The Integrity Office also provides an independent point of  contact for staff to seek advice about integrity issues.  Macquarie has whistleblower policies and protections in  each of the regions in which it operates. These policies are  regularly reviewed by the Integrity Office to ensure they  reflect both legislative requirements and best practice  recommendations.  Macquarie has established an externally-managed staff  hotline. This service enables staff to report suspected  breaches of Macquarie’s Goals and Valuesor other  misconduct anonymously.  Macquarie strives to create an environment where learning is  a part of an employee’s career development. Macquarie  continues to invest in employee development by providing  targeted and role-specific learning opportunities to meet the  needs of Macquarie’s diverse talent base and to build the  skills and behaviours needed for long term organisational  success.  Since 1 April 2013, 930 classroom events have been  delivered globally and a further 875 online courses and 280  knowledge tests have been available including compliance- related training focusing on fraud awareness, anti-bribery,  anti-money laundering/counter-terrorism financing and other  financial services compliance issues for new and existing  staff as well as management and leadership courses and  materials on financial services products. As part of Macquarie’s leadership development efforts,  Macquarie has launched a new global leadership  development program, targeted at new Director level staff  and designed to focus on both business and people  leadership skills. In addition, 249 people attended  Macquarie’s frontline manager program. Macquarie  continues to invest in staff through executive coaching and  mentoring initiatives.  In addition to Macquarie-delivered programs, many  employees benefit from sponsored education and can  pursue career development opportunities at independent  institutions such as a Master in Finance offered by INSEAD in  conjunction with Macquarie.  Macquarie also invests significant time and effort into the  employee onboarding and orientation process, with a series  of learning and development activities (including events  hosted by the CEO) designed to communicate and embed  the Macquarie culture at the earliest possible stage. Alongside the structured learning and development  curriculum, Macquarie also recognises and encourages the  developmental benefits of wider community engagement by  employees. Involvement of employees in this through the  Macquarie Group Foundation and other channels is widely  communicated and encouraged.  Comprehensive data is collected and analysed to assist in  tailoring initiatives to improve employee health and wellbeing.  This year, Macquarie’s wellness program has included  access to an online wellness portal, educational seminars,  health checks for directors, skin checks, heart health checks  and the employee assistance program counselling service.  The wellness program demonstrates Macquarie’s ongoing  commitment to encouraging and empowering employees to  maintain a lifestyle that promotes their physical,  psychological and cultural wellbeing.  A safe work environment is promoted through measures  including workplace safety inspections, manual handling and  ergonomics training, and the reporting and investigation of all  incidents. Macquarie appoints global health and safety  representatives to assist with the identification of hazards  and trends, and to facilitate the dissemination of information  to address any concerns raised. Macquarie endeavours to provide a workplace free from  injury and illness through effective WHS management.  Macquarie employs comprehensive safe work practices that  are reviewed on an ongoing basis to ensure that high safety  standards are maintained across its diverse global  workforce. More detailed information about Macquarie’s approach  to diversity is provided on pages 11 to 13.  Macquarie’s ongoing commitment to workforce diversity  ensures our business remains innovative, sustainable and  continues to meet the evolving needs of our clients. Our  broad range of experiences, skills and views are key  strengths and critical to the wide range of services we deliver  across a global operating environment.  To support Macquarie’s merit-based culture all employees  are required to engage in regular ongoing performance and  development activity. Performance is measured against  achievement of business-related objectives and is reviewed  periodically by managers, including participation in formal  mid-year and annual appraisals. Employees are also  encouraged to raise, discuss and respond to matters relating  to training, further education and development of leadership  capabilities as they arise – reflective of the status of learning  and development as an ongoing organisational priority. A  group-wide performance management system is in place to  document all performance and development related  discussions. Customised online and classroom training is  also available to all managers and staff to ensure they get the  support needed to complete these activities effectively.  Diversity  Learning and development  Work Health and Safety  21 