People and culture
People and culture
To achieve success, any organisation needs great people. That’s why we base our recruitment around merit, local knowledge and cultural fit. We’re always on the look-out for smart people who are aligned with our values and long-term thinking. Once on board, we incentivise our team to think strategically, work collaboratively and undertake programmes to improve their well-being.
We also think beyond the needs of just our internal team and actively support our customers and suppliers, too. We have aligned commitments to their workforces and have a plan to expand our business ethics programme to look at the human rights and social equity aspects of our global supply chains.
Importantly, we have a safety target of zero workforce fatalities. We believe the best way to achieve this is through strict workplace safety standards and making safety a responsibility for everyone.
- Workplace safety
- Group and regional leadership
- ESG performance targets
- Diversity and inclusiveness
- Promotion of the Goodman values
- Social equity
- Customer well-being.
Zero workforce fatalities
Implemented initiatives including:
- Goodman safety framework
- Safety in design guidelines
- Critical risk controls
- Safety training and contractor management procedures.
Global supply chain ethics policy
Outlined a two-year plan in which we will:
- Expand our business ethics programme
- Look at the human rights and social equity of our global supply chains
- Assess our supply chains for risks such as modern-day slavery and bonded labour.
Gender ratio of 50/50 with 40% female senior executives
Assessed current gender ratio at 45% female and 55% male
25% of senior executives are female, up from 20% in FY18
100% of employees assessed as demonstrating Goodman’s values
Internal training and awards programme coupled with consistent internal communication to educate our people and reinforce the Goodman values
Performance management platform (Aspire) in place to assess how employees are displaying our values
Be closer to our customers’ world and their changing needs.
Be more creative in our thinking and dynamic in our actions.
Be adaptable and considerate in our dealings inside and outside our business.
Do what we say we’ll do and make things happen.
Recognise the worth in each other and collaborate for better results.
Over the last four years, Goodman has run an internal programme designed to instil the importance of our values in our global team. We want Goodman people in all markets to not only live our values, but to understand their role in achieving long-term success.
We’ve scrutinised our work culture and professional behaviour and continue to strive for strong ethics and corporate governance. We encourage a disciplined approach and expect management to lead by example by being transparent and modest in all their dealings.