Our Group now has an active approach to corporate social responsibility that is adding value to our business. The focus during the past year has been on programs for our employees, customers and the communities where we conduct our businesses. We have also stepped up our efforts to manage the environmental impact of our operations.
We want Suncorp to be an inclusive place to work with high levels of employee engagement. In 2011 our staff survey showed that employee engagement was at 63% in Australia and 79% for Vero New Zealand. Our objective is to improve these levels. Employee engagement measures have been included in leaders' performance scorecards. We are supporting our leaders to address specific feedback raised in the employee survey.
Other progress this year includes introducing one Suncorp Group-wide Enterprise Agreement with more transparent and consistent employment conditions. Suncorp's Group Chief Executive Officer chairs our new Diversity Council. The current focus is on gender equality.
A key customer issue has been the effective management of the massive number of flood, cyclone and earthquake claims. We have also made more products available online and via mobile phone to suit busy lifestyles. At the same time, we have ensured more customers can speak directly with one of our people when they phone our call centres.
We also stepped up our efforts to understand and manage our environmental impacts, tracking energy consumption, costs and carbon emissions through a new energy platform. Initiatives such as blank screen savers and 'sleep' modes for our computers are helping reduce emissions equivalent to taking around 10,000 cars off the road.
Suncorp continues to invest in community activities. Our people are active volunteers and also assist fundraising efforts for charities and Premiers' Appeals.
Risk management
Suncorp Group has made significant progress in our ongoing efforts to identify and reduce risk.
The most important move for the year has been the migration to a non‑operating holding company (NOHC) structure. We now have an improved ability to deploy capital where it is most needed. Additionally, we expect investors will welcome the improved transparency that the NOHC structure provides into the drivers of each business.
We continue to divest businesses considered not core to our strategy with the sale of Tyndall and New Zealand Guardian Trust during the year.
The Bank made excellent progress reducing the non-core banking book from $12.6 billion to $7.7 billion.
The Group has maintained its focus on completing the building blocks projects – where common systems across the Group reduce complexity and bolster resilience in the face of large natural hazard events.
This year, we introduced remuneration practices that align with APRA's new remuneration standards, including deferral of executive bonuses and introduction of clawback arrangements. These changes ensure that decisions are aligned with the Group's risk appetite, helping build a positive risk culture at the Group's most senior levels.
