LA12 Employee diversity Performance Summary (Page 16)


Disclaimer: The particulars contained in this document have been prepared with due care based on data compiled by SCA Property Group in good faith. While every effort is made to ensure all information is void of errors, no warranty is given to the accuracy of the information contained herein, and this document cannot form part of any contract. SCA Property Group reserves the right to vary or amend this document without further notice and recommends that any reader makes and relies upon their own enquiries.

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