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Health, Wellbeing & Safety

Every year millions of people visit or come to work at one of GPT's assets. GPT is committed to a zero harm approach in terms of the health and safety of our employees, contractors, tenants and the visitors to our assets.

Our safety performance is driven by the goals set out in our Workplace Health & Safety Policy.

  • Achieving zero harm
  • Meeting or exceeding WH&S legal requirements
  • Providing a robust WH&S Management System
  • Actively promoting a culture of individual ownership and accountability for WH&S management
  • Proactively engaging the support and participation of tenants, service partners and contractors
  • Continuously driving improvement in WH&S performance

Since 2013 GPT has:

  • increased reporting of near misses and incidents by 21%
  • reduced proportion of total incidents that are medically treated by 25% from Jan-Jun to Jul-Dec 2014

Supporting GPT's WH&S Policy, the GPT management system seeks to:

  • Set minimum levels of performance required for all GPT WH&S Officers/responsible persons, service deliverers, service partners, contractors and tenants;
  • Promote consistency in WH&S performance across all business units, service partners and contractors;
  • Provide auditable criteria against which business units, service partners and contractors will be assessed; and
  • Drive continual improvement on safety delivery.

Our Approach

Our corporate WH&S strategy clearly defines our policies, procedures and reporting metrics. These are communicated within our management system and operations as well as with our service partners and contractors. This approach helps to embed WH&S practices and reporting within all aspects of our operations. Through a scheduled process of internal and external audit and review, GPT's operations, service partners and contractors will be examined for evidence of their application.

GPT's WH&S system recognises that where GPT does not have direct control there remains the opportunity to influence the WH&S of our contractors, our customers' contractors and all visitors to our properties.

Safety Systems and Processes

GPT's safety systems and processes are adopted throughout GPT's operations, and the results are monitored and reviewed by all levels of management - from on-site management, through to the Leadership Team and the Board - to continually drive improvement in health and safety delivery.

2014 Performance

Rates of Injury


For the 4th consecutive year, in 2014 GPT employees recorded zero lost time injuries (LTIs) and a lost time injury frequency rate (LTIFR) of zero. There were no GPT employee fatalities during the reporting period.

Contractors (Construction)

Monitoring of construction sites where GPT has an interest has shown a weighted average LTIFR of 5.99 (Lost time injuries per 1,000,000 hours worked). These results are below the national average for the construction industry of 8.6 (benchmarked from 2013).

GPT has commissioned third party safety audits of a number of development projects during the year resulting in a range of improvement actions.

Contractors (Asset management - operations)

GPT engages a wide range of contractors to service and maintain its properties. In 2013 GPT commissioned a new incident reporting system, GPT Asset Response Centre, that has allowed the reporting and tracking of incidents across all of our assets. The system was progressively implemented from February 2013 and now includes a rich dataset of incident information, in summary:

  • 301 incidents involving contractors/contractors employees and tenant employees
  • Includes 100 near misses
  • 71 injuries resulting from electric shock, cuts, slips/trips, manual handling and assault

Approximately 10% of all incidents reported in ARC involved contractors/contractors employees and tenant employees.

Incidents are reviewed to ensure that the occurrence is managed to avoid further injury and investigated to identify changes to procedures that would eliminate or further reduce the likelihood of recurrence.

There were no contractor fatalities during 2014.


GPT retail and office properties are host to a high volume of traffic, especially pedestrian traffic but also visitors vehicles. There are more than 150 million visits to our retail and office assets each year and we work hard to ensure the safety of each visitor.

Incident reporting is reviewed monthly at a site and portfolio level. During 2014 incident reporting has increased 41% which is considered a healthy system characteristic arising from the encouragement given to capture near misses as well as actual injuries.

Over 3,100 incidents were reported and investigated with injuries/potential injuries broken down as shown:


These incident statistics are analysed for repetitive incident types and to fine tune cleaning cycles in areas such as Food Courts where slips can be a common incident type.

Medically treated incidents:

In 2014 we continued to record all incidents that occurred across our assets including near misses, property damage, and incidents requiring medical treatment. It was in this category that we saw a proportional decline against total incidents. From January to June, incidents resulting in medical treatment accounted for approximately 20% of all incidents, this decreased to approximately 15% from July to December, illustrating that GPT has been successful in reducing the severity and occurrence of medically treated incidents.

Training & Compliance

During 2014 we held a number of designated health & safety training sessions including a Safety Seminar in which all of our Operations Managers attended. The purpose of the Seminar was to review and provide feedback on GPT's high risk WH&S procedures, for example electrical works, hazardous materials and working at heights.

Following the development and publishing of GPT's WH&S procedures, competency was tested through knowledge assessments from GPT's Learning Management System. In addition, Asset Management implemented a new Induction Program which was rolled out to all new starters from November 2014 onwards.


For the last four years, the average hours of sick leave recorded per employee is less than three days per year (2.66 days in 2014). The methodology for calculating GPT's absenteeism rate is total hours of sick leave claimed divided by the average 2014 headcount (excluding maternity leave) divided by 7.5 hours.

GPT embraces a generous sick leave policy, as we are supportive of employees taking appropriate time to recover from illness. Within certain limits, permanent employees are provided with sick leave on an as needed basis so that they have the peace of mind to take the appropriate period of time to recover.

Health and Wellbeing Initiatives

At GPT, we have developed an extensive work/life balance program which provides employees with the opportunity to access a range of flexible working arrangements.

Flexible work patterns

Flexible work hours, which are available to all employees through negotiation with their manager, may include:

  • part-time work (8% of GPT's workforce is currently part-time);
  • job share;
  • remote work;
  • home-based work;
  • compressed week; and
  • seasonal work hours.

Additional annual leave

We recognise that sometimes four weeks annual leave just isn't enough to do everything. Therefore our employees have the flexibility to buy up to two weeks extra leave each year. Employees also have the flexibility to reduce their salary over longer periods of time in return for an extended paid leave period.

Career break / sabbatical

We understand that our employees have interests and responsibilities outside work, and may want to take some extended time off to pursue these. A career break allows our people extended periods of unpaid leave to do just that.

Parental leave

We recognise the importance of parental leave and are committed to supporting employees during this time, and securing their return to the workforce. All of our permanent employees are entitled to parental leave. GPT provides leading practice financial and non-financial assistance to new parents including:

· paid parental leave of 6-14 weeks, depending on length of service, for the primary caregiver of the child or 12-28 weeks at half pay;

· paid paternity leave of one week, for fathers who are not the primary caregiver of the child;

· flexibility to incorporate paid annual and long service leave into parental leave periods.

In 2014, 31 female and 18 male employees took parental leave. One female employees chose not to return to GPT following the end of their parental leave, with the remainder of females returning to work at GPT or remaining on parental leave at the end of the reporting period. All male employees who took parental leave returned to work at GPT afterwards.

Training and education

While at work, we offer extensive training and education programs to ensure that our employees have the appropriate skills and knowledge to perform their jobs, thus minimising any unnecessary stress or pressure in their roles. GPT also offers mentoring programs to junior employees to ease the stress of the transition into the workforce from university.

Further information on this can be found in the Learning & Development section.


The People and Performance team regularly provides career guidance, advice and support to employees experiencing stress in their work. We provide employees with a free, confidential counselling service through IPS, which employees can access in times of need. This service is also available for immediate family members of GPT employees to access.


We provide a range of initiatives to keep our employees fit and healthy, including:

  • executive health assessments;
  • influenza vaccinations;
  • Senior First Aid Certification and training; and
  • organised lunchtime sport, including touch football, volleyball and soccer.

2015 Priorities

We recognise that a healthy and safe work environment requires continuous monitoring to identify and act on areas for improvement. Key areas for continued focus include:

  • Implement actions arising from the review of GPT's contractor management system.
  • Monitoring and reviewing safety performance of our co-owner, service partners, contractors and tenant contractors.
  • Maintenance and continuous improvement of the competency levels of our Operations Managers, Centre Managers and Development Managers and monitoring the compliance levels of GPT engaged service partners and contractors.
  • Working towards ensuring that all work related incidents are reported, investigated and closed off and key learnings are suitably and sufficiently communicated to all relevant stakeholders.
  • Monitoring and reviewing WH&S KPI reporting data relating to GPT operations and ensuring suitable and sufficient proactive safeguards and controls are in place.


What we are doing

Transition from AS4801 to ISO 18001:2016

GPT's Safety Management System is currently aligned to AS4801. In 2016, ISO 18001 will supersede AS4801 and GPT plans to transition its Safety Management System to be compliant with ISO 18001.

Contractor Management

GPT has engaged an external consultant to review our Contractor Management System. The scope includes a review of our current processes and IT systems with recommendations to include proposed future state processes and improving process consistency across GPT's retail and office and logistics portfolios.

Record Keeping

To improve record keeping within Asset Management, we are providing training on record keeping processes and improving the capabilities of our records management system.

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