Launched in 2014, Mirvac’s Hatch program has enabled the Group to weave innovation into the fabric of the business.

Rather than work as a separate entity, Hatch is made up of a number of Innovation Champions from all parts of the business. Together, these Champions are responsible for sharing innovative thinking and methodology with their peers, in addition to working together towards a set of greater innovation goals. Mirvac defined eight Hatch missions to focus on last year, with a group of Champions assigned to each one.

In FY16, Mirvac recruited a third set of Innovation Champions, meaning a greater pool of resources to work the Hatch missions. In addition to this, around 30 members of Mirvac’s senior management team completed innovation training in late 2015.

As Hatch thinking comes to life across the business, there is perceptible and exciting change in the innovation journey, as theory starts to turn into action. After kicking off with the initial ‘scanning’ phase, Mirvac has spent 2016 focusing on the ideation and experimentation phases of the Hatch process.

The next goal for Hatch: to build an external network through an open innovation platform, and to continue promoting Hatch as a broadly accepted, customer-centric ideology embedded into everything Mirvac does.

Innovation process

Source: Inventium

A Round of Applause

Mirvac’s focus on innovation hasn’t gone unnoticed. At the 2015 BRW Most Innovative Companies Awards, Hatch won the Best Innovation Program, and Mirvac was ranked as the third Most Innovative Company in Australia. As well as its commitment to innovation through Hatch, Mirvac’s submission included the work it has done on the CSR Velocity Panels, as well as the Group’s Work Safe, Stay Safe initiative.

Putting the H in HSE

Creating a safe and healthy
workplace for our people.

Mirvac has an excellent track record in safety and remains unwavering in its commitment to ensuring the safety of its people and customers. This year, the business took the opportunity to look at Health, Safety and Environment (HSE) in broader terms, assess the approach to date and develop a clear plan for the future.

A number of important initiatives continued to be rolled out during FY16, including training on alcohol and other drugs to raise awareness about the factors that underpin drug and alcohol misuse, from stress to social influences. Workshops took place between October and December 2015, with over 80 per cent of employees taking part. The Group also enhanced its hazard reporting system, making it easier for employees to use, and throughout the year numerous due diligence training sessions were conducted, ensuring a consistent level of HSE knowledge across senior and middle management.

As with previous years, Mirvac has continued to perform well on the compliance front, with 99 per cent compliance on the License to Operate module, and a 93 per cent safety engagement score in our Employee Engagement Survey.


In March 2016, Mirvac embarked on a journey to develop a new HSE strategy. This involved a significant amount of research, including internal and external interviews with key stakeholders and a benchmarking study looking to global leaders in HSE. The HSE team is now in the process of developing a new strategy, to be launched in FY17.

A key area for this strategy is to “put the H into HSE”, with an increased focus on health and wellbeing, while simplifying processes and utilising technology to streamline the HSE management system.

Making safety our business

The Work Safe, Stay Safe initiative launched last year has resonated well with Mirvac’s employees, and the Group continued to embed this in the employee induction process as well as its HSE initiatives in Construction.

As construction sites involve high-risk activities, Mirvac also developed a new tool to make communication on sites easier for its construction employees. Mirvac Risk Assessment Cards (MRACs) visually depict what risks look like and what controls can be put in place to mitigate them. The MRACs were delivered to 850 construction workers across the country, and recipients included service providers as well as on-site teams. To continue to make communication even easier, the MRACs are now being translated into a smartphone app which is currently being piloted at Green Square and Brighton Lakes in Sydney, NSW.

Designing Out Our Risk (DOOR) is another program that enables the Group to manage risk early and effectively through all stages of development. Key personnel have been trained in DOOR to ensure there is someone championing the program in each part of the business.

Working towards wellness

Mirvac’s move to its new headquarters at 200 George Street, Sydney in July has been one of the company’s biggest events of 2016 — and while it's a small step geographically, it’s a huge step forward for the business.

The new Sydney headquarters (HQ) represents an exciting evolution in how buildings can work for their tenants. For the first time, Mirvac has been working with the International WELL Building Institute to target a gold certification for the tenancy.

This innovative standard uses an evidence-based system to measure and monitor various aspects of a tenancy’s performance, particularly those focused on the health and wellbeing of occupants.

To attain WELL certification, Mirvac has integrated smart technology at 200 George Street, including SAMBA sensors that monitor air quality and lighting that responds to natural circadian rhythms throughout the day. It also provides employees with healthy food options through its ‘profit for purpose’ café, run in partnership with the YMCA.

The Group is also taking the opportunity to educate as many visitors as it can on the unique features of the building. A tenancy app has been created to enable visitors to learn more about the building as they move through the space.

A major benefit of the new HQ is the way it’s been designed to promote healthier work practices. From the open layout and central staircase, which encourages movement and connection, to the collaborative technology and ergonomic furniture, and to the abundant plant life that brings nature into the building, every part of the design at 200 George Street has been carefully considered.

Mirvac’s ‘Nudge’ Film Festival

During FY16, Mirvac launched Nudge by Mirvac, the Group’s very first sustainability film festival and a targeted initiative to help educate one million people by 2020. With over 100 entries from across student and open categories, the competition was a huge success.

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A Star Portfolio

The Group continued to demonstrate excellence in
sustainability across its office portfolio in FY16,
with two of its existing assets achieving 6 Star Green Star ratings.

23 Furzer Street in Phillip, ACT was the first building in Australia to increase its Green Star rating from a 5 Star Green Star Office Design rating to a 6 Star Green Star Performance rating. 23 Furzer Street was also the first major property in Australia to attain a 6 Star NABERS Energy rating without GreenPower.

In recognition of its outstanding environmental performance, 23 Furzer Street was awarded the Facility Management Award at the Chartered Institute of Building Services Engineers Awards in London. Earlier in the financial year, it received the Facility Management Industry Energy Efficiency Award and was named the Best Commercial Building Energy Efficiency Project by the Energy Efficiency Council.

275 Kent Street in Sydney, NSW also achieved a 6 Star Green Star Performance rating, becoming one of the first buildings in Australia to do so, while 8 Chifley Square, Sydney NSW achieved a 5 Star NABERS Energy rating and 5 Star NABERS Water rating.

Mirvac’s ongoing commitment to sustainability across its office portfolio resulted in a 5.1 Star NABERS average energy rating, a result of targeted capital investment and a strong focus on operational efficiency.

Recycling in Retail

Mirvac’s retail portfolio has achieved a significant improvement in its recycling performance over the past few years.

Mirvac has increased its recycling rate by over 60 per cent since FY13, and is on track to achieve a 75 per cent recycling target by FY18. A number of initiatives were implemented by Centre management teams across the retail portfolio to achieve this outcome, including:

  • the Pulpmaster Organic Processing System: installed at eight centres, this system diverted over 675 tonnes of organic waste away from landfill in FY16;
  • organic waste collections: commencing at Moonee Ponds, these collections have seen the recovery of 12.5 tonnes of organic waste from landfill; and
  • Advanced Waste Treatment: Across NSW, Mirvac’s landfill waste undergoes a secondary sort process to recover recyclable materials from the landfill waste stream. In FY16, this has enabled over 1,500 tonnes of recyclable material to be recovered from the waste stream and diverted from landfill.

In the next financial year, Mirvac intends to undertake more waste and recycling audits, facilitate greater tenant engagement, add braille signage to bins in its centres and investigate glass crushers to help its retail tenants with bulky bottle recycling (following a successful trial at Harbourside Shopping Centre).

Sirius in the spotlight

In the past 12 months Sirius at 23 Furzer Street in Woden, ACT, has carried on impressing judging panels across the world, winning three major awards, including:

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