We follow our Code
1.1 Why we have a code
We want every employee to play an integral role by following our Code and at the same time fundamentally supporting our culture.
This Code is a set of overarching principles to be followed. It is not an exhaustive list of behaviours and cannot address all possible issues and scenarios that we may come across. Our Marshall White policies and procedures provide further guidance to support this code and we must make ourselves aware and comply with them. They are all available on our Intranet – Marsha.
If you have any queries about the interpretation of the Code or have concerns about how it is being applied, you should immediately raise this with your Team Leader. Where this is not possible or inappropriate to do so, please contact the People & Culture Team.
1.2 Who the code applies to
The Code applies to every employee at Marshall White.
1.3 Code representative of our Values
This code is underpinned by our values, and it is expected that all team members will be committed to both our values and our Code.
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WE FOLLOW OUR CODE | 1.0
1.0
Integrity
Being open and honest in all our dealings and maintaining the highest integrity at all times. Inspiring trust from others in the way we behave.
In action: All concerns are aired constructively with solutions offered.
Teamwork
Working towards common goals in a collaborative and inclusive manner.
In action: We work with one another with appreciation and enthusiasm. We work with one another without manipulation.
Accountability
Working with urgency and a commitment to be successful from an individual perspective and a company perspective.
In action: Timelines are always met unless urgent circumstances mean we have to renegotiate new timeframes with all parties.
Support
To be supportive of each other and demonstrate respect for differences in opinion, fostering open communication at all times.
In action: Be patient and helpful when giving instructions or examples.
Learning
A commitment for continuous improvement in how we work, to take risks outside our comfort zones and gain knowledge when we make mistakes.
In action: At meetings with our customers, we ask them what we could have done better.
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1.4 Code Breaches
As a team member of Marshall White, you must follow our Code with our policies and the law in mind.
You should never knowingly violate our Code even if a manager directs you to do so or because you failed to ask for help.
Regardless of the position of the person involved, we take breaches of the Code and our policies seriously.
When our Code standards are not met, appropriate disciplinary action may be taken. Disciplinary action, ranging from additional training and coaching to employment consequences.
In cases where a breach involves serious misconduct, this may result in an instant dismissal. In cases where a breach in policy involves a breach of the law, then the relevant government authorities may be notified.
1.5 Raising a Concern
Marshall White is a safe place for all, we want each employee to feel comfortable in speaking up and raising a concern when something isn’t right.
What you can do when you feel something isn’t right:
- Speak to the person in question, if you feel comfortable and safe to do so.
- Speak to your team leader, director or a member of the People & Culture Team
Never keep concerns to yourself. Reporting concerns to your team leader or the People & Culture team allows us to address them proactively and further prevent misconduct whilst limiting potential negative impacts.
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2.0 WE CARE FOR EACHOTHER, WE PUT SAFETY FIRST
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We care for each other, we put safety first
2.1 Safe and Healthy Work Environment
It is everyone’s responsibility to create a safe and healthy work environment and to prevent injuries to ourselves, colleagues and the public. We do not compromise on safety.
In Action
- I know and comply with occupational health and safety laws and company policies
- We watch out for the safety and wellbeing of ourselves and our team members
- We report unsafe work conditions
- We don’t say or do anything to threaten the safety or security of others or create fear amongst team members
- I understand that act’s of violence, threats and physical intimidation have no place at Marshall White.
Q. I have a concern that another team member is ignoring our safety standards. What should I do?
A. Employee health and safety always come first, we want you to raise any health and safety concerns immediately, even if it means missinga deadline.
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2.2 Drug and Alcohol use
Alcohol and drug use poses a threat to the health and safety of ourselves, colleagues, the public and to the security of the company’s equipment and facilities.
In Action
- I will not attend work or participate in any work-related activity whilst affected by drugs or alcohol.
- When representing Marshall White, I will avoid excessive alcohol consumption and not put myself in a position where my personal brand or reputation is compromised, this is a direct reflection on the company’s brand and reputation.
- I understand that the illegal use of drugs, misuse of legal drugs or other substances is not permitted under any circumstances within any Marshall White workplace or work-related function
Q. I suspect a team member is affected by alcohol or drugs whilst at work. What should I do?
A. If you suspect a colleague is affected by drugs or alcohol at work, you should raise it with your team leader immediately.
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2.3 Workplace Relationships
We recognise that from time to time, team members may engage in consensual relationships with other team members. If you choose to pursue a relationship at work, ensure that it is consensual and doesn’t interfere with your job performance or create a conflict of interest.
Workplace relationships between managers and direct reports are required be disclosed to the Head of People & Operations in order to minimise risk of relationship-related problems within the business. This conversation will be kept confidential.
In Action
- I will not let workplace relationships interfere or hinder with my work performance or the effective functioning of the workplace
- I understand that workplace relationships should not raise concerns about favouritism, bias, ethics, public displays of affection or conflict within working hours or the working environment, pre, during or post relationship.
Q. A team member recently broke up with their partner who is also a team member at Marshall White. This particular team member does not want to be involved in any activities work-related or not involving their ex-partner. Is this acceptable?
A. All team members must always conduct themselves in a professional manner to fulfil the requirements of their roles including attending work and work-related events. A previous relationship should not impact their professional conduct and commitments.
Q. I am a team leader and would like to ask out my PA. Is this ok?
A. Personal relationships (including romantic and/or sexual) between individuals in inherently unequal positions, where one party has a real or perceived authority over the other in their professional roles, are inappropriate in the workplace and are strongly discouraged. Workplace relationships between managers and direct reports are required to be disclosed to the Head of People & Operations.
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2.4 Diversity, Equity & Inclusion
At Marshall White, we are committed to a culture that embraces and fosters diversity and inclusion across all areas of our business practices. We have respect for individuals of all backgrounds, capabilities and opinions fostering a valued approach across both visible and invisible diversity characteristics. We foster an inclusive environment, that values individuals of diverse backgrounds, approaches and ideas.
In Action
- We do not discriminate on the basis of irrelevant characteristics such as sex, race, disability, pregnancy, age, marital status, sexual preference
- We treat each other with dignity and respect
- We speak openly and candid in our communication whilst at times directly
- We work collaboratively to create a unified, respectful culture across our business
Q. I’m considering an applicant for a job where she would interact with our clients. I’m afraid our clients will be uncomfortable with her physical disability. Is this a legitimate reason not to hire her?
A. No. It would be unlawful discrimination to deny an applicant a job based on their disability. If the applicant is the best person for the job, we should hire that person regardless.
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2.5 Respect at work
At Marshall White, we want to create a safe, inclusive and respectful workplace where we encourage a work atmosphere of openness, courage, fairness so that all team members feel free to come forward with any questions, ideas or concerns.
In Action
- We understand that each person is a key player in our team and deserves respect
- We ensure that we treat all employees and clients with courtesy, respect, honesty and fairness
- We maintain punctuality as a show of respect and notify our manager in advance if we are going to be late
- We comply with all reasonable and legal instructions of managers
Bullying and Harassment & Sexual Harassment
At Marshall White, we are committed to providing a safe and respectful environment for all team members and clients. We do not tolerate any form of harassment or bullying in any of our workplaces or functions. Therefore, you must never engage in actions or behaviours that entail harassing or bullying.
Harassment is defined as behaviour that is directed at a person or group of people, because of which severity or persistence is likely to create a hostile or intimidating environment and detrimentally affect a person’s participation in employment. Harassment includes language or conduct that may be derogatory, racist, sexist, intimidating or offensive to others.
In Action
- We conduct ourselves appropriately in all dealings
- We don’t make jokes, use language or participate in activities that may be offensive to others
- We report and encourage others to report instances of harassment or bullying to our managers or People & Culture
Q. What are some examples of behaviour that could be considered racial or national origin harassment?
A. Some examples of behaviour that may be considered racial or national origin harassment include:
- Using slurs or derogatory terms based on race, colour, national origin or ethnicity
Q. My manager has asked me in a respectful way to carry out a task that I don’t usually do but falls part of my job description. Do I have to do the task?
A. Yes, we need to treat our managers with respect and if they ask us to do a task that falls part of our usual duties, that task is not unreasonable, then we must carry it out.
Bullying is defined as repeated and unreasonable behaviour directed towards a worker or group of workers that creates a risk to health and safety. Behaviour that may constitute bullying includes but not limited to: Sarcasm and other forms of demeaning language, threats, ganging up, isolation, deliberately withholding information or equipment that a person needs to do their job.
Sexual Harassment is defined as any unwanted or unwelcome sexual behaviour where a reasonable person would have anticipated that the person harassed would feel offended, humiliated or intimidated. Behaviour that may constitute sexual harassment includes staring, leering, unwelcome touching, suggestive comments or jokes, unwanted invitations to go out on dates.
- Telling jokes or stories that are derogatory towards members of a particular race or ethnic group, whether members of that group are present
Q. A team leader has contacted another team member on social media with unwarranted interest on several occasions. The team member is very uncomfortable with the contact outside of work and is unsure what to do. Could this be considered sexual harassment?
A. Yes, unwarranted, and continuous advances could be considered sexual harassment. We recommend the team member asks the team leader to stop sending them messages that are making them feel uncomfortable. Alternatively, they could report it confidentially to the People & Culture team.
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3.0 WE DO WHAT’S RIGHT
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3.0 We do
what’s right
3.1 Conflicts of Interest
All Marshall White employees are expected to act in the best interest of the company. This means that we don’t allow our personal interests to influence our actions. Decisions that are made day-day must be objective and have the company’s business interests in mind.
In Action
- We recognise and avoid potential conflicts of interests inside and outside the workplace
- We will disclose to our team leader or manager any interest that may be perceived as a conflict with Marshall White or that may adversely affect Marshall White
- We do not let personal grievances impact our professional conduct
Q. I am responsible for a big catering event at work. Coincidentally, my friend just opened a catering business. This would be a big help to her business. I know she would do a great job and give good pricing. Can I hire her to cater the event?
A. No, not without approval from the CEO. Even though there may be a legitimate reason for hiring her, it could look to others she was hired just because she was your friend.
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3.2 Compliance with legislation
It is a condition of employment that all Marshall White employees ensure they are aware of and comply with all legislation relevant to the performance of their duties. These include but are not limited to the Estate Agents Act and Sale of Land Act.
In action
- We attend all training sessions relevant to meeting compliance legislations
- We report to our director if we see anyone not complying with legislations
- We understand that non-compliance is a serious risk and breach of our employment
Q. I have been invited to a compliance training session with the Compliance Manager. Do I need to attend this session?
A. Yes, all sessions with the compliance manager are compulsory requirements and are inherent to fulfilling the sales role. These include induction and ongoing training sessions in relation to best practice and compliance.
3.3 Section 55 – Restriction on estate agents buying a related property
Estate agents, their employees and family members are generally prohibited from purchasing any property or business which the agency is commissioned to sell.
Under section 55 of the Estate Agents Act 1980, it is an offence for an estate agent or agent’s representative to obtain a beneficial interest in a property that they have been commissioned to sell.
There are some exemptions, please consult with the listing agent and Office Director before buying a related property.
Q. I am the receptionist at Armadale, am my parents want to purchase a property from a separate Marshall White office, is this possible?
A. This is generally in breach of Section 55. Please consult with one of the directors at the time for more specific information.
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3.4 Honest and transparent in business
At Marshall White we must always conduct ourselves with honesty and transparency when representing the brand. We put a great deal of trust into building transparent relationships with our clients, suppliers and other business partners. Our dealings with them must be fair, productive and free from any forms of exploitation of the business. Forms of exploitation are prohibited, these include bribery, fraud and corruption.
In Action
- I will carry myself in a professional manner, act honestly and choose not to ignore or cover up dishonest behaviour
- I will only use/create promotional materials that are honest and factual, not misleading or deceptive
- I understand that honest and accurate recording and reporting of information is extremely important to us
Q. During a call with a client, my colleague provided inaccurate information to the client. I am hesitant to tell anyone about this, what should I do?
A. It would be a breach of our Code to deliberately leave out important information. You and your colleague should reach out to the client immediately and correct the information. If your colleague does not want to do this, you must advise your team leader. At the end of the day, your honesty will be appreciated by the client and Marshall White.
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3.5 Whistleblower protection
Marshall White encourages team members to speak up, are committed to maintaining the highest level of confidentiality and ensuring that all team members are not disadvantaged or discriminated against for reporting on conduct.
The Whistleblower Policy at Marshall White applies to all team members, business partners and third parties to suspected or actual unethical, illegal, corrupt, fraudulent or undesirable conduct or any breach of this Policy.
3.6 We are responsible with Gifts, Meals & Entertainment
At Marshall White, we value our relationships with suppliers, clients and other business partners. It is important that these relationships remain positive and ethical and are not influenced by inappropriate gifts including cash, entertainment, favours or hospitality.
In Action
- We do not give overly generous gifts including cash and entertainment to clients, suppliers or other business partners that could look like an attempt to improperly influence a business decision.
- We do not accept overly generous gifts including cash and entertainment to clients, suppliers or other business partners that could look like an attempt to improperly influence a business decision.
- We disclose any gifts including cash or entertainment to our team leaders that may be considered overly generous
Q. A prospective renter has offered me cash in order to push his rental application to the top of the list. Am I able to accept the cash and recommend him for the property?
A. No you are not able to accept the cash. Accepting any form of gift and/or entertainment including is only permissible when it is reasonable and customary for the business relationship.
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4.0 WE PROTECT OUR COMPANY
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4.0 We protect our company
4.1 Company Assets
Marshall White assets are essential to our company, and we all play a vital role in making sure they are protected from theft, loss and misuse and ensure they are used properly. Marshall White assets may include Physical Assets, Intangible Assets and our Intellectual Property.
Physical Assets – Physical property and resources (such as furniture, computer or mobile phone equipment). Never lend, sell, give away or use for outside of work purposes any physical assets unless you are authorised to do so by a Senior Leader.
Intangible Assets - Such as software or services derived from intangible goods and physical assets such as (internet and email). Be aware of the information you create, share, download onto company systems. We reserve the right to monitor your system use at any time, to the extent permitted by law.
Intellectual Property – Patents, trademarks, copyrights are also valuable company assets. We must protect our IP.
In Action
- We do not take Marshall White physical assets for personal use
- We use Marshall White Assets properly and protect the confidentiality of our proprietary, confidential and secret information.
- We are committed to protecting and maintaining the confidentiality of our intellectual property and comply with our confidentiality obligations to others
- We do not misappropriate Marshall White or clients of Marshall White property/funds
- We watch what we say and don’t share non-public information with family and friends or discuss nonpublic information in public places.
- We don’t speak on behalf of the company.
Q. Another team member asked me to help in organisation a small silent auction for a fundraiser to benefit a charity that she supports, that is not sponsored by Marshall White. She will be inviting everyone from the department to attend and she will be hosting in a Marshall White meeting room. Is this an appropriate use of company assets?
A. No. Even though it is well-intended, these actions would constitute a misuse of company assets and could even breach other policies. You should let this employee know that you don’t feel comfortable in assisting her with this. If you feel uncomfortable in doing so, please consult consult with your team leader or People & Culture team.
4.2 Confidentiality of Information
During employment with Marshall White, and after termination of employment, we maintain confidentiality of any non-public information, records or other materials acquired during the course of your employment with Marshall White
In Action
- We know the kinds of information that Marshall White considers confidential and knowing the ways to protect it.
Q. I am aware of the personal information of a colleague, am I able to share that with a family friend from outside of the organisation?
A. No. We must keep employee personal information secure so that no unauthorised person can access or know about it.
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4.3 Internet and Social Media
Marshall White embraces the use of social media and other online resources by team members to connect with each other and the broader community of business associates, potential vendors, purchases and tenants as an important tool of business engagement. We all need to make sure we use the internet and social media safely and effectively.
We encourage team members to exercise sound judgement and common sense in their personal internet and social media use. Any content you publish that could disparage the reputation of Marshall White, its activities or other team members could be subject to disciplinary action. You cannot use the internet or social media to access or send sexually explicit, suggestive or harassing material.
It is important to remember that content shared online can exist indefinitely, as well as being shared to a much larger audience than intended. Inappropriate use of Internet and Social Media can result in the termination of employment from Marshall White.
In Action
- We use the internet and social media sensibly; we treat others with respect at all times and are advocates for Marshall White online
- We do not speak on behalf of the company
Q. At a work event, a group of work friends and I are taking photos with Marshall White branding, one of the people in a photo is posing inappropriately. Is it okay to share this photo online?
A. It appears the image could be inappropriate to share online. Before posting anything work related online, we encourage you to reread and review the post again and ask yourself how might your post impact Marshall White if it becomes widely viewed? Would you want your team leader or team members to see it?
Media
At Marshall White, we do not make any unauthorised statements to the media (including social media) about Marshall White’s business.
Any requests made for media statements should be referred to the Group Sales Director, John Bongiorno.
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4.4 Dress Code
The Marshall White brand is known to have a premium image with a business professional attire that reflects this. Team members are expected to pay close attention to their appearance and grooming during work hours or when representing the Marshall White brand.
We urge team members to use common sense and sound judgement when it comes to selecting their work attire and dressing for their day keeping in mind that we are on display to clients in the office representing Marshall White.
In Action
- I will take care in presenting a clean and professional appearance at work and maintain personal hygiene
- I will avoid wearing clothes that are creased, too casual or revealing and without rips or holes
- I will not wear excessive amounts of jewellery and limit visible body piercings and tattoos whilst in the work environment.
- When attending Auctions and Open For Inspections, clothing should be pressed, well-fitted and properly dressed. A tie must be worn for all Auctions.
Q. Is it ok to wear activewear on casual Fridays?
A. While we don’t officially have Causal Friday, we acknowledge attire of a more causal nature is often worn on Fridays. As our valued clients attend our premises each workday, professional dress code standards apply to ensure we all adequately represent our premium brand each day of the week.
Please keep your activewear for personal use. Business casual is a better representation of both your professional and personal brand on Fridays.
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5.0 TEAM LEADERS
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5.0 Responsibilities for the Team Leaders and Managers
As a team leader or manager, it is your responsibility under our Code to set the culture and work environment for your team. If you lead or supervise others, Marshall White requires you to demonstrate the following.
- Foster a positive work environment in which only legal, ethical and responsible behaviours are acceptable
- Model appropriate behaviours in line with our Code and Values
- Lead by example
- Identify and mitigate ethics and compliance risks
- Respond in a timely manner
- Keep commitments and manage employees’ expectations
- Manage conflicts of interest
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Thank you for taking the time to read our Code of conduct and for your commitment to upholding our Marshall White Code.
In your everyday work, you may face difficult decisions. When this happens, use the Code, Policies and other resources provided to guide you in making the right decision.
If you ever suspect or see behaviour that doesn’t meet our standards, help us live up to our standards and report it.
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