On emerging technologies: We are a technology company in the real estate market, so innovation and understanding how technology can change the game is very important. Innovation is one of our core values and is built into our reward and recognition system. Everyone knows what is expected of them in that space. That's a key foundation. Our business trading platform is regulated and now it's critical infrastructure in Australia, so we're trying to redirect a lot of our attention to where we innovate, or areas where we don't have sensitive data. So when we think about how to pilot or innovate, we look at areas of our business that are unregulated, that are less risky. Even with third parties, we take a very holistic approach, and that applies to cloud, and especially to AI. About six years ago, when we were one of the first companies in Australia to move to cloud, it wasn't just about the migration. It was about ongoing training, reskilling, certification, and now we have a very holistic approach to AI, but we never compromise on data privacy, cybersecurity, resilience.
About the vibrant team: What we do well at PEXA is connect purpose and strategy. And in terms of technology, connect people and place. We've made great strides in this area in Australia, and now in the UK. It's important to get your team to understand what it means for the customer, the impact it has on the market, and the impact it will have when things go wrong. It's essential to get closer to that purpose and align it with the strategy. It's also essential to understand how your work contributes to the group's scorecard and the impact it has on the group. This is something we talk about all the time in our different teams, and we're gradually widening that visibility. We've also invested heavily in career paths and self-actualization so that our teams keep learning and keep evolving. Diversity and inclusion is also important to ensure that we can bring out the best in you and that you can be yourself in the organization, regardless of your background. I think people significantly underestimate the impact of not having an inclusive organization.
On developing the workforce of the future: Technology is absolutely key. You need to know the business intimately, not just your field. Spend time in customer centers, in stores, in the aisles. Dig deep into the business to understand its possibilities, its opportunities, its pain points, and where its employees are. Doing that is always a competitive advantage in the technology space. And you don't always have to ask for permission. There's always an area of innovation, always something you can test. It's much easier to demonstrate the value of something if you can actually deliver it. Inclusive teams are also important. In IT, too often we have teams that are very similar. The problem is that we have teams that don't fully understand all aspects of the business, or that aren't involved in different aspects of the team itself. If you have a team that can do that, you can show that it really reflects positively on your potential as a broader leader.
