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Our performance in 2007/08

Progress and percentage completions are provided by external consultants Arup and a sample of these have been independently reviewed by Bureau Veritas.

 
Corporate responsibility management
Objective: Implement effective corporate responsibility management processes.
Targets Progress % complete
 
Developments team to implement a management system and certify to the ISO14001 standard. Environmental Management System implemented and first stage ISO 14001 certification audit completed. Final stage audit scheduled for June 2008.
80%
Review our approach to carbon management and build on existing climate change mitigation and adaptation strategies. A review was commissioned and completed of British Land’s carbon management strategy, focused on mitigation. The results informed the 2008/09 targets.
100%
Develop systems to amalgamate group wide data for corporate responsibility reporting. Occupiers at Broadgate provided energy performance data for 85% of all occupied space. League tables were produced and information shared with occupiers.
85%
Objective: Promote sustainable design and construction of developments.
Targets Progress % complete
Implement the revised Sustainability Brief for Developments on all new projects, including mainland European projects that British Land has control over. The revised Sustainability Brief for Developments was launched and is being implemented for all British Land Development team projects in the UK.Currently there are no projects in mainland Europe that British Land has control over.
100%
Conduct a Post Occupancy BREEAM Review of York House. A BREEAM Management and Operation assessment has been commissioned and the results are pending.
30%
Objective: Engage with stakeholders on British Land’s corporate responsibility activities.
Targets Progress % complete
 
Complete a further independent and formal stakeholder engagement exercise. A stakeholder research study was commissioned and completed in August 2007. This informed the development of British Land’s Building Together corporate responsibility strategy and communications plan.
100%
Implement Meadowhall Shopping Centre Corporate Responsibility Communications Plan. The Meadowhall Corporate Responsibility Communication Plan is being implemented on an ongoing basis. Information on all projects and how they are communicated is held centrally. The revised Meadowhall website now includes information on corporate responsibility. www.meadowhall.co.uk
100%
Hold at least one Property Management Forum, to discuss corporate responsibility and other management issues. A Property Management Forum was held in June 2007, attended by Shopping Centre Managers, Shopping Park Managers, Asset Managers and managing agents.Presentations and topics discussed included: occupier survey findings, carbon management, security, biodiversity and water management.
100%
     

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Our use of resources
 
Resource Use
Objective: Promote efficient use of energy.
Targets Progress % complete
Complete wind energy feasibility study of retail properties, set and implement action programme. Wind feasibility study completed. Actions taken forward to continue to review opportunities at Teesside Shopping Park.
100%
Work with Broadgate occupiers to pilot the inclusion of their energy data within the performance benchmarking process. Occupiers at Broadgate provided energy performance data for 85% of all occupied space at Broadgate. League tables of building performance were produced and information shared with occupiers through the Broadgate Environmental Working Group.
85%
Complete decentralised low carbon energy feasibility studies at York House and Broadgate. Low carbon energy feasibility studies at York House and Broadgate were completed in 2007. The results continue to be reviewed.
80%
2007/08 KPIs
For common (landlord) areas of managed properties:
  • We used 16 kWh of electricity per m² and emitted nearly 9kg of carbon per m², a reduction of 40% on 2006/07
  • We used 18 kWh of gas per m² and emitted over 3kg of carbon per m², an increase of nearly 4% on 2006/07.
  • 52% of the energy we used was from renewable Climate Change Levy Exempt sources.
For developments
  • In 2007/08 our seven developments (including six at construction stage) were on target to achieve an average 25% better than current energy efficiency and carbon emissions standards (Building Regulations Part L2 2006).*
* This covers data reported during the last quarter of 2007/08 except for two projects that achieved practical completion and last reported in quarter 4 2006/07 and quarter 1 2007/08.
 
Water Management
Objective: Promote efficient use of water.
Targets Progress % complete
Implement the Water Management Programme.



 The Water Management Programme was finalised. It will be made available for implementation by staff and suppliers during 2008.
30%
Undertake a feasibility study at Broadgate for the collection of rainwater for re-use in cleaning and landscaping.
 In April 2007 the team at Broadgate installed a 2,000 litre tank to collect rainwater so that it can be re-used for watering plants and cleaning. In 2007 34,500 litres were collected and recycled. In 2008 the tank capacity will be trebled to 6,000 litres.

100%
2007/08 KPIs
  • We used 0.36m3 of water per m2 for common (landlord) areas of managed properties, a decrease of nearly 18% on 2006/07
 
Sustainable travel
Objective: Promote the use of sustainable transport.

Review the progress of the Head Office Travel Plan for York House.


 An independent review of staff commuter journeys, executive business travel and the York House Travel Plan was undertaken in 2007. A number of initiatives were introduced at York House including installation of additional bike racks and a heater in the drying room, and improvements to staff lockers. The York House Travel Plan will be updated in 2008/09.
100%
Develop a plan for reducing the environmental impact of business travel.

 An independent Executive Travel Diary Survey was undertaken in 2007 to identify opportunities to further reduce the environmental impact of business travel. These included replacing the taxi account with expenses, providing pool cycles, hosting regular visits by the Bike Doctor, working with the London Cycle Campaign and using expenses data to provide travel information. Staff were kept informed. In 2008/09 the York House Travel Plan will be updated and a further Executive Travel Survey will be carried out.
80%
Undertake pilot study for one building, reviewing the relative carbon footprint of building energy use and travel by staff and visitors.
 During 2007/08 data was collected at British Land’s Head Office, York House, regarding executives business travel and building energy use.
In 2008/09 this data will collated and a carbon footprint produced.
50%
2007/08 KPIs
  • 30% of our managed portfolio was covered by a Green Travel Plan (16 properties)
 
Waste management
Objective: Minimise waste and maximise recycling and the amount of recycled content in materials used.
Targets Progress % complete
Broadgate Environmental Working Group to reduce waste per head at Broadgate by 5%. Waste per head at Broadgate was reduced by 4% year-on-year, against a target of 5%. Data inconsistencies and fit-out waste contributed to missing the target.
80%
Broadgate Environmental Working Group to recycle over 50% of all waste at Broadgate. 42% of all waste at Broadgate was recycled, against a target of 50%.
84%
Work with site-managers and managing agents to improve the sharing and reporting of waste management information and data across our managed portfolio. A software system to share waste information and data continues to be piloted with ten properties.
30% 
Review the progress of the waste strategy for British Land’s new Head Office and set targets to reduce, re-use and recycle. A review of the waste strategy for British Land’s Head Office and a waste audit were completed in 2007. A target was set to recycle 50% of Head Office waste by weight by the end of 2007/8 and options for recycling of food waste to be reviewed during the year.  The target has been revised for 2008/9 to 60% of waste to be recycled.
100%
Work with occupiers at Regent’s Place on a recycling system to reduce the amount of waste to landfill and increase the percentage of waste recycled. The Regent’s Place Environmental Working Group obtained information on waste leaving properties, compiled waste data for member occupiers and extended data collection across the estate. For those involved in the wet and dry waste scheme, recycling in 2007 was 85%. Targets were set for 2008/09.
100%
2007/08 KPIs
  • At the end of 2007/08 our six developments at construction stage recycled, or projected to recycle, on average 73% of waste.*
  • In 2007/08 six developments used, or projected to use, on average 19% recycled materials by value.+
  • Our three largest properties, Broadgate, Meadowhall Shopping Centre and Regent's Place, sent 9% of waste to landfill.±

* This covers data reported during the last quarter of 2007/08 except for two projects that achieved practical completion and last reported in quarter 4 2006/07 and quarter 1 2007/08.

+ This covers data reported during the last quarter of 2007/08 except for two projects that achieved practical completion and last reported in quarter 4 2006/07 and quarter 1 2007/08. One property at construction stage was excluded as data was being verified at time of reporting).

± This covers data reported for the 2007 calendar year for Broadgate and Regent’s Place and for the financial year ending 31st March 2008 for Meadowhall.
 
Biodiversity
Objective: Safeguard and enhance biodiversity.
Targets Progress % complete
Prepare site-specific Biodiversity Action Plans for Leeds Westside Shopping Park and Oxford Shopping Park. An ecological survey was undertaken at Leeds Westside Shopping Park but work stopped after sale of site. A site visit was carried out at Oxford Shopping Park and it was agreed that a site-Specific Biodiversity Action Plan was not appropriate. British Land’s generic plan for Urban Landscapes will be applied instead.
20%
Review progress of the green roof trial and report recommendations to the Development and Asset Management teams. The green roof trial was monitored by Arup throughout 2007 and the findings reported to British Land Development and Asset Management teams. The process for disseminating findings and recommendations will be agreed and implemented during 2008.
100%
Monitor the implementation of the site-specific Biodiversity Action Plans at Teesside, Regent’s Place, Blythe Valley Park and Meadowhall. At Teesside six of the nine Biodiversity Action Plans targets were completed in 2007. Work will continue on the remaining three. At Regent’s Place none of the four Biodiversity Action Plans targets were completed; bird boxes were purchased and discussions held with building management regarding installation of the green roof. The Biodiversity Action Plan at Meadowhall is being reviewed to consider the British Land development projects to the north of the shopping centre. Blythe Valley Park was sold in 2007. The percentage complete therefore solely reflects progress at Teesside and Regents Place.
46%
Launch the Urban and Soft Landscape Generic Biodiversity Action Plans. The Urban and Soft Landscape Generic Biodiversity Action Plans were published in 2007. They will be launched during 2008 together with other guidance including the Sustainability Brief for Refurbishments and the Water Management Programme.
0%
Develop and launch the Generic Ecology and Landscape Management Specification. A Generic Ecology and Landscape Management Plan was drafted and will be launched during 2008.


70%
2007/08 KPIs
  • 22% of our managed portfolio was covered by Biodiversity Action Plans (12 properties)
 

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Our Customers and us
 
Objective: Deliver improved customer satisfaction.
Targets Progress % complete
Undertake an occupier survey and achieve 30% improvement in overall satisfaction rating from 2005. An independent Occupier Survey was completed in March 2007. The overall satisfaction rating was 73%, which is an 82.5% improvement on 40% satisfaction levels from 2005.
100%
Comply with the new Code of Practice for Commercial Leases and Service Charges in Commercial Property. In July 2007 British Land joined the Commercial Landlords Accreditation Scheme (CLAS). Lease Code guidelines were issued to all letting agents. Lettings agents completed forms confirming compliance with the Lease Code after 50%- 70% of new lettings. Service Charge Code guidelines were sent to all managing agents in October 2006. Managing agents provide quarterly reports to British Land on KPIs which include service charge management.In November 2007 the Peacocks Centre in Woking underwent a Property Management Association Service Charge Audit, achieving 72% and receiving a Silver Award. 
70%
Implement a process to monitor managing agents’ achievement of operational Key Performance Indicators. Managing agents provide data on KPIs to British Land on a quarterly basis for review. This is then summarised for review by British Land Asset Management team. Where areas for improvement are identified these are discussed with Managing Agents.
100%
Work with occupiers to review opportunities for renewable energy supply to reduce carbon dioxide emissions at Broadgate. A feasibility study on opportunities to install renewable energy sources was completed in 2007. The results of this continue to be evaluated, particularly regarding installation of combined heat and power technology into existing buildings.
50%
2007/08 KPIs
  • The overall occupier satisfaction rating in the Occupier Survey 2007 was 73%
 

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Our communities and us
 
Regeneration
Objective: Contribute to the regeneration of socially deprived areas where we operate.
Targets Progress % complete
The Source at Meadowhall to provide Retail Foundation Degree to 12 students in partnership with Sheffield College. The Retail Foundation Degree was validated and will be delivered in partnership with Sheffield Hallam University and Sheffield College. Unfortunately, response was low, due to the cost and the need for retailers to give staff time off. Ways are now being investigated in which the degree can be delivered using on-line programmes.
0%
Continue to raise awareness and uptake of the Scottish Vocational Qualification in Retailing which is delivered through the Glasgow Fort Partnership for employees and occupiers at Glasgow Fort. Target 60 participants signed up to the course in 2007. Glasgow Fort Shopping Park promoted the Scottish Vocational Qualification in Retailing to retailers during meetings and one-on-one discussions, and issued a press release about the programme which resulted in media coverage. 40 participants qualified in 2007. The programme continues to be offered.
66%
Encourage the local community living within a five mile radius of Meadowhall and Glasgow Fort to pursue job opportunities within the retail sector. All vacancies at Meadowhall Shopping Centre are advertised within the local communities and Centre management are actively involved in local jobs fairs. A Jobs Fair was held at Glasgow Fort Shopping Park in September 2007. It was publicised on the park and through local community groups, including youth groups, schools and the Glasgow Fort Partnership. Over 638 people attended the Jobs Fair, of whom 286 were appointed to positions.
100%
Offer two training programmes with guaranteed interviews to unemployed local people at Meadowhall to enable them to seek work in the retail sector. Nine training programmes offering guaranteed interviews at Meadowhall were provided in 2007 for unemployed local people, in partnership with Darnall Forum and Burngreave Opportunities. 64 people from socio-economically disadvantaged areas participated in these courses, of whom over 50% found employment.
100%
2007/08 KPIs
  • An average of 6% of construction employment was drawn from the local community in 2007/08 at five of the six developments at construction stage*.
  • 60% of employees at Meadowhall were from the local community.
* This covers data reported during the last quarter of 2007/08 except for two projects that achieved practical completion and last reported in quarter 4 2006/07 and quarter 1 2007/08. One property at construction stage did not report data.
 
Community
Objective: Manage relations with communities to achieve social and business benefits.
Targets Progress % complete
Employees to work with children from two primary schools in Camden on an architecture based project. British Land supported the ‘CONNECT’ project launched at Regents Place in July 2007.This project involved a temporary stone feature displayed in Triton Square, designed and created by eight and nine year olds from St Dominic’s Primary School and Our Lady's Primary School.
100%
2007/08 KPIs
  • We actively engaged with the community at 54% of managed properties (29 properties).
 

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Us and our suppliers
 
British Land People
Objective: Ensure effective staff recruitment, retention and performance.
Targets Progress % complete
Review Human Resources strategy and Key Performance Indicators. Discussions were held with peer companies to review Human Resources strategies. The results of these continue to be reviewed. Opportunities being considered include providing training on diversity to team managers.
30%
2007/08 KPIs
  • Our staff turnover rate was 24%
  • There were 710 lost days/sickness, equivalent to an average of four per member of staff.
  • British Land gave 0.4% of pre-tax profit to support staff volunteering initiatives and sponsorship.
 
Suppliers
Objective: Promote the highest standards of health and safety to suppliers and contractors.
Targets Progress % complete
Achieve sustained 100% compliance with the e-risk Manager System across managed properties at Broadgate and Regent’s Place in 2007. An average of 98% E-risk compliance was achieved during the fourth quarter and an average of 66% during the second and third quarters of 2007 by Broadgate Estates on all the London offices they manage on behalf of British Land.
82%
Collate and analyse all accident statistics from managed properties at Broadgate and Regent’s Place on a quarterly basis. Identify any trends and set reduction targets. Accident statistics were collated and analysed across all managed properties, including those at Broadgate and Regent’s Place. Targets were not set as the levels of accidents and injuries was considered low.
90%
2007/08 KPIs
  • The reportable accident frequency rate on all six of our developments at construction stage averaged 0.17*.
* This covers data reported for 2007/08 for the six developments operating under our Environmental Management System.
 
Objective: Engage with first tier suppliers (consultants and contractors) to raise awareness on environmentally and socially sound goods and services.
Targets Progress % complete
100% of timber on development and refurbishment projects to be from certified sustainably managed sources. An average of 94% of timber was projected to be from a certified sustainable managed source for the eight development projects that were in detailed design, construction or completed during 2007/08.
Information regarding refurbishments is not currently available.
94%
Distribute Corporate Responsibility System Documentation Guide to all managing agents and development project teams. Corporate Responsibility System Documentation Guide distributed to British Land employees, development teams and managing agents via email and available on British Land website.
100%
Review the current Corporate Responsibility and Procurement Policy and consider integrating it within the Company’s Procurement Policy. A Service Charge Procurement Policy was developed and issued in May 2007, replacing the previous Corporate Responsibility and Procurement Policy. The revised Sustainability Brief for Developments was issued in 2007, providing guidance on procurement during design and construction.
100%
Establish process to spot-check first tier suppliers’ compliance with the Company’s revised Procurement Policy. At the beginning of 2008 our Internal Audit team began to review the performance of our agents to ensure that our Service Charge Procurement Policy is being implemented across our portfolio and to identify opportunities to improve processes. Agents completed a survey which explored areas such as awareness of the Policy, implementation of the criteria set out in the Policy, our approach to procurement and measurement against key performance indicators. During 2008 the team will hold one-on-one discussions with each agent and audit their procurement processes.
100%
2007/08 KPIs
  • 94% of timber used on our seven developments (including six at construction stage) was from a Forest Stewardship Council (or equivalent) certified sustainable managed sources.*
* This covers data reported during the last quarter of 2007/08 except for two projects that achieved practical completion and last reported in quarter 4 2006/07 and quarter 1 2007/08.
 

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Arup uses the following criteria to guide percentage completions:
0% None of the target completed or the target is no longer applicable
30% Some limited progress on the target
50% Half of the target completed or significant progress demonstrated
60% More than half of the target completed or document(s) drafted but not distributed within British Land for comment
70% Majority of the target completed or document(s) drafted and viewed by British Land but not at the approval stage
80% Majority of the target completed or document(s) in the final approval stages
100% All of the target completed
   

Our performance in 2007/08

 

An independent and formal stakeholder engagement study was commissioned and completed in August 2007.

 

Occupiers at Broadgate provided energy performance data for 85% of all occupied space. League tables were produced and information shared with occupiers.

 

The revised Sustainability Brief for Developments was launched in 2007 and is being implemented on all UK British Land developments.

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