British Land Uk Real Estate Company -CR-Online-Report-2010

8/3/2019 British Land Uk Real Estate Company -CR-Online-Report-2010

1/43

AWARD

EIGHT17

Property Company of the Year.

new long-term targets to drive performance.

British Land Award Winners.

British Land has long held a deepcommitment to advancing the sustainabilityagenda in both property development andmanagement. We all need to transform how weuse energy and how we source it. This issomething that we have taken seriously for along time, as we seek to manage the issues that

face our business, and indeed our society.

Dr Chris Gibson-SmithChairman, British Land

We aim to be the partner of choice and

to lead the property sector. Corporate

responsibility plays an important role in our

efforts to achieve this doing business

the right way.

Chris GriggChief Executive, British Land

Find out more

INTRODUCTION

FOR US, CORPORATE

RESPONSIBILITY ISABOUT REDUCING OURUSE OF RESOURCES,MEETING OURCUSTOMERS' NEEDS,SUPPORTING OURCOMMUNITIES ANDGETTING THE BEST OUTOF OUR STAFF ANDSUPPLIERS.

Chief Executives statement

Introductory statement

Who we are

Our approach to CR

Medium-term targets

Awards weve won

British Land awards

britishland.com/crReport2010

INTRODUCTION 01



2/43

Chief Executive's statement

We aim to be the partner ofchoice and to lead the propertysector. Corporate responsibilityplays an important role in ourefforts to achieve this doingbusiness the right way.

Chris GriggChief Executive,British Land

INTRODUCTION

FOR US, CORPORATE

RESPONSIBILITY ISABOUT REDUCING OURUSE OF RESOURCES,MEETING OURCUSTOMERS' NEEDS,SUPPORTING OURCOMMUNITIES, ANDGETTING THE BEST OUTOF OUR STAFF ANDSUPPLIERS.



Who we are

Our approach to CR

Medium-term targets

Awards weve won

British Land awardsOur business success depends on our ability to develop and manage buildings that offer enduring appeal, at the same time asoperating efficiently and effectively for the hundreds of businesses which occupy the buildings we own and manage. Treatinglocal people properly, particularly where we are building on their doorsteps, and being fair in our dealings with our staff andsuppliers, are not just box-ticking exercises, they are part of our core ethos as a company.

In recent times, we have heard about sustainability more and more often. The problem with words like this is that they maymean different things to different people. Where possible, we prefer to be more specific and more measurable. We aim to beenergy and water efficient, to send as little waste as possible to landfill, to keep our customers happy, to build good relationshipswith local communities, and to attract and retain appropriately skilled and experienced staff.

Our efforts continue to be underpinned by our strong customer focus. We were pleased to be recognised as the real estatesector leader in Oekoms Corporate Responsibility Review 2010, as well as one of Corporate Knights Global 100 MostSustainable Corporations 2009. However, if we developed a green building that nobody wanted to occupy, we would not bemeeting the needs of our customers or our investors. If we turned off lights inappropriately at our retail parks, we may saveenergy but we could cost our retailers footfall and shopper spend. Many of the issues concerned with sustainability are complexand inter-related, so we have to take a common sense approach to fit each business circumstance.

For instance, our premium office estate, Regents Place, where we recently completed the latest phase of our plans for thearea, adjoins one of the most deprived neighbourhoods in London. Here, community engagement and regeneration are critical to

our ability to develop and manage our investment. Elsewhere, whilst these activities are still important, other aspects may rise upthe agenda; for instance, managing flood risks in the River Don District or conserving water in areas prone to drought.

At our Head Office, we have worked closely with our building management team and occupiers to improve energy efficiency,supported by a new energy management system. The result was a 32% reduction in British Land controlled energy use, savingnearly 1 million kWh and 50,000 on energy bills. We are now working with occupiers and managing agents across our portfolioto implement similar schemes elsewhere. Given that we managed 128 million kWh of energy on behalf of occupiers across ourmulti-let portfolio this year, with an estimated energy bill of 10 million, the opportunity for savings is significant.

Corporate responsibility is, without doubt, a critical part of our approach to property development and management. This is whywe are able to build developments that are 27% more energy efficient than the norm, and how we reduced energy use by 12%across our like-for-like portfolio. Im pleased with the progress we have made this year, but I also recognise that we still havefurther to go to ensure that every member of our Head Office team and supply chain understands our partnership approach tocorporate responsibility, and recognises that it is a central part of how we do business the right way.


INTRODUCTION 02



3/43


I am delighted to be taking onthe brief for developing andimplementing our partnership

approach to corporateresponsibility strategy, havingbeen actively involved at a senior

level for a number of years.

Adrian PenfoldHead of Planningand Environment

INTRODUCTION

FOR US, CORPORATE




Who we are

Our approach to CR

Medium-term targets

Awards weve won

British Land awards As a business we have a responsibility to all those people whose lives we affect, to businesses which occupy our properties,to people who work or shop at our properties, or who live nearby, to our own staff and those of our suppliers, to ourshareholders who have invested their funds in our business and to future generations who will be affected by the way in whichwe treat our planet and its finite resources.

We are already working with our partners to generate significant savings in energy and water use, at the same time as meetingand anticipating our customers needs. However, the extent to which we rely on others also presents challenges, as partnershipscan sometimes lead to inaction and we can only achieve results by managing our relationships with suppliers and occupierseffectively. We will continue to drive all aspects of our performance and respond to the needs of our partners.

We are getting significant buy-in from our occupiers on our efficiency initiatives, which are delivering cost reductions, forinstance through less energy and water use, and focused security and cleaning contracts. We have also helped occupiers tobuild strong relationships with local people at properties such as Regents Place in London and Glasgow Fort Shopping Park.We continue to anticipate occupiers future demands, for instance developing 60,000 sq ft of green roof space in central Londonto encourage biodiversity and provide our occupiers with a pleasant environment to work in or look out upon. The responsefrom occupiers is very encouraging and we firmly believe that by addressing customers existing and future requirements in thisway we will achieve a business advantage.

In terms of developments, over the last couple of years we have benefited from the chance to review our approach tosustainable developments during a quieter period, for instance, reviewing embodied carbon and exploring environmental andsocial impacts. As we move back towards more development activity, this provides a firm base for our approach tosustainability. Next year, we will be updating our Sustainability Brief for Developments to reflect feedback from our projectteams, as well as best practice and regulatory requirements.

Going forward, we will maintain our partnership approach, embedding corporate responsibility amongst our staff and suppliers,at the same time as working closely with our customers and local people. We will be carrying out independent surveys over thenext year or two, to identify further opportunities to raise performance and increase the satisfaction levels of our staff, customersand local communities, as well as to improve customer satisfaction with our suppliers. We already work intensively withinvestors and will look at ways to communicate with them more closely on corporate responsibility, exploring what issues matterto them most, as well as doing more work to understand the links between corporate responsibility and business success.

When we started targeting BREEAM Excellent ratings for all of our office developments several years ago, we correctlyanticipated future occupier demand for more sustainable commercial buildings. We are now seeing financial and businessservice companies competing with each other on the sustainability credentials of their offices. Similarly, our commitment tocarbon neutrality has prepared us to deal with the financial and administrative implications of the Governments CRC EnergyEfficiency Scheme which came into effect this year.

Thanks to our rigorous approach to managing and monitoring issues such as energy efficiency, water use, recycling andcustomer satisfaction, we are well placed to meet more demanding regulatory requirements, financial pressures and stakeholderexpectations. Ultimately the test of whether our corporate responsibility strategy is working is our ability to offer enduringoccupier appeal.

We recognise that the calibre of organisations which select us as their partner of choice will reflect our success in providing asustainable environment in which modern business can thrive.


INTRODUCTION 03



4/43

Who we are

British Land manages, ownsfinances and develops primecommercial property to achievesuperior long-term growth inshareholder value. We aim to bethe partner of choice.

INTRODUCTION

FOR US, CORPORATE




Who we are

Our approach to CR

Medium-term targets

Awards weve won

British Land awards

Our portfolio focuses primarily on out-of-town retail properties and central London offices, which offer attractive risk-adjustedgrowth prospects. We have also gained valuable expertise in the residential and leisure sectors with the increase in mixed usedevelopments. Our portfolio includes directly held properties as well as properties held through investment funds and jointventures.

British Land became a Real Estate Investment Trust (REIT) in 2007.


INTRODUCTION 04



5/43

Our approach to corporate responsibility

The key material issues managed andmonitored through our partnership approach tocorporate responsibility are:

INTRODUCTION

FOR US, CORPORATE




Who we are

Our approach to CR

Medium-term targets

Awards weve won

British Land awards

NATURAL RESOURCES

We aim to improve energy efficiency, reduce water use and cut waste to landfill. This reduces our costs and those of ouroccupiers, as well as conserving precious natural resources.

CUSTOMERS

We aim to build closer relationships with our customers to help them to achieve their goals, and to help us to achieve ours.

COMMUNITIES

We aim to foster economic regeneration and to demonstrate the highest standards of ethical behaviour in our dealings withcommunities and the built environment.

STAFF AND SUPPLIERS

We aim to treat our suppliers and staff as members of a single team who work together to ensure the success of our businessand delivery of excellent service to our customers.


INTRODUCTION 05



6/43

Medium-term targets

We launched our partnershipapproach to corporateresponsibility in 2007. This year,we added even more challengingtargets for the next few years.

This data is independently assured, soyou can be confident that we are reportingaccurately on those issues most materialto our business. All data in the Report coversthe period from 1 April 2009 until 31 March2010, unless otherwise stated.

INTRODUCTION

FOR US, CORPORATE




Who we are

Our approach to CR

Medium-term targets

Awards weve won

British Land awards NATURAL RESOURCESTo reduce managed energy use by 20% per m for each property type by 2012, compared to 2009.

We used 15% less energy per m in our offices this year, 17% less in our shopping centres and 12% less in our retail parks.We used 12% more in our Continental European properties and will work with our agents to address this.

To send zero managed waste to landfill from all our properties and developments by 2012.

We diverted 83% of managed waste from landfill this year, and 86% of development waste.

To reduce managed water use by 20% per m for each property type by 2015, compared to 2009.

We used 38% less water per m in our retail parks this year and 19% less in our Continental European properties. There wasno change in our offices and an increase to 0.9 cubic metres per m in our shopping centres from 0.5, largely due to theinclusion of new properties.

To achieve planning consent for a zero carbon commercial building by 2015.

Our developments are designed to have 27% lower carbon emissions on average than current standards.

CUSTOMERS

To achieve 80% customer satisfaction with us and our managing agents by 2013.82% of our UK customers rated us as good or excellent in 2009, up from 73% in 2007. 43% rated our managing agents asgood or excellent, up from 40% in 2007.

COMMUNITIES

To set a 2015 target for local satisfaction with British Land as a developer.

Next year, we will establish a methodology to measure local satisfaction with British Land as a developer.

STAFF

To set a 2015 target for staff satisfaction with British Land as an employer.

Next year, we will carry out a survey to measure staff satisfaction.

2


INTRODUCTION 06



7/43

Awards we've won

We thank our staff and suppliersfor delivering value and making adifference to our customers andcommunities, as well as savingprecious natural resources.

INTRODUCTION

FOR US, CORPORATERESPONSIBILITY ISABOUT REDUCING OURUSE OF RESOURCES,MEETING OURCUSTOMERS' NEEDS,SUPPORTING OURCOMMUNITIES, ANDGETTING THE BEST OUTOF OUR STAFF ANDSUPPLIERS.



Who we are

Our Approach to CR

Medium-term targets

Awards weve won

British Land awards

Oekom Corporate Responsibility Review 2010

Real Estate Sector Leader - British Land

NATURAL RESOURCES

Global 100 Most Sustainable Corporations 2009

British Land, for the second year

Green 500 and the Better Buildings Partnership Awards 2009

Gold Portfolio Award - British Land

Owner Occupier Partnership Award - 201 Bishopsgate and

The Broadgate TowerPlatinum Award - 350 Euston Road

UK GBC Sustainable Development Awards 2009

Highly Commended for Sustainable Project of the Year - Ropemaker

The Sunday Times 60 Best Green Companies Index 2010

British Land, for the second year running

CUSTOMERS

Estates Gazette Awards 2009

National Property Company of the Year - British Land

Property Managers Association Awards 2009

Voted Landlord of the Year by UK retailers

Voted Best Service Charge Provider by UK retailers, for the second year

Ethical Corporation Awards 2010

Highly Commended for Authentic Communications - Occupiers Survey 2009

COMMUNITIES

Business in the Community Big Tick Awards 2010

Active Communities Award - The Source at Meadowhall, for the second year running

Education Award - The Schools Programme at The Source for the second year running

BCSC Purple Apple Awards 2009

Merit Award - Eastgate Shopping Centre for community relations

ICSC Foundation Awards 2009

Community Award - The Source at Meadowhall

Lord Mayors Dragon Awards 2009

Lord Mayors Award for our long-term commitment to West Euston

Social Inclusion Award - Broadgate Estates and Knightsbridge Guarding

Regeneration and Renewal Awards 2009Mixed-use Project of the Year Award - St Stephens Shopping Centre

INVESTORS

Property Week Awards 2009

City Deal of the Year Award - Bank of Tokyo Mitsubishi pre-let at Ropemaker

IR Magazine UK and Continental Europe Awards 2009

Real Estate Award - British Land


INTRODUCTION 07



8/43

British Land awards

Each year we recognise ouremployees and suppliers fordelivering value, and making adifference to our customers andcommunities.

INTRODUCTION

FOR US, CORPORATERESPONSIBILITY ISABOUT REDUCING OURUSE OF RESOURCES,MEETING OURCUSTOMERS' NEEDS,SUPPORTING OURCOMMUNITIES, ANDGETTING THE BEST OUTOF OUR STAFF ANDSUPPLIERS.



Who we are

Our Approach to CR

Medium-term targets

Awards weve won

British Land awards

NATURAL RESOURCES

Energy Reduction

Fort Kinnaird Shopping Park in Edinburgh reduced energy use by 28%, saving our occupiers 13,000 and cutting carbonemissions by 80 tonnes.

Energy Reduction

York House in London W1 reduced total energy use by 1.1 million kWh, saving us and our occupiers 63,000 and cuttingcarbon emissions by 400 tonnes.

Water Reduction

Parkgate Shopping in Rotherham reduced water use by 42%, saving 2.1 million litres of water and cutting costs for

occupiers by 2,640.

Waste Management

Eastgate Shopping Centre in Basildon sent zero waste to landfill, recycling 79% and incinerating the remainder, saving32,000 in landfill taxes.

Waste Management

8Build at 1 Pilgrim Street in London recovered 97% of development waste, saving 19,500 in landfill taxes.

Resource Management in Continental Europe

Nassica Retail and Leisure Park in Madrid reduced energy use by 1%, saving 41,500 kWh of energy, 6,000 on energybills and 277 tonnes of carbon.

CUSTOMERS

Sustainability Collaboration

Western Asset Management, one of our occupiers at 10 Exchange Square, actively engaged in our Environmental WorkingGroup, introducing a range of initiatives to cut energy and water use.

Cost Reduction

Smith Young, managing agent at Meadowhall Shopping Centre in Sheffield, cut forecast service charge costs by 18%,saving retailers 2.3 million.

Customer Service

Colliers CRE, managing agent for five of our shopping parks, was rated as excellent for service, communication andresponsiveness by more than half of our staff surveyed.

Customer Service

Michael Urban (Ultimate Security Services), security guard at 350 Euston Road in Regents Place, received outstandingfeedback for his attitude and efforts.

COMMUNITIES

Fundraising

Eastgate Shopping Centre raised 130,000 for good causes, including local hospices and the Poppy Appeal. 15 members ofthe team even cycled from London to Paris for charity.

Community Contribution

Christine Tona (Broadgate Estates) works with East London Business Alliance to help jobseekers to find employment atBroadgate, helping them to turn their lives around.

Community Collaboration

Jean Hurman (West Euston Partnership) is a tireless campaigner for the residents of West Euston, where Regents Placeis located.

STAFF AND SUPPLIERS

Staff Volunteering

Miles Price (Planning Executive) has been championing Capital Kids Cricket for several years, as well as volunteering inlocal schools, generously giving his own time.

Staff Environmental Engagement

Scott Jackson (Business Analyst) cut his home energy use by 33% after installing an energy monitor, and is nowencouraging our staff to take this step, with British Land funding the monitors.

Finance Team

Colliers CRE Finance Team was rated as excellent for responsiveness, accuracy, problem solving, communication andunderstanding of our needs by more than half of our staff surveyed.

Supplier of the Year

Mace was a skilled and efficient project manager at Ropemaker Place, delivering this premium 600,000 sq ft officedevelopment on time and under budget.


INTRODUCTION 08



9/43

12%less like-for-like energy use than last year,saving 11.1 million kWh and 700,000.

11,000 TONNESof waste recovered,

equivalent to 445,000 in landfill taxes.

13%less like-for-like water use than last year,saving 54.7 million litres of water and 70,000.

ZEROnet carbon contributed into the atmospherefrom energy use across the common parts ofour entire managed portfolio.

27%better energy efficiency than current standardsacross our developments.

60,000 SQ FTof green space createdon our London developments.

British Lands approach to encouraging

biodiversity through green roofs is

absolutely exemplary. It is great to hear

that a rare black redstart is already using

the green roof in Broadgate for foraging.

Hats off to British Land.

Dusty GedgePresident of the European Federationof Green Roof Associationsand Director of livingroofs.org

Find out more

NATURALRESOURCES

WE AIM TO IMPROVEENERGY EFFICIENCY,REDUCE WATER USE ANDCUT WASTE TO LANDFILL.THIS REDUCES OURCOSTS AND THOSE OFOUR OCCUPIERS, ASWELL AS CONSERVINGPRECIOUS NATURALRESOURCES.

Energy

Waste and materials

Water

Carbon and CRC

Travel

Biodiversity


NATURAL RESOURCES 01



10/43

In the UK, we used 15% lessenergy per m in our offices, 17%less in our shopping centres and12% less in our retail parks. Welaunched our Sustainability Brief forManagement which sets energyefficiency standards and identifiesgood practice. At our largerproperties, we continued toimplement Environmental ActionPlans. We also piloted an energymanagement system at our HeadOffice, which led to significantsavings, and are now introducingsimilar systems at more properties.

EnergyWe aim to reduce energy use by 20% per m for each propertytype by 2012, compared to 2009.

In Continental Europe, we used moreenergy per m than last year. We areworking closely with our ContinentalEuropean team to improveperformance.

On our developments, we achieved27% better energy efficiency onaverage than current standards.However, standards will becomeincreasingly stringent and so weneed to innovate even more. OurSustainability Brief for Developmentshas been driving energy efficientdesign on all our major projectssince 2004.

NATURALRESOURCES


Energy

Waste and materials

Water

Carbon and CRC

Travel

Biodiversity

2

Our energy use chart

50,000savingsat our HeadOffice

28% lessenergy use atFort KinnairdShopping Park

Energy Management

Energy Data 2010


http://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/energy.htm#item1http://www.blmicrosite.com/crreport/2010/waste-and-materials.htmhttp://www.blmicrosite.com/crreport/2010/water.htmhttp://www.blmicrosite.com/crreport/2010/carbon.htmhttp://www.blmicrosite.com/crreport/2010/Travel.htmhttp://www.blmicrosite.com/crreport/2010/Biodiversity.htmhttp://www.blmicrosite.com/crreport/2010/energy.htm#item3http://www.blmicrosite.com/crreport/2010/energy.htm#item4http://www.blmicrosite.com/crreport/2010/energy.htm#item4http://www.blmicrosite.com/crreport/2010/energy.htm#item4http://www.blmicrosite.com/crreport/2010/energy.htm#item4http://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/pdf/BL-Energy.pdfhttp://www.blmicrosite.com/crreport/2010/pdf/Energy-Data-2010.pdfhttp://www.blmicrosite.com/crreport/2010/energy.htm#item2http://www.blmicrosite.com/crreport/2010/pdf/Energy-Data-2010.pdfhttp://www.blmicrosite.com/crreport/2010/pdf/BL-Energy.pdfhttp://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/energy.htm#item4http://www.blmicrosite.com/crreport/2010/energy.htm#item3http://www.blmicrosite.com/crreport/2010/properties.htmhttp://www.blmicrosite.com/crreport/2010/staffAndSuppliers.htmhttp://www.blmicrosite.com/crreport/2010/communities.htmhttp://www.blmicrosite.com/crreport/2010/customers.htmhttp://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/introduction.htmhttp://www.blmicrosite.com/crreport/2010/Biodiversity.htmhttp://www.blmicrosite.com/crreport/2010/Travel.htmhttp://www.blmicrosite.com/crreport/2010/carbon.htmhttp://www.blmicrosite.com/crreport/2010/water.htmhttp://www.blmicrosite.com/crreport/2010/waste-and-materials.htmhttp://www.blmicrosite.com/crreport/2010/energy.htm#item1http://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/index.htmhttp://www.blmicrosite.com/crreport/2010/index.htm


11/43


http://www.blmicrosite.com/crreport/2010/energy.htm#item2http://www.blmicrosite.com/crreport/2010/pdf/Energy-Data-2010.pdfhttp://www.blmicrosite.com/crreport/2010/pdf/BL-Energy.pdfhttp://www.blmicrosite.com/crreport/2010/energy.htm#item5http://www.blmicrosite.com/crreport/2010/energy.htm#item4http://www.blmicrosite.com/crreport/2010/energy.htm#item3http://www.blmicrosite.com/crreport/2010/properties.htmhttp://www.blmicrosite.com/crreport/2010/staffAndSuppliers.htmhttp://www.blmicrosite.com/crreport/2010/communities.htmhttp://www.blmicrosite.com/crreport/2010/customers.htmhttp://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/introduction.htmhttp://www.blmicrosite.com/crreport/2010/Biodiversity.htmhttp://www.blmicrosite.com/crreport/2010/Travel.htmhttp://www.blmicrosite.com/crreport/2010/carbon.htmhttp://www.blmicrosite.com/crreport/2010/water.htmhttp://www.blmicrosite.com/crreport/2010/waste-and-materials.htmhttp://www.blmicrosite.com/crreport/2010/energy.htm#item1http://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/index.htmhttp://www.blmicrosite.com/crreport/2010/index.htm


12/43

Our new Sustainability Brief forManagement requires ourmanaging agents to develop WasteManagement Plans for all ourlarger properties and estates. Theyfocused on increasing recyclingrates by improving wastesegregation facilities on site and byworking more closely with localwaste contractors. They alsoworked with occupiers, encouragingtheir staff to use the segregationfacilities.

Waste and materials

We aim to send zero managed waste to landfill by 2012. Thisyear, we diverted 83% of waste from landfill at our propertiesand 86% on our developments.

Our Sustainable DevelopmentsExecutive, Sarah Cary, workedclosely with building contractors andsub-contractors on our developmentsites to monitor waste management.In October, members of the BritishLand developments team visited amaterials recovery facility used toprocess waste from a number of ourdevelopments. Sarah commented: Itwas a very informative trip which,going forward, will help usenormously to manage our approachto construction waste better.

NATURALRESOURCES


Energy

Waste and materials

Water

Carbon and CRC

Travel

Biodiversity

Managed waste at our properties

Zero waste

to landfill atEastgateShoppingCentre

97% of

fit-out waste

recoveredat 11 PilgrimStreet

Waste ManagementWaste Data 2010

TONNES

86%

43%

23%

445,000

97%

developments.

of construction waste recovered.

of waste recycled at our properties, up from 40%last year.

of materials in our new developments comprisedrecycled content by value.

landfill tax savings by recycling or re-usingwaste at our properties and developments.

of fit-out waste recovered.





13/43





14/43

We used 38% less water per m inour retail parks this year and 19%less in our Continental Europeanproperties. However, there was nochange in our offices and anincrease in our shopping centres,due to the inclusion of newproperties that do not benefit fromthe rainwater harvesting andborehole water systems present atsome of our existing properties. Wewill focus on reducing water use atthese new properties. We are alsoinstalling extra meters to monitorwater use across our officeportfolio, and in properties wherewe have non-mains sources.

Water

We aim to reduce water use by 20% per m for each propertytype by 2015, compared to 2009.

We will be increasing our efforts toreduce water use. Although paybackperiods tend to be longer than forenergy initiatives as water costs arelower, significant savings can beachieved, for instance through moreeffective maintenance regimes forwater infrastructure. We will alsocontinue to undertake annual floodrisk assessments where there isperceived exposure, implementinginitiatives as appropriate.

On our developments, our projectteams continue to apply ourSustainability Brief, specifying waterefficient technologies, introducingrainwater harvesting schemes and

installing water meters to help us toreduce water in the long-term.

NATURALRESOURCES


Energy

Waste and materials

Water

Carbon and CRC

Travel

Biodiversity

2

Our water use chart

42%

reduction in

water use

at ParkgateShopping

14 million

litres less

water

at FortKinnairdShopping Park

Water Management

Water Data 2010

13%less water use than last year, across ourlike-for-like managed portfolio.

54.7mlitres less water use across our like-for-likemanaged portfolio.

70,000savings for us and our occupiers on water billsacross our like-for-like managed portfolio.

12%of our properties have rainwater harvestingsystems that re-use rainwater, or boreholewater sources.





15/43





16/43

Through our carbon strategy wefocus on measuring our carbonfootprint, improving energyefficiency, developing sustainablebuildings and using low-carbonenergy sources, finally purchasingcarbon credits to offset ourremaining emissions. TheGovernments CRC EnergyEfficiency Scheme, which launchedin April 2010, requires us to buycarbon credits for all energy wepurchase. At our retail properties,we generally purchase energyconsumed in the common parts,with retailers purchasing energyconsumed in their own demises.Across our office portfolio, we

purchase almost all of the energy

consumed, both in the common partsand in occupiers' own demises.

We will be guided by any futureindustry-wide consensus on howlandlords and occupiers should sharecarbon credit liabilities. Our currentintention is to allocate liability towhoever has the greatest influenceon energy consumption. We wouldtherefore be responsible for thecommon parts and occupiers wouldbear liability for their own demises,with responsibility for central heatingand cooling plant across our officeportfolio shared equally. A provisionwould be introduced to future officeleases to reflect this shared liability.

Carbon and CRCWe were carbon neutral across the common parts of our entiremanaged portfolio, for the second year running.

NATURALRESOURCES


Energy

Waste and materials

Water

Carbon and CRC

Travel

Biodiversity

Our gross carbon footprint

Our carbon offsets chart

33% bettercarbonefficiency atRopemakerPlace

Carbon Data 2010

Glossary: CRC Energy Efficiency Scheme

11%

11.7m

101,664

carbon credits purchased to offset 20,769tonnes of emissions.

less carbon emissions from like-for-like energyuse across the common parts of our managedportfolio.

is the undiscounted five-year value at stake ofthe CRC Energy Efficiency Scheme from 2010to 2015.





17/43





18/43

Of the 30,000 people based atBroadgate (EC2), 97% travel towork by public transport, walking orcycling. We worked with the City ofLondon to install another 36 cyclespaces at Broadgate, bringing thegrand total to 1,329.

Of the 7,000 people working atRegents Place (NW1), 96%commute by public transport,walking or cycling. We significantlyimproved pedestrian routes thisyear as part of our masterplan forthe estate.

TravelOver 80% of people based in our central London offices travelto work by public transport, with around 10% walking orcycling.

Of the 365 staff at York House (W1),81% commute by public transport,walking or cycling. We are workingwith Transport for London to improvepedestrian crossing facilities, witharound 17% of staff identifying theseas a barrier to walking.

NATURALRESOURCES


Energy

Waste and Materials

Water

Carbon and CRC

Travel

Biodiversity

Our travel chart

Two newpedestrianroutes atRegent's Place

80% ofbusinessjourneys bypublic transport,walking orcycling

1,500 CYCLESPACES

Over 1,500 cycle spaces for occupiers atBroadgate, Regents Place and York House.

1,500 TRAVELSURVEYS

Over 1,500 travel questionnaires completed bypeople based at Broadgate, Regents Place andYork House.





19/43





20/43

More than 30 native plant specieswere present at 201 Bishopsgateand The Broadgate Tower (EC2)during the summer, with a rareblack redstart already foraging.

At Regents Place (NW1), weplanted over 60 native species onthe 27,000 sq ft green roofs. Oncemature, these are expected toprovide foraging and shelter forbats, bees, black redstarts, housesparrows and house martins.

Biodiversity on the 20,000 sq ft ofgreen roofs at Ropemaker Place(EC2) is currently limited by thenumber of non-native plants. Weplan to plug plant more local species,and will learn from this lesson on ourother developments.

At our Head Office (W1), we seeded30 plant species on 1,300 sq ft ofretrofitted green roofs. This wasinformed by our award-winning greenroof trial with Arup in 2007. Commonbirds are already using the roof, withmore species likely to benefit.

BiodiversityA new study shows that, over the last few years, ourdevelopments in central London have positively contributed tolocal biodiversity.

NATURALRESOURCES


Energy

Waste and Materials

Water

Carbon and CRC

Travel

Biodiversity

182 maturetrees plantedat RegentsPlace

9,000 sq ft ofgreen spacecreated atBroadgate

Download biodiversity leaflet





21/43





22/43

AWARDVoted Landlord of the Year 2009 by UKretailers.

3.5msavings for occupiers on service charges, with

average savings of 7% per m

BEST SERVICECHARGE

Voted Best Service Charge Provider by UKretailers, for the second year running.

30%of occupiers in our multi-let offices signedcarbon reduction agreements.

AWARDEstates Gazettes National Property Companyof the Year 2009.

Thank you for your proactive response

in seeking to minimise retailers

occupational costs. Its encouraging to

know that we are on the same side,

working to the same goal to make us

mutually more competitive.

Clive BentleyProperty Director, Costa Coffee

Find out more

CUSTOMERS

WE AIM TO TREAT OUR

CUSTOMERS ASPARTNERS, TO HELPTHEM TO ACHIEVE THEIRGOALS, AND TO HELP USTO ACHIEVE OURS.

Customer satisfaction

Cutting occupancy costs

Resource reduction partnerships

2


CUSTOMERS 01



23/43

This is an impressive turnaroundfrom just 40% in 2005, and afurther improvement on 73% in2007. Along with our managingagents, we will build on this,addressing the issues identified byour occupiers. Delivering value formoney remains a key priority.

We recently expanded our in-house property management teamso that we can engage withoccupiers more actively anddirectly, at the same time asmanaging and supporting ouragents more effectively. We alsocontinue to engage actively with

the Property Managers Associationfor UK retailers, to keep up to datewith emerging trends.

Customer satisfactionIn the UK, we are now a genuinely customer-focusedbusiness, with 82% of our customers rating us as good orexcellent, exceeding our 2013 target.

Feedback from our first independentcustomer survey in ContinentalEurope identified opportunities toimprove satisfaction. We will befocusing on building relationships,delivering value, improvingresponsiveness and consistency, andencouraging sustainability.

Happy customers are more likely tostay in our buildings, helping us tomaintain our high occupancy ratesand charge optimum rents.In turn, this helps us to give goodreturns to our shareholders and toprotect capital value across ourportfolio.

CUSTOMERS

WE AIM TO TREAT OUR





Customer satisfaction chart

Michael Urbanand BernardDavy won ourCustomerService Awards

Our Approach to Customers

Customer Data 2010

CUSTOMERSERVICE

Top quartile for customer service in theRealService Best Practice Index.

83%

LANDLORD

OF THE YEAR

of our UK occupiers rate their relationship withus as good or excellent.

as voted by UK retailers in 2009.


CUSTOMERS 02



24/43


CUSTOMERS 03



25/43

We recognise that value for moneyis a high priority for our occupiers,but also that they have high serviceexpectations and rightly so. Wework closely with our managingagents and occupiers to identifyopportunities to cut costs, withoutcompromising service.

We generated significant savingsby retendering contracts forservices such as cleaning, securityand landscaping, as well as byreviewing working hours. We alsostandardised legal fees forLicences for Alterations to improveconsistency and deliver bettervalue.

Cutting occupancy costsWe aimed to cut service charge costs by 5%. The averageforecast saving across our portfolio is 7%.

We used the scale of our portfolio tonegotiate competitive insurancecoverage, reducing premiums for ouroccupiers by 5% on average.Broadgate Estates also negotiatedlower electricity rates for our officeoccupiers, saving them 680,000 ontheir energy bills.

We continue to fund the cost of newRegional Centre Managers at ourshopping parks, to help retailers toincrease footfall and sales. Ourmanagement fees are fixed until2010, with management fees on ourretail parks capped at 50,000.

CUSTOMERS

WE AIM TO TREAT OUR





2.3 millionsavings forretailers atMeadowhallShopping Centre

7% savings onenergy use atGlasgow FortShopping Park

Our Approach to Customers

Customer Data 2010

BESTService Charge Provider 2009 as voted by UKretailers, for the second year running.

3.5m

700,000energy cost savings, thanks to 12% less energyuse across our like-for-like portfolio.

230,000landfill taxes avoided for occupiers at our

properties, thanks to 5,800 tonnes of wastebeing re-used or recycled.

70,000water cost savings, thanks to 13% less wateruse across our like-for-like portfolio.

savings on service charges, with 10% savingsper sq ft across our retail portfolio and 3%across our offices.

CUSTOMERS 04

http://www.blmicrosite.com/crreport/2010/customers.htmhttp://www.blmicrosite.com/crreport/2010/customer-satisfaction.htmhttp://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item1http://www.blmicrosite.com/crreport/2010/resource-reduction-partnerships.htmhttp://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item4http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item4http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item4http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item4http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item4http://www.blmicrosite.com/crreport/2010/pdf/BL-Customer.pdfhttp://www.blmicrosite.com/crreport/2010/pdf/Customer-Data-2010.pdfhttp://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item1http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item1http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item1http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item2http://www.blmicrosite.com/crreport/2010/pdf/Customer-Data-2010.pdfhttp://www.blmicrosite.com/crreport/2010/pdf/BL-Customer.pdfhttp://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item4http://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item3http://www.blmicrosite.com/crreport/2010/properties.htmhttp://www.blmicrosite.com/crreport/2010/staffAndSuppliers.htmhttp://www.blmicrosite.com/crreport/2010/communities.htmhttp://www.blmicrosite.com/crreport/2010/customers.htmhttp://www.blmicrosite.com/crreport/2010/natural-resources.htmhttp://www.blmicrosite.com/crreport/2010/introduction.htmhttp://www.blmicrosite.com/crreport/2010/resource-reduction-partnerships.htmhttp://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item1http://www.blmicrosite.com/crreport/2010/customer-satisfaction.htmhttp://www.blmicrosite.com/crreport/2010/customers.htmhttp://www.blmicrosite.com/crreport/2010/index.htmhttp://www.blmicrosite.com/crreport/2010/index.htm


26/43

CUSTOMERS 05

http://www.blmicrosite.com/crreport/2010/pdf/GlasgowFortCaseStudy2010.pdfhttp://www.blmicrosite.com/crreport/2010/cutting-occupational-costs.htm#item1http://www.blmicrosite.com/crreport/2010/pdf/MeadowhallandTheSourceCaseStudy2010.pdf


27/43

Through our resource reductionpartnerships, we have implementedinitiatives that are expected toreduce annual energy usage by380,000 kWh in thecommon parts of participatingbuildings at Broadgate andRegents Place.

By working with occupiers wemaximise energy savingopportunities, given that they arethe major energy users in ouroffices. We also collaborate closelywith building management teams,as it is critical that they showleadership.

Resource reduction partnershipsWe are working with 30% of occupiers in our multi-letoffice buildings to reduce resource use.

We invest management time indriving the process, as well as part-funding a sustainability consultant ineach building to identify initiatives,manage the scheme and record theresults. 90% of our office occupierssurveyed stated that oursustainability initiatives added valueto their business.

Occupier initiatives includeintroducing lights-off policies,installing solar and motion sensors,reducing run times for airconditioning systems, applying solargain film to windows and adjustingtimings on sensors so that lights areon for less time after motion

detection.Download customer data

CUSTOMERS

WE AIM TO TREAT OUR




Resource reductionpartnerships

2% energysavingforecast forWesternAssetManagement

Green500PlatinumAward at 350Euston Road

1.1 million kWh energy savings atYork House

30,000

13 OCCUPIERPARTNERS

2m litres

6 OCCUPIERPARTNERS

4 OCCUPIERPARTNERS

potential energy savings identified in thecommon parts of participating buildings atBroadgate and Regents Place.

at Broadgate: Alpari, Ashurst, Calyon, CloseAsset Management, F&C Asset Management,Henderson Global Investors, Herbert Smith,Landesbank Baden-Wrttemberg, Legg MasonInternational Equities, Mayer Brown

International, Reed Smith, Socit Gnrale andWestern Asset Management.

potential water savings identified at Broadgateand Regents Place.

at Regents Place: ATOS Origin, Balfour BeattyCapital, Capital One, ELEXON, General MedicalCouncil and JPMorgan Chase.

at York House: Bunzl, Government ofSingapore Investment Corporation Pte Ltd,hurleypalmerflatt and Moor Park CapitalPartners.

At 10 Exchange Square

Western Asset Management is setto cut energy use by 2%.

Western Asset has been activelyengaged in our Environmental WorkingGroup at 10 Exchange Square inBroadgate. Over the last year, theyhave made considerable progress,introducing a number of initiatives that


CUSTOMERS 06



28/43


CUSTOMERS 07



29/43

717,000

BIG TICKLORD MAYOR'S

27%

490,000

11.2m

investment in charities and local communities.

Awards for education and active communities,at the Source at Meadowhall.

Dragon Awards for British Land and BroadgateEstates.

of our Head Office team volunteered, up from24% last year.

fundraising across our portfolio for good causes.

investment in local infrastructure and initiatives,through the planning process.

I think this is a tremendous

achievement by Capital Kids Cricket and

British Land. I know when I was at school

how difficult it was to be able to become

involved in cricket, but this league offers

the opportunity for everyone to enjoy the

excitement and thrill of the game.

Ebony-Jewel Rainford-BrentEngland Womens Cricket Team Player

Find out more

COMMUNITIES

WE AIM TO FOSTER

ECONOMICREGENERATION AND TODEMONSTRATE THEHIGHEST STANDARDS OFETHICAL BEHAVIOUR INOUR DEALINGS WITHCOMMUNITIES AND THEBUILT ENVIRONMENT.

Community investment

At our properties

At our developments


COMMUNITIES 01



30/43

We made financial contributions toa range of good causes, investingin the future through education andyoung people, as well employment,training and regeneration.

British Lands Kids Cricket League,now in its fourth year, is the largestchildrens cricket league in the UK.1,600 children from 160 schoolsparticipated. The final, won byMyatt Garden Primary School inLewisham, was played at Lord's,the home of cricket.

Community investment27% of our Head Office staff volunteered during work time,exceeding our target of 25%.

We continued to fund creativeprojects for vulnerable young carers;these were delivered by Create inpartnership with Crossroads CareCamden, Hackney Young CarersService and Westminster YoungCarers Service. We also supportedour third creative project withCamden's Out of School LearningService.

We have recently started workingwith Fairbridge, a charity which helpsdisadvantaged young people to gainthe motivation, self-confidence andskills they need to change their lives.

COMMUNITIES

WE AIM TO FOSTER



At our properties

At our developments

Our community investment chart

128 youngcarersparticipated increativeprojects

1,600 childrenplayed in theBritish LandKids CricketLeague.

Our Approach to Communities

Community Data 2010

717,000

365,000

70,000

60

invested in good causes through cashcontributions, in-kind donations and time spentsupporting community projects.

invested in sports sponsorship, includingsupporting SnowsportGB and Rotherham UnitedFC.

young people participated in projects wesupported, including chess tournaments, creative

projects and a cricket league.

children worked with an artist to design andcreate a temporary artwork inspired by the builtenvironment and public artworks at Regent'sPlace.


COMMUNITIES 02



31/43


COMMUNITIES 03



32/43

Christmas job fairs made it easierfor local people to find employmentat our retail properties and helpedretailers to satisfy their seasonalrecruitment needs. We worked withlocal agencies and trainingproviders to offer extra support tojob seekers at our fairs, particularlythose who did not find employment.In London, we also continued towork in partnership with the EastLondon Business Alliance to helplong-term unemployed people tofind employment.

At our propertiesWe implemented recruitment and training initiatives at 71% ofour major properties.

Our properties hosted numerousfundraising events that were alsogreat fun. For instance, the beachcame to Broadgate during thesummer when Action for Kids ran acharity volleyball tournament. Ourmanaging agents organised eventsto make our properties more vibrantplaces and encourage footfall. AtMeadowhall Shopping Centre,popular performances ranged from aU2 tribute band to the Teletubbies,with the Ultimate Elvis Tour alsomaking an appearance.

COMMUNITIES

WE AIM TO FOSTER



At our properties

At our developments

Photo gallery

130,000raised forcharity atEastgateShoppingCentre

1,500 runnersat PuertoVenecia RetailPark

Our Approach to Communities

Community Data 2010

5,000

490,000

20m

617,000

50,000

2,000local people benefited from retail training at TheSource at Meadowhall.

local people registered for jobs at ourproperties, with nearly 1,000 findingemployment.

fundraising at our properties, thanks to theefforts and generosity of our staff, occupiers andshoppers.

visitors to our properties each week, makingthem ideal venues for good causes to host

events to raise awareness and funds.

funding sourced for local training at The Sourceat Meadowhall.

people participated in events at our properties.


COMMUNITIES 04



33/43


COMMUNITIES 05



34/43

This investment is a key part of ourplanning agreements with localauthorities, helping to ensure thatour developments meet the needsof local residents.

The New Diorama Theatre openedat Regents Place, with a diverseartistic programme, from straighttheatre to comedy and opera.Exciting new public artworksinclude The Pavilion by CarmodyGroarke, Ruth Walking in Jeansby Julian Opie and A Couple ofRipe, Ornamental Pineapples bySin Parkinson.

At our developmentsThrough the planning process, we contributed 11.2 million tolocal initiatives.

At Canada Water in LondonsDocklands, works are due to begin inOctober 2010 on the new publicsquare to complete in time for theopening of the new library in March2011. This square occupies a keylocation between the tube and busstations, the library which is underconstruction, and development sitesA and B. It is named Deal PorterSquare in memory of the thousandsof local people employed as portersto unload deal wood in the olddocks.

COMMUNITIES

WE AIM TO FOSTER



At our properties

At our developments

Our community investment throughplanning chart

New 80-seatcommunitytheatre atRegent's Place

Bovis lendsa hand atRegent's Place

Our Approach to CommunitiesCommunity Data 2010

12,000 jobscreated when our masterplans for CanadaWater, Regents Place and River Don arecompleted.

180m

182 trees

regional economic benefit each year forecastfrom our River Don District masterplan whencompleted.

planted to improve public spaces at RegentsPlace, as part of extensive re-landscaping.


COMMUNITIES 06



35/43


COMMUNITIES 07



36/43

100%of Head Office staff participated in our new 360feedback process, requesting anonymousfeedback from a range of people.

2,944 HOURSof training for Broadgate Estates staff,

equivalent to 18 hours per person.

GOLDour managing agents achieved all Gold ServiceCharge Awards or better.

REVIEWin-depth review of supply chain risks atRegents Place. British Land continues to lead the way

and inspire others with its sustainability

objectives. Mace is proud to have worked

with such a strong client in helping them to

achieve ISO:14001 accreditation and their

first pre-certified LEED Platinum office

development.

Jonathan FosterDirector, Mace

Find out more

STAFF ANDSUPPLIERS

WE AIM TO TREAT OURSUPPLIERS AND STAFF ASMEMBERS OF A SINGLETEAM WHO WORKTOGETHER TO ENSURETHE SUCCESS OF OURBUSINESS AND DELIVERYOF SERVICE TO OURCUSTOMERS.

Head Office staff

Broadgate Estates staff

Managing agents

Development teams


STAFF AND SUPPLIERS 01



37/43

Our appraisal process, whichincludes our new 360 feedbackprocess, helps our staff andmanagers to focus on specifictraining needs. This year, werecorded 672 hours of training anddevelopment, including training inIT packages, financial modellingand presentation skills. We areimproving how we gather andrecord training data. To deliver ourstrategy we need to attract andretain appropriately skilled andexperienced professionals. Nextyear, we will carry out a survey tomeasure staff satisfaction.

Head Office staffAll of our personnel have their training needs reviewedthrough our appraisal process, with further support available.

Staff from different areas of thebusiness formed a new group tomake our Head Office greener.This group helped us to reduceelectricity use in our own offices perperson by 11% and to recycle 70%of waste. They sent a survey to allstaff to identify priorities, beforeraising environmental awareness bycommunicating with staff throughemails, posters and campaigns. Oneof the members of the group, ScottJackson, cut his own home energyuse by 33% after installing an energymonitor, and is now encouragingothers to take this step, with BritishLand funding the monitors.

STAFF ANDSUPPLIERS


Head Office staff


Managing agents

Development teams

At NetleyPrimarySchool ourvolunteerstransformed anoutdoor area

At WaterlowPark ourvolunteersdonned pondwaders to clearweeds

Our Approach Staff and Suppliers

Staff Data 2010

158STAFF

at our Head Office, managing over 2,500suppliers for us and our occupiers.

AWARDS

15%of staff work flexibly, up from 9% last year.

9%

PROMPTWe signed up to the Governments new PromptPayment Code.

We recognised our staff and other stakeholdersfor their efforts and achievements at our annualawards ceremony.

staff turnover, reduced from 18% last year.





38/43





39/43

Broadgate Estates manages someof the UK's most prestigiousdevelopments, for British Land andour peers. These include ChiswickPark, More London, Paternoster, 1Poultry, Regent's Place and ofcourse Broadgate, London - whereit all began. 89% of our officeoccupiers independently surveyedin 2009 rated our responsivenessas good or excellent, an increasefrom 57% in 2007. This was largelythanks to the efforts of theBroadgate Estates teams atBroadgate, Regents Place andYork House.

Broadgate Estates staffBroadgate Estates Limited is a property managementcompany that is wholly-owned by British Land.

All new Broadgate Estatesemployees undertake a 12 hourinduction programme, with furthertraining available. Six people tookadvantage of the five days availableto all employees for study leave. Afurther six people joined theBroadgate Estates Future Skillstalent development programme inSeptember 2009. Through this three-year programme, they are benefitingfrom in-house training courses, aswell as externally accredited courses.They will also receive mentoringsupport and go on secondments withBritish Land and selected servicepartners.

STAFF ANDSUPPLIERS


Head Office staff


Managing agents

Development teams

Deliveringvalue atRegent's Place

Employmentprojects forlocal people atBroadgate

Staff Data 2010

160PEOPLE

2,944HOURS

10%

72%

employed by Broadgate Estates.

of training, equivalent to 18 hours per person.

of staff worked flexibly, up from 3% last year.

average customer satisfaction with BroadgateEstates. We are working with Broadgate Estatesto improve this further.





40/43





41/43

Our Asset Managers continued towork with our agents to improveperformance further. We useagents to manage our properties ona day-to-day basis so that we canadjust the level of management tomeet occupiers changing needsand respond quickly to thepurchase or sale of properties.

Our agents work with us and ouroccupiers to maintain our propertiesto the high standards we set.Largely thanks to their efforts,footfall at our retail propertiesconsistently exceeds the UKaverage.

Managing agents43% of our customers surveyed in 2009 rated satisfaction withour agents as good or excellent, an improvement on 40% in2007.

We proactively monitor our agentsperformance on customer-focusedstandards for processing Licencesfor Alterations and managing servicecharges, as well as for preventingrisks and incidents.

We now also monitor how quicklylawyers process these requests, aswell as the fees they charge, as weidentified these as areas forimprovement.

STAFF ANDSUPPLIERS

WE AIM TO TREAT OUR

SUPPLIERS AND STAFF ASMEMBERS OF A SINGLETEAM WHO WORKTOGETHER TO ENSURETHE SUCCESS OF OURBUSINESS AND DELIVERYOF SERVICE TO OURCUSTOMERS.

Head Office staff


Managing agents

Development teams

Colliers CREwon ourManagingAgent of theYear Award


Supplier Data 2010

ALL GOLDAWARDS

SEVEN AGENTS

ALL SERVICECHARGE

PLATINUMService Charge Award at Broughton ShoppingPark, the first in the UK.

98% of properties achieved our high health andsafety standards.

ALL LICENCEREQUESTS

or better for service charge management at ourproperties audited by the Property ManagersAssociation.

work with us to manage our 26 million sq ft UKportfolio, consolidated from 19 agents a fewyears ago.

information issued on time across our officeportfolio, with 97% on time across our retailportfolio.

actioned within five days across our retailportfolio and 92% across our office portfolio.

ALLservice charge information on

ALLlicence requests on time

Managing Agent of theYear

We are working with our sevenmanaging agents to deliverexcellent customer service.

Colliers CRE manages five of our retailand shopping parks in NorthernEngland, Ireland and Scotland. Thisyear, they won our Customer ServiceAward and Finance Team Award.

Over 50% of British Land employeessurveyed rated Colliers CRE asexcellent for service, communication,responsiveness and understanding ofour needs. They also rated theirfinance team as excellent for accuracyand problem solving. We will becarrying out an independent customersurvey in 2011.





42/43

We work with our developmentteams to monitor and manage ourimpacts through an ISO:14001certified EnvironmentalManagement System. We diverted86% of development waste fromlandfill, making strong progresstowards our target to send zerowaste to landfill by 2012. Ourdevelopments are also 27% moreenergy efficient than currentstandards on average, as we worktowards achieving planning consentfor a zero carbon commercialbuilding by 2015.

Development teamsWe develop buildings in partnership with a team of specialiststhat includes architects, engineers, building contractors andnumerous sub-contractors.

In partnership with our contractor atRegents Place, Bovis Lend Lease,we carried out an in-depth study ofsustainability within our supply chain.This revealed that our independentaudits of construction suppliers areworking well, and that concrete andsteel typically have the greatestenvironmental impacts of all ourconstruction materials. It alsoidentified opportunities to improvethe sustainability of constructionmaterials used by our suppliers andof our on-site working practices. Nextyear, we will update ourSustainability Brief which has beendriving performance on all our major

projects since 2004.

STAFF ANDSUPPLIERS


Head Office staff


Managing agents

Development teams

Supplier ofthe YearAward forMace atRopemakerPlace

Carbonfootprintreview atRopemakerPlace


EXCELLENTdevelopments over the last few years.

97%

60,000sq ftof green space created on our developments incentral London, improving biodiversity.

0.26

ECOHOMESEXCELLENT

23%

of fit-out waste recovered as well as 86% ofconstruction waste, diverting 5,364 tonnes ofwaste from landfill.

reportable accidents per 100,000 hours workedon our developments, compared to 0.30 lastyear.

and Very Good ratings at Regents Place.

recycled content in our new developments.





43/43


Documents

British Land Uk Real Estate Company -CR-Online-Report-2010